Term
|
Definition
| indicates how much time employees in department spend on various activities |
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Term
|
Definition
| Flow process chart step "arrange sheets in alphabetical order" |
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Term
| Step #1 on work distribution chart |
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Definition
| have each employee make a list of daily activities/duties |
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Term
|
Definition
| A visual tool that combines the relationship of work planned, work completed, and time |
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Term
| How to gain acceptance of standards in a department |
|
Definition
| involve employees in the development of standards |
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Term
| Controlling (management principle) |
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Definition
| Management principle for this activity: Director compares actual departmental performance against pre-established standards |
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Term
|
Definition
| Time is generally related to activities |
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Term
|
Definition
| On PERT network, time is generally related to what? |
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Term
|
Definition
| shows the type of work performed and the time spent on each task by each employee |
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Term
| Transportation (flow process chart) |
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Definition
| "brought to the inactive file" - what would this step be on a flow process chart |
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Term
| Goal of Work Simplification |
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Definition
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Term
| First question for Work Simplification Analyst to ask |
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Definition
| What is being done and why? |
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Term
| 5x15 feet per clinical worker |
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Definition
| Accepted space guidelines for clerical worker |
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Term
|
Definition
| files the greatest number of hard copy medical records in the least amount of space |
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Term
|
Definition
| Finite. Has end result/deliverable. Defined set of resources and budget. Typically one time/unique |
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Term
| Cross Functional (Project characteristic) |
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Definition
| When projects happen across organizational lines |
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Term
|
Definition
| Can be result of company's strategic agenda, or arise in response to passage of a new governmental regulation |
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Term
|
Definition
| Facility employee with most vested interest in project's success |
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Term
|
Definition
| concerned with day-to-day operations of an organization. Projects are different (have precise, expected result and time frame) |
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Term
| Matrix Organizational Structure |
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Definition
| Common in health care projects. Team member has a "real job" and also a role in the project. Report to both "real boss" and Project Manager for the project they are working on |
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Term
|
Definition
| Project manager is working with several different projects at the same time and is working to develop projects that are often outside of their direct job description |
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Term
|
Definition
| Better to have single person in charge and managing entire project |
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Term
|
Definition
| Responsibilities shared amongst team members |
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Term
|
Definition
| Magnitude of work to be done |
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Term
|
Definition
| Being on time and on budget |
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Term
|
Definition
| project's scope grows as they progress |
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Term
|
Definition
| Reach goals while staying on time line that is needed and within the budget set forth |
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Term
|
Definition
| Make sure everyone on point (Administrative Oversight) |
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Term
| Steering Committee Makeup |
|
Definition
| Multiple administrators. CIO, technical experts, HIM people |
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Term
|
Definition
| Position may be necessary when there are two project managers (Project Manager and Technical Manager) |
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Term
|
Definition
| Functional, Project-Focused, Matrix |
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Term
| Functional Project Team Structure |
|
Definition
| One department working on a project. Self-contained. Functional manager assume responsibility for managing project, team members primarily from the functional department |
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Term
| Project-Focused Team Structure |
|
Definition
| Team members report only to the PM and not any other members of the organization. Project Manager is their direct manager |
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Term
|
Definition
| Most common in healthcare. Team members are wearing many hats, including the PM. Team members report to a functional manager and remain employees of their department. Team members receive assignments from project manager. PM defines roles and responsibilities of project team and holds them accountable |
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Term
| Project Management Life Cycle |
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Definition
| project definition --> planning and organization --> tracking and analysis --> project revisions --> change control --> communication |
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Term
|
Definition
| Management, leadership, communication (*important*), facilitation, analytical (problem solving skills) |
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|
Term
| Proposing a Project: Defining the Project |
|
Definition
| Current situation, assumptions, goals/objectives, tasks/deliverables, resources, time tables |
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Term
|
Definition
| The documentation of all project activities, resource requirements,how much it will cost |
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Term
|
Definition
| Measurable, point of course, time frame. Functional objectives. Quantitative objectives so can go back and say 'we met our objective'. |
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Term
|
Definition
| want the tasks at high enough level that you can manage them without micromanaging |
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Term
|
Definition
| Who do I get? When do you get them? What is the cost of that labor? |
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|
Term
| Proposing a Project: Planning the Project |
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Definition
| Activities/tasks, dependencies/priorities, time estimates, critical milestones, risk analysis, contingency plans |
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Term
|
Definition
| Probability Factor, Impact Factor, Risk factors |
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Term
|
Definition
| the risks that come along with any given task |
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Term
|
Definition
| if something happens what is the impact of that. There is a quantitative representation of the things that could go wrong |
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Term
|
Definition
|
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Term
|
Definition
| PM documents types of risks that may occur, then assigns probability factor and impact factor. These two factors are multiplied together to calculate the risk factor |
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Term
|
Definition
| Decision making tool for management, can be training tool for team |
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Term
|
Definition
| What are political, economic assumptions. Do you assume experienced staff? Helps paint picture for people you are presenting to |
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Term
|
Definition
| Procedure does not equal project plan. Tasks in both, level of granularity is the distinction. Project plan is not a procedure. Look at how clump activities together. Multiple deliverables -- some more critical than others |
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Term
|
Definition
| contractors, tools, room, space, equipment, supplies |
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Term
|
Definition
| should be put in place for any risk with a high-risk factor. Describes what project team will do if the risk is realized |
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Term
|
Definition
| PM Documents project, creates communication plan that will determine when, how, and what information is to be gathered and distributed |
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Term
|
Definition
| system requirements, user interface design document, test plans, training and procedure manuals, production software. |
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Term
|
Definition
| Organization, Project stakeholders, Control, Celebrate!, Termination |
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|
Term
| Control (project implementation) |
|
Definition
| periodic meetings, periodic reports, constant communication, change management |
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Term
|
Definition
| Extinction, Inclusion, Integration |
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Term
|
Definition
| series of specific tasks that determine the overall project duration |
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Term
|
Definition
| Project is done or it is not |
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Term
|
Definition
| Institutionalize the project so it becomes a part of the organization |
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Term
|
Definition
| most common termination type. All the workers and resources are slowly removed |
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Term
|
Definition
| Anyone effected by project outcome who has vested interest in what happens. Can inlcude community members who donate to a hospital/etc |
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Term
|
Definition
| Program Evaluation Review technique |
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Term
|
Definition
| Project management tool used for large,complex, non-repetitive projects |
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Term
|
Definition
| main components: Goal, Events, Activities |
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Term
|
Definition
| Project management tool that can establish critical path |
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|
Term
|
Definition
| Project management for complex projects with multiple steps |
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Term
|
Definition
| Horizontal axis, vertical axis, visual symbology |
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|
Term
|
Definition
| Hierarchical list of steps needed to complete project |
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|
Term
|
Definition
| What are my key deliverables, what is critical |
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|
Term
|
Definition
| Determine interdependencies of tasks, resources needed to complete tasks, effort needed to complete task, length of time for each task |
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|
Term
|
Definition
| Function, Project, Product, Territory, Customer, Process |
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|
Term
| Function Organizational Method |
|
Definition
| functional unit - important to get nomenclature right. Transcription is not a separate department, is a functional unit within the HIM department |
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|
Term
| Project Organizational Method |
|
Definition
| a work unit performs all steps for a particular product (ie a task force) |
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|
Term
| Individual Work Organization |
|
Definition
| Serial, Parallel, Unit assembly |
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Term
|
Definition
| one step at a time / linear fashion. Ie - document imaging, there is a serial order to it |
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Term
|
Definition
| One task force that all work at the same time for finite goal. Ie- 4 people analyze and assemble charts. Data entry, coding, filing, etc |
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Term
|
Definition
| Order doesn't matter. More from paper-based world where had to physically file actual documents in the record |
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Term
|
Definition
| Matrix tool displaying tasks performed within a work group, who performs them, and how long each task should take |
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|
Term
| Work Distribution Chart Preparatory steps |
|
Definition
| Employee task list, supervisor activities list, work distribution lay-out |
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|
Term
|
Definition
| Productivity = Output divided by Input… or (Quanity + Quality) divided by Staff Hours.. Ie- 45 charts/8 hours = 5.6 charts per hour |
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Term
|
Definition
| Look at routine tasks AND nonroutine (meetings, phone calls, email) |
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Term
|
Definition
| must meet some established level of quality (ie a coded record) |
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|
Term
| Input (Productivity Measure) |
|
Definition
| Paid, worked hours. Unit of work to be measured. |
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|
Term
| Output (Productivity Measure) |
|
Definition
| Actual performance, benchmarking. How did person measure against the benchmark |
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Term
|
Definition
| tools used to specify the expected performance levels and to measure actual performance. |
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Term
|
Definition
| Staff need quantitative, qualitative standards so know what is expected of them. Otherwise productivity may be low and they have a grievance right |
|
|
Term
| Productivity Management Process |
|
Definition
| Identify relevant operational activities / Focus on key areas / Define quantity and quality parameters / Review current/past performance levels / Involve staff / If they know what you want from them it will be easier for them to do what it is that you are asking / Develop reporting mechanisms / Monitor /Implement improvements |
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|
Term
| Productivity Levels Improve |
|
Definition
| When measured; when established as primary management goal; when managers/staff held accountable; when benefits are shared with all ; when employees are rewarded; when appropriate resources are allocated |
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|
Term
|
Definition
| # of hours worked per year (2080 hours) x hourly wage or salary x benefit % (1.x%) |
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|
Term
|
Definition
| Annual compensation / Annual productivity levels (volumes) |
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|
Term
|
Definition
| Workload indicators, Productivity standards, Full-time equivalent (FTE) or % thereof |
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|
Term
|
Definition
| Total # discharges (I/P).. Total # of requests (ROI).. Etc |
|
|
Term
|
Definition
| Informational vs. Analytical, Direct vs. Indirect, Formal vs. Informal |
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|
Term
|
Definition
| Purpose of the report is in the front, gets right to heart of matter |
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Term
|
Definition
| Consider purpose, Audience, Setting.. Don't email for formal messages |
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Term
|
Definition
| Depends on length, topic, audience, purpose |
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|
Term
|
Definition
| Phase I - Pre-writing (25%). Phase II - Writing(25%). Phase III - Revising(50%) |
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|
Term
|
Definition
| Analyze, Anticipate, Adapt. Look at purpose and whether readers are familiar with the topic. Adapt message accordingly, find middle ground |
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|
Term
|
Definition
| Research, Organize, Compose |
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|
Term
|
Definition
| Revise, Proofread, Evaluate. Most important part. Consider tone of report. Proofread - 5%; Revising - 45% |
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|
Term
|
Definition
| Step 1 - Analyze Problem+Purpose. Step 2 - Anticipate audience and issues. Step 3 - Prepare a work plan. Step 4 -conduct research. Step 5 - Organize, analyze, Interpret, Illustrate Data. Step 6 - complete first draft. Step 7 - revise, proofread, evaluate. |
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|
Term
|
Definition
| Analyze problem and purpose. Develop a problem statement and purpose statement. Consider scope, limitations, significance. |
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|
Term
|
Definition
| Anticipate audience. Make message memorable |
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Term
|
Definition
| Work plan development: restate problem statement and statement of purpose. Research strategy, preliminary outline, work schedule |
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Term
|
Definition
| Used to present data in systematic way. Have clear headings. Proper units to clarify numbers. Use "n/a" for any blank data fields |
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|
Term
|
Definition
| not as precise as tables, but are good for comparisons- show part of a whole |
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|
Term
|
Definition
| make sure bars are proportional. Space first bar farther out on Y axis. Don't show too much data.. |
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|
Term
|
Definition
| Help to show trends. Vertical: dependent. Horizontal: independent. |
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|
Term
|
Definition
| begin with grid divided into squares. Arrange time component horizontally across bottom; arrange values vertically. |
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|
Term
|
Definition
| Show what makes up a whole. Show biggest wedge first, 4-6 segments for best results, draw radii from center. Horizontally position all labels |
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|
Term
| Business Presentation Foundation Points |
|
Definition
| Preparation, Organization, Audience Rapport, Visual Aids, Delivery (presentations easier with all 5) |
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|
Term
|
Definition
| Develop presentation outline, apply repetition of key points (introduce, state again, conclude with same) |
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|
Term
| Building Audience Rapport |
|
Definition
| Use effective imagery (analogies, personal stories, scenarios). Use verbal transitions (summarizing, switching directions). Use non-verbal techniques (professional appearance, body animation, facial expressions, voice clarity) |
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|
Term
| Visual Aids and Multi-Media |
|
Definition
| 85% knowledge comes visually. Increase audience interest, jog memory with visual aids |
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|
Term
| 3x3 Process for Presentations |
|
Definition
| Assess the situation, Anticipate and adapt to audience, Revise proofread and evaluate. |
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|
Term
|
Definition
| Only use slides if: generates interest, helps audience follow ideas, introduce/highlight/review important points, provides transition, or illustrates and simplifies ideas |
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Term
|
Definition
| a philosophy of managing an organization to match the organization's capabilities with the needs and constraints of the external environment |
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|
Term
|
Definition
| A process for assessing a changing environment to create a vision of the future. Look on outside+inside (strengths/weaknesses) before plan |
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|
Term
|
Definition
| Assess the environment, how does org fit in this anticipated environment, how can its missions and values be fulfilled in future state, what are strengths, weaknesses, opportunities, and threats, what is the vision of desired future, put a plan in motion for that future vision |
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|
Term
|
Definition
| 1) What the organization should do (political or social mandates) 2) What org wants to do (mission and vision) 3) what org can do (org capability and resources - if don't have resources/tech skill may revamp original vision) |
|
|
Term
|
Definition
| Think about possibilities, obstacles, forward-thinking. Turn obstacles into possibilities. Consider how early need to start adding new staff for new projects, transitions |
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|
Term
|
Definition
| framework for strategic+operational plans; where & what do we want to be in future; how will we get there; how to maintain current operations and push towards future vision; commitment of resources today to achieve future |
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|
Term
| Strategic Thinking Skills and Competencies |
|
Definition
| Monitor industry trends, conduct impact analyses, build and support consensus, implement change, innovate, reflect, take risks. |
|
|
Term
|
Definition
| Find champions for plans. Some staff stick to status quo (opposite of innovation); Reflective - what have we done in past and what can we change in future. Risk - most change involves risk |
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|
Term
| Strategic Thinking 4 Phases |
|
Definition
| Situational Analysis, Strategy Formulation, Strategic Implementation, Strategic control |
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|
Term
|
Definition
| Strategic Thinking Phase - Organizational profile, Internal Environmental analysis, External Environmental Analysis, Risk Analysis |
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|
Term
|
Definition
| Where are we, who are we, what is current vision. Need to know culture of organization, mission. Important to understand organizational beliefs, what do they find important as an organization |
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|
Term
|
Definition
| Advisory board members - may include customers outside of organization. Sometimes vendors. Discussion, focus groups are good techniques to see what's happening in community. Look at current constraints in environment - how should organization position in that environment |
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Term
|
Definition
| Supply/Demand; regulatory perspectives; identify trends that have highest risk to the department |
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|
Term
| Four Sources of Uncertainty |
|
Definition
| Demand structure, Supply structure, Competitors, Externalities. All 4 sources can occur at different times |
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Term
|
Definition
| Market. Ie - OB becoming scarce commodity due to malpractice insurance costs. Have to consider whether rural location can attract and hire an OB provider |
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Term
|
Definition
| Employees, MDs, patients, vendors |
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|
Term
|
Definition
| Payers, government, society, vendors |
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|
Term
|
Definition
| Clear trends (population trends), Unknowns that are knowable (ie-consumer preferences), Residual Uncertainty (legislative changes) |
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|
Term
| Strategic Visioning Techniques |
|
Definition
| Brainstorming, Nominal Group Technique, Storytelling/scenarios |
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Term
|
Definition
| Adaptive, Market Place, Positioning. |
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|
Term
| Adaptive Innovative Thinking |
|
Definition
| How will staff adapt to new vision |
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|
Term
| Marketplace (Innovative thinking) |
|
Definition
| HIM in constant state of flux. Ie - define what legal health record is within organization |
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|
Term
| Strategic Plan Formulation |
|
Definition
| Strategic vision (biggest); Strategies; Strategic Goals; Strategic Objectives; Strategic Plan (smallest) |
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|
Term
|
Definition
| Serves as catalyst for change. Sense of direction and focus for everyone involved |
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|
Term
|
Definition
| Directional goals. Provide a map for specifics underneath vision |
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|
Term
|
Definition
| long-term, continuous strategic area that identifies key activities, strategic objectives. Describe how to carry out each of the selected key strategies |
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|
Term
|
Definition
| timeline, resource allocation needs, more detailed/shorter time frames |
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|
Term
| Strategic Plan / Implementation plan |
|
Definition
| involvement in design and understanding of the rationale for and the outline of detailed responsibilities and expectations. Strategic goals and objectives should be written out, as well as measurements that will track success of plan |
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|
Term
| Implementation Strategies |
|
Definition
| Organizational Support; Systems Approach; Communication; Short-term wins; Pace/Refine plans; Stay the course |
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|
Term
| Systems Implementation Approach |
|
Definition
| Technical, Political, Cultural. Integrates all systems. Managing politics on the inside and outside. Manage culture in organization. May have to change structure in organization (move project sponsor to a better place) |
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|
Term
|
Definition
| pilot project, demonstration, protoype. Start small, get successes and wins and then move forward. Develop a plan and be ready to review and refine it |
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|
Term
| Strategic Control: Measurements of Success |
|
Definition
| Establish organizational standards, Measure performance; Evaluate organizational performance; Take corrective action |
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|
Term
| Measurements of Success (Strategic Control) |
|
Definition
| What does success look like? Balanced score card, financial aspects. How much did you grow as organization. Ongoing constant monitoring. Reassess whether or not it was the right thing to do |
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|
Term
|
Definition
| Look at society and the industry. Think about future, make assumptions about the operational area and the organization as a whole |
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|
Term
| Meaningful Rational Alternatives |
|
Definition
| External Environment + Internal Environment |
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|
Term
|
Definition
| Management control tool used as a guide for decision-making. Translates organizational mission and corporate objectives. Should be clearly written and consistently applied. Organizational as well as departmental |
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|
Term
| Organizational Procedures |
|
Definition
| Specific guides for plan of action. Step-by-step instructions. What is to be done, who is to do it, and how it is to be done. Makes training easier, used as quality control measure, and ensures uniformity across staff |
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|
Term
|
Definition
| Narrative; Step-by-Step Outline; Playscript; Step-Action (see hand out) |
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|
Term
|
Definition
| List each step, determine logical sequence, assess impact on other procedures, test procedural effectiveness, implement changes where necessary |
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|
Term
| Role Changes in HIM post-EHR: ROI Clerk |
|
Definition
|
|
Term
| Role Changes in HIM post-EHR: Transcriptionist |
|
Definition
|
|
Term
| Role Changes in HIM post-EHR: Record Assemblist |
|
Definition
|
|
Term
| Role Changes in HIM post-EHR: Record Analyst |
|
Definition
|
|
Term
| Role Changes in HIM post-EHR: Filing Staff |
|
Definition
|
|
Term
| HIM Managers response to HIM Role changes |
|
Definition
| Reingeneer policies and procedures, retrain staff and ensure operational effectiveness during transition period |
|
|
Term
|
Definition
| Reevaluate an entire business process |
|
|
Term
|
Definition
| Reduce cost, increase revenue, improve quality, and reduce risk |
|
|
Term
| Reengineering in Healthcare |
|
Definition
| Often called "Quality Improvement" |
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|
Term
|
Definition
| Policies and procedures, Organization, Staffing, Facilities, Technology |
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|
Term
|
Definition
| Improvement through performance of only the essential steps in the best way at a standard pace |
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|
Term
| Work Simplification Objectives |
|
Definition
| Simplify, Eliminate, Combine, Improve |
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|
Term
| Work Simplification Steps |
|
Definition
| 1) Problem Identification (differentiate between symptom and cause of problem). 2) Gather information. 3) Organize and analyze data. 4) Create solutions and improvements. 5) Decision making tools. 6) Implement and Evaluate improvements |
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|
Term
|
Definition
| High staffing levels, task process complexity, extensive time requirements, high cost, end product/service below standards |
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|
Term
| Gathering Information for Work Simplification |
|
Definition
| Look at Process forms, policy/procedures, job descriptions, organizational chart, productivity logs, personal interviews, Flow charts, Process flow charts |
|
|
Term
|
Definition
| Visual depiction of the logical steps/sequence of a process, data flow, or procedure |
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|
Term
|
Definition
| 1) Process 2) Systems 3) Operations/Procedure 4) Lay-out (or movement) |
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|
Term
|
Definition
| shows where people/functions are located and then arrows are drawn to show the work flow across the facility and identify areas of problem |
|
|
Term
|
Definition
| Can show movement of employee, paper, or work. Graphically represents environment where processes are performed |
|
|
Term
|
Definition
| Visual representation of how the different systems flow to one another and are related (ie: ROI-->computer terminal-->retrieve program --> computer display |
|
|
Term
|
Definition
| tracks the logical sequence of processes - uses symbols to show the logical sequence of activities in a procedure |
|
|
Term
|
Definition
| Shows decision points (ie Yes or No).. Show how a function is performed (NOT the methods used) |
|
|
Term
|
Definition
| A management tool to collect step-by-step information about a given work process. |
|
|
Term
|
Definition
| 1) Describe job/activity. 2) select employee, material, or form. 3) determine beginning/end points to be studied. 4) list each step. 5) select a symbol for each step. 6) Indicate distance traveled if applicable. 7) Flow Process Chart symbols |
|
|
Term
| Organizing Data for Work Simplification |
|
Definition
| organize by chronological sequence, by problems, or by source of problems |
|
|
Term
| Decision Making Tools (for Work Simplification_ |
|
Definition
| Decision Grid/Matrix. Decision Table. Decision Tree |
|
|
Term
|
Definition
| 4 parts. Conditions, Conditions-Entry, Action, Action-Entry |
|
|
Term
| Implementing and Eval Improvements (Work Simplification) |
|
Definition
| Explain changes and rationale to employees, document and review procedures, manage change period |
|
|
Term
|
Definition
| Components form an interconnected whole. |
|
|
Term
|
Definition
| Elements interlinked by processes and procedures toward desired outcomes or goals |
|
|
Term
|
Definition
| Typically involves personnel, equipment, supplies and materials |
|
|
Term
|
Definition
| Hierarchical structure, unity of purpose, and boundary concepts. |
|
|
Term
|
Definition
| Input --> Processing --> Output --> Feedback --> Controls and Constraints |
|
|
Term
|
Definition
| Labor, knowledge, skills, energy, money, attitudes,resources |
|
|
Term
| Systems / Processing examples |
|
Definition
| transforming, classifying, storing, coding, sorting, calculating, data analysis, data retrieval |
|
|
Term
|
Definition
|
|
Term
| Systems / Feedback example |
|
Definition
| Compares output with expected standards |
|
|
Term
| Systems / Controls and Constraints example |
|
Definition
| Policies, procedures, standards. Operate within profit margin. Quality improvement. Local,state,federal laws. Accreditation |
|
|
Term
| Systems Analysis and Design |
|
Definition
| Methodology to evaluate and study organizational departments/functions |
|
|
Term
| Systems Analysis and Design |
|
Definition
| Used when existing system no longer meets needs or when new needs are identified |
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|
Term
| HIM Manager and Systems Analysis and Design |
|
Definition
| Physical entities and all sub-entities that help drive system toward goal of helping patients. Lots of change - reanalysis and redesign |
|
|
Term
| Major Components of Systems Analysis and Design |
|
Definition
| Determining the needs/objectives; Systems analysis; System design; Proposed system evaluation; System implementation |
|
|
Term
| Systems Analysis and Design: questions management should ask |
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Definition
| Will design proposition get you where you need to be? How much activity is going on? Is problem based on one person's complaints (not going to revamp entire system for one person) |
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Term
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Definition
| Data = Facts. 1) Gather data 2) Organize data 3) Evaluate data |
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Term
| Systems Analysis: Methods to gather data |
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Definition
| Time cards, productivity, flow charts, procedure manuals, process flow charts, financial data, forecast data, patient complaints, surveys. Helps rank and impact analysis |
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Term
| Systems Design Considerations |
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Definition
| Impact on employees (will it close unit?); Will it bring in revenue or take money? Look at strengths and weaknesses - always a better way to do something (reevaluate processes) |
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Term
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Definition
| determine feasibility of proposed system. Critical review necessary. All levels of organizational impact should be considered |
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Term
| System Evaluation: Dartboard approach |
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Definition
| present you system, then people throw as many darts as they can at it during planning board meeting. Important pre-implementation |
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Term
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Definition
| Involve all affected employees. Pre-trial implementation (pilot, testing phase, beta). Identify champions (biggest nay-sayers often good to align with your cause) |
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Term
| Parallel System Implementation |
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Definition
| Good for larger, more complex systems because have more kinks to work out (example - running ICD=9 and ICD-10 together). Sunset old system once new one is working |
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Term
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Definition
| The planned coordination of the activities of more than one person for the achievement of a common purpose or goal |
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Term
| Chain of Command Concepts |
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Definition
| Scope of Command, Unity of Command, Span of Control |
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Term
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Definition
| one manager oversees many employees |
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Term
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Definition
| accountable to only one boss |
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Term
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Definition
| how many people beneath you. 10-12 is ideal |
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Term
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Definition
| see who is responsible for what |
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Term
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Definition
| They have hierarchical relationship |
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Term
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Definition
| not planned. Random. Might not have line of authority. Not written down in organizational structure. |
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Term
| Informal Organization Positive Attributes |
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Definition
| People volunteer to learn new skills, shadow others. More room for creativity |
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Term
| Informal Organization Negative Attribute |
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Definition
| Employees may use this to sabotage formal organization. Can be passive/aggressive or disloyal |
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Term
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Definition
| Governance (Board of Directors/Trustees) --> Executive Management (C-Suite) --> Middle management (directors, department heads) --> Supervisory management (assistant directors, team leads) |
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Term
| Work Space Design Considerations |
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Definition
| Work flow, traffic patterns, functions, confidentiality, work shifts, future needs |
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Term
| Workstation Design Ergonomics |
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Definition
| The study of people in relationship to their work environment. Repetitive stress injuries increasing. OSHA legislative attempts |
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Term
| Office Space Allocation: Clerical Staff |
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Definition
| 60-85 square feet each (includes desk, aisle, storage). Consider need for privacy, equipment used |
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Term
| Office Space Allocation: Aisle Space standards |
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Definition
| Main aisles 4-5 feet wide. Secondary aisles 3-4 feet wide. 36" between desks. |
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Term
| Amount of fresh air per hour per person |
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Definition
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Term
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Definition
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Term
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Definition
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Term
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Definition
| Used with reduced overhead lighting, or it can supply light with fixtures that emit light both upwards and downward. (Ambient lighting = not enough lighting to work by. Task lighting = light directed for specific work tasks. Task-Ambient is both) |
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Term
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Definition
| Sound barriers, position overhead lights to minimize sound reflection, angle windows outward, acoustical covers on noisy equipment, rubber cushions under equipment, carpet) |
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Term
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Definition
| a number of individuals assembled together (block, knot) |
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Term
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Definition
| A group of individuals linked for a common purpose. High degree of interdependence, share authority and responsibility for self management |
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Term
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Definition
| Communication, Negotiation, Organization, Leadership |
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Term
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Definition
| Written agreement that includes mission, goals, operating ground rules. Gives purpose and direction to team. Spells out boundaries and expected behaviors |
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Term
| Productivity & defective Work |
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Definition
1. Perform a 100% review of records coded
2. Perform a review of records coded chosen through a random sample
3. Used a fixed percent random sample audit |
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Term
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Definition
| Determine by dividing the number of patient encounters by productivity |
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Term
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Definition
A plan that converts the organization’s goals and objectives into targets for revenue and spending
• Begins several months before the facilities fiscal year |
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Term
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Definition
| Amount of money needed to run the business |
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Term
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Definition
| • The differences between what was budgeted and the actual expense (amount spent – amount budgeted) * 100 |
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Term
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Definition
| Major assets that will be purchased during the fiscal year |
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Term
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Definition
| ROI. Average annual incremental cash flow / total cost of project * 100 |
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Term
| Return on Investment / ROI |
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Definition
| rate at which cash is recovered from an investment project. |
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