Midterm 1 (CH 1, 2, 14, 9, 11, 10, 7) Flashcards by Kennedy Newell

What is health?

A state of complete physical, mental, and social well-being; not merely the absence of disease

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What is population health?

The health outcomes of a group of individuals, including the distribution of outcomes within the group

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How can health status be measured?

how well someone feels and functions physically, mentally, and socially

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What are the determinants of health?

Genetics, healthcare, individual behavior, physical environment, and social environment

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Do the determinants of health have an equal influence?

No,
But they all interact and are not independent of each other

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What is a continuum of care?

a range of services needed to care for a person or population; comprehensive womb-to-tomb CoC

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Related businesses and competitors that offer products and services similar to what your organization offers

Industry sector

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Suppliers, manufacturers, and service providers, from which your org obtains needed supplies, equipment, and services

Raw materials sector

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Employers, labor unions, schools, colleges, employment agencies, and labor markets, from which you obtain human resources (employees)

Human resources sector

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Banks, lenders, stock markets, and investors, from which your org obtains loans, credit, and other financial resources

Financial resources sector

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Actual and potential clients and users of your org’s products and services

Market sector

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Science and technological methods of producing services and products

Technology sector

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Levels and rates of employment, inflation, growth, investment, and other economic circumstances

Economic conditions sector

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Laws, regulations, rulings, political systems, and governments at local, state, and national levels

Government sector

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Natural resources, the green movement, and forces for sustainability

Natural sector

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Characteristics of the society and culture (education, values, attitudes)

Sociocultural sector

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Globalization, other countries and their customs, industries, businesses, and people

International sector

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What are stakeholders?

For a designated organization, people and other organizations who have a stake (interest) in what the organization does

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What is management?

the process of getting things done through and with people

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Work smarter, not harder
-designs jobs for efficiency and production
-now called ergonomics and human engineering

Taylor and Scientific Management

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An integrated set of ideas to design organizations
-way for top level managers to provide structure for their organization
-Top down

Fayol and Administrative Theory

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Management based on psychology and sociology

Mayo and Human Relations

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Five Management Functions:
plan, organize, staff, direct (lead), and control

Gulick, Urwick, and Management Functions

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Formal, impersonal management system
-Makes organizations more predictable, efficient, and stable/less flexible, personal, innovative

Weber and Bureaucratic Theory

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Open system: must understand, be open to, and interact with external environment to sustain itself

Open Systems Theory

Strive to improve efficiency and performance, views organizations as mechanistic

Open rational systems

Strive to improve worker satisfaction, view organizations as more organic

Open natural systems

Applies behavioral science to help organizations build capability to change -tries to change whole system

Organization Development Theory

No single best way to design organizations; "best way" is contingent on factors that can vary

Contingency Theory

Three basic kinds of skills: -Technical skills to work with things -Humans skills to work with people -Conceptual skills to work with ideas

Management Skills

Organizations that follow society's institutions are viewed as appropriate and legitimate, worthy of support

Institutional Theory

Managers perform ten roles that fit into three groups: -Interpersonal, Informational, Decisional

Management Roles

Lewin's 3 Step process for small change

1. Unfreeze current situation 2. Move/change to something new 3. Refreeze situation with change in place

Kotter's 8 Step approach for large change

1. Establish urgency 2. Create a guiding coalition 3. Develop a change vision 4. Communicate the change vision 5. Empower broad-based action 6. Create short-term wins 7. Consolidate gains 8. Anchor new way in organizational culture

Enhances organization's capability to acquire and develop new knowledge

Organizational learning

Applies behavioral science to help organizations build capability and achieve greater effectiveness

Organization Development

What is leading?

A process by which a person tries to influence someone else to voluntarily accomplish a task, goal, or vision

Examined traits and characteristics of leaders

Traits and Skills theories

Focuses on leaders' behaviors -job-centered behavior -employee centered behavior

Behavior theory

No universal one best way to lead; is contingent

Situational Theory

As worker's readiness for task increases, manager adjusts leadership style

Hersey Blanchard Situational Model

Low readiness

high task, low relationship

Low-moderate readiness

high task, high relationship

Moderate-high readiness

low task, high relationship

High readiness

low task, low relationship

Assumes people dislike work, are lazy and stupid, are motivated extrinsically, lack self-discipline, want security, and do not want responsibility

Theory X

Assumes people like meaningful work, are creative and capable, are motivated intrinsically, have self-control, want to contribute, and want responsibility

Theory Y

Assumes workers want close, supportive working relationships

Theory Z

transacts a deal with the followers

Transactional leader

uses compelling vision, inspiration, charisma, intelligence, and individual attention

Transformational leader

A leader serves followers to support them and help them succeed

Servant leadership

Useful to form networks, integrated systems, accountable care organizations, alliances

Collaborative leading

Leadership competencies: skills, knowledge, values, and traits that guide leader's performance, behavior, interaction, decisions

Leadership Competency Models

What is culture?

Values, norms, guiding beliefs, and understandings shared by members or an organization and taught to new members as correct

what employees actually do based on what they observe in their organization

Enacted culture

Values that the organization explicitly states on its websites, videos, on posters, and public relation speeches

Espoused culture

Subcultures

leaders should strive for the HCO to have a strong overall culture yet also allow for some varied subcultures

Four ethical principles that guide healthcare

Autonomy, Beneficence, Justice, Nonmaleficence

Types of ethics in HCOs

Medical ethics, Professional ethics, Managerial ethics, Social responsibility ethics

Sources of ethics

organization's external environment, the organization, people in the organization

Self-actualization, esteem, belongingness, safety and security, physiological survival

Maslow's Hierarchy of Needs

Existence, Relatedness, Growth

Alderfer's ERG Thoery

First reduce dissatisfaction, then increase satisfaction

Herzberg's Two Factors Theory

Increase workers' work variety, identity, significance, autonomy, and feedback

Hackman and Oldham's Job Characteristics Model

Needs are learned and acquired; Achievement, Affiliation, Power

McClelland's Acquired Needs Theory

Based on people's desire to be treated fairly; based on inputs vs. outputs and motivation is affected by how fair a workers feels outcomes are compared to inputs

Adam's Equity Theory

Based on work effort, performance, outcomes; Will worker's work effort produce performance needed to obtain valued outcome?

Vroom's Expectancy Theory

Motivation from a goal increases with certain characteristics; 3 step goal-setting approach

Locke's Goal-Setting Theory

Uses stimulus, response, consequence

Skinner's Reinforcement Theory

What is politics?

the use of power to influence decisions

What is power?

the ability to influence others to achieve outcomes

What is staffing?

the process of obtaining and retaining people to fill jobs and do the work

Seven Staffing Processes

1. Planning for staff 2. Designing jobs and work 3. Hiring staff 4. Developing staff 5. Appraising performance 6. Compensating staff 7. Protecting staff

Three considerations in staffing

1. Diversity and inclusion 2. Centralized, decentralized, and outsources staffing 3. Laws and regulations

statement that includes job title and work to do

Job description (aka position description)

Midterm 1 (CH 1, 2, 14, 9, 11, 10, 7) Flashcards

(75 cards)