Ross Exam

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Ross Exam
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2013-03-19 22:48:53
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Health Care Exam
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  1. What is organizing?
    The process of grouping necessary responsibilities and activites into workable units, deternming the lines of authority and communication and developing patterns of coordination.
  2. Specialization
    A major feature of healh care organizations; it is dicated and shaped in part by the specific licensure manadates for each health profession.
  3. Define the basic management function of organizing.
    The development of the organizational chart; the job descriptions, and the statements of interdepartmental and intradepartmental work flows system is a part of the management function of organizing.
  4. Identify the steps in the organzing process.
    • 1.) goal recognition and statement
    • 2.) review of organizational environment
    • 3.) Determination of authority relationships and development of the organizational chart, job descriptions, and related support documents.
    • 4.) Determinstion of structure needed to reach the goals
  5. Factors of Span of management (8)
    • 1.) type of work
    • 2.) degree of training of the worker
    • 3.)organizational stability
    • 4.) Geographical location
    • 5.) Flow of work
    • 6.)Supervisors qualifaction
    • 7.)Availibilty of staff specialists
    • 8.) Value system of the organization
  6. Healthcare Titles
                           Chief of staff
    • the officer of the medical staff
    • appointed by the governing board
  7. Healthcare Titles  
                            Medical Director
    Position in a line authority structure
  8. Healthcare Titles
                         Department chairperson
    • director of a clinical service in an academic instuition
    • Teaching hospital
  9. Healthcare titles 
                    President of the medical staff
    Presiding officer for the medical staff and usually elected for a 1 year term.
  10. Healthcare Titles
                          Chief of service
    • Physician- director of a speciic clinical service
    • Line officer for physicians who are appointed to that specific service.
  11. Aid in developing the organization chart (5)
    • 1.) Job title
    • 2.) Reporting Line
    • 3.)full time or part time
    • 4.) day and night shift
    • 5.) line or staff position
  12. Unity of command
    is increasingly regarded as something of a thereficial ideal
  13. 3 ways to overcome splintered authority
    • 1.) the managers may simply pool their authority and make the decision or solve the problem
    • 2.) the problem may ice refere to a higher level of authority untill it reaches a single maner with sufficient authority
    • 3.)Reorganization may be done so that recurring situations of splintered authority are eliminated
  14. Basic Departmentation (7)
    • 1.) by function
    • 2.) by product
    • 3.)by terrioritory
    • 4.) by customer
    • 5.) by time
    • 6.) By process
    • 7.) by number
  15. Span of Management
    is the number of immediate subordinates who report to any one manager
  16. Four term used in the Span of Management
    • Span of management
    • Span of control
    • Span of Authority
    • Span of supervision
  17. Concurring Authority
    Something given to related departmens to ensure uniformity of practice.
  18. Line
    refers to those workers who have direct resposibility for accomplishing the object of the organization
  19. Supplementary Chart
    • reflects the master chart
    • Shows the direct chain of command from highesty authority
  20. TOPS
    Team - Oriented Problem Solving
  21. Joint Commission
    • State and federal bodies mandate performace monitoring and improvement
    • Examples: Centers for medicare and Medicaid quality of care initiatives for hospitals
  22. Six Sigma strategies
    -Approach to total quality management  and continuous performance focused on statistical analysis of variations in performance measures

    • The Target 99.999
    • Prevention of error, reduction of variation
  23. Titles used in health care setting (5)
    • Chief of staff
    • Chief of service
    • Department chairperson
    • Medical director
    • President of the medical staff
  24. Hierarchy
    The arrangement of individuals into a graded series of superiors and subordinates, authority holders
  25. CQI
    Continuous Quality Improvement
  26. Quality Assurance
    consist of record scrutiny during which errors consisting of departures from dicated standard
  27. Quality Control
    • Finding defects
    • rejecting defective products
  28. Master Charts
    • Depicts the entire organization
    • Shows all departments and major poritions of authority
    • Not detail
  29. Controlling    3 function
    the management function by which performance is measured and corrective action is taken to ensure e accomplishment of organizational goals.

    • make up controlling function
    • Performance improvement
    • continous quality efforts
    • Total quality management
  30.  Control function during the planning phase
    • Close supervision and tight leadership
    • participative management/ leadership style
  31. Control process three cyclic phases (3)
    • Establishing standards
    • Measuring performance
    • Correcting deviations
  32. DMAIC
    • D: Define the project goals and customers/ clients
    • M: Measure the process to determine current performance
    • A: Analyze and determine root cause of the defect
    • I: Improve the process by eliminationg the defect
    • C: Control future process performance
  33. Staff
    Employees who help the line units achieve the objectives
  34. Benchmarking
    Simply comparison of one's results with the level of results of another department or organization

    • Tools
    • Gantt Chart
    • Flow Chart
  35. TQM
    Total Quality Management
  36. Value system of the organization
    Large span of management and can extent severe punishment for deviation from rules.
  37. Type of Work
    Routine, repetitive and homogenous work allows a larger, span of management
  38. Degree of training of the worker
    highly trained group doesnt need as much supervision as a trainee group.
  39. Organizational Stability
    Organization as a whole and specific department have the span of control can be broader
  40. Geographical Location
    When the work Units are dispersed over a scattered physical layout and geographical location.
  41. Flow of Work
    • When work flow is high it requires
    • greater supervision
    • narrow span of control
  42. Supervisior's Qualifications
    the amount of training and experience of the supervisor increases the span of control and supervision
  43. Avaliabilty of staff specialists
    When staff specialists and selected support services are available, a supervisior's span of management may be increased.
  44. Capital expense consit of:
    Land, Buildings, machinery, and equipment
  45. What phase budget alloction is spent?
    Implementation stage
  46. Budget
    is a planning and control tool with specific statements of the anticipated results
  47. what is the department head responsible for?
    Cost that are controllable, such as overtime, supplies, and equipment purchasers
  48. Budget Periods
    The amount to be spent in a predetermined period
  49. Accounting Period

    Fiscal Year
    • Encompassed by the overall budget frame work is the fiscal year. keep track of payroll and expenses on the basis of 1,2,4 weeks.
    • Fiscal year ex: July through June cycle.
  50. Revenue and Expense Budget
    • Consist of revenues from sales, payment for services renderd, endowments, grants and special funds.
    • Expense: cost associated with personnel, capital equipment , or supplies
  51. Personnel or labor budget
    • Projections are based on number of personnel hours and types of skills
    • Not based on wages and salaries
  52.  Review and approval process
    Competition , bargaining , and compromise
  53. Planning-programming- budgeting system

    (PPBS)
    Disadvantage
    The major feature traditional 1 year budget cycle

    • Disadvantages
    • 1st time- consuming process
    • 2nd not all goals can be started preciselt
    • 3rd
    • 4rd
  54. The two major approaches of budgeting
    • Incremental budgeting
    • Zero- based system also known planning- programming budgeting system (PPBS)
  55. Perodic Moving Budget
    Forecast for the yeqar is adjusted as specific periods are completed
  56. Master Budget
     The central, composite budget for the total organization
  57. Personnel Budget
    • 85 of the total budget
    • Include the wage and salary calculation, anticipated raises
  58. Capital equipment or improvement budget
    Developed for -3,5,or 10  years
  59. Backing Out
    Happens in 2, 4 weeks increments
  60. Step Budget
    Certain level of activity is assumed and the impact of deviation from this level of activity calculated
  61. Department Budget
    Working detailed budget for each units.
  62. Fixed Budget
    Prepared on past experience and forecating and information available
  63. Milestone Budgeting
    Budget periods are tied to subsidiary plans or project. and covers more than one year
  64. Split Reporting
    Relationships in which a single subordinate reports to two or more superiors.

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