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Dental Public Health > Principles of Administration > Flashcards

Principles of Administration Flashcards

1
Q

divisions of administrative work

A
  • organization
  • management
  • manager
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2
Q

organization aka

A

internal structure

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3
Q

deal with structure of the agency and the way people are arranged into groups within it

A

organization

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4
Q

organization: 3Ms

A
  • manpower/man
  • materials
  • money
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5
Q

exist to accomplish tasks that are too large and / or
complex to be undertaken by individuals or small groups working alone by subdividing tasks until they are small
and simple enough to be performed by individuals

A

organization

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6
Q

management aka

A

the executive control

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7
Q

concerned with the handling of personnel and operations
in such a way that the work of the agency gets done

A

management

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8
Q

the art, act, manner of directing, coordinating, and
controlling many people to achieve purpose / objectives

A

management

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9
Q

an individual who holds an office to which multiple roles
are attached

A

manager

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10
Q

central role attached to the office of a manager

A

leadership

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11
Q

other roles of the manager

A
  • formulating goals
  • developing strategies
  • communicating
  • making decisions
  • resolving conflicst
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12
Q

leadership managers aka

A

executives

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13
Q

effectively utilize the resources available in a system of organization to achieve organizational goals

A

managers (executives)

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14
Q

steps in organizing process

A
  1. Identification of Objectives
  2. Identification and Classification of the activities to
    accomplish organizational objectives
  3. Grouping of activities
  4. Delegation of authority
  5. Integration and grouping of activities through authority
    and functional relationships
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15
Q

types of administrative organization

A
  • undefined
  • well-defined
  • over-defined
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16
Q

roles and expectations of administrator/employees are not well spelled out

A

undefined administrative organization

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17
Q

roles and expectations are well spelled out, explicit
and coherity defined

A

well-defined administrative organization

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18
Q

roles and expectations are too high to be satisfied

A

over-defined administrative organization

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19
Q

levels of organization

A
  • policy makers
  • the boards
  • administrative level
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20
Q

occupies top positions, formulates policies /
objectives of the organization (ex: President, CEO,
CAO)

A

policy makers

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21
Q

examples of policy makers

A

president, CEO, CAO

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22
Q

consisting of small advisory committees which
execute the policies of the organization (ex:
Executive Council or Board Council)

A

the boards

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23
Q

examples of the boards

A

executive council, board council

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24
Q

includes individual department heads, chairman, or
chief of section

A

administrative level

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25
Q

principles of organization

A
  1. principle of unity of objective
  2. principle of efficiency
  3. span of control principle
  4. scalar principle
  5. principle of delegation
  6. principle of unity of command
  7. principle of absoluteness of responsibility
  8. principle of parity of authority and responsibility
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26
Q

an organization structure is effective if it facilitates
the contribution of individuals in the attainment of
organizational objectives

A

principle of unity of objective

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27
Q

an organization is efficient if it is structured to aid in
the accomplishment of organizational objectives
with minimum unsought consequences or costs

A

principle of efficiency

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28
Q

there is a limit in each management position to the
number of persons an individual can effectively
manage, but the exact number will vary in
accordance with the effect of underlying variables
and their impact on the time requirements of
effective management.

A

span of control principle

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29
Q

the administrative arrangement of the functional
groups or units in steps as in a scale; the more direct the line of authority from the top
manager in an organization to every subordinate
position, the more effective will the responsible
decision making an organization communication
be

A

scalar principle

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30
Q

the authority delegated to an individual manager
should be adequate to assure his ability to
accomplish results expected of him

A

principle of delegation

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31
Q

the more completely an individual has a reporting
relationship with a single superior, the less the
problem of conflict in instructions and the greater
the feeling of personal responsibility for results

A

principle of unity of command

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32
Q

the responsibility of the subordinate to his superior
for performance is absolute, and no superior can
escaper responsibility for the organization of
activities of his subordinate

A

principle of absoluteness of responsibility

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33
Q

the responsibility for actions cannot be greater than
the implied by the authority delegated, nor should it
be less

A

principle of parity of authority and responsibility

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34
Q

managerial process/functions (Luther Gulick)

A
  1. planning
  2. organizing
  3. staffing
  4. directing
  5. coordinating
  6. reporting
  7. budgeting
  8. evaluating
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35
Q

formulation of the steps taken by an organization at
some future period to achieve the desired state which
the process itself specifies itself as its objective(s)

A

planning

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36
Q

involves the analysis of the current and future state of
the internal and external environment of the agency
which should in turn lead to the choice of objectives

A

planning

37
Q

concerned with the division of labor and
corresponding assignment of duties, and the
establishment of line of authority and of communication

A

organizing

38
Q

steps of organizing

A
  • analysis of activities to determine appropriate grouping
  • assignment of responsibility for each group of activities and determining of corresponding authority
39
Q

the recruitment or hiring of manpower needed to
perform tasks or roles to accomplish organizational
objectives

A

staffing

40
Q

involves the training and rewarding people for
their role in the organization

A

staffing

41
Q

initiates and maintains actions towards the objectives of
the agency

A

directing

42
Q

where directing largely depends on

A

style of leadership of manager

43
Q

requirements in effective directing

A
  • delegation
  • communication
  • training
  • motivation
44
Q

the administrator sees to it that every activity within the
organization fits effectively and efficiently into the whole
scheme of operations

A

coordinating

45
Q

the process of dissemination of information of what you
have done or accomplished

A

reporting

46
Q

the principal device of the manager of retaining control
of delegated responsibility and authority to subordinate
executives is the systemized reporting and internal
checking

A

reporting

47
Q

an intelligently prepared estimate of the proposed future
expenditures for a given period, and the propped means
of financing them which expenses in accounting terms,
management future policies and plans

A

budgeting

48
Q

an agency plan expressed in monetary terms

A

budgeting

49
Q

the means to determine whether the goals were reached
or not and how much of the goal were met

A

evaluating

50
Q

a systematic way of learning from experience and using
the lessons learned to improve current activity and
promote better planning by careful selection of
alternatives for future action

A

evaluating

51
Q

techniques of executive control

A
  • organizational charts
  • procedure manual
  • standing orders/guidelines
  • records
  • summary sheets
52
Q

invaluable aids depicting the chain of authority in an
organization

A

organization charts

53
Q

the bigger the organization the more elaborate in the
design

A

organization charts

54
Q

a detailed analysis of the workings of the organization
and the statements as to exactly how certain functions
are to be executed

A

procedure manual

55
Q

useful if there are complicated or unusual functions
to be performed beyond the easy comprehension of the
average subordinate

A

procedure manual

56
Q

used in dealing with the handling of complex situations
involving conflicts of two or more operating principles or
it may also deal with technical matters such as fees or
methods of record keeping

A

standing orders/guidelines

57
Q

in the field of health, these are kept primarily for the
benefit of the patient

A

records

58
Q

used by administrators in epidemiological studies and in
evaluation of efforts for organizational control

A

records

59
Q

are kept by the week, month, or year and are most
helpful to the executive in appraising the success of his
organization and the efficiency of his workers

A

summary sheets

60
Q

they are of great use in program planning and in
budgeting

A

summary sheets

61
Q

a set of interrelated and interdependent parts that
form a complex whole

A

subsystem

62
Q

consists of interrelated ways in which nations organize
available resources for the maintenance and
improvement of human health individually and in
communities

A

health system

63
Q

major components of the health system

A
  • production subsystem
  • maintenance subsystem
  • adaptive subsystem
  • managerial subsystem
64
Q

includes all organizations and activities concerned with the
provision of services

A

production subsystem

65
Q

production subsystem: 4 major set of activities

A
  • public health services
  • hospitals
  • professional practice
  • self-help/care groups
66
Q

includes all organizations and activities concerned with
training and rewarding people for their roles in the larger
health system

A

maintenance subsystem

67
Q

composed of organizations and activities concerned with
monitoring changes in the larger social system and translating this information to the operation of the existing health service system

A

adaptive subsystem

68
Q

adaptive subsystem: activities

A
  • health service researchers
  • biomedical researchers
69
Q

includes organizations and activities concerned with
coordinating, controlling and directing organizations and
activities associated with the other components

A

managerial subsystem

70
Q

examples of managerial subsystems

A

DOH, Bureau of Licensing and Regulations

71
Q

a systematic and comprehensive health care designed for the promotion and maintenance and restoration of the dental health of the individual and of the community including the organization or management of materials for educating, preventing and treatment activities in various populations as part of a total health care system

A

dental health care system

72
Q

services which are designed to promote, maintain or
restore dental health and may include educative, curative, and preventive activities in varying positions

A

dental health service

73
Q

roles and functions of the department of health

A
  1. policy making/planning
  2. assistance to LGU partners
  3. IEC, social mobilization and linkaging/networking
  4. standards, licensing, and regulations
    5, research and development
    6, resource management
  5. monitoring and evaluation
  6. disaster/epidemic management
  7. health information and exchange
74
Q

types of financing in health care

A
  • fee for service
  • health maintenance organization
  • health insurance
  • health cooperative
75
Q

parties involved in financing health care

A

1st party - patient
2nd party - health care provider
3rd party - administrator of finances

76
Q

other terms for administrator of finances

A

carrier, insurer, underwriter, administrative agent

77
Q

when the government acts as a 3rd party, it is called:

A

public financing of care

78
Q

reimbursements of dentists come in the form of the ff.

A
  • UCR (Usual, Customary, Reasonable) Fee
  • table of allowance
  • fee schedule
  • discounted fees
  • capitation
79
Q

goals of managed care

A
  • controls cost through improved efficiency and coordination
  • reduce unnecessary or inappropriate utilization
  • insure access to preventive care
  • maintain or assure quality of care
80
Q

reasons for conducting a needs assessment

A
  • to define the problem and identify the extent and severity
  • to obtain a profile of the community to ascertain the causes of the problem
  • to evaluate the effectiveness of a program
81
Q

included in data collection

A
  • survey questionnaires
  • clinical examinations
  • personal communications
82
Q

data analysis includes the ff.

A
  • population
  • health status
  • health related socio-economic status
  • health sector
83
Q

used for setting priorities among problems elicited
through a needs assessment

A

priority setting

84
Q

formulation of program goals/objectives and activities include the ff.

A
  • program goal
  • program objective
  • program activity
  • resource identification
85
Q

broad statements on the overall purpose of a
program to meet a defined problem

A

program goal

86
Q

more specific; describe in a measurable
way the desired end result of a program activity

A

program objective

87
Q

describes how objective will be accomplished

A

program activity

88
Q

criteria for resource identification

A
  • appropriateness
  • adequacy
  • effectiveness
  • efficiency

Dental Public Health (4 decks)

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