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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.
A major feature of healh care organizations; it is dicated and shaped in part by the specific licensure manadates for each health profession.
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.
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
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
Chief of staff
- the officer of the medical staff
- appointed by the governing board
Position in a line authority structure
- director of a clinical service in an academic instuition
- Teaching hospital
President of the medical staff
Presiding officer for the medical staff and usually elected for a 1 year term.
Chief of service
- Physician- director of a speciic clinical service
- Line officer for physicians who are appointed to that specific service.
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
Unity of command
is increasingly regarded as something of a thereficial ideal
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
Basic Departmentation (7)
- 1.) by function
- 2.) by product
- 3.)by terrioritory
- 4.) by customer
- 5.) by time
- 6.) By process
- 7.) by number
Span of Management
is the number of immediate subordinates who report to any one manager
Four term used in the Span of Management
- Span of management
- Span of control
- Span of Authority
- Span of supervision
Something given to related departmens to ensure uniformity of practice.
refers to those workers who have direct resposibility for accomplishing the object of the organization
- reflects the master chart
- Shows the direct chain of command from highesty authority
Team - Oriented Problem Solving
- State and federal bodies mandate performace monitoring and improvement
- Examples: Centers for medicare and Medicaid quality of care initiatives for hospitals
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
Titles used in health care setting (5)
- Chief of staff
- Chief of service
- Department chairperson
- Medical director
- President of the medical staff
The arrangement of individuals into a graded series of superiors and subordinates, authority holders
Continuous Quality Improvement
consist of record scrutiny during which errors consisting of departures from dicated standard
- Finding defects
- rejecting defective products
- Depicts the entire organization
- Shows all departments and major poritions of authority
- Not detail
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
Control function during the planning phase
- Close supervision and tight leadership
- participative management/ leadership style
Control process three cyclic phases (3)
- Establishing standards
- Measuring performance
- Correcting deviations
- 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
Employees who help the line units achieve the objectives
Simply comparison of one's results with the level of results of another department or organization
- ToolsGantt Chart
- Flow Chart
Total Quality Management
Value system of the organization
Large span of management and can extent severe punishment for deviation from rules.
Type of Work
Routine, repetitive and homogenous work allows a larger, span of management
Degree of training of the worker
highly trained group doesnt need as much supervision as a trainee group.
Organization as a whole and specific department have the span of control can be broader
When the work Units are dispersed over a scattered physical layout and geographical location.
Flow of Work
- When work flow is high it requires
- greater supervision
- narrow span of control
the amount of training and experience of the supervisor increases the span of control and supervision
Avaliabilty of staff specialists
When staff specialists and selected support services are available, a supervisior's span of management may be increased.
Capital expense consit of:
Land, Buildings, machinery, and equipment
What phase budget alloction is spent?
is a planning and control tool with specific statements of the anticipated results
what is the department head responsible for?
Cost that are controllable, such as overtime, supplies, and equipment purchasers
The amount to be spent in a predetermined period
- 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.
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
Personnel or labor budget
- Projections are based on number of personnel hours and types of skills
- Not based on wages and salaries
Review and approval process
Competition , bargaining , and compromise
Planning-programming- budgeting system
The major feature traditional 1 year budget cycle
- 1st time- consuming process
- 2nd not all goals can be started preciselt
The two major approaches of budgeting
- Incremental budgeting
- Zero- based system also known planning- programming budgeting system (PPBS)
Perodic Moving Budget
Forecast for the yeqar is adjusted as specific periods are completed
The central, composite budget for the total organization
- 85 of the total budget
- Include the wage and salary calculation, anticipated raises
Capital equipment or improvement budget
Developed for -3,5,or 10 years
Happens in 2, 4 weeks increments
Certain level of activity is assumed and the impact of deviation from this level of activity calculated
Working detailed budget for each units.
Prepared on past experience and forecating and information available
Budget periods are tied to subsidiary plans or project. and covers more than one year
Relationships in which a single subordinate reports to two or more superiors.