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115 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Leadership |
The process by which one person influences other to do something of their own free will rather than the fear of the consequences if they do not do it or because they are forces to do it |
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Roles of job description |
Leadership Followership Client Technical Administration |
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Component of style behavior |
Skills Traits |
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Factors that influence leadership |
Situational requirement Style behavior( skill and traits) |
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Physical leadership quality |
Above average height Physical and nervous energy |
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Temperamental quality of a leader |
Vision Verbal fluency Ambition Persistent Faith Initiative Enthusiasts Teaching skills Assertivness |
V V A FAT PIE |
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Communication components |
Message Source Channel Receiver Effects Feedback Setting |
MS. CREFS |
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What is communication |
The exchange of information |
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Stakeholders |
Users and providers of a service Government and non governmental organization |
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Reaction to change |
Denial Anger Bargaining Depression Acceptance |
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Short term change |
Effects last longest |
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Key component of active listening |
Body language Tone Gesture |
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Loss of equilibrium |
Because your so in the status quo you have little motivation to change |
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Resisted change |
Because your emotionally involved in the work |
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Gaps in change |
Cause rumors |
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Motivation |
The management function of influencing |
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Defiency needs |
Psychological Emotional Social |
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Esteem needs |
In higher area of the hierarchy |
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Motivation factors |
Recognition Achievements Advancement The work itself Responsibility |
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Frustration leads to |
Conflict Stress Anxiety Burn out |
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Respond to frustration |
Problem solving individually or collectively Retreat Resignation to the status quo |
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Content theories |
Affiliation Need for achievement Need for power |
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Need for power requirement |
Perception Attitude Value |
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Leadership behavior X dimensions |
Transaction Transformation |
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Transactional leadership |
Persuading Reciprocating Opportunity Bargaining
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Transformational leader |
Focus on the needs and demands of a follower |
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Y dimension |
Need for power |
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Z dimension |
Degree of participation encouraged |
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Relationship between leaders and followers |
Dynamic |
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Autocratic style of leadership |
Close control My way or the high way |
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Theory X |
Average person dislike work and avoid it Prefer security |
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Theory y democratic leadership Free rein or laissez fair |
People are self motivated Managers are there if they need help Work is natural to them |
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Morals |
Seeks to create an atmosphere where individuals can function optimally How you about the place |
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Composition of moral |
Feelings Satisfaction Sentiments Attitude |
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Feeling perspective |
Good motivation Good human relations Good supervision |
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High morals create |
Less stressful environment Better teamwork Confidence Satisfaction |
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Root of moral issue solving |
Survey- best Small focus group activity Staff meeting |
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Causes of moral issues |
Miscommunication fed by rumors |
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Health management |
Managing the health program to improve the health status of the population |
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Skills of a manager |
Technical skills Human skills Conceptual skill- mental ability |
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Roles of a manager |
Interpersonal Decisional Informational |
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Directing function in health management |
Ordering Supervising Leading Motivation Communicating |
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Co ordinating function |
Synchronizing people and activity Preventing and managing conflict at all levels |
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Function of the health management |
Planing Organizing Directing Co ordinating Controlling |
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Authority |
The right to give orders |
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Division of work |
Reduce the span of attention or efforts for any one person or group |
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Unity of command |
One person is superior |
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Remuneration |
Pay should be fair to both the employees and the firm |
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Stability of tenure of personnel |
Employees need time to settle in their jobs |
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Espirit de corps |
Harmony strengthen an organization and teamwork should be encouraged |
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Theory Z |
Organizational adaptation Coordinating people |
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Perceptual screen |
A window through which we interact with people who influence the quality accuracy and clarity of the communication |
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Communication relates to sender and receiver |
Personality Perception Motivation |
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Information richness of communication |
Face to face E mail |
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Communication network pathways |
Vertical- manager to higher Poole and subordinates Lateral/horizontal - manager to manager |
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Types of communication networks |
Wheel- little interaction Have a middle man Information flow to and from one central member Chain- little interaction Communicating with people next to each other Circle All channel |
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Seating dynamics |
Seating people in certain position according to the the person purpose in the communication |
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Intranet/groupware |
Sharing of information by employees in a firm |
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Semantics |
Word usage |
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Barriers to communication |
Factors that block successful communication Gender difference Status difference Cultural difference Language Physical separation |
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Reflective listening |
Repeating what you heard to clear up any misunderstood or inaccurate concept |
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4 levels of verbal response |
Affirm contact Paraphrase the expressed Clarify the implicit Reflect core feelings |
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Team |
Small group of individuals working together to achieve a common task |
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Hygiene theory |
Provide satisfaction |
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Hertzberg's two factors |
Hygiene Motivation |
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David McClelland |
Organizational behavior |
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Rupert Eales-Whites |
Effective leaders |
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planning |
systematic process of identifying and specifying future outcome systematic because it requires steps |
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The planning cycle |
1-needs assesment/ situation analysis 2-prioritization of needs 3-formulating intervention 4-plan of action (POA) 5-monitoring and evaluation |
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phases in planning |
preparation stakeholder analysis |
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categories of stakeholder |
promoter- have great interest great influence defender- have keen interest low influence latent- no special interest but know what's going on high influence apathetic- little interest little influence |
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Need assessment |
A systematic process of identifying and specifying health needs/problems in a community with involvement of members of the community |
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monitoring and evaluation key components |
Input process output outcome |
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evaluating |
Assessment of implementation and achievement |
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Two types of evaluation |
Mid term - process and output formative evaluation end term- outcome and impact summative evaluation |
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setting up a business |
legal advice must be registered |
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malpractice |
departure from the standard of care |
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factors causing an increase in cost oc health care |
Increase demand of health care increase burden of chronic disease increase technical input general economic factors |
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fee for service |
inability to pay expensive unpredictable reduce income |
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pre paid method in medicine example |
health maintenance organization managed care |
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pre paid method definition |
physician pay some of the money to provide care to a group of persons who require medical attention |
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ways health service is found |
taxes international loans and grant |
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trilateral model of pay in health care |
physician patient insurance |
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Payment rate standard |
access efficiency quality |
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consumer quality |
quality of cure not directly affecting health |
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health sector reform |
equity in benefits efficiency in management effectiveness in satisfying the health need of the population |
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70's |
establishment of health center Cornwall regional hospital (western) |
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80's |
1-rationalizations of health facilities 2-strength of management of health facilities by training CEO 3-hospital restoration and construction 4-introducing cost recovery program 5- hotel service in hospital |
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factors driving health service reformv |
demography urbanization unemployment and poverty epidemiological transition |
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weakness in health sector |
1-organizational weakness 2- over centralization of resources 3- separate development and management of hospital and health cent 4- allocation inefficiency- 25% budget go to primary health care 5- human resources 6- facilities defiency 7- rapid development of technology |
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elements of the reform process |
separation of financing from providing decentraliztion |
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intervention matrix |
aim intervention short term objective planned target activity |
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preparation activity |
prepare start with stakeholder (directly or indirectly influenced by the health program) |
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prioritization of need |
magnitude severity/danger feasibility cost effectiveness political expediency |
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formative evaluation |
1-to detect short fall in input and output and make the steps to address them 2- to identify strategies that are not useful so they can be drop out ir re design 3- to identify strategies that need to be ramped up to achieve program objective |
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summative evaluation |
1-to access the effectiveness of the program 2-to document lessons learnt 3- to determine the possibility of extension of the program 4- to assess the sustainability of the program |
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starting a medical practice ppl |
accountant lawyer |
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found of a business |
Bank loan |
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collateral |
house etc |
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How to know why to put in the office |
Visit colleagues office |
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How to manage the business |
educated staff |
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Where to get patients |
advertisement in newspapers business card |
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money measurement concept |
A record of information expressed In monetary terms |
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The entity concept |
accounts kept for business |
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assets |
What the business own equity liability + capital(wealth) |
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Balance sheet |
Balance between Assets and equity |
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revenue |
Increase income of a business |
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expenses |
Decrease income of a business |
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income |
revenue - expenses |
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liability |
Being responsible for something |
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break even |
Time for a company to stand on its feet |
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budgeting |
A plan put in financial term |
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Common malpractice |
1-Failure to diagnose cancer 2-birth defects 3-eye problem 4-wrong prescription 5-surgical utensil |
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conflict have adverse effects on |
productivity moral patient care |
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emotional intelligence |
self awareness management of emotion empathy motivation |
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