Managing w/in an org

Question 1

Define MGT

Answer 1

process whereby unrelated resources are integrated into total system for accomplishment of objectives; effective use of resources to accomplish org goals; getting things done through people

Question 2

5 elements of formal org structure

Answer 2

hierarchy, span of control, line-staff relationship, centralization/decentralization, and departmentalization

Question 3

define hierarchy

Answer 3

vertical relationships within an org that define reporting relationships

Question 4

authority

Answer 4

right of manager to direct other and take actions

Question 5

responsibility

Answer 5

obligation to perform an assigned activity

Question 6

accountability

Answer 6

state of being responsible

Question 7

manager - functional specialist

Answer 7

performs hands-on tasks involved in delivery of care; usually concerned with functions unique to job or departments; i.e. RN, lab tech, diet tech, mechanic

Question 8

manager - management generalist

Answer 8

concerned with activities common to many departments and to most situations in which someone must guide and direct work of others; i.e. staffing, scheduling, budgeting, personnel mgt

Question 9

span of control (def and details)

Answer 9

measure influence manager has on org; follow chain of command but keep in touch with employees at all levels (such as MBWA, advisory groups);

Question 10

span of control determined by:

Answer 10

organization size (larger have narrow SOC; smaller have wider SOC)
organization culture
manager’s knowledge and experience
manager’s other responsibility (amount of non-supervisory work)
workforce skill level

Question 11

Line functions (def and examples)

Answer 11

ones that advance accomplishment of work of organization

such as: CEO, VP, director, line workers

Question 12

Staff functions (def and examples)

Answer 12

support organization such that it is able to function as intended
such as: HR manager, training manager

Question 13

Centralization

Answer 13

concentration of decision-making and power at upper levels of org

Question 14

Decentralization

Answer 14

ability for individuals at lower levels of org to make decisions appropriate to their area of responsibility

Question 15

Departmentalization

Answer 15

specialization of groups in an organization

Question 16

5 types of departmentalization include:

Answer 16

1 customer (type of customer served
2 product or service (all activities required to produce or market is under one manager
3 geographic (by territory or location)
4 work processes (specific type of work being done: i.e. operations, procurement, production, sanitation)
5 functional (defined by nature of work; i.e. marketing, sales, accounting, quality management)

Question 17

organization chart (def)

Answer 17

graphic representation of org sturucture

Question 18

organization chart doesn’t illustrate:

Answer 18

1 nonvertical work of managers (committees, special projects)
2 centralization/decentralization (where decisions made)
3 division of labor

Question 19

What is Horizontal division of labor? What are advantages?

Answer 19

horizontal is based on specialization of work
***adv: fewer skills to learn per worker, can be specified easily for selection and training, repetition of work for proficiency and expertise, concurrent operations possible, conformity of product

Question 20

Define mission statement

Answer 20

statement of purpose or philosophy that drives an organization

Question 21

Define internal congruity

Answer 21

consistency in an organization related to human resources, processes, communications, and philosophy

Question 22

Define organizational culture

Answer 22

the personality of an organization

Question 23

Management Skills are (3):

Answer 23

technical
human
conceptual

Question 24

Technical skills are:

Answer 24

those that are needed to do the actual production of the organization

Question 25

Human skills are:

Answer 25

ability to work effectively and communicate with others (personal attributes, knowledge, and learned behaviors)

Question 26

Conceptual skills are:

Answer 26

ability to see beyond the reality of the immediate situation and look at the global picture to visualize what is possible

Question 27

First-line management needs:

Answer 27

technical and good amount of human skills

Question 28

Middle management needs:

Answer 28

some technical and conceptual; and good amount of human skills

Question 29

Top Management needs:

Answer 29

mostly human and conceptual skills

Question 30

4 management functions are:

Answer 30

Planning, organizing, leading/directing, and controlling

Question 31

Planning (know and examples)

Answer 31

Determine mission, goals, procedures in writing Look ahead and predetermine possible action for a time that has not come yet Set ST goals, schedule, budget, menus

Question 32

Organizing (know and examples)

Answer 32

Establishment of orderly, systematic method of dealing w/ work Leads to standardized ways of dealing w/ process of work as it moves through time and space ex: production schedules, policies and procedures, job descriptions, purchase orders, payment auth, MNT

Question 33

Leading/Directing (know and examples)

Answer 33

Deals w/ direction, motivation, and coordination of staff and activities Steer department create environment in which people are motivated ex: meetings, activites, interactions

Question 34

Controlling (know and examples)

Answer 34

follow up on work that is being done and ensure going as planned and standards are followed Follow-up and Action outcome vs. procedures deviation of standards and actual performance (measure and corrected w/ controlling) ex: audits, follow-up, check-in, reports

Question 35

Define delegation

Answer 35

Assuring that proper people have responsibility and authority for performing specific task

Question 36

What are the process and condition of delegation?

Answer 36

Process is asking employee to do something | Condition is through mutual understanding of expectations and how to achieve expected results

Question 37

How to make delegation effective?

Answer 37

use empowerment; say how important task is and reason for delegating

Question 38

Reasons to delegate:

Answer 38

For yourself: reflects your department, functional specialist vs mgt generalist For employees: build up department by building up people, employees take more pride in work, reflect higher morale, exercise more individual initiative

Question 39

Why do some managers fail to delegate?

Answer 39

fear of competition loss of recognition old habits (will just do themselves) time trap

Question 40

Proper steps in delegation are:

Answer 40

Select and organize task Select appropriate person Instruct and Motivate person Maintain reasonable control

Question 41

Major points of history of mgt:

Answer 41

Classical School - Bureaucratic MGT Focus on rules/regulations, impersonal, issue commands; defined hierarchy and specialization of labor - Administrative MGT focus on authority, rules/regs., also teamwork and communication - Scientific MGT Manager has primary responsibility to increase org productivity; mgt superior in intellectual and positive duty to supervise and organize - Behavioral MGT focus on interactions of individual in organization; Hawthorne experiments and effect; Likert behavioral research - Human Relations Movement consideration of needs of employee and role of mgt to provide

Question 42

Theory X

Answer 42

average person does as little work as possible dislike work, must be coerced, prefer to be led MGT down on staff; tight control, no development, limited and depressed culture

Question 43

Theory Y

Answer 43

People not naturally passive or resistant to org needs Motivation, development potential, willing to work towards goals present in most people Person learns to accept and seek responsibility MGT lifts up staff; liberating, DEVELOPMENTAL, enable, empower

Question 44

Theory Z

Answer 44

involved workers increase productivity hybrid of Japanese mgt and US culture Worker loyalty enhanced by: LT job security, slow evaluation and promotion, moderately specialized careers, consensual decision making, informed controls w/ formalized measures, family style environment

Question 45

Formal Leader

Answer 45

recognized by org w/ position and title

Question 46

Informal Leader

Answer 46

Not recognized by org; no title or authority

Question 47

What is trait theory related to leadership?

Answer 47

Essential vs. non-essential attributes of leaders

Question 48

Essential traits

Answer 48

intelligence, drive, motivation, integrity, self-confidence, and expertise

Question 49

Non-essential traits

Answer 49

charisma, creativity, flexibility

Question 50

Leadership Styles (6)

Answer 50

``` Autocratic/Authoritarian (exploitative and benevolent) Participative Democratic Consensus Consultative Delegative ```

Question 51

Book's leadership styles

Answer 51

Autocratic, participative, democratic, consensus

Question 52

Likert's leadership styles

Answer 52

Exploitative auth, benevolent auth, consultative, participative

Question 53

Autocratic /authoritative leadership style

Answer 53

leader takes control and decides everything _EXPLOITATIVE: leader imposes decisions on subordinates and uses fear to achieve goals; no teamwork and little communication; lack trust and confidence in subordinates (good for quick things; military) _BENEVOLENT: uses rewards to encourage subordinates; mgt still makes decisions; no teamwork; condescending confidence and trust in those below; master-servant

Question 54

Participative

Answer 54

responsibility for achieving goals throughout org hierarchy; high level of confidence in subordinates; lots of teamwork and communication Leader gather info, gets input from staff, and makes the decision still

Question 55

Democratic

Answer 55

from participative; decisions made by all; leader is a guide; leader lets team make the decision; not used for all things (i.e. confidential, immediate, routine)

Question 56

Consensus

Answer 56

decisions made by group and all members must agree total consensus many compromises

Question 57

Consultative

Answer 57

leader listens to those below and incorporates some ideas; but most employees don't feel responsible for org goals; attempt to spread responsibility but employee involvement not complete; some teamwork and communication; motivation based on rewards and involvement in job

Question 58

Delegative

Answer 58

Laissez-Faire; leader offers minimal direction; team makes decision; good when team highly motivated and knowledgeable about subject

Question 59

Job Organization System

Answer 59

industry; repetitive work; advance and detailed mgt approach; highly structured and close control

Question 60

Cooperative Motivation System

Answer 60

health care, variable work settings; less refined; vague and general job descriptions; loose structure; specific controls over activity not possible

Question 61

Why people resist change?

Answer 61

Lack understanding of need for change Lack understanding of context of environment Belief that proposed change violates org core values Misunderstanding of change and implications Belief that change is not in org best interest Lack of trust in those introducing change Lack belief that leadership is serious about change Lack belief that leadership capable of making change happen Perceive change to be unfairly selective

Question 62

Most effective ways to help employees accept change:

Answer 62

Convince of need for change Communicate Involve employees in decision-making

Question 63

Stages of adjustment to change (5)

Answer 63

``` Awareness Understanding Support Involvement Commitment ```

Question 64

Quality Control (QC)

Answer 64

method to determine if product/service acceptable; allow or deny release of;

Question 65

Quality Assurance (QA)

Answer 65

process that IDs problem area; takes action to correct; monitor to ensure no problem moving forward

Question 66

Continuous Quality Improvement

Answer 66

complete process of Id, describe, analyze areas that can be improved; avoid making error in first place; core concepts are: Quality (meet and/or exceed customer expectation) and variation (unintentional) which you seek to reduce

Question 67

Total Quality Management

Answer 67

MGT practices throughout org; geared to ensure org consistently meet/exceeds customer expectation

Question 68

Outcome Data

Answer 68

are the outcome information collected to measure the outcome; include food temps, tray accuracy, customer satisfation

Question 69

Benchmarking

Answer 69

Internal; compare current data on productivity w/ own past records External: Compare performance/productivity w/ comparable orgs and those not too; ex: Survey

Question 70

Why do teams fail?

Answer 70

``` Communication Breakdown Poor leadership (not clear w/ goal) Member problems Lack of support Cliques Competition Unrealistic expectations Disapproval or lack of action ```

Question 71

4 stages of team growth

Answer 71

Form Storm Norm Perform

Question 72

Define ethics

Answer 72

concerned w/ conduct and morals; distinguish right and wrong

Question 73

4 Foundational ethical components

Answer 73

1. Autonomy 2. Non-Maleficence 3. Beneficence 4. Social Justice

Question 74

Autonomy

Answer 74

ensure patient/client/professional has capacity and self-determination to engage in individual decision making specific to personal health practice

Question 75

Non-Maleficence

Answer 75

do no harm

Question 76

Benefience

Answer 76

take positive steps to benefit others; balance benefit and risk

Question 77

Justice

Answer 77

support fair, equitable, appropriate treatment

Question 78

4 main principles of code of ethics

Answer 78

1. Competence and professional development in practice (non-mal) 2. Integrity in personal and org. behaviors and practices (autonomy) 3. Professionalism (benef) 4. Social responsibility for nutrition and well-being (justice)