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RHIA Exam > Chapter 22 - Managing And Leading During Organization Change > Flashcards

Chapter 22 - Managing And Leading During Organization Change Flashcards

1
Q

85/15 Rule

A

Proposes that 85% of problems encountered are a result of faulty systems and only 15% are due to unconscientious or unproductive employees.

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2
Q

Administrative Management Theory

A

A subdivision of classical management theory that emphasizes the total organization rather than the individual worker and delineates the major management functions.

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3
Q

Authority

A

The right to make decisions and take actions necessary to carry out assigned tasks.

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4
Q

Autocratic leadership

A

Leadership where the manager makes the decisions without others’ input and gives very specific directions.

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5
Q

Balanced Scorecard (BSC)

A

A strategic planning tool that identifies performance measures related to strategic goals.

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6
Q

Brooks’ Law

A

States that adding people actually slow down team productivity due to different work styles, low team cohesion, and learning curve orientation to the task time.

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7
Q

Bureaucracy

A

A formal organizational structure based on a rigid hierarchy of decision making and inflexible rules and procedures.

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8
Q

Business Process Reengineering (BPR)

A

The analysis and design of the workflow within and between organizations.

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9
Q

Champion

A

An individual within an organization who believes in an innovation or change and promotes the idea by building financial and political support.

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10
Q

Change Agent

A

A specialist in an organization development who facilitates the change brought about by the innovation.

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11
Q

Change Driver

A

Large-scale forces such as demographic, social, political, economic, technical, and global information factors that require organizations to revise how they operate.

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12
Q

Cognitive complexity

A

The ability to see the many parts of the problem, processing conflicting information, and integrate that diversity into a coherent picture.

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13
Q

Complex Adaptive system

A

The complexity of structures and processes involved in healthcare, and the ongoing changes and rearrangements of these structures and processes.

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14
Q

Conceptual Skills

A

One of the 3 managerial skills that includes intellectual tasks and abilities such as planning, deciding, and problem solving.

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15
Q

Consideration

A

Attention to the interpersonal aspects of work, including respecting subordinates’ ideas and feelings, maintain harmonious work relationships, collaborating in teamwork, and showing concern for the subordinates’.

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16
Q

Contingency Theory of Leadership

A

Contends that the greater the favorability towards the leader, the more the subordinates can be relied on to carry out the tasks and the fewer challenges to leadership.

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17
Q

Controlling

A

Refers to the monitoring of performance and use of feedback to ensure that efforts are on target towards prescribed goals, making course corrections as necessary.

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18
Q

Critic

A

A role in organizational innovation in which an idea is challenged, compared to stringent criteria, and tested against reality.

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19
Q

Delegation

A

The process by which managers distribute work to others along with authority to make decisions and take action.

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20
Q

Democratic Leadership

A

Involves members in decision making.

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21
Q

Discipline

A

A field of study characterized by knowledge base and perspective that is different from other fields of study.

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22
Q

Early Adopter

A

About 13.5% of the organization, individuals in this group have a high degree of opinion leadership, and they are more localized than cosmopolitan and often look to the innovators for advice and information. These are leaders and respected role models of the organization and their adoption of an idea or practice does much to initiate change.

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23
Q

Early Majority

A

Comprises about 34% of the organization, not usually leaders, the individuals in this group represents the backbone of the organization, are deliberate in thinking and acceptance of an idea, and serve as a natural bridge between early and late adopters.

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24
Q

Emotional Intelligence (EI)

A

The sensitivity and ability to monitor and revise one’s behavior based on the needs and responses of others.

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25
Ergonomics
A discipline of functional design associated with the employee in relationship to his or her work environment, including equipment, workstation, and office furniture adaptation to accommodate the employee’s unique physical requirements so as to facilitate efficiency of work functions.
26
Esprit de corps
A Fayol principle of management that emphasized the work climate in which harmony, cohesion, and high morale promoted good work.
27
Evidence-based management
Management that is information based.
28
Exchange relationship
Relationship in which a leader offers great opportunities and privileges to a subordinate in exchange for loyalty, commitment, and assistance.
29
Executive Dashboard
An information management system that provides decision makers with regularly updated information on an organization’s key strategic measurements.
30
Expectancy theory of Motivation
Proposes that one’s effort will result in the attainment of desired performance goals.
31
Gantt chart
A graphic tool used to plot tasks in project management that shows the duration of project tasks and overlapping tasks.
32
Goal
A specific description of the service or deliverable goods to be provided as a result of a business processes.
33
Great person theory
The belief that some people have natural (innate) leadership skills.
34
Groupthink
The tendency of a highly cohesive team to seek consensus, often at the detriment of sound decision making.
35
Hawthorne effect
Research study that found that novelty, attention, and interpersonal relations have a motivating effect on performance.
36
In-group
Subordinates who form a group around the leader
37
Initiating structure
Leaders who are more task-focused and centered on giving direction, setting goals and limits, and planning and scheduling activities.
38
Innovator
An early adopter of change who is eager to experiment with new ways of doing things
39
Interpersonal skills
An early adopter of change who is eager to experiment with new way of doing things
40
Inventor
A role in organizational innovation that require idea generation.
41
Laggard
A category of adopters of change who are very reluctant to accept proposed changes and may resist transition.
42
Late majority
Skeptical group that comprises 34% of the organization; individuals in this group usually adopt innovations only after social or f inancial pressure to do so.
43
Leader-member exchange (LMX)
Theory that focuses on dyadic relationships and describe mentoring relationships between leaders and groups
44
Leader-member relations
Group atmosphere much like social orientation; that includes the subordinates’ acceptance of, confidence in, the leader as well as the loyalty and commitment they show towards the leader.
45
Leading
One of the 4 management functions in which people are directed and motivated to achieve goals.
46
Least preferred coworker scale (LPC)
Brief test that assessed the degree to which a manager was task or relationship oriented.
47
Line authority
The authority to manage subordinates and to have them report back based on relationships illustrated in the organizational chart.
48
Management by Objectives (MBO)
Management approach that defines target objectives for organizing work and compares performance against those objectives.
49
Maslow’s Hierarchy of Needs
A theory developed that suggests that a hierarchy of needs might help explain behaviors and guide managers on how to motivate employees.
50
Mission statement
A written statement that sets forth the core purpose and philosophies of an organization or group that defines the general purpose for existing.
51
Nonprogrammed decisions
A decision that involves careful and deliberate thought and discussion because of a unique, complex, or changing situation.
52
Normative decision model
A decision tree developed to determine when to make decisions independently, collaboratively, or by delegation.
53
Operational Plan
Tactical plans that are ultimately implemented as daily activities at the lower departmental levels.
54
Operations management
An application of statistical, mathematical, and quantitative methods to decision making in the business setting in order to better understand how products or services could be manufactured and delivered.
55
Organizational chart
A graphic representation of an organization’s formal reporting structure.
56
Organizational culture
An organization’s norms, beliefs, and values.
57
Organizational development (OD)
The application of behavioral science research and practices to planned organizational change.
58
Organizing
The way in which the managed system is designed and operated to attain the desired goals; it involves the way that tasks are grouped into departments and resources are distributed to them.
59
Out-group
Subordinates not included in the group that forms around a leader.
60
Path-goal theory
A situational leadership theory that emphasizes the role of the leader in removing barriers to goal achievement.
61
Piece-rate incentive
An adjustment of the compensation paid to a worker based on exceeding a certain level of output.
62
Planning
An examination of the future and preparation of action plans to attain goals
63
Position power
Refers to the authority the leader has to direct others and to use, reward, and conceive power.
64
Program evaluation and review technique (PERT)
A project management tool that diagrams a project’s timelines and tasks as well as their interdependencies.
65
Programmed decisions
An automated decision made by people or computers based on a situation being so stable and recurrent that decision rules can be applied to it.
66
Refreezing
Lewin’s last stage of change in which the new behaviors are reinforced to become as stable and institutionalized as the previous status quo behaviors.
67
Role theory
Thinking that attempts to explain how people adopt specific roles, including leadership roles.
68
Scalar chain
A theory in the chain of command in which everyone is included, and authority and responsibility flows downward from the top of the organization.
69
Scientific management
An effort to apply scientific principles and practices to business processes.
70
Self-monitoring
The act of observing the reactions of others to one’s behavior and making the necessary behavioral adjustments to improve the reactions of others in the future.
71
Servant leadership
The leader’s role is viewed as serving others.
72
SMART goals
Statements that identify results that are: Specific, Measurable, Attainable, Relevant, and Time-based.
73
Span of control
Concept of classical organization theory that suggests managers are capable of supervising only a limited number of employees.
74
Sponsor
Usually a high level manager who approves and protects the idea, expediates testing and approval, and removes barriers within the organization.
75
Staff authority
The lines of reporting in the organizational chart in which the position advises or makes recommendations.
76
Stages of grief
A 5-stage model that outlines the sequence of grief reactions as shock and denial; anger; despair; bargaining; and acceptance.
77
Strategic plan
The document in which the leadership of the healthcare organization identifies the organization’s overall mission, vision, and goals to help set the long-term direction of the organization as a business entity.
78
Systems thinking
An objective way of looking at work-related ideas and processes with the goal of allowing people to uncover ineffective patterns of behavior and thinking then finding ways to make lasting improvements.
79
Tactical plan
A type of decision making that usually affects departments or business units and includes short- and medium-range plans, schedules, and budgets.
80
Task and bonus plan
Management plan created by Gantt that provided bonus payments for workers who exceeded their production standards for the day.
81
Task structure
Refers to how clearly and how well defined the task goals, procedures, and possible solutions are.
82
Technical skills
One of the three managerial skill categories, related to knowledge of the technical aspects of the business.
83
Theory X
Management theory that presumed workers inherently disliked work and would avoid it, had little ambition, and mostly wanted job security; therefore, managerial direction and control were necessary
84
Theory Y
Management theory that assumed that work was as natural as play, that motivation could be both internally and externally driven, and that under the right conditions people would seek responsibility and be creative.
85
Theory X and Y
A management theory developed by McGregor that describes pessimistic and optimistic assumptions about people and their work potential.
86
Time and motion studies
Studies in which complex tasks are broken down into their component motions to determine inefficiencies and to develop improvements.
87
Total quality management (TQM)
A management philosophy that includes all activities in which the needs of the customer and the organization are satisfied in the most efficient manner by using employee potentials and continuous improvement.
88
Trait approach
Proposes that leaders possess a collection of traits and qualities that distinguish them from non-leaders.
89
Unfreezing
The first stage of Lewin’s change process in which people are presented with disconcerting information to motivate them to change.
90
Unity of Command
A human resources principle that assumes each employee reports to only one specific management position.
91
Values-based leadership
An approach that emphasizes values, ethics, and stewardship as central to effective leadership.
92
Values statement
A short description that communicates an organization’s social and cultural belief system.
93
Vertical Dyad linkage
Micro theory that focuses on dyadic relationships, or those between two people or between a leader and a small group; and explains how in-group and out-group relationships form with a leader or mentor, and how delegation may occur.
94
Vision statement
A short description of an organization’s ideal future state.
95
Worker immaturity-maturity
Concept that suggests job and psychological maturity influences leadership style; job maturity refers to how much work-related ability, knowledge, experience, and skill a person has; psychological maturity refers to willingness, confidence, commitment, and motivation related to work.

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