Internal Environment: Guiding Business Documents & Organizational Culture

Front 1

Defined as the assets a business has available to achieve it's mission and also what it lacks to respond to external opportunities and threats

Back 1

internal environment
Like the "s" and the "w" of the swot analysis

Front 2

The acronym CORE in CORE STATUS stands for?

Back 2

C ulture or character
O bjectives
R esources
E xcellence

Front 3

The acronym STATUS in CORE STATUS stands for?

Back 3

S tructure
T echnology
A uthority
T alent
U niqueness
S atisfaction

Front 4

__________reflects what is expected and valued throughout an organization.

Back 4

culture- is management’s means of transmitting expectations, shaping attitudes, shaping behaviors, and motivating employees

Front 5

T or F, organizations that have strong cultures are more successful?

Back 5

true, organizations that have strong cultures that promote high-level performance and ethical behaviors are more successful

Front 6

Six essential elements of business culture:

Back 6

Internal network for transmitting and reinforcing desired behaviors
Events to reinforce what the culture is/means
Organization members understand importance of fitting in
Organization’s values are communicated and accepted
There are organization members who exemplify the culture’s values
Unique ways the organization demonstrates to employees what the behavioral expectations are

Front 7

“In advancing the well-being of each patient and in achieving our mission to remain committed to each patient, we believe in:
uncompromising commitment to excellence
ethical business practices and value integrity
respect for people
employer/employee work-life balance”…

Back 7

PT example of culture

Front 8

_________are action statements that, when enacted, will help move an organization toward the achievement of its goals.

Back 8

objectives

Front 9

An organization's _____________ sets parameters for objectives and goals.

Back 9

mission statement

Front 10

An organization's __________is the ultimate goal statement.

Back 10

vision statement

Front 11

Together, these statements provide guidance when choosing b/t business and behavioral options:

Back 11

mission, vision, and value statements

Front 12

Something to strive for, not easily measurable, answers the question "what do you want?"

Back 12

vision statement

Front 13

Where do you see yourself in 3-5 years is an example of a?

Back 13

vision statement

Front 14

This type of statement answers the question "How do we want to get there?"

Back 14

mission statement

Front 15

A mission statement should define:

Back 15

who we are
who our costomers are
what sets us apart
what do we do best

Front 16

The (RIC) is dedicated to providing the most comprehensive physical medicine and rehabilitation services to patients including a continuum of care that includes inpatient, outpatient and day rehabilitation services. The Institute unites excellent patient care, research and education to promote lifelong health and independence for people with disabilities

Back 16

mission statement

Front 17

The vision at (RIC) is to make a difference in the lives of people with disabilities.

Back 17

Vision statement

Front 18

___________describe forces that motivate a business and behaviors it promotes in its employees.

Back 18

value statements

Front 19

Identify what is important in interactions from internal and external stakeholder viewpoint
May be updated periodically to keep in sync with leadership priorities and business changes.
Link from mission statement to vision statement
Sets culture of an organization

Back 19

value statement

Front 20

Putting people FIRST means we value Fun, Integrity, Respect, Support, and Teamwork.

We are committed to the following Core Values: Integrity, Excellence, Teamwork, Fun

Back 20

examples of value statements

Front 21

Sound financial position, real estate, and goodwill are all examples of?

Back 21

resources- Anything an organization has (as a strength)

Front 22

Assessment of the financial status of a PT organzation should include:

Back 22

Accounts receivable (money due the organization)
Cash flow (funds available to pay current bills)
Expenses - maintenance of buildings, contracts, interest payments, supplies
Gains
Losses
Efficient systems to account for the above

Front 23

Cash available to pay bills is on hand.
Monthly report shows labor cost below budgeted level.
Parking and clinic are accessible to non-ambulatory customers.
Customer satisfaction is consistently high.

Back 23

Examples of resources

Front 24

__________requires a standard for comparison, external recognition is the key marker.

Back 24

excellence

Front 25

Accreditations (e.g., Commission on Accreditation of Rehabilitation Facilities [CARF] or JACHO accreditation)
Adherence to professional standards (e.g., APTA standards)
Awards (e.g., APTA state chapter award)

Back 25

examples of excellence

Front 26

The two components of organizational structure are?

Back 26

How employees relate to one another (supervisory and reporting relationships indicated by solid lines)
The legal designation chosen to meet the mission (e.g., for-profit, not-for-profit, incorporated)

Front 27

Questions a working PT manager should be able to answer "yes" to;

Back 27

Can the owner-manager keep up his or her clinical and business knowledge and skills?
Is there quality control supervision and follow-up?
Are employees being mentored?
Are bills being sent and payment received in a reasonable amount of time?

Front 28

Questions an owner of a larger PT practice should be able to answer "yes" to:

Back 28

Are there regularly observable organization-wide instances that the culture is as it should be?
Is the owner adequately informed about the operations?
How is the organization doing financially?
Are all positions filled?
Are staff retention levels as expected?
How do our customers feel about the organization?

Front 29

Are there indications of management-employee harmony?
Is there cohesion between managers’ directives?
Is there a sufficient number of managers to smoothly and efficiently get work done?

Back 29

Questions that a multilocation practice should be able to say "yes" to

Front 30

Technology is defined as?

Back 30

anything that helps expand human capabilities:
Knowledge
Skills
Efficiency, etc.

Front 31

Employer-paid, online, transitional doctor of physical therapy courses for staff
Home-health physical therapist purchasing a Bluetooth-compatible smart phone with global positioning system
Having online pre-admission form for patients to complete prior to initial visit
Contracting for IT service and training

Back 31

PT examples of technology

Front 32

__________=formal power; the organizational chart is the organization's _________map

Back 32

authority
authority

Front 33

Internal mechanisms used to pass power down through levels of management are?

Back 33

Organizational chart
Organization and department policies
Job descriptions

Front 34

_________ is defined as possession of competencies that enable excelling at a chosen task.

Back 34

talent

Front 35

An internal analysis should consider if enough ______ in the right places exist to fulfill the organization's mission.

Back 35

talent

Front 36

Work-related competencies
Organization-compatible attitudes
Seller’s market due to low PT unemployment rate
Plan relevant management development opportunities
Very important to attract talented and organizationally compatible members, develop them further and retain them

Back 36

examples of PT talent

Front 37

A primary purpose of examining the internal environment is to identify what differentiates the organization from those offering similar services or it's __________.

Back 37

uniqueness

Front 38

uniqueness is often called an organization's__________.

Back 38

competitive advantage

Front 39

PT examples of uniqueness are?

Back 39

Lower cost
Minimal paperwork for patients
Quality and consistency by all treatments provided only by the same physical therapist

Front 40

A customer's view of what is valuable about a physical therapy service, it combines the emotional and cognitive evaluations of aspects of treatment encountered.

Back 40

satisfaction

Front 41

Signs of customer/stakeholder satisfaction might be:

Back 41

Accreditation
Employee retention and satisfaction
Marketing strategy
Incidence of suits
Profitability

Front 42

Variables influencing direct care satisfaction include:

Back 42

Communication
Convenience
Cost/value
Interpersonal relationships
Responsiveness of personnel
Satisfaction with direct-care personnel
Satisfaction with the overall PT experience