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74 Cards in this Set
- Front
- Back
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Organizational philosophy
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the ethical context in which goods and services are rendered
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Technical Skills
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the ability of managers to use the methods, processes, and techniques of managing (such as preparing a budget, planning a new process, reorganizing a work group).
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Conceptual Skills
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the mental ability to see how various factors fit together in a given situation and interact (looking ahead at the second, third, etc. consequences of decision).
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Human/Interpersonal Skills
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the ability to cooperate with others, understand them, motivate them in the work place.
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Interpersonal Roles
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figurehead, leader, liaison based on the formal authority of the manager.
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Informational Roles
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requires good communication ability and access to good information for roles such as monitor, disseminator, and spokesperson.
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Decisional Roles
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integral part of being a manager and includes such things as entrepreneurship, resource allocator, and negotiator.
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Designer Roles
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managers design various components of an organization and must understand the processes under their control.
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Strategic Roles
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focuses on how to adapt their organizational domains to external challenges and opportunities and is part of planning.
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Leader Roles
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management levels vary, but are integral to designing organizations and strategically positioning them to accomplish their goals.
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Conceptual competence
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to understand how their work fits into the larger organization, interrelationships in their areas of responsibility, see ahead to consequences of their decision making.
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Technical Managerial/Clinical competency
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can do the job of a manager, understand the work they supervise, and have a general knowledge of the work of the organization.
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Interpersonal/Collaborative competency
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communication and interpersonal skills, can instill a common vision/values. “Works well with others.”
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Political competency
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understand and can work with local, state, and national levels of government, influence legislation and rule-making (regulatory) processes.
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Commercial competence
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understand economic value and can create economic exchanges that offer value, requires a businesslike orientation (must keep the doors open).
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Governance competence
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working with the governing body of the organization to establish a vision, assemble resources, ensure accountability to stakeholders. The governing body determines the “right thing to do.” Management determines the right way to achieve it.
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Planning
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Considered the first step of management and includes planning for- New programs, Service, Facility
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Organizing
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Planning established objectives and organization develops intentional patterns of relationships to achieve these objectives
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Staffing
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Acquiring, maintaining, and retaining human capital in the organization.
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Controlling
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Comparing actual results with desired results and making adjustments to improve outcomes. There are four steps to controlling- setting standards, measuring performance, comparing actual and expected outcomes, and acting to correct deviations.
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Bureaucratic Theory
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Regular duties are known to all; There is a hierarchy of jobs, authority, and responsibility;Written documents govern the conduct of an organization.
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Theory X
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(McGregor, 1967)People inherently dislike work and try to avoid it;People need to be coerced, threatened, controlled to get them to work;People prefer to be directed and have no responsibility for the work;People have little ambition;People want security above all else.Creates an adversarial relationship between management and workers. (e.g. unions)
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Theory Y
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(Integration of organizational and individual goals)The effort put into work is as natural as play or rest;Workers will exercise self-direction and self-control in the activities to which they are committed;Commitment results from rewards associated with achievement;People seek responsibility under certain conditions;The capacity for imagination, ingenuity, and creativity to solve work problems is widely distributed in the population;The intellectual potential of an average individual is only partially used.
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Theory Z
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Japanese in origin;Employers make long-term commitment to employees;Expectation of loyalty from workers;Management extends activities and programs beyond normal working hours;Feeling of family among all;“Paternalism”Works less well in the US.
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Equity Theory
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Employees compare their inputs/personal values/efforts to the rewards, and consider other employees as well.If equity is perceived, then employees will work or excel.If employees perceive inequity or injustice, they take some negative action (lower productivity, effort quality, increase absenteeism)
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Scientific Management
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Based on the most productive use of time.Measure length of time for tasks and sequence activities to minimize both extraneous motion and wasted time. (e.g. time physicians spend with patients)Good for assembly lines.Not too good for professional or executive jobs.
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Span of Control
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The number of people who report to a single supervisor.
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Primal Leadership
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The success of communication and motivation in an organization depends on the mood and behaviors of the leader
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Taught Leadership
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The leader/manager is actually responsible for maintaining a relationship with the workers and must rely on them as a key component of success
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Governing Boards
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Responsible for oversight of the mission, offers advice;Boards are made up of content experts; friends, major funders or donors, consumers, staff.
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Front-Line Employees
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There individual “get the work done” for the organization
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Trained Specialists
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These individuals are trained to do something that you may understand in the abstract but could not perform as a regular part of your responsibilities
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Consultants
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These people bring new, or at least different, ideas to the organization. They do not manage implementation
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Volunteers
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People who help in the organization without pay. They fill in when staff is low or overworked, funding is low, or there are budget cuts
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Consumers
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These are individuals who are served by the primary health care or ancillary services provided by the organization
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Community Leaders
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Often elected, but not necessarily (some powerful people may decide to take an interest in your public health organization for reasons that are not clear)
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Strategic Thinking
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an intellectual process, a mindset, or a method of intellectual analysis that asks people to position themselves as leaders and see the “big picture.” Requires vision and a sense of the future, and draws upon the past, understands the present, and envisions an improved future.
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Strategic Planning
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The periodic process of developing a set of steps for an organization to accomplish its mission and vision by strategic thinkers.
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Values statements
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The core principles of the organization and the people within them stand for and serve to make the organization unique
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Organizational Culture
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the implicit, invisible, intrinsic, and informal consciousness of the organization that guides the behavior of individuals and shapes itself out of their behavior
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Budget
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an accounting of how monies are to be spent (allocated) in a defined department/intervention/organization. It is a financial plan .
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Fixed costs
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Stay the same in relation to changes in the volume of services that are provided.
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Variable costs
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Change directly in relation to changes in the volume of services.
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Direct Costs
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Can be traced to a particular patient, product, or service.
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Indirect Costs
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Cannot be traced to a particular patient or service.
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Cost Allocation
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Is the determination of the total cost of producing a specified health care service through assigning costs revenue-producing departments
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Break Even Analysis
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Is a method of determining at what level of volume the production of a good or service will break even (cost = revenue)
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Economics
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the way in which resources are allocated among alternative uses to satisfy human wants
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Health Economics
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addresses the choices a society and its individuals make about choices in health care.
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Technical efficiency
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(also called productivity) the relationship between input and output, irrespective to cost. Maximum output from the input, is technically efficient
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Economic efficiency
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the relationship between inputs and cost
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Allocative efficiency
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in health care involves determining which of the inputs that can be used to allocate resources would be least expensive for achieving an improved level of output (population health status)
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Cost-Benefit Analysis
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maximizes net benefits (benefits minus costs).
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Cost-Effectiveness Analysis
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ranks preferred alternatives for achieving a goal
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Efficacy
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maximum possible benefit, often achieved with controlled trials
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Effectiveness
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the actual decrease in disease achieved when the intervention is applied over a large, non-homogeneous population
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Shadow-price
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values can be imputed by asking individuals what they would be wiling to pay for relief from pain, grief, discomfort, and disfigurement
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Willingness-to-pay (WTP)
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principle in normative economics states that “the value of something is simply measured by what people are willing to pay for it.”
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Willingness to accept (WTA)
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The minimum amount that an individual is WTA to forgo the service or program
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Social Security Act (1935)
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mandated retirement benefits.
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Fair Labor Standards Act (1938)
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uniform 40-hour work week with overtime benefits.
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Equal Pay Act (1963)
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Equal pay for the same job.
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Civil Rights Act (1964)
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Equal treatment of all employees (no discrimination) and created the Equal Employment Opportunity Commission (EEOC) and established federal reporting requirements.
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Occupational Safety and Health Act (1970)
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established OSHA.
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Americans with Disabilities Act (1990)
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cannot discriminate against persons with disabilities.
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Family and Medical Leave Act (1993)
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guaranteed time off for family issues
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Health Insurance Portability and Accountability Act (1996)
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provides data privacy and security provisions for safeguarding medical information
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Underuse
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utilization of services not at an optimal level; occurs when the potential benefits outweigh the potential risks, e.g. inhalers for asthma
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Overuse
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demand from clients is more than what as been planned for, or potential risks outweigh potential benefits, e.g. antibiotics for colds
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Misuse
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not following guidelines, wastes resources and opportunity, not the right consumers
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Processes
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A series of steps designed to produce activities associated with a desired outcome
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Core processes
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Generally are with individuals. However, in Public Health there can be core processes that serve the community.
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Support processes
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These processes generally support the core processes, such as finance, human resources, information technology
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Organizational Behavior |
the study of how groups function and the psychological underpinnings contributing to that behavior |
