Section 2 – Key Terms
Lesson 1:
organizational behavior: how individuals, groups, and structures within the
organization function in relation to organizational effectiveness
organizational effectiveness: the productivity of an organization, such as meeting its
objectives with available resources (time, money, effort, people, and materials)
organizational culture: shared values, beliefs, attitudes, and practices that
characterize an organization
stakeholders: individuals, groups, or organizations that have an interest in or are
affected by the activities and outcomes of an organization
competing values framework (CVF): used for assessing organizational effectiveness
and culture, focusing on adaptability, flexibility, stability, and control
processes: the flow of data and materials that lead to accomplished work within the
organization
external environment: outside influences like competitors and legal, political,
sociocultural, economic, and technological factors such as state and federal laws and
issues affecting population health, wellness, and safety, and the presence or absence
of public or private insurance coverage
internal environment: factors within the organization (employees, patients,
protocols)
, technology: the application of scientific knowledge and tools to improve healthcare
delivery and patient outcomes
integrated delivery system: coordinated health services to increase efficiency and
decrease redundancy
systems theory: a theoretical framework that views organizations as interconnected
systems, with each part affecting and being affected by the others
open systems model (OSM): views patient care as a system involving various
interactions (inputs, throughputs, and outputs) among patients, healthcare providers,
and the environment
value-based care: healthcare delivery model where providers, including hospitals
and physicians, are paid based on patient health outcomes
patient-centered care: healthcare approach that emphasizes the active involvement
of patients and their families in the management of their own health
strategic management: the process of formulating, implementing, and evaluating
decisions and actions that enable an organization to achieve its objectives
strategy: establishes the direction the organization should take to achieve its mission
and vision
rational goal model (RGM): a management theory that focuses on an organization's
ability to achieve its goals effectively
human relations model (HRM): focuses on employees and stresses participation,
Lesson 1:
organizational behavior: how individuals, groups, and structures within the
organization function in relation to organizational effectiveness
organizational effectiveness: the productivity of an organization, such as meeting its
objectives with available resources (time, money, effort, people, and materials)
organizational culture: shared values, beliefs, attitudes, and practices that
characterize an organization
stakeholders: individuals, groups, or organizations that have an interest in or are
affected by the activities and outcomes of an organization
competing values framework (CVF): used for assessing organizational effectiveness
and culture, focusing on adaptability, flexibility, stability, and control
processes: the flow of data and materials that lead to accomplished work within the
organization
external environment: outside influences like competitors and legal, political,
sociocultural, economic, and technological factors such as state and federal laws and
issues affecting population health, wellness, and safety, and the presence or absence
of public or private insurance coverage
internal environment: factors within the organization (employees, patients,
protocols)
, technology: the application of scientific knowledge and tools to improve healthcare
delivery and patient outcomes
integrated delivery system: coordinated health services to increase efficiency and
decrease redundancy
systems theory: a theoretical framework that views organizations as interconnected
systems, with each part affecting and being affected by the others
open systems model (OSM): views patient care as a system involving various
interactions (inputs, throughputs, and outputs) among patients, healthcare providers,
and the environment
value-based care: healthcare delivery model where providers, including hospitals
and physicians, are paid based on patient health outcomes
patient-centered care: healthcare approach that emphasizes the active involvement
of patients and their families in the management of their own health
strategic management: the process of formulating, implementing, and evaluating
decisions and actions that enable an organization to achieve its objectives
strategy: establishes the direction the organization should take to achieve its mission
and vision
rational goal model (RGM): a management theory that focuses on an organization's
ability to achieve its goals effectively
human relations model (HRM): focuses on employees and stresses participation,
