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| the ability of any citizen to obtain health care |
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| giving the other party in a conflict what they want without resistance; capitulation |
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| awareness by the involved parties that there are controversies about how task accomplishment will proceed |
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| the ability of a consumer to pay for adequate healthcare |
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| a response to conflict that consists of ignoring it and taking no action to resolve it |
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| within the open system view (this view 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. The need for openness, adaptability, and innovation is consistent with an open system view.) this is one of the key management function. The adaptation function helps the organization to anticipate and adjust to needed changes |
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| care rendered to patients who come to physicians’ offices, outpatient departments of hospitals, and health centers to receive care |
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| Bolman & Deal’s Four Frames |
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| a way to look at an organization from multiple perspectives and analyze strengths, weaknesses, and leadership. The frames include: political, human resource, structural, and symbolic |
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| classical bureaucratic theory is consistent with the closed system approach to organizations. (The closed system view assumes that at least parts of an organization can be sealed off from the external environment. The need for predictability, order, and efficiency is consistent with a closed system view of an organization.) Building on five key characteristics, the bureaucratic organizational form can achieve technical superiority under certain stable conditions. |
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| a careful study of some social unit (as a corporation or division within a corporation) that attempts to determine what factors led to its success or failure |
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| operate under DHHS, located in medically under-served areas and provide services to anyone seeking care, regardless of insurance status or ability to pay; preventative, primary, and dental care |
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| the ability to form ideas, schemes, or methods in the managerial mind from experiences and/or creative thought |
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| occurs when a concern of one party is frustrated, or is perceived to be frustrated, by another party |
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| posits that the selection of the most appropriate form of organization is dependent upon the particular circumstances of the environment in which the organization operates. Contingency theorists do not advocate and either/or approach, but rather view the process as a continuum from more or less bureaucratic (i.e., mechanistic) to more or less organic forms. |
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| the person or people who buy or use healthcare |
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| A set of academic and interpersonal skills that allow individuals to increase their understanding and appreciation of cultural differences and similarities within, among, and between groups. |
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| made up of the top three senior executives = CEO, COO, CFO |
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| Chief Executive Officer; the corporate executive responsible for the operations of the firm; reports to a board of directors; may appoint other managers (including a president) |
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| Chief Operating Officer; Executive responsible for (1) the day-to-day running of the critical departments of a firm such as production, marketing and sales, and distribution, (2) establishing procedures and processes to ensure their smooth functioning, and (3) providing timely operational information and assistance to the CEO. Also called general manager. |
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| a strategy in which employees are given information, knowledge, and power to make decision when the traditional hierarchical management structure and command and control-management techniques are no longer viable. Teams, when used as an extension of the general employee empowerment strategy, occur along four dimensions: potency, meaningfulness, autonomy and consequences. |
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| fairness in relationships among individuals and groups. In equity theory, employees compare their perceived inputs and outcomes with their perceptions of other’s inputs and outcomes. |
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| Executive Leadership Role |
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| executive management role(s) responsible for formulating and guiding the organization’s strategic processes and for initiating and managing organizational adaptation processes required to achieve its strategic goals. |
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| Enterprise System(s)/Management Role |
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| business processes within the overall health care business enterprise designed to assure access to strategically critical resources (i.e., capital, human resources, physician manpower, organizational legitimacy, community support, etc.) required for investment and support of the enterprise’s clinical care systems. enterprise management roles involve managing enterprise-level business processes. |
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| the mental set the incumbent uses to carry out the job; four elements = organizational purpose, organizational perspective; organizational positions, and organizational conceptualization |
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| adherence to a leader; a group of followers |
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| one who works in the health care field |
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| arrangements among hospitals, physicians, and other provider organizations that involve direct ownership of assets on the part of the parent system |
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| a nationwide health promotion and disease prevention plan to be achieved by the year 2010 |
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| five psychological need levels that must be satisfied sequentially in order to motivate an employee. In terms of rank from lower to higher, these include physiological needs, security needs, belongingness (social) needs, esteem needs, and self-actualization needs. |
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| an institution for health care providing patient treatment by specialized staff and equipment, and often, but not always providing for longer-term patient stays |
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| The Hospital Authority is comprised of Nashville General Hospital at Meharry, Bordeaux Long-Term Care, and Knowles Home Assisted Living and Adult Day Services |
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| destitute; poor enough to need help from others |
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| institutional theorists emphasize that organizations face environments characterized by external norms, rules, and requirements that the organization must conform to in order to receive legitimacy and support |
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| Interpersonal core management role |
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| the ability for managers to effectively interpret and negotiate interpersonal interactions |
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| technical, human/interpersonal, and conceptual |
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| providing direction in group activities and influencing others to achieve common goals |
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