Chapter 1: Introduction to Healthcare Management Questions and Answers 100% correct

Chapter 1: Introduction to Healthcare Management Questions and Answers 100% correct direct care settings organizations that provide care directly to a patient who seeks services from that organization B) medical equipment company Which of the following is not considered a direct care setting? A) hospital B) medical equipment company C) nursing home D) group home Non-direct care settings support the care of individuals through products and services made available to direct care settings. Examples are consulting firms, associations, pharmaceutical companies, and medical suppliers health care managers needed to ensure organizational tasks are carried out in the best way possible to achieve organizational goals and that appropriate resources, including financial and human resources are adequate to support the organization internal and external managers must consider two domains as they carry out various tasks and make decisions external domain refers to the influences, resources, and activities that exist outside the boundary of the organization but that significantly affect the organization; cannot change what is going on outside your walls -you have to react to them internal domain refers to those areas of focus that managers need to address on a daily basis, such as ensuring the appropriate number and types of staff, financial performance, and quality of care; can change what is going on inside walls quality of care example of internal domain; something healthcare managers can ensure patients/clients receive reimbursement from commercial insurers example of external domain; how much/whether insurance company reimburses doctor depends on whether doctor will accept the patient management The process, comprised of social and technical functions and activities, occurring within organizations for the purpose of accomplishing predetermined objectives through human and other resources planning organizing staffing controlling directing decision making management functions planning requires the manager to set a direction and determine what needs to be accomplished 5 years average length of strategic plans due to the fact that healthcare changes rapidly organizing refers to the overall design of the organization or the specific division, unit, or service for which the manager is responsible staffing refers to acquiring and retaining human resources & refers to developing and maintaining the workforce through various strategies and tactics human resources term to describe the management and development of employees in an organization controlling refers to monitoring staff activities and performance and taking the appropriate actions for corrective action to increase performance; monitor and adjust-have benchmarks along the way directing focus is on initiating action in the organization through effective leadership and motivation of, and communication with, subordinates decision making critical to all of the management functions and means making effective decision based on consideration of benefits and the drawbacks of alternatives competency a state in which an individual has the requisite or adequate ability or qualities to perform certain functions conceptual skills involve the ability to critically analyze and solve complex problems; picture organization as a whole and see into the future technical skills reflect expertise or ability to perform a specific work task technology artificial intelligence (being trained to use them and interact with it) interpersonal skills enable managers to interact with other people to motivate them regardless of their position body language people can sense; be aware of how you present yourself to patients & their family members Myers-Briggs test introspective self-report questionnaire with the purpose of indicating different psychological preferences in how people perceive the world around them and make decisions line manager a supervisor of workers directly involved in the production process staff manager carry out work and advise their bosses, but they do not routinely supervise others functional organizational structure Pyramid-shaped hierarchy that defines the functions carried out and the key management positions assigned to those functions matrix an environment or material in which something develops; a surrounding medium or structure. matrix model recognizes that a strict functional structure may limit the organization's flexibility to carry out the work, and that the expertise of other disciplines is needed on a continuous basis service line management a manager appointed to head a specific clinical service line and has responsibility and accountability for staffing, resource acquisition, budget, and financial control associated with the array of services provided under the service line organizational culture commonly defined as the character, personality, and experience of organizational life values principles the organization believed in and shape the organization's purpose, goals, and day-to-day behaviors mission its fundamental purpose, or what the organization seeks to achieve vision specifies the desired future state for the organization and reflects what the organization wants to be known and recognized for in the future standards of behavior codes of conduct that all employees must follow -align with the values, mission and vision talent management secure and retain the talent needed to do the job in the best way employee engagement describes motivation and commitment of staff to contribute to the organization never events shocking health outcomes that should never occur in a health care setting such as wrong site surgery or hospital-acquired infections leadership development defined as educational interventions and skill-building activities designed to improve the leadership capabilities or individuals leadership development program training and leadership development on a variety of required topics, thought a formally designated program, using structured learning and competency-based assessment using various formats, media, and locations ex. Ignite Program mentoring formal methods used by the organization for matching aspiring leaders with mid-level and senior executives to assist in their learning and personal growth; Eeyore-Tigger-Pooh (you want to follow Pooh) personal development coaching usually reserved for upper-level executives; these formal organizational efforts assist in improving performance by shaping attitudes and behavior and focusing on personal skills development job enlargement offering of expanded responsibilities, developmental assignments, and special projects to individuals to cultivated leadership skills for advancement advance within the organization; think you are bored and don't have enough to do so they give you more 360-Degree Performance Feedback Expensive, labor-intensive, and usually reserved for upper-level executives; a multisource feedback approach where an individual staff member or manager receives an assessment of performance from several key individuals regarding performance and opportunities for improvement succession planning Refers to the concept of taking actions to ensure staff can move up in management roles within the organization to replace those managers who retire or move to other opportunities in other organizations management innovation addresses the organization's management processes as the practices and routines that determine how the work of management get conducted on a daily basis operational innovation Addresses the organization's business processes (how they operate) change management related to but different from innovation -structured management approach to improving the organization and its performance