Term
| What is the ultimate goal of health service managers |
|
Definition
| to help maintain and enhance the health of the public |
|
|
Term
| What are the 6 essential aims identified by the Institute of Medicine in 2001 |
|
Definition
1 safe
2 effective
3 pt-centered,
4 timely,
5 efficient,
6 equitable |
|
|
Term
| name the 9 forces influencing the health care delivery system |
|
Definition
1 financial incentives that reward superior performance,
2 increased accountability for performance,
3 technological advances in the biological and clinical sciences,
4 aging of the population and associated increase in chromic illness,
5 increased ethnic and cultural diversity of the population,
6 changes in the supply and education of health professionals,
7 social morbidity, information technology,
8 globalization and
9 expansion of the world economy |
|
|
Term
| what is required to meet the health system aims and associated redesign imperatives |
|
Definition
| practicing evidence-based mgmt |
|
|
Term
|
Definition
| strategic alliances or contractual arrangements among hospitalk, physicians and other health services organizations that provice an array of health services to the community |
|
|
Term
|
Definition
| arrangements among hospitals, physicians, and other provider organizations that involve direct ownership of assets on the part of the parent system |
|
|
Term
| what are the 7 key dimensions of health care organizations |
|
Definition
1 external environment,
2 vision/mission/goals,
3 strategies,
4 level of differentiation,
5 level of integration and
6 level of centralization, and
7 ability to adapt and change |
|
|
Term
| one key to an organizations success is having a good understanding of its (blank), defined as |
|
Definition
| external environment...all of the political, economic, social, and regulatory forces that exert influence on the organization |
|
|
Term
| define mission, vision, and goals |
|
Definition
| vision is what the organization aspires to become. Mission is what the organization does. Goals are statements of what the organization need to achieve to fulfill its potential |
|
|
Term
| plans for achieving the organization's mission and goals and primarily involve the positioning of the organization to succeed are called |
|
Definition
|
|
Term
|
Definition
| the development of specialized knowledge, funtions, departments, and viewpoints |
|
|
Term
|
Definition
| all organizations require some degree of coordination across specialized functions and processes in order to achieve unity of effort |
|
|
Term
|
Definition
| more decisions are made by the top management team of the system that by individual hospitals or physician groups |
|
|
Term
|
Definition
| the need for predictability, order and efficiency. assumes that at least parts of an organization can be sealed off from the external environment |
|
|
Term
|
Definition
| the need for openness, adaptability, and innovation. emphasizes that organizations are parts of the external environment and, as such, must continually change and adapt to meet the challenges posed by the environment |
|
|
Term
| what is the focis of the boundary spanning function |
|
Definition
| the interface between the organization and its external environment |
|
|
Term
|
Definition
| distinct function that cuts across all the other functions and subsystems |
|
|
Term
|
Definition
| holds management and the organization accountable for its actions and that helps provide management with overall strategic direction in guiding the organizations activities |
|
|
Term
| the bureaucratic theory is consistent with what organizational approach |
|
Definition
|
|
Term
| name the 5 characteristics of the bureaucratic theory |
|
Definition
1 the organization is guided by explicit specific procedures for governing activities,
2 activities are distributed among office holders,
3 offices are arranged in a hierarchical faxhion,
4 candidates are selected on the basis of their technical competence, and
5 officials carry out their functions in an impersonal fashion |
|
|
Term
| the scientific management approach consists of |
|
Definition
-programming the job,
-choosing the right person to match the job, and
-training the person to do the job |
|
|
Term
| what is the focus of the human relations school |
|
Definition
|
|
Term
| define resource dependence theory |
|
Definition
| emphasizes the importances of the organiztion's abilities to secure needed resources from its environment in order to survive |
|
|
Term
| difine strategic management perspective |
|
Definition
| emphasizes the importance of positioning the organization relative to its environment and competitiors in order to achieve its objectives and ensure its survival |
|
|
Term
| what is the argument of the advocates of the population ecology theory |
|
Definition
| that the environment selects out certain organizations for survival |
|
|
Term
| what is the emphasis of the institutional theory |
|
Definition
| that organizations face environments characterized by exernal norms, rules, and requirements that the organizations must conform to in order to receive legitimacy and support |
|
|
Term
| what is the emphasis of the social network perspective |
|
Definition
| the importance of social relationships among individuals and groups. all behavior, including economic behavior, is embedded in social relationships |
|
|
Term
| why has it become popular to think of organizations as biological organisms |
|
Definition
| how the organization becomes fit to survive in its environment (birth, growth, decline and death) |
|
|
Term
| define the transformational leadership role of managers |
|
Definition
| assures timely and appropriate organizational adaptation to environmental challenges and opportunities |
|
|
Term
| how does Mintzberg deine the frame of the job |
|
Definition
the mental set the incumbent uses to carry out the job:
- organizational purpose,
-perspective,
-position, and
-conceptualization |
|
|
Term
| managers execute their managerial roles by acting simultaneously on what 3 levels |
|
Definition
1 information level,
2 people level and
3 action level |
|
|
Term
| Mintzberg argued that managerial style affects the quality of managerial work in what 3 important ways |
|
Definition
1 the roles a manager favors,
2 the way the manager elects to perform those roles, and
3 the approaches the manager takes to initiate action |
|
|
Term
| what are the 2 fundamental management roles within each healthcare enterprise |
|
Definition
1 enterprise-level management and
2 clinical system management |
|
|
Term
|
Definition
| a state of feeling or thinking in which one is energized or aroused to perform a task or engage in a particular behavior |
|
|
Term
| what are some of the myths of motivation |
|
Definition
-motivated workers are more productive,
-some people are just motivated and others aren't,
-motivation can be massed produced, and
-money makes the world go round |
|
|
Term
| regarding motivation; what is the difference between the content theory and process theory |
|
Definition
| content theories WHAT, while process theories HOW |
|
|
Term
| List the levels of maslow's Hierarch of needs (in order of importance) |
|
Definition
1 physiological,
2 security,
3 belongingness,
4 esteem, and
5 self-actualization |
|
|
Term
| in the ERG theory of motivation the letters E.R.G. stand for |
|
Definition
| Existence, Relatedness and Growth |
|
|
Term
| what are the 3 important differences between Maslow's theory and the ERG theory |
|
Definition
| ERG-more that one level of need can motivate behavior at the same time, if needs remain unsatisfied at higher levels the individual will become frustrated regress and beging to pursue those things again, needs are not fixed. |
|
|
Term
| discuss the equity theory of motivation |
|
Definition
| relationships are fair when people perceive that theri outcomes are proportionate to ther perceived contributions or inputs |
|
|
Term
| what are the 4 central components of the expectancy theory |
|
Definition
1 job outcomes,
2 valences (individuals' feelings about job outcomes),
3 instrumentality (link between performance and outcomes), and
4 expectancy (link between effort and performance) |
|
|
Term
| another name for the reinforcemant theory is |
|
Definition
| operant conditioning or behavior modification |
|
|
Term
| what are the 3 components of the reinforcement theory |
|
Definition
1 rewards,
2punishments and
3 negative reinforcement |
|
|
Term
|
Definition
| a process through which an individual attempts to intentionally influence human systems in order to accomplish a goal |
|
|
Term
| what is the focus of leadership |
|
Definition
|
|
Term
|
Definition
| helps us appreciate that leadership effectiveness and success depends upon the circumstances |
|
|
Term
|
Definition
| attemps to preserve and work within the constraints of the status quo |
|
|
Term
| transformational perspectives |
|
Definition
| seek to upset and replace the status quo |
|
|
Term
| what are some causes of conflict |
|
Definition
-distribution of desired resources,
-perceptions, ideas, or beliefs as well and
-resource allocation goals |
|
|
Term
| according to Karen Jehn's typology of conflict, conflict can be categorized into what 3 types |
|
Definition
1 task content,
2 emotional and
3 administrative conflict |
|
|
Term
| what is the most common response to conflict |
|
Definition
|
|
Term
|
Definition
| process through which multiple parties work together on the outcome |
|
|
Term
| what are the "do's" of filing an incident report |
|
Definition
-record the details in objective terms
-desribe what actions were taken at the scene
-document the time of the incident, name of doctor notified & have supervisor review the report |
|
|
Term
| who is ultimately responsible for the risk management program at the healthcare facility |
|
Definition
| the governing board (body) |
|
|
Term
|
Definition
1 treatment conditions,
2 patient relations,
3 practice management and
4 conduct of staff |
|
|
Term
| which act made significant changes in the way nursing homes were operated |
|
Definition
| the nursing home reform act of 1987 |
|
|
Term
| what are the 3 risk management tools |
|
Definition
1 incident reporting,
2 occurence reporting and
3 occurrence screening |
|
|
Term
| what are the "dont's" of filing an incident report |
|
Definition
DON'T
-include names & addresses of witnesses
-file the report with the patients chart
-admit liability or blame or identify others as responsible |
|
|
Term
|
Definition
| the process of assuring that standards are met |
|
|
Term
|
Definition
drug-free workplace act
requires recipients of federal grants & contracts to take certain steps to maintain a drug-free workplace |
|
|
Term
| define title VII of the civil rights act |
|
Definition
| prohibits employment or membership discrimination for race, religion, pregancy, etc |
|
|
Term
| when did OSHA publish the occupational exposure & bloodborne pathogens standard |
|
Definition
|
|
Term
|
Definition
-ensure continuity of health care coverage for individuals changing jobs
-impact on the mgmt of health information
-simplify the administration of health insurance
-and combat waste, fraud, & abuse in health insurance and healthcare |
|
|
Term
| risk can be identified as |
|
Definition
| antitrust violations, breach of contract, casualty exposure, defamation, embezzlement, environmental damage, fraud & abuse, general liability, hazardous substance exposure, professional malpractice, securities violations, transportation liability, and workers' comp |
|
|
Term
| what is risk identification |
|
Definition
| the collection of informaion about current and past patient occurrences and other events that present potential loss to the institution |
|
|
Term
| what are the 3 types of elder abuse |
|
Definition
| neglect, emotional and physical |
|
|
Term
| an incident review and evaluation process must provide for |
|
Definition
| investigation of all incidents; identification of trends among incidents; referral of incidents & trend summaries to be evaluatied to determine whether further action is necessary; and, referral of incidents requiring further action to the appropriate intitutional individuals, departments, services and committees |
|
|
Term
|
Definition
1 investigate,
2 inform,
3 influence,
4 interpret and
5 integrate |
|
|
Term
| what are the progressive steps in the risk management process |
|
Definition
-risk identification,
-risk analysis,
-risk control & treatment, and
-risk financing |
|
|
Term
| actions to prevent recurrence of incidents are classified by the acronym PACED. this stands for |
|
Definition
Preventive,
Administrative,
Corrective,
Educational, and
Documentary |
|
|
Term
| what is the role of EMTALA |
|
Definition
| bars hospitals and physicians from ordering transfers of emergency patients or women in active labor until they are stabilized |
|
|
Term
| when should risk management education be given |
|
Definition
| in orientation and annually |
|
|
Term
| what is required by a healthcare institution before they can be reimbursed by HFCA for treating medicare patients |
|
Definition
| they must meet the Conditions of Participation (COP) |
|
|
Term
| what is the purpose of MQSA |
|
Definition
| requires national uniform quality standards for mammography facilities regardless of location |
|
|
Term
|
Definition
| assures that losses due to property, casualty, or employess benefit risks are prevented, reduced in frequency &/or severity, or transfered. |
|
|
Term
|
Definition
Occupational Safety & Health Act;
requires employers to furnish safe work environment |
|
|
Term
| what was the impetus (reason) for the medical waste tracking act |
|
Definition
| hypodermic needles that washed up onto the beaches of 3 states |
|
|
Term
|
Definition
Consolidated Omnibus Budget Reconciliation Act;
provides for continued health care coverage under group health plans for qualified separated workers for up to 18 months. |
|
|
Term
|
Definition
| the evaluation of past experience & current exposure to eliminate or limit substanstially the impact of risk on cash flow, community image, & employee & medical staff morale |
|
|
Term
| how can risk management for health care entities be defined |
|
Definition
| an organized effort to identify, assess & reduce-risks to patients, visitors, staff, and organizational assets |
|
|
Term
| what is the aim in exposure avoidance |
|
Definition
| to rid the institution of the service, personnel, or equipment that may cause the loss, or to advise the institution never to be involved in providing the service or program at all |
|
|
Term
| define risk control/treatment |
|
Definition
| the organizations response to significant risk areas, as well as its rejoinder to limit the liability associated with incidents that have occurred |
|
|
Term
| the EPA reports that (blank) was the largest source of (blank) in the U.S |
|
Definition
| medical waste incineration by hospitals may be the largest source of airborne dioxin emissions in the U.S |
|
|
Term
| with the help of a risk management committee, mt sinai hospital identified what 3 objectives for their program |
|
Definition
1 reduce the frequency of preventable adverse occurrences that lead to liability claims;
2 reduce the probability of a claim's being filed after an adverse event has occurred
3 help control the costs of claims that do emerge |
|
|
Term
| what document should be given to each patient upon admission & must be written in their own language |
|
Definition
| the patients' bill of rights |
|
|
Term
| from a business-oriented approach, risk management aims to accomplish what 3 functions |
|
Definition
1 reduce organizations risk of a malpractice suit by maintaining/improving quality of care
2 reduce the probability of a claim being filed after a potentially compensable event (PCE)
3 preserve the institutions assts once a claim has been filed |
|
|
Term
| how can incident reports be categorized |
|
Definition
| by type of events and severity of situation |
|
|
Term
| what is elopement and wandering |
|
Definition
| the unauthorized movement of long term care residents within or from the premises of a healthcare facility, including intentional or unintentional absences by the patients |
|
|
Term
| what are some classifications of risk classified by type |
|
Definition
-property: structural, mva, theft, sabotage, etc
-Casualty/liability: professional negligence, workers' comp, etc
-employee benefit: cost of benefit plans, disability claims, employee retirement & income security act (erisa) violations |
|
|
Term
| what was the needlestick safety & prevention act promulgated (created) to address |
|
Definition
| the 600,000 needlesticks & other sharps injuries each year |
|
|
Term
| know the differences of risk management vs QUALITY ASSURANCE |
|
Definition
| concerned with optimal level of care; directed toward patient care; focused on improving care |
|
|
Term
| know the differences of quality assurance & RISK MANAGEMENT |
|
Definition
| concerned with acceptable levels of care from a legal standpoint; directed toward all persons, events, & environs in the health care setting; focused on legal, insurance & risk financing activities |
|
|
Term
|
Definition
| achieving unity in pursuit of shard objectives |
|
|
Term
| when does groupthink occur |
|
Definition
| when the desire for harmony & consensus overrides members rational efforts to appraise the situation |
|
|
Term
| what is the value of an informal group |
|
Definition
| high motivational value for individuals |
|
|
Term
| (blank) is an important component in understanding group process & effectiveness |
|
Definition
|
|
Term
|
Definition
| an interactive process of reflection & action through which teams may discover & correct problems & errors in their work processes |
|
|
Term
| what is the difference between behavior norms & performance norms |
|
Definition
behavior-standardize how people act at work
performance-employee output |
|
|
Term
| task interdepence refers to |
|
Definition
| the interconnections between tasks |
|
|
Term
| how do boundary-spanning activities help teams |
|
Definition
| help coordinate with other teams to ensure that team activities serve the need of the organization as a whole |
|
|
Term
| what are the symptoms of groupthink |
|
Definition
the illusion of invulnerability
-collective rationalization
-belief in the inherent morality of the team
-stereotyping others
-pressures to conform
-the use of mindguards
-self censorship
-illusion of unanimity |
|
|
Term
| (blank) involves the actions & interactions that take place in the team through which decisions are made, problems are solved, and work is accomplished |
|
Definition
|
|
Term
| what's the difference between a formal and informal leader |
|
Definition
formal-have legitimate authority;
informal-embodies the values of the group, aids it in accomplishing objectives, facilitates group maintenance & serves as team spokesperson |
|
|
Term
| what are clinical guidelines |
|
Definition
| standardize care processes. addresses the appropriateness of care by specifying the indications for either tests or treatments and the decision process for adopting a treatment plan |
|
|
Term
| what is a use to the project mgmt design |
|
Definition
| structural means for coordination a large amount of talent & resources for a given period on a specific project |
|
|
Term
| what are the 6 steps of the advocacy process |
|
Definition
1-analysis
2-strategy
3-mobilization
4-action
5-evaluation
6-continuity |
|
|
Term
| how can managers decrease the probabilityof misunderstandings of team members |
|
Definition
| clarify team and member roles |
|
|
Term
| what is a key aspect of team performance |
|
Definition
|
|
Term
| what are critical pathways |
|
Definition
| management plans that display goals for patients & provide the corresponding ideal sequence & timing of staff actions to achieve those goals with optimal efficiency |
|
|
Term
|
Definition
| 2 or more persons who are interacting with one another in such a manner that each person influences & is influenced by each other |
|
|
Term
|
Definition
| 2 or more persons who are interacting with one another in such a manner that each person influences & is influenced by each other |
|
|
Term
| what is an informal group |
|
Definition
| not established or sanctioned by the organization |
|
|
Term
| what is team productivity |
|
Definition
| the amount of work produces with a given set of resources. |
|
|
Term
| what are the components of the communication model |
|
Definition
|
|
Term
| how does Ancona & Caldwell classify the range of boundary spanning activities |
|
Definition
-Ambassador
-task coordinator
-scout |
|
|
Term
|
Definition
| pull together people from different work units of jobs to perform functions that the regular organization is not equipped to perform |
|
|
Term
| which team coordinates and provides direction to the subunits under their jurisdiction |
|
Definition
|
|
Term
| what are the stages of team development |
|
Definition
1 forming
2 storming
3 norming
4 performing
5 adjourning |
|
|
Term
| define the term free-rider |
|
Definition
| team member who obtains the benefits of group membership without the cost |
|
|
Term
| when does pooled interdependence occur |
|
Definition
| when individuals & units are related but do not bear a close connection |
|
|
Term
|
Definition
| continuing work units responsible for producing goods or providing services |
|
|
Term
|
Definition
| work less when in a group |
|
|
Term
| what are some barriers of communication |
|
Definition
|
|
Term
| define psychological safety |
|
Definition
| individuals perceptions about the consequences of interpersonal risks in their work environment |
|
|
Term
|
Definition
| time limited, producing one-time outputs |
|
|
Term
| Mintzberg's 5 coordination mechanisms |
|
Definition
1 mutual adjustment
2 direct supervision
3 standardization of work processes
4 standardization of work outputs
5 standardization of worker skills |
|
|
Term
| how can group leaders help avoid groupthink |
|
Definition
-encourage members to critically evaluate proposals & solutions
-assign the same problem to two separate work teams
-proactively engaging in a process of critical appraisal of ideas and solutions,
-understanding the warning signs of groupthink |
|
|
Term
| how can the team communication network be defined |
|
Definition
| process behavior & interaction strategies. also, the type of interaction that occurs between members |
|
|
Term
| leadership in groups refers to |
|
Definition
| the ability of individuals to influence other members toward the achievement of the team's goals |
|
|
Term
| give an example of an informal group |
|
Definition
|
|
Term
|
Definition
| collection of individuals who are interdependent in their tasks, share responsibility for outcomes & seen as an intact social entity & manage their relationships across organizational boundaries |
|
|
Term
| what are some consequences of groupthink |
|
Definition
| teams may limit themselves to one possible solution & fail to conduct a comprehensive analysis of a problem |
|
|
Term
|
Definition
| the effort to influence publice policy through various forms of communication persuasively |
|
|
Term
| when does sequential interdependence occur |
|
Definition
| when individuals & units bear a close but sequential connection |
|
|
Term
when does reciprocal interdependence occur
-give ex |
|
Definition
when individuals and units bear a close relationship and the interdependence goes both ways
-acute & long term beds |
|
|
Term
|
Definition
| relate directly to the teams work on its task |
|
|
Term
| what are outcome assessments |
|
Definition
| standardize the outputs of patient care through systematically collecting, monitoring & reporting performance results |
|
|
