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40 Cards in this Set

  • Front
  • Back
Functions of Mgmt
•Planning

•Organizing

•Leading

•Controling
Planning
•Set goals, determing strategies to achive them. Problem solving

•Forecasting

•Discus w/architech plan for a new Dept.

•when u r Drawing up a budget.
Organizing
•This is where u set up the work assignments, this is how u r setting them up, ur letting them know, this is what we r going to do so we can carry out the plan we already made.

•It has to do w/using tools such as Procedures, written procedures that tell U exactly how U do a job. If Im going to Delegate a task to Roberta I have to make sure she knows how to do it, the best thing u can do is to have a written procedure that says exactly how to do it. Policies,

•U will have to draw up these policies, Procedures, Job descriptions.

•Delegating,
Ur job is to tell other people 2 do it. When ur trying 2 organize u will have to delegate work u cant do it all. Assigning athority & responsiblity cause if u do say to somebody I would like u 2 do this task u have to give them some, if ur giving them responsiblity u will have to give them some authority cause what if it means working w/some computer system & what if they have to contact IT, if u dont give them authority w/this then they ur going to call IT & IT will say who r u, why do we need to do what u need us to do. U have to make sure if u r going to Delegate u give them some Authority cause u r giving them responsiblity


Using function of ___ how we r going to get it done.

•Setting up a clinical schedule for HIT student.
Leading (directing)
•Inspire, Motavate to get it job done. Teaching, Communicating, Disapline, Terminating

•Any kind of communicating

•Training an employee in a new job.

•Give a Displinary action warning to an employee. can also be controlling cause u r controling this behavior of this person, they r doing something not rt u r giving them some sort of disaplinary action. Can also b LEADING.

•Anytime u r training or Educating.

•Encourage an employee w/praise for job well done that is in communicating w/Employee.

•Give a displinary action warning to an employee. can also be controlling cause u r controling this behavior of this person, they r doing something not rt u r giving them some sort of disaplinary action.
Controling
Checking the dept spending against aproved dept budget. Abiding budget.

•Accessing job performance.

•Monitoring employees proditivity against standard that is already established.

•Keep attendance records for employees
Management
getting things done thru people.
Managers
•Motivating People, problem solve, Delegate, Teaching, Disapline, terminating, Counseling, Communicating, Scheduling, Monoriting

•r not the most knowlegable but is the 1 that understands people & Dept.

• Does not need 2 know everything about dept.
Mission Statement
Is a declaration of organization’s purpose.
Strategic Planning –
•is the process of determining the long-term objectives of organization, Plan of action.

•Done by upper mgmt
they sit down every yr & talk about what are our long term goals.

• Long term is usually something longer then a yr, 2, 3 5 yrs dwn the line, any Co needs 2 do this, ur not going to b very effective if U don’t look @ ur Long term goals, what do we want 2 be what do we want to do,

•cause it becomes the plan of action U have to make sure U tell everyone underneath them, Ur top Mgmt U have to tell everybody else thru out the organization what are our plans, what are our strategic plans for the coming yrs, if they don’t know them they cant expect to be told what they are expect to b told what they are going to be doing.
Goals
what to strive for.
Objectives
To direct how goal will be achieved. How u r going to get it done & what do u want to get done.
Levels of Mgmt
Top, CEO, President, Vice Presidents

Middle -

Supervisory
Top Mgmt
CEO, pRESIDENTS, Vice Presidents

• Controling

• Top management does a lot of their time controling that they said to everybody this is what we want to do, then they have to go out there & make sure their Dept r doing that they r not so much in the directing or organizing they r the one controlling. They r also responsible for what ever happens.

•They may not know much about ur dept, they know how to run institution.

•Most institutions have a area where top Mgmt r housed. If a institution ownes more then 1 hospital they may have a CEO @ 1 place & COO scattered thru out all the other institutions.
Middle Mgmt
Director, Manager of Dept

they do all planning telling everyone what to do they r Controling it to make sure spending is there. U r over 1 dept or few. U have to become more of an expert of in that area.

•More time spent organizing & directing
Supervisory
Communicating, directing

•This indiv may have ½ doz to couple doz people report to them, it may be all the same area. Ex. Coding supervisor everyone that report to the supervisor is a coder, this supervisor is very specific on their duties they have to know 1 area, Specificity becomes much higher now. they do more communicating, directing then controlling, they don’t do much planning & organizing, They are now doing the directing the leading same terms Leading & directing then they have to control what is done
McGregor’s Theory
X & Y

•This was an indiv of mgmt, expert in motivation, He had a theory about people attitude about working,

•He felt there were people just basically the way they were born & U were’it going to change them that much,
Theory X
inherent dislike for work,
avoidance of work if possible,
limited ambition
Theory Y
work is as natural as play or rest
•worker seeks responsibility
worker will exercise self-direction
Maslow’s Hierarchy of Needs (MOST COMMON THEORY)
Study the cause of behavior when of occur & when to stop, he had 2 principals, Human needs are raised hierarchy of importance, From the lowest to highest order of needs. Satisfy the lowest need then U go on to the next. U start from bottom & work up
Hierarchy of Needs
•Physiological – This is the need for food shelter clothing, we need to work to get money to pay the bills so we can have some warm place to sleep.

Safety and security – People have to b safe, if U are working @ a institution U cant guarantee or prove U are trying ur hardest to keep that environment safe, whether its coming to & from ur work or after U get to work. Employee has to know they are safe

Belonging – need to engage in social activities

Esteem and Status – to show that U have accomplished

Self-fulfillment -
Herzberg’s Two-Factor Theory
2 factors in motivation = satisfiers & dissatisfiers
MOTIVATIONAL TECHNIQUES
•Positive reinforcement - give feedback rt away, to agnowlege it
•Job enrichment – offering someone a different responsibility, more change 4 professional growth
•Job enlargement – giving them different duties, something different to do EX cross training
•Participation/delegation – listen to people, ask for their ideas
•Incentive/awards -
3 skills of a Manager
•Conceptual Skills
Skills that include analyzing problems, devising solutions, & anticipating the consequences of decisions

•Human Skills
Skills that allow you to work effectively with others

•Technical Skills
Work-related skills that demonstrate the ability to use the technology, techniques, & procedures for a particular field
PRINCIPLES OF

MANAGEMENT
•Define objectives
•Accept responsibility
•Unify functions
•Utilize specialization
•Delegate authority
•Report to one supervisor – “unity of command”
•Limit “span of control”
Define objectives
What are we trying to do here? (Ex goals for the yr)
Accept responsibility
If U are a manager there are certain things U are responsible for, hopefully U will get the authority to to it. U have to have Authority to get things done
Unify functions
All organizations are composed of various duties whether its within the institutions or within the dept. U have to make sure everybody knows ea others job. Ex. Within coding there is such a connections to the billing but in hosp billing is a separate entity (dept) but it’s a huge mistake on either of those depts to try to say to themselves I don’t know anything about that dept, again its not my job, therefore I don’t care to know anything about it. U have to make sure everybody knows somewhat why this is being done. @ least the WHYS even if U don’t know the HOWS, how billing does something, U need to know why, more importantly they need to know WHY we code, they don’t have to get into the how. U need to make sure people understand ea others jobs, it’s a mistakes. U need to understand other units within the dept or more about other depts that relates to U.
Utilize specialization
U utilize people that specialize, we will have that, U will get out & get ur jobs whethers it’s the 1rst one or 2nd or 3rd U will become specialized in that areas,
Delegate authority
There are times when U have to much to do, U might say I need to delegate some of this who is qualified?
“Unity of Command”
•Report to one supervisor –

there is a basic concept that says ea. Employee should receive their direction from 1 supervisor. U don’t set up a new person & say U will be reporting to Mike & Teresa either one of them will give U something to do U do it. That is not a good basic principle of mgmt. Most of U report to 1 supervisor, ur boss may have a boss & U can go to them if U need to. Ex U might have a secretary in a lg office & they may have more then 1 person they take direction from. That has always been there, that is still a problem & need to have 1 person they need to go to in case they want to plan for vacation or have a issue. The call it split reporting relationships.
“Span of Control”
# of employee that report to 1 supervisor,

Before I told U everyperson should report to 1 supervisor, along that line how many people do report to a supervisor? One of the very first things U are going do if U are applying for a mgmt job is to ask them how many people will be reporting to me?
Micro manage
sit there & watch everything little thing they are doing. Problem employee U may have to watch them closer.
Organizational Chart
Graphic illustration of the lines of formal authority, span of control and responsibilities within an organization

Objectives:
•shows each position by job title in department.
•shows major functions of depart.
•shows relationships of each function in depart.
•shows lines of authority and communications
•Informal organization
-Formal organization gives rise to informal organization. That within a unit or dept, there is always going to b informal organizing. Old terms would be clicks or grape vines. Mger should not look @ this as a negative, indiv that work amongst themselves, like students U end up establishing some relationship w/them. U share things U learn things. Supervisors need to look @ Informal organization its OK, U will have that grapevine, U can use it as a advantage.
It is there work with it, as a effective mger deal w/it, don’t sit there & act like it does not exist or don’t hate it cause it does exist.
Chain of Command
On organizational chart U report to person above U that is who U go to w/? Issues, complaints, U are not suppose to go ard chain of command.
Leadership Styles
4 types
•Autocratic style
•Bureaucratic style
•Participative style
•Laissez-fair style
Autocratic style
Formal leader, making most of the decisions alone
There is not much on flexibility, empathy,

They make decisions alone,
Bureaucratic style
Leads “by the book”
This is the way it is in the handbook & this is the way we are going to do it. Very black or white
Participative style
Leader who involves employees in decision making process
This the most effective way, Involves employees in the decisions
Laissez-fair style
Leader who influences others without the necessity of formal authority
(Patty prefers this one) In entertainment or arts world.