MIDTERMS Flashcards

(85 cards)

1
Q

The initial step in the problem-solving process, involving the recognition of an issue that requires a solution, along with an understanding of the people and areas affected.

A

Identify and Define the Problem

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2
Q

A criteria-based method for creating objectives that are Realistic, Understandable, Measurable, Behavioral, and Achievable.

A

RUMBA

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3
Q

A chart that helps organize tasks by mapping out each activity, sequence, time, resources, and identifying the project’s critical path.

A

PERT Chart

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3
Q

A decision-making tool that considers forces in favor of and against change, helping determine the feasibility of reaching an objective.

A

Force Field Analysis

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4
Q

A planning approach focusing on creating a structured outline that aligns objectives with outcomes, while considering necessary resources and feasibility.

A

ZOPP (Objective-Oriented Project Planning)

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5
Q

Records designed to serve as communication tools among healthcare providers, aiding in patient care, quality assessments, and educational resources.

A

Patient Care Records

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5
Q

A systematic process in physical therapy focused on reviewing patient care quality, including outcome assessment and retrospective audit.

A

Quality Assurance (QA)

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5
Q

Accreditation organization in the Philippines for healthcare quality and standards.

A

PhilHealth

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6
Q

Structured at the highest level of an organization, this type of plan outlines long-term goals, aligning with the organization’s mission and vision.

A

Strategic Plan

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7
Q

This planning strategy is applied when considering new programs, expanding space, or reorganizing operations.

A

Planning Strategy

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7
Q

A chart that visually represents the timeline of a project, showing each task’s start and end dates, helping with scheduling and tracking.

A

Gantt Chart

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8
Q

The last step in the decision-making process, which involves reviewing the success of implemented decisions and making adjustments as needed.

A

Evaluate Solutions and Revise

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9
Q

Departmental records that provide statistical data on patient visits, treatments, and personnel, aiding in operational analysis.

A

Administrative Records

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9
Q

A system for mapping out decision-making factors, analyzing each component’s impact on people, money, time, and resources.

A

Cross-Impact Analysis

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9
Q

The aspect of quality assurance that evaluates an organization’s physical infrastructure, staffing, policies, and resources.

A

Structure Assessment

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9
Q

Purpose of records that include patient referrals, evaluation forms, progress notes, and discharge summaries, primarily focused on patient care.

A

Patient Care Records

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10
Q

An organized audit process reviewing clinical records to assess care quality, performance standards, and patient outcomes.

A

Quality Assurance (QA) Audit

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10
Q

Used to assess whether professional practices are effective, efficient, and timely, this aspect of quality assurance focuses on the procedures followed.

A

Process Assessment

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10
Q

This audit measures quality of care by examining staff performance, treatment processes, and patient satisfaction.

A

Functional Quality Assurance System

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10
Q

A principle where behavior in an organization is viewed as a dynamic balance of opposing forces, with change occurring through shifts in these forces.

A

Kurt Lewin’s Force Field Model

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10
Q

Condition of the patient at the conclusion of care, reviewed in terms of the set goals and outcomes of treatment.

A

Outcome Assessment

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11
Q

The purpose of maintaining accurate, standardized, up-to-date records to enhance communication among healthcare providers and improve patient care quality.

A

Secondary Purpose of Records

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11
Q

The systematic approach to planning that includes preparatory thinking, feasibility, alignment with goals, and consideration of available resources.

A

Preparatory Planning

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12
Q

A planning tool focused on aligning each project’s objectives with the overall mission, while analyzing participation and alternatives.

A

ZOPP Model (Objective-Oriented Project Planning)

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12
The analysis of potential issues that could arise from chosen solutions, assessing resources and constraints before implementing a decision.
Anticipate Potential Problems
12
A method for projecting patient satisfaction, cost analysis, and scheduling by maintaining accurate clinical and administrative records.
Administrative Control
12
This form of record involves details like employment applications, attendance, sick leave, and liability coverage for healthcare staff.
Personnel Records
12
The aspect of record-keeping ensuring that all entries are accurate, dated, signed, and confidential, meeting legal and ethical standards.
Medical-Legal Aspects
12
The function of records as a means to motivate staff by providing documented feedback and positive reinforcement.
Motivation through Records
12
Required for assessing quality care in physical therapy, this involves studying structure, process, and outcome elements of treatment.
Quality of Care Assessment
13
This planning level is specific to departments, focusing on short-term goals and day-to-day operational tasks.
Operational Plan
13
Used to facilitate a thorough, systematic review of healthcare provider documentation, ensuring efficiency and quality in patient treatment.
Clinical Record Audit
13
What is the main purpose of controlling as a management function?
To ensure that the right actions are taken in the right ways at the right time, aligning performance with organizational goals.
13
What is organizational control?
It is the process where managers monitor and regulate how effectively an organization and its members perform activities to achieve organizational goals.
13
Managers monitor and regulate how effectively an organization and its members perform activities to achieve organizational goals.
Organizational Control
13
List the steps in the control process.
1) Establish objectives and standards, 2) Measure actual performance, 3) Compare results with objectives and standards, 4) Take necessary action.
13
What are the two types of standards in the control process?
: Output Standards (quantity, quality, cost, time) and Input Standards (effort and resources used in tasks).
13
A process of monitoring performance and taking action to ensure desired results are achieved in the right ways, at the right time.
controlling as a Management Function
13
A control approach that focuses managerial attention on substantial deviations from desired performance.
Management-by-Exception
13
Standards that measure performance results in terms of quantity, quality, cost, or time.
Output Standards
14
What is Management-by-Exception?
A control approach that focuses managerial attention on significant deviations from desired performance.
14
Standards that measure work efforts and resources used in performing a task.
Input Standards
14
Control that monitors ongoing operations to ensure things are done correctly, providing immediate feedback.
Concurrent Control
14
Control that focuses on end results and takes place after an action is completed.
Postaction Control / Feedback Control
14
Controls that provide information at the output stage about customer reactions to goods/services, enabling corrective action.
Feedback Controls
14
Control used to anticipate and prevent problems before they occur by ensuring proper resources and directions are available.
Feedforward Control
14
A process where managers and employees set goals together, with periodic reviews of progress toward achieving these goals.
Management By Objectives (MBO)
14
A control approach that influences behavior through reprimand tied to the severity and frequency of infractions.
Progressive Discipline
15
A control system that relies on shared values, norms, and expectations within an organization to influence behavior.
Clan Control
15
Control through a system of rules and standard operating procedures that guide behavior within an organization.
Bureaucratic Control
15
Financial performance measure calculated as net income before taxes divided by total assets.
Return on Investment (ROI)
15
The point at which sales revenues cover costs, with no net profit or loss.
Breakeven Point
15
Preliminary controls designed to prevent problems before they occur, ensuring that resources and directions are adequate.
Feedforward Controls
15
Rapid, dramatic shifts that lead to new goals and structures within an organization.
Revolutionary Change
15
A budget that states how managers intend to use resources to achieve goals efficiently.
Operating Budget
15
A ratio that measures how efficiently managers use resources to generate profits.
Profit Ratios
15
A model suggesting that organizations resist change due to existing forces (structure, culture, control systems) and that change can be achieved by increasing forces for change or reducing resistance.
Lewin’s Force-Field Theory of Change
15
Gradual, incremental adjustments to strategy and structure in response to environmental changes
Evolutionary Change
15
A financial control tool that projects cash balances at the end of each day, week, or month.
Cash Budget
16
A fast, revolutionary approach where top managers identify changes needed and implement them across the organization.
Top Down Change
17
The process of comparing a company's performance with that of other high-performing organizations.
Benchmarking
18
A person who possesses a new enterprise, venture, or idea and is accountable for the risks and outcomes (Cantillon).
Entrepreneur
19
A trait where individuals prefer personal responsibility for decisions and seek to surpass others.
Need for Achievement
20
The willingness to undertake ventures despite risks, characterized by creativity and perseverance.
Risk Taking Personality
21
The belief that personal effort is the primary determinant of outcomes, linked to self-confidence and resilience.
Internal Locus of Control
21
The willingness to act in uncertain situations, requiring strong problem-solving skills.
Tolerance for Ambiguity
22
An incessant striving to achieve more in less time, characterized by competitiveness.
Type A Behavior
23
The Idea Person, who lacks interest in day-to-day business operations.
Types of Entrepreneurs - Type A
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The Developer, who focuses on execution and financial rewards rather than the initial idea.
Types of Entrepreneurs - Type D
25
The Crusader, who wants to change the world and uses ideas as a starting point for business.
: Types of Entrepreneurs - Type B
26
The Lifestyle Entrepreneur, motivated to work for themselves.
Types of Entrepreneurs - Type C
26
A gradual approach involving collaboration among managers at all levels to develop a detailed change plan.
Bottom-Up Change
27
The process of planning and executing the development, pricing, promotion, and distribution of ideas, goods, and services.
Marketing
27
A sequential approach where each step must be justified before moving on, focusing on judgment.
Vertical Thinking
28
Activities that keep a product in the minds of customers and stimulate demand, including ongoing advertising.
Promotion
28
An approach that generates ideas without immediate judgment, opening up to various directions.
Lateral Thinking
29
The act of bringing a product or service to the attention of potential and current customers.
Advertising
30
Product, Price, Place, Promotion - essential elements for a successful marketing plan.
4 P's of Marketing
31
The assessment of market size, distribution, environmental influences, and customer characteristics.
Market Analysis
32
The process of dividing a market into distinct groups of buyers with different needs or characteristics.
Market Segmentation
33
The special benefit that a product or service offers, providing reasons for customers to choose it over competitors.
Unique Selling Proposition (USP)
34
Failure to develop a competitive advantage, unclear target market definition, and underestimating competition.
Common Marketing Mistakes
35
A marketing strategy that relies on word-of-mouth and social networks to spread a message rapidly.
Viral Marketing
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