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CDR Exam > III A Functions of management (planning, organizing, little bit of directing) > Flashcards

III A Functions of management (planning, organizing, little bit of directing) Flashcards

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0
Q

what is the basic function of management?**

A

planning

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1
Q

what are the functions of management?

A

plan, organize, direct, control and evaluate

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2
Q

objectives

A

predetermined, motivators, directors; towards which management directs efforts

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3
Q

policies

A

define scope of permissible activity

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4
Q

procedures

A

guide daily operations

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5
Q

objectives vs. policies vs. procedures

A
  • objectives = direct efforts, motivators
  • policies = scope of activity
  • procedures = daily operations
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6
Q

short range or operational planning

A

1 year or less- projected in days, weeks, months (usually operating budget)

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7
Q

long range planning

A

<= 5 year cycle; focus on goals, objectives, mission statement

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8
Q

strategic planning

A

decisions NOT plans; WAY in the future, 15-20 years (ex: broad technological and competitive aspects, SWOT analysis)

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9
Q

short range/operational vs long range vs strategic planning

A
  • short = 1 year or less, operating budget
  • long = up to 5 years, goals & objectives
  • strategic = 15-20 years in the future, decisions, not plans
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10
Q

disaster planning requires how much water for how long?****

A

one gallon of water/person/day for minimum of 3 days

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11
Q

what is the management function of organizing? what kinds of things comprise that function?

A
  • divide tasks into positions, relationships between management
  • e.g: organizational structure, staffing, FTE and relief, work simplification, productivity management, work schedules, labor turnover
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12
Q

what does an organizational chart show?

A

how an employee fits into the organization - relationship of positions and functions

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13
Q

how are lines of AUTHORITY in an organizational chart shown? example?***

A

authority = SOLID lines, ex: employee of department

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14
Q

how are lines of ADVISORY in an organizational chart shown? example?***

A

advisory = D-O-T-T-E-D lines, ex: come and go as needed, HR position, consultants even if an RD)

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15
Q

another name for advisory position?

A

staff

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16
Q

chain of command

A

command relationship from top to bottom - starts with one person and extends down

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17
Q

what are staff positions?****

A

advise and support the line, but NOT involved in day-to-day operations (aka advisory, specialists)

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18
Q

example of a staff position?

A

personnel director, consultant RD in a nursing home

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19
Q

what is a functional position?

A

serves as a authority/line and staff/advisory position; has limited authority b/c of specialized knowledge

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20
Q

example of a functional position –>

A

responsibility of purchasing could be given to a head purchasing agent who oversees that function in all departments

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21
Q

what is the span of control?

A

number of individuals or departments under the direction of one individual

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22
Q

what is a NARROW span of control? who is it used with?****

A
  • more levels, more managers

- NEWLY hired personnel

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23
Q

what is a WIDE span of control? who is it used with?**

A
  • fewer levels, fewer managers

- HIGHLY MOTIVATED workers

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24
what is the concentric model of organization?
(concentric aka circular) | functions centered AROUND INDIVIDUALS, NOT above and below them
25
how many meals per labor hour does an acute care conventional facility produce?*****
3.5 meals/labor hour
26
what type of facility produces the most meals/labor hour?
school foodservice- a cafeteria with LIMITED SERVICE
27
nourishment is aka?***
snack
28
what is a meal equivalent?****
measure of productivity = food sales / average cost of a typical meal
29
meal equivalents & nourishments --> ******
ex: if it takes as much labor to produce 6 nourishments as it does one meal, then 6 nourishments are equivalent IN LABOR to one meal
30
definition of an ABSOLUTE FTE*****
minimum number of employees needed to staff th facility; COUNTS PRODUCTIVE HOURS (hours ACTUALLY WORKED)
31
definition of an ADJUSTED FTE***
adds in BENEFIT DAYS AND DAYS OFF
32
absolute versus adjusted FTE***
- absolute = HOURS ACTUALLY WORKED | - adjusted = INCLUDES DAYS OFF AND BENEFIT DAYS
33
FTE- hours per day
8
34
FTE hours per week
40
35
FTE hours per year*******
2080
36
how to calculate FTE?***
divide: number of total hours used in operating the facility (day, week, year, etc.) / normal workload hours of one employee (8, 40, 2080)
37
how to calculate number of relief workers needed to cover 365 days per year?*****
multiple number of FT positions by **0.55
38
how to calculate number total employees (FT + relief employees) needed to cover 365 days per year?*****
A) multiply number of FT positions by **0.55, then add number of FT positions to that number ---OR--- B) multiply number of FT positions by 1.55
39
a relief worker can cover how many FT workers each week?****
2.5 (? still don't understand this)
40
what is the purpose of work simplification?
eliminate unnecessary parts and those that add no value
41
what does work simplification assess?*****
SMALLEST parts of the job (i.e. hand movements, steps taken)
42
examples of work simplification: motion economy
reduces motions and time required
43
examples of work simplification: work sampling***
observe RANDOM samples (INTERMITTENT OBSERVATIONS) to determine % of time WORKING OR IDLE
44
examples of work simplification: pathway chart or flow diagram
scale drawing showing a path of a worker during a process (like we had to do in NTDT326)
45
examples of work simplification: operation charts
movement of hands; reduces transportation and re-plan work areas
46
examples of work simplification: process charts
steps involved in a process using SYMBOLS
47
examples of work simplification: cross charts****
efficiency of EQUIPMENT placement, studies WORK MOTIONS, shows NUMBER OF MOVEMENTS BETWEEN PIECES OF EQUIPMENT
48
what is productivity?***
EFFICIENCY with which a production or service activity CONVERTS INPUTS INTO OUTPUTS, expressed as RATIOS
49
what are inputs?
RESOURCES: men (labor), money, materials, facilities, energy
50
what are outputs?
UNITS OF SERVICE: meals, patient days, consults
51
meals per labor hour equation***
meals produced / # hours worked
52
work schedules: master****
OVERALL PLAN - days off/on, vacations, help to develop weekly schedule (ex: a big calendar at L006 with the months and who has what day off)
53
work schedules: shift***
staffing patterns for a PARTICULAR OPERATION, positions and hours worked for PIECE OF THE DAY; number of days worked per week (ex: weekly schedule that X person works M-F 8-2pm and X person works M-R 10-2pm)
54
work schedules: production schedule***
WHAT TO DO WHEN; time sequencing of events required to produce a meal; employee assignments and menu items; quantity to prepare and the timing (ex: Sandi's rotation + the quantity sheet)
55
3 types of work schedules: master vs. shift vs. production schedule****
- master = overall plan (days off) - shift = positions and *hours* for a piece of the day, particular operation - production schedule = what to do when (ex: timing of sequencing of events required to produce a meal)
56
labor turnover rate uses what numbers?****
of NEW or REPLACEMENT employees at the END of the period
57
labor turnover rate equation****
number of employees (separated) terminated and replaced / total positions in the department
58
is a position turned over if someone did not replace them?
NO
59
what comes under the management function of directing and coordinating?
delegation & communication!
60
what is delegation?
distribution of work to qualified people
61
what is a barrier to effective delegation?****
reluctance to delegate - manager feels that he can do better himself or a loss of power
62
pathway of communication
transmitting and receiving --> feedback if message has been received barriers sometimes occur during this pathway - i.e. words not mutually understood, poor voice quality, illegible handwriting
63
what is essential in communication?***
LISTENING SKILLS!
64
organizational communication channels: downward****
from Department Head DOWN through chains of workers; chain of command, using procedures and policies
65
organizational communication channels: upward****
from LOWER LEVEL workers UP TO the Department head, OPEN-DOOR policy (can come to higher up with questions, etc.) - employees can have a say in what happens
66
organizational communication channels: horizontal***
BETWEEN DEPARTMENTS (ex: Nutrition and Nursing; between production and service within the Nutrition Department)
67
organizational communication channels: diagonal***
between FUNCTIONS diagonally placed, minimizes time and efforts (ex: ordering clerk in FS sends requests directly to purchasing department, not through FS channels)
68
organizational communication channels: informal channel/grapevine***
social needs/"chatter"
69
SUMMARY- organizational communication channels: downward vs. upward vs. horizontal vs. diagonal vs. informal channel/grapevine*****
- downward: from Department Head down through chains of workers - upward: from workers up to the Department head, open-door policy - horizontal: between departments - diagonal: between FUNCTIONS diagonally placed - informal: social needs/"chatter"

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