Ch. 16 - Ch.30 Terms From The Effective Health Care Supervisor

Front 1

The system or code of morals of a particular group, organization, profession, religion, etc.; a moral code intended to govern behavior.

Back 1

Ethics

Front 2

A health care organization’s formal approach to the satisfaction of all the legal requirements of all laws and regulations applicable to its operations.

Back 2

Regulatory Compliance Program

Front 3

Interference of one’s personal interests or activities with the conscientious fulfillment of one’s organizational responsibilities

Back 3

Conflict of interest

Front 4

In decision-making, a choice, usually one of multiple possibilities to be evaluated as potential solutions

Back 4

Alternative

Front 5

A factor, force, or set of circumstances that limits the workability of a decision alternative or that defines a barrier beyond which a particular alternative cannot be selected

Back 5

Constraint

Front 6

A state in which everything of significance is known about all aspects of every alternative; a theoretical ideal

Back 6

“Perfect information”

Front 7

Deciding not to decide, or failure to decide through inaction; default.

Back 7

No-decision option

Front 8

Organizational restructuring; changes in management (management turnover); new methods and procedures; job restructuring; and new or altered technology

Back 8

General causes of resistance to change in the work setting

Front 9

A word that contributes absolutely nothing to the passage in which it appears and that should thus be eliminated.

Back 9

“Zero word"

Front 10

Person or persons for whom the message is primarily intended; those having the primary need for the information being conveyed

Back 10

Primary audience

Front 11

Others who will receive and perhaps make use of a portion of the communication, if only for the purpose of remaining informed.

Back 11

Secondary audience

Front 12

The technical terminology or characteristic idiom of a special activity or group; or confused, unintelligible language

Back 12

Jargon

Front 13

Conveying one’s message with clarity

Back 13

Primary objective of written communication

Front 14

Over-reliance on group processes for making decisions many of which could appropriately be made in fulfillment of the individual decision-makers normal job responsibilities

Back 14

Management by committee

Front 15

A process for assuring that a meeting remains on its intended track.

Back 15

Periodic summarization

Front 16

Projections of business activity for the coming budget period, usually one year

Back 16

Activity or statistical budget

Front 17

A projection of all costs of operation, personnel and other, for the budget period

Back 17

Expense budget

Front 18

Projection of all income anticipated from all sources, nonoperating as well as operating, for the budget period.

Back 18

Revenue budget

Front 19

Projection of potential expenditures for major fixed and movable equipment, including buildings and renovations thereto, for the budget period

Back 19

Capital budget

Front 20

Projections of cash flow; estimates of amounts and timing of cash in and cash out during the budget period.

Back 20

Cash budget

Front 21

a planning process that involves determining the numbers of people of various skills that are required, and making the available

Back 21

Staffing

Front 22

A scheduling process that involves determining who, by name and skill, will work at what assignments during a specific time period

Back 22

Scheduling

Front 23

The amount of labor input equivalent to that provided by one full-time employee (for example, 2 half-time employees equal one FTE

Back 23

Full-time equivalent (FTE)

Front 24

The crucial ingredient required for an organization’s success with total quality management (TQM) or any other motivational or work-improvement program (management by objectives [MBO], quality circles, etc.)

Back 24

Top management commitment

Front 25

Defined as the relationship between output and input of an activity or a process; that is, output divided by input and expressed as a percentage, or a mathematical expression of efficiency

Back 25

Productivity

Front 26

A concept and acronym frequently encountered in total quality management and other motivational activities; problem solving or process improvement by a group of concerned employees, usually rank-and-file as well as management, assembled for that purpose

Back 26

Team-oriented problem solving (TOPS)

Front 27

An organized, systematic process of unifying a group of employees with common objectives into an effective and efficiently functioning work unit

Back 27

Team building

Front 28

The total effect of a number of combined elements that is greater than the sum of their individual effects

Back 28

Synergistic effect

Front 29

The organized approach to determining how to approach a task with less effort, in less time, or at lower cost, while maintaining or improving quality

Back 29

Methods improvement

Front 30

The practical belief in the possibility of continuous improvement; an individual’s automatic inclination toward more effective use of time and resources

Back 30

“Methods-minded” attitude

Front 31

A concept and acronym frequently encountered in total quality management and other motivational activities; problem solving or process improvement by a group of concerned employees, usually rank-and-file as well as management, assembled for that purpose

Back 31

Team-oriented problem solving (TOPS)

Front 32

An organized, systematic process of unifying a group of employees with common objectives into an effective and efficiently functioning work unit

Back 32

Team building

Front 33

The total effect of a number of combined elements that is greater than the sum of their individual effects

Back 33

Synergistic effect

Front 34

The organized approach to determining how to approach a task with less effort, in less time, or at lower cost, while maintaining or improving quality

Back 34

Methods improvement

Front 35

The practical belief in the possibility of continuous improvement; an individual’s automatic inclination toward more effective use of time and resources

Back 35

“Methods-minded” attitude

Front 36

The systematic redesign of a business’s core processes, starting with desired outcomes and establishing the most efficient possible processes to achieve those outcomes; literally engineering something again

Back 36

Reengineering

Front 37

Commonly referred to as layoff; reducing the organizations labor and labor-related costs through systematic reduction in the numbers of employees utilized to serve the organization’s customers; an effort to improve the efficiency with which human resources are utilized (maintaining the same output with reduced labor input)

Back 37

Reduction in force (RIF)

Front 38

Educational programs undertaken to impart specific skills; generally, programs that teach “how to” perform specific tasks; programs for which results may be measured by test, examination, or demonstration

Back 38

Skill programs

Front 39

Programs that impart concept-based patterns to be emulated in subsequent behavior through which competence may be developed; programs for which end-of-course testing will reveal only information retained, with true competence revealed only through practice (most “supervisory skills” programs are concept-based)

Back 39

Concept programs

Front 40

A record of the department’s employees’ training and capabilities indicating which employees are considered proficient in which departmental tasks

Back 40

Skills inventory

Front 41

Training employees of comparable job classifications in the performance of each other’s normal duties to provide staffing flexibility

Back 41

Cross-training

Front 42

Primary technical employees who are qualified to work in more than one job classification

Back 42

Multi-skill specialists

Front 43

A local union or branch thereof that represents a specific group of employees; for practical purposes each bargaining unit is a separate union

Back 43

Bargaining unit

Front 44

Increase in the number of separate bargaining units allowed to represent employees within a given health care institution

Back 44

Fragmentation of bargaining units

Front 45

Employees who are exempt from the overtime provisions of wage and hour laws; generally, exempt employees are “salaried” employees

Back 45

Exempt employee

Front 46

Generally, “hourly” employees, entitled to overtime pay under overtime provisions of wage and hour laws

Back 46

Nonexempt employees

Front 47

An employee’s average rate of pay used in calculating overtime, determined by dividing all money earned for a particular pay period (usually one or two weeks) by all hours worked during that period

Back 47

“Regular rate”

Front 48

Unwelcome sexual advances, requests for sexual favors, or other conduct of a sexual nature if submission is an actual or implied condition of employment or the conduct interferes with work performance or creates an offensive work environment; legally, a form of sex discrimination

Back 48

Sexual harassment

Front 49

The Health Insurance Portability and Accountability Act of 0f 1996

Back 49

HIPAA

Front 50

The “Administrative Simplification” portion of the law, including the HIPAA “Privacy Rule” which has caused the greatest amount of procedural change affecting the largest number of health care personnel

Back 50

Title II (of HIPAA)

Front 51

The portion of HIPAA Title II that addresses the confidentiality and safekeeping of patient information

Back 51

“Security Rule”

Front 52

The individual within an organization designated as a HIPAA coordinator with responsibility for monitoring all aspects of HIPAA

Back 52

The Privacy Official

Front 53

An official notification provided to all new patients of a health care provider organization advising them of the extent to which their personal medical information may or may not be used or revealed, and outlining their rights concerning the handling of such information

Back 53

Privacy Notice

Front 54

Organizational assignment that calls for an individual to legitimately report to more than one supervisor, an arrangement that often tends to create communication problems

Back 54

Multiple reporting relationship

Front 55

The network of relationships among people and departments defined largely by acquaintanceship and other non-official affiliations; the informal organization is based on relationships other than those indicated by organization chart relationships

Back 55

Informal organization

Front 56

The communication network of the informal organization, generally carrying more rumor and speculation than real information

Back 56

The grapevine

Front 57

The distribution of union literature to employees at walkways, driveways, and parking lot entrances

Back 57

“Leafleting”

Front 58

An action taken within the context of union activity that is claimed of adjudged to be illegal under federal labor law

Back 58

Unfair labor practice

Front 59

A vote by eligible employees to determine whether the majority of a particular unit’s employees do or do not desire union representation

Back 59

Bargaining election

Front 60

Summary rule for the supervisor’s conduct with employees during a union-organizing situation; the supervisor may not Threaten, Interrogate, Promise, or Spy

Back 60

“TIPS” (or “PITS” or “SPIT”)

Front 61

The contractual agreement determined through negotiation that defines the relationship between the union and the organization for a specified period of time (usually two or three years)

Back 61

Union contract