Admin Theory & Practice Midterm

Front 1

Health Programs

Back 1

Programs related to health determinants

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Health Projects vs Health Programs

Back 2

PROJECTS: smaller, more focused, more time limited

-PROGRAMS: ideally would last forever

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Direct Work

Back 3

Actual work the program is doing

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Support Work

Back 4

Behind the scenes people (e.g. PR, financial, maintenance, clerical)

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Management Work

Back 5

Activities through which the mission and objectives of a program are established and pursued through various processes utilizing human & other resources

Front 6

What are the four key ethical principles?

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1. Respect for person (autonomy, truth telling, confidentiality, fidelity)

2. Justice (fairness)

3. Beneficence (acting with clarity & kindness)

4. Nonmaleficence (first do no harm)

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What are the three core program management activities?

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Leading, Designing, Developing/Strategizing

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Developing/Strategizing

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For new programs, this is conceptualizing the program. In existing programs, this is improving, revising, & expanding the program.

-This focuses the attention on desired results. Helps to offset uncertainty faced by health programs.

Front 9

Designing

Back 9

Changing the patterns of relationships among program resources

-Distributing authority and responsibility appropriately

-Including features which minimize and resolve conflict among program participants

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Leading

Back 10

Work that managers do when influencing other participants to contribute to performance

-Instilling shared understanding of mission & objectives

-Must take into account heterogeneous needs & preferences of patients/customers and also those of program participants

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Marketing

Back 11

Human and social needs identified and met

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Evaluating

Back 12

Collecting and analyzing information about a program or some aspect of a program as a basis for making decisions about the programs

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Roles

Back 13

Typical or customary sets of behaviors that accompany particular positions

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Three roles played by managers

Back 14

Interpersonal, informational, decisional

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Interpersonal roles

Back 15

Play interpersonal roles as figureheads, influencers/leaders, and liaisons

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Interpersonal: Figurehead

Back 16

-Figurehead role played as managers participate in ceremonial/symbolic activities

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Interpersonal: Influencer/Leader

Back 17

-Play the leader when they inspire others/motivate them to better performance, or exemplify it

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Interpersonal: Liason

Back 18

Makes formal & informal contact with people in the program and with stakeholders

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Informational Roles

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Monitors, disseminators & spokespeople

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Informational Roles: Monitors

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Gather info from networks of contacts, then evaluate it, then choose how to act

Front 21

Informational Roles: Disseminator

Back 21

Managers have many choices about whom inside & outside they route information to

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Informational Roles: Spokesperson

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Related to the figurehead role. Managers communicate info about a program to internal & external stakeholders

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Decisional Roles

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Includes: Entrepreneur, distrubance handler, resources allocator & negotiator

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Desicional Roles: Entrepreneur

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Managers are initiators and designers of changes intended to improve performance in a program

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Decisional Roles: Disturbance Handler

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Managers decide how to handle disturbances that arise as they carry out daily work routines

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Decisional Roles: Allocator

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Manager must allocate human & other resources across alternative uses

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Decisional Roles: Negotiator

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Managers interact and bargain with participants, suppliers, regulators, patients/customers, and others who have relationship with the program

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Competency

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Cluster of related skills, knowledge, and ability that: 1) affect a major part of one's job, 2)correlate with performance on the job, 3) can be measured against well accepted standards, and 4) can be improved by training & development

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Katz model of skills define the competencies useful to program managers as (five)

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1) Conceptual, 2) Technical, 3) Interpersonal & collaborative, 4) policy, & 5) commercial

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Program Theory

Back 30

A model of how it is intended to work. Should be plausible & sensible

Front 31

Stakeholders

Back 31

Individuals/organizations/groups with a stake or significant interest in the program

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Internal Stakeholders

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The participants

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External Stakeholders

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Existing & potential patients/customers; public & private funders; accrediting agencies, competitors, gov't bodies, insurance plans, media, suppliers, etc.

Front 34

As program managers seek to establish & maintain highly positive relationships with stakeholders, they must do two things:

Back 34

1. Achieve widespread understanding & acceptance of the desired results est for the program

2. Garner support for and resource contributions toward achievement of these desired results from external stakeholders & secure internal stakeholders direct involvement

Front 35

Situational Analysis

Back 35

Available information about the program's current situation is collected and analyzed

Front 36

3 Components of Situational Analysis

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External, Internal, Inventory of desired results est. for a program

Front 37

SWOT Analysis

Back 37

Internal & External analyses

--Strengths, Weaknesses, Opportunities, Threats

Front 38

External Situational Analysis

Back 38

Includes cultural, societal, social, competitive, demographic, economical, financial, ethical, legal, policy & scientific context

-Opportunities & threats

-Scanning, monitoring, forecasting, assessing, using, & disseminating

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Internal Situational Analysis

Back 39

Strengths & weaknesses of a program

-Done via financial analysis; HR analysis; marketing analysis, operational analysis

Front 40

Inventory of Desired Results

Back 40

What the program hopes to achieve. Exist as written statements for the program's mission & objectives. Objectives are the specific, quantifiable desired results est for a program. They should be flexible. Mission statements are inherently qualitative

Front 41

Buisness plan

Back 41

Projects 3-5 years ahead & outlines the company's intended route to growing revenues

Front 42

Using results from analysis

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Develop operational plans to achieve revisions planned for program's current state. Evaluate current performance.

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Operational plans

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Detailed means of how the "ends" can be accomplished

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Controlling

Back 44

Regulation of actions and decisions in accord with stated desired results. Want to monitor that standards are being met

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Budgets

Back 45

Reflect projected activities in numerical terms over specified periods of time. Allows managers to track progress & take corrective action. Typically monetary, but can be expresses in other units (personnel, staff hours).

Front 46

Organization designs

Back 46

The intentional patters of relationships among human and other resources within a program. Managers est. & revise these patters through designing activities

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What is the building block of all organization designs?

Back 47

The individual position

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Staffing

Back 48

The process of filling individual positions

Front 49

What are the key features of organization designs?

Back 49

Division of work & specialization of workers; authority & responsibility relationships; clustering/departmentalization; span of control

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Authority

Back 50

Structural power

Front 51

Responsibility

Back 51

the accountability that you get things done

Front 52

What do vertical organizational layers show?

Back 52

Evidence of delegation of authority & responsibility

Front 53

What 3 forms of interpersonal power are restricted to managers?

Back 53

Legitimate, reward & coercive

Front 54

Clustering/departmentalization

Back 54

Broken down for efficiency

Front 55

Span of control

Back 55

How far the manager has control. Amount of overshight that needs to be provided in order to manage it.

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Legitimate Power

Back 56

Based on your position

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Reward power

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Ability to reward employees based on your position (e.g. raise, promotion, time off)

Front 58

Coercive power

Back 58

Ability to threaten/punish employees

Front 59

Expert power

Back 59

You have knowledge in your field more than others, but it doesn't necessarily come with position

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Referent power

Back 60

Doesn't come with position

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Narrow span of control means...

Back 61

Tall organizational structure. Closer supervision. Narrower span of control needed when work is closely coordinated

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Wide span of control...

Back 62

Flatter organizational structure. Less supervision. Works for more standardized & less complex jobs, as well as for more professional & technically trained.

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Interdependence of Workers: Pooled

Back 63

Everyone is doing the same thing--or at least similar things

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Interdependence of Workers:Sequential

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Things need to be done in a particular order

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Interdependence of Workers: Reciprocal

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They play off of eachother. B needs A and A needs B.

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Matrix Organization Design

Back 66

Front 67

Asset

Back 67

A resource, owned or controlled by an entiity, that will yield future economic benefits. Eg. cash, buildings

Front 68

Liability

Back 68

A claim against the assets, or legal obligations of a person or organization, arising out of past or current transactions or actions. Liabilities require mandatory transfer of assets, or provision of services, at specified dates or in determinable future. Eg. owing money

Front 69

Expense

Back 69

Money spent or cost incurred in an organization's efforts to generate revenure, representing the cost of doing business. Expenses can be in actual cash payments (wages, salaries), a computed expired portion (depreciation) of an asset, or an among taken out of earnings (bad debts). Expenses are summarized and charged in the income statement as deductions from the income before assessing income tax. All expenses are costs, not all costs are expenses.

Front 70

Revenue/Income

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The income generated from sale of goods or services, or any other use of capital or assets, associated with the main operations of an organization before any costs or expenses are deducted. Revenue is shown usually as the top item in an income statement from which all charges, costs, and expenses are subtracted to arrive at net income.

Front 71

Double entry bookkeeping system

Back 71

Set of rules for recording financial information in a financial accounting system in which every transaction or event changes at least two different nominal ledger accounts. One side of the transaction is debit, and the other is credit.

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Debit (left side)

Back 72

Assets, expenses, and drawings

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Credit (right side)

Back 73

Liability, Revenue & Capital

Front 74

Mission

Back 74

Primary driver for nonprofit entity.

Front 75

Financial Statements: Audit Opinion

Back 75

This matters! Tells you if audited, compiled, or reviewed. Audited is the best, as its most reliable. Tells you if there's a clean opinion.

Front 76

Financial Statements: Disclosure Notes

Back 76

Tells story about any items of exception, the rules of accounting the organization follows, affiliate organizations, corporate structure issues, issues related to reimbursement agreements, debt, etc. MOST IMPORTANT SECTION TO READ.

Front 77

Balance Sheet (Statement of Financial Position): Why is this most important?

Back 77

Reports net resources at a given point in time. Assets= Liabilities plus Net Assets. On the left are all the resources of the organization (assets) & on the right side are all the claims against the resources (liabilities). The difference is net assets, a form of ownership claim.

Front 78

Current assets (Balance Sheet)

Back 78

timeframe of a year or less

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Current Assets in order of most to least liquid (Balance Sheet)

Back 79

Cash; savings or temporary investments; accounts receivable; inventories; prepaid expense

Front 80

Noncurrent assets (Balance Sheet)

Back 80

timeframe of greater than a year

Front 81

Noncurrent assets most to least liquid (Balance Sheet)

Back 81

Investments; property plant & equipment

Front 82

Current liabilities (Balance Sheet)

Back 82

Obligations due within a year. Accounts payable, accrued expenses, grants payable

Front 83

Noncurrent liabilities (Balance Sheet)

Back 83

Deferred revenues; mortgages and other notes payable

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Net Assets (Balance Sheet)

Back 84

Unrestricted; Temporarily restricted, donor has restricted uses; Permanently Restricted, does not expire with passage of time

Front 85

Income Statement, Form 990(Statement of Activity and Changes in Net Assets)

Back 85

Reports how much the organization earns and subtracts from that how much the organization has spent for a given period of time.

Front 86

Revenues (Income Statement, Form 990)

Back 86

Contracts, government funding; contributions & grants; program income & fees; investment income

Front 87

Expenses (Income Statement, Form 990)

Back 87

Program expenses consist of direct and indirect costs incurred to provide services associated with the exempt purpose.

Front 88

Management & General expenses (Income Statement, Form 990)

Back 88

Accounting, HR, Executive Mgmt, etc

Front 89

Statement of Functional Expenses (Income Statement, Form 990)

Back 89

Provides additional info on how resources in the organization are used. Usually breaks expenses down by specific program & type of cost

Front 90

Statement of Cash Flows (Income Statement, Form 990)

Back 90

Shows the amt of cash generated and how it was used

Front 91

Job Analysis

Back 91

Process to determine in detail a job's duties & responsibilities. Provides management with setting appropriate levels of responsibility by position, crafting of realistic job descriptions.

Front 92

When should a job analysis be done?

Back 92

Very important to do when someone leaves a positions. But regular periodic review may be necessary as well. In the event of poor performance or productivity.

Front 93

Benefits of Job Analysis

Back 93

-Determine training needs, developmental opportunities. Salary survey, compare outside positions/related salaries. Candidate selection process. Ongoing performance eval.

Front 94

Methods to conduct job analysis

Back 94

Direct observation, task inventories, work logs, time tracking, interviews with employees, comparing to job description, surveying employee

Front 95

Components to be analyzed in job analysis

Back 95

Actual tasks & responsibilities as they are performed, physical environment of job, necessary tools, related job positions, knowledge and skill requirements

Front 96

Job Descriptions

Back 96

Articulates skills needed by an employee and outcomes expected of the job holder. It is beneficial if it also describes how this position benefits the organization and where it fits in the organization.

Front 97

Components of job descriptions:

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General position description; ESSENTIAL functions of the job; required knowledge, skills & abilities; required as well as preferred education & experience; physical demands and normal work environment; direct supervisor; department costs are charged to; salary (range); FT/PT

Front 98

Traditional Interviews

Back 98

Opinions/Theories; No basis for validation/probing on actual issues

Front 99

Behavioral Interviews

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Facts/specific choices made; Can be validated by probing

Front 100

Benefits of Behavioral Interviewing

Back 100

Candidate is less likely to manipulate interview. More accurate selection information to assure fit with actual job. Uses facts rather than opinion.

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Legally Compliant Interviews...

Back 101

Ask everyone the same core questions. Avoid questions referring to "protected groups" such as; age, religious affiliation, parenthood status, child care requirements, race/ethnicity, national origin; sexual preference; health status/disabilities

Front 102

Bona Fide Occupational Qualifications (BFOQ)

Back 102

Rule that allows for the hiring of individuals based on race, sex, age, and national origin if the characteristics are bona fide occupational qualifications. Eg. Sexual Assault Interviewers for the police dept

Front 103

Flow of the Logic Model

Back 103

Inputs/Resources; Processes; Outputs; Outcomes; Impact

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Logic Model: Inputs/Resources

Back 104

Human, Financial, Technological, Organizational

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Logic Model: Processes

Back 105

Activities; events; procedures; techniques

Front 106

Logic Model: Outputs

Back 106

The direct results of the processes undertaken by a program or project. Actual participation and follow through.

Front 107

Logic Model: Outcomes

Back 107

Changes in attitudes, behaviors, knowledge, health status, level of functioning resulting from the processes undertaken by a program or project

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Logic Model: Impact

Back 108

This is degree to which the mission is accomplished. Ultimate changes resulting from a program or project

Front 109

Stages of a Team

Back 109

Forming, Storming, Norming, Performing, and Dissolution