Term
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Definition
| An important attribute of high-performing organizations, which is based on the ability to conduct 2 seemingly opposed sets of activities |
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Term
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Definition
| This refers to reducing health spending relative to projeted trends in spending |
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Term
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Definition
| This refers tot he limits on the correctness of managerial decisions due to liitsw on managers' cognition of all variables and forces in the environment |
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Term
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Definition
| Literally, this means government by bureaus or offices. More generally it refers to an organization structured on bureaucratic principles with clear roles, lines or authority, and accountability. |
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Term
| Classical School of Administration |
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Definition
| The management school that emphasized general principles and the best way to structure organizations. |
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Term
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Definition
| A system that is comprised of people and activities that mutually influence each other in complex ways with often unpredictable outcomes. Elements of the system co-evolve as people and activies move forward together and interact over time. |
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Term
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Definition
| This theory 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 theory does not advocate an either/or approach but rather views the proc3ess as the continuum from mechanistic/bureauratic to organic forms |
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Definition
| The management school that emphasized how decisions are made and how goals are set within the firm, with a view towards controlling managerial behavior |
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Term
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Definition
| The systematic identification and application of available scientific information for clinical decision maaking by health care professionals. Scientific information includes findings related to process and outcome-based measures of quality, as well as findings related to cost and cost-effectiveness |
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Term
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Definition
| The conditions, entities, and factors surrounding an organization that influences its activities and choices. |
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Term
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Definition
| 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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Term
| Hospital-Physician Relationships |
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Definition
| The array of economic, noneconomic, and clinical integration mechanisms designed to link hospitals more closely with their medical staffs and community-based physicians. |
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Term
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Definition
| The management school that focuses on the individual and the group, and the importance of their participation in organizational decision making. |
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Term
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Definition
| The management school that emphasizes that organizations face environments characterized by external norms, rules, and requirements to which they must conform in order to receive support and legitimacy. |
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Term
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Definition
| Refers to the difficulty of seek8ing to impro e quality of care, improve access to care, and reduce the cost of care simultaneously |
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Term
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Definition
| The umit of analysis in organizational theory and research that focuses on the organization as a social system in the context of other organizations. |
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Term
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Definition
| The unit of analysis in organizational theory and research that focuses on the individual, group, and departments within the organization |
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Term
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Definition
| The management school that emphasizes that organizations are part of the external environment and, as such, must continuously change and adapt to meet the challenges posed by the environment. The need for openness, adaptability, and innovation are consistent with the open system view. |
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Term
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Definition
| The management school that emphasizes the environment's "selecting out" of certain organizations for survival. Organizational success is more dependent upon environmnetal selection than managerial decision making and implementation. |
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Term
| Resource Dependance Theory |
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Definition
| The management school that emphasizes the importance of the organization's abilities to secure needed resources from its environment in order to survive. |
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Term
| Scientific Management School |
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Definition
| The management school that emphasizes the application of scientific methods (e.g., time-motion studies) to maximize worker productivity and conformance to the one best way of production. |
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Term
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Definition
| The management school that emphasizes the role of social relationships among individuals and groups in explaining organizational behavior |
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Term
| Strategic Management Prospective |
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Definition
| The strategic management perspective emphasizes the importance of positioning the organization relative to its environment and competitors in order to achieve its objectives and assure its survival |
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Term
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Definition
| A set of new perspectives on individual and organizational behavior, emphasizing the wider social and societal systems that condition this behavior |
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Term
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Definition
| The attempt to improve the experience of care, improve the health of populations, and reducing per capita costs of health care. |
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Term
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Definition
| In economics, value is the quotient of quality divided by cost, the combined benefits among all the parties in the negotiated agreement. |
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Term
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Definition
| This refers tot he interlinked activities among a set of organizations whereby suppliers provide raw material inputs to manufacturers who process them and produce outputs for downstream markets |
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Term
| Administrative Leadership |
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Definition
| The instrumental and interpersonal support provided by those who hold senior positions in the organization such as chief executive officer, chief operating officer, and vice president for performance improvement |
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Term
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Definition
| Leadership theories that examine how those in leadership roles act toward those they are influencing |
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Term
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Definition
| Instrumental and interpersonal support provided by those who hold clinical positions, such as pysicians and nurses. |
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Term
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Definition
| The knowledge, skills, and abilities needed to be an effective leader of an organization |
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Term
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Definition
| This theory posits that the lselection of the most appropriate form of organization is dependent upon the particular circumstances of the environment in which the organization operates. Contingency theory does not advocate an either/or approach, but rather views the process as a continuum from mechanistic/bureaucratic to organic forms. |
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Term
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Definition
| Those who share a common purpose with the leader, believes in what the organization is trying to accomplish, and wants both the leader and the organization to succeed. |
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Term
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Definition
| Those who provide supervision directly to care providers |
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Term
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Definition
| The larger aspirations of the organization |
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Term
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Definition
| The process in which one engages others to set and achieve a common goal, often an organizationally defined goal. |
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Term
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Definition
| The process of accomplishing predetermined objectives through the effective use of human, financial, and technical resources |
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Term
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Definition
| Those who have responsibility for entire units within a health care organization |
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Term
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Definition
| Subordinate goals that must be achieved to accomplish the overall organizational goal. |
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Term
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Definition
| The deepest level of beliefs, values, and norms that are shared by members of the organization. These beliefs, values, and norms represent the unique character of the organization and provide the context for action and behavior |
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Term
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Definition
| A management tool used to clarify goals and document progress toward achieving those goals. |
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Term
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Definition
| The process of managing oneself |
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Term
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Definition
| An acronym that means specific, measurable, achievable, realisticand time bound. It is commonly used to describe the types of objectives that are most effective in strategic problem solving. |
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Term
| Strategic Problem Solving |
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Definition
| An eight-step approach to integrating the strategic function of leadership involving goal and objective setting, with the subsequent organizational action required to achieve the set objectives |
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Term
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Definition
| A team member who holds a leadership role in a health care organization, such as the CEO. According to the IOM, all individuals in leadership roles must develop, implement, and sustain systems that improve the safety, timeliness, efficiency, cost-efffectiveness, equity, and patient-centeredness of care delivered in their organizations |
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Term
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Definition
| Theories of leadership that examine personality traits associated with leadership success |
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Term
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Definition
A leadership theory composed of these four behavoral elements:
- Making rewards contingent on performance
- correcting problems actively when performance goes wrong
- refraining from interruptions of performance if it meets standards (i.e., passive management of exceptions)
- a laissez-faire approach to organizational change
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Term
| Transformational Leadership |
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Definition
An influential model of leadership style in contemporary theories that includes four key behaviors
- influence through a vision
- motivating through inspiration
- stimulating the intellect of subordinates
- individualized consideration
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Term
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Definition
| The concentration of responsibilities and authority vertically at higher levels or horizontally within one or only a few people or organizational units |
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Term
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Definition
| The exchange of information among individuals. Especially important, in the context of achieving coordination i an organization, are the frequency, timeliness, accuracy, and focus on problem solving in information exchange |
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Term
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Definition
| Achievement of synchronized action among individuals and work units so that their work is mutually reinforcing and contributing to organizational goals. |
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Term
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Definition
| The delegation of responsibilities and authority vertically to lower levels or horizontally among many people or organizational units. |
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Term
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Definition
| The segmentation of an organization into units together with the structuring of those units and development of organizational practices and systems and employees' cognitive and emotional orientations that are suited to each unit's unique tasks and sub-environment |
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Term
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Definition
| A structural alternative for coordination in which individuals in different functional departments coordinate efforts through direct interaction with each other. Direct contact is a weak structural alternative to coordination |
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Term
| Feedback Approaches to Coordination |
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Definition
| One of two major categories of approaches to coordination at the micro or process level. Feedbackj approaches, which include supervision, mutual adjustment, and group coordination rely upon personal interaction among the people involved. Feedback approaches are sometimes also called "personal approaches" |
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Term
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Definition
| The organizational form that is based on segmentation, at the highest level of an organization structure, of responsibilities and authority for achievement of an organization's primary task, into units that represent different functions. In industrial firms, these functions are typically research, engineering, manufacturing, marketing, and sales. In health care organizations, the functions are typically professions and disciplines directly involved in delivery of services to patients, such as medical specialties and subspecialties, nursing, social work, therapies, and transportation |
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Term
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Definition
| The activities and decisions that focus ont he determination of mission, strategy, and goals of an organization, as well as its broad policies. In addition, it is the governance structure that holds the organization's leadership accountable for their actions and performance. Typically, the board of trustees performs the governance functions in a health care organization, and a collective body representing the medical staff performs its governance activities, such as determing its policies and regulations |
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Term
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Definition
| The exchange of information among more than two people such as through meetings, rounds, and conferences, for the purpose of coordinating their interdependent activities. It is one fo three types of feedback approaches to coordination |
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Term
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Definition
| The arrangement of responsibilities and authority for actions and decisions such that successively higher levels in tghe organization have authority over units below them. The hiuerarchty of authority is used specifically in this book as a macro-level approach to coordination |
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Term
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Definition
| An organization that maintains its traditional functional structure and creates program structures for just one or two programs |
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Term
| Integrated Delivery Systems |
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Definition
| An organization consisting of subunits that provide different types of care across the continuum. Integrated delivery systems typically include hospitals, long-term care facilities, rehabilitation facilities, ambulatory care facilities, and home health agencies, and structurally they vertically integrate these different suborganizations. They may provide services in one or several geographic regions. |
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Term
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Definition
| Coordination of activities among organizational units, including the management of conflict among the units, to achieve synchronized actions and decisions |
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Term
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Definition
| Individuals whose primary responsibility is coordination. Care managers are a prime example of integrators in health care. |
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Term
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Definition
| The property of work itself that inherently requires different parts or elements to fit together to be performed well. For example, the decisions and actions perforemd in the care of an individual patient are interconnected elements of work |
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Term
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Definition
| The nature and degree to which the performance of work (taking actions and making decisions) by an individual or organization unit is dependent upon or is (potentially) affected by the performance of work by other individuals or organizations |
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Term
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Definition
| A boundary-spanning role within a unit or department whose responsibilities are to servi=e as a point of contact and coordinator with other units or departments |
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Term
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Definition
| The organization form in which responsibilities and authority are allocated between two equally powerful hierarchies, one representing functions and the other representing programs, overlaid on each other. The "matrixed" individuals have two supervisors--a functional supervisor, and a program supervisor |
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Term
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Definition
| The direct communication between two individuals who are not in a hierarchical relationship for the purpose of coordinating their interdependent activities. It is one of three types of feedback approaches to coordination. |
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Term
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Definition
| The arrangement of authority, responsibilities and flow of information by segmentation into organizational subunits, designation of scopes of authority and responsibility vertically and horizontally, and creation of structures to facilitate coordination among those subunits. A broader view of organization design also includes development of policies and design of control, reward evaluation, and information systems |
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Term
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Definition
| The graphical representation of segmentation of authority and responsibility into organization units and their interrelationships, resulting from organization design. Also called "table of organization" |
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Term
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Definition
| An organization structure that operates "parallel" to the primary structure. Parallel organizations are often used for large-scale change programs. Parallel structures also refer to integrating mechanisms that are used for managing programs that cross a functional structure |
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Term
| Planning and Goal Setting |
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Definition
| Global-level approaches to coordination that are used in addition to hierarchy of authority when an organization faces relatively low levels of uncertainty |
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Term
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Definition
| A type of interdependence among team members in which each member makes a contribution to ghroup output without the need for interaction among members. |
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Term
| Program Organization Structure |
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Definition
| The organization structure resulting from segmentation of authority and responsibilities corresponding to different progras. Individuals from different professions and disciplines providing services for a given program (e.g., providing mental health care) are aggregated into an organizational unit and have a reporting relationship to the head of that program. |
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Term
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Definition
| Work, or components of work, that is relatively certain, predictable, or well understood. Programmable work can largely be coordinated by programming or standardized approaches to coordination |
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Term
| Programming Approaches to Coordination |
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Definition
| One of two major categories of approaches to coordination at the micro or process level. Programming approaches, which include standardization of work, skills, and output, function best when work is relatively certain. Programming approaches are sometimes also called "standardized approaches" |
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Term
| Reciprocal Interdependence |
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Definition
| A thype of interdependence among team members in which the outputs of each member become inputs for the others. |
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Term
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Definition
| A relational process involving a network of communication and relationship ties among people whose tasks are interdependent to achieve coordination |
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Term
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Definition
| One of the two interacting components of relational coordination, relationships can be seen as consisting of shared goals, shared knowledge, and mutual respect. |
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Term
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Definition
| Approaches to coordination specifying how work is to be done and providing guidance to behavior. Rules and procedures augment use of an organization's hierarchy in coordinating the work that is programmable |
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Term
| Sequential Interdependence |
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Definition
| A type of interdepencence in which one group member must act or produce an output before anotherr one can begin or complete a task. |
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Term
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Definition
| An organizational arrangement designed to coordinate the work of people from multiple professions and disciplines for a specific service in a health care organization. A service line is a health care variant of the general program organization. There are several variations of service line structures, characterized by the degree to which they facilitate integration. Service lines in health care can focus on diseases, patient populations, or technologies |
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Term
Simultaneous Interdependence
(Team Interdependence) |
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Definition
| A situation in which team members diagnose, solve problems, and collaborate as a group while performing work or work-related activities. Team interdependence requires a workflow that is simultaneous and multidirectional |
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Term
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Definition
| The process of focusing on a narrow field of work to develop a depth of expertise. In organization design, developing different work units so that each unit can perform work that differs from that in other units in terms of its character, content, and one component of differentiation |
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Term
| Standardization of Output |
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Definition
| The specification of goals or of characteristics of a product or service for the purpose of coordinating the interdependent activities of two or more people or organizational units. It is one of three types of programming approaches to coordination |
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Term
| Standardization of Skills |
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Definition
| The specification of specific training or skills required for people in different jobs, for the purpose of coordinating the interdependent activities of people in those jobs or the organizational units in which those jobs resi8de. Often this is achieved through specification of minimum levels and types of education, certification as evidence of meeting minimum qualifications, or on-the-job training. It is one of three types of programming approaches ot coordination |
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Term
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Definition
| The use of rules, regulations, schedules, plans, procedures, policies, and protocols to specify activities to be performed. It is one of three types of programming approaches to coordination |
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Term
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Definition
| The exchange of information among two or more people, one of whom is responsible for the work of the others. It reflects the use of an organization's hierarchy for the purpose of coordinating interdependent activities of people or organizational units. It is one of three types of feedback approaches to coordination. |
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Term
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Definition
| A temporary, interdisci;linary group formed to coordinate work of different departments, usually for a specific objective, such as planning a new service. Task forces are one of several types of lateral relations, or structural mechanisms to achieve coordination across specialized departments |
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Term
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Definition
| A characteristic of work reflecting lack of knowledge or cause-and-effect relationships and/or predictability of events affecting task performance. Task uncertainty is a central factor in design of organizational units and in interdependence, which directly affects the need for coordination. |
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Term
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Definition
| In the context of coordination, an enduring interdisciplinary group of people working together to achieve one or more common goals. Teams are one of several types of lateral relations, or structural mechanisms to facilitate coordination across specialized departments |
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Term
| Vertical Information Systems |
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Definition
| Approaches to coordination based on increasing the information processing capacity of the hierarchy by facilitating information flow up and down the hierarchy and by increasing the capabilities of various managers to handle more information |
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