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Flashcards in Operations Management Deck (65):
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NPI

National Provider Identification

1

Management & Supervision- Management

Management:
- the process if developing, implementing, and achieving organizational a objectives.

2

Management- Adminsitration

Administration:
- The process of managing non-human resources to achieve organizational objects.

3

Management- Leadership

Leadership:
- The process of managing human resources to achieve organizational objects.

4

Chain of authority

Chain of authority:
- There should be a clear line of authority within the clinic by which reporting to more than one supervisors.

5

Effectiveness versus efficiency

- Effectiveness: describes achieving goals and objectives in a timely fashion. "Doing the right things".
- Efficiency: describes achieving goals and objectives using the least amount of resources possible. "Doing things right".

6

Management process

- Planning
- Organizing
- Directing
- Controlling

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Management process- Planning

Planning:
- Developing a department's or organization's goals or objectives.

8

Management process- Organizing

Organizing:
- Assembling and coordinating the necessary human, physical, and capital resources necessary to carry out the objectives of an organization.

9

Management process- Directing

Directing:
- Supervising the use of resources to achieve organizational objectives.

10

Management process- Controlling

Controlling:
- Comparing actual results with planned results, and making the necessary adjustments to achieve organizational objectives.

11

Supervision- Leadership



- The process of working with and through people to achieve organizational objectives.
- Leadership comprises two types of behavior:
1. Task behavior
2. Relationship behavior

12

Supervision- Leadership: "Task behavior"

Task behavior:
- The extent to which the leader tells the employee what, how, when, where, and who is to perform the specific task.

13

Supervision- Leadership: "Relationship behavior"

Relationship behavior:
- The extent to which the leader engages in listening, communicating, facilitating, and supportive behaviors.

14

Supervision- Ability is a function of

1. Knowledge: The employee understands the task to be performed.
2. Experience: The employee has experience carrying out the task or related tasks.
3. Performance: The employee has demonstrated skill in successfully completing the same or similar tasks.

15

Supervision- Willingness is a function of

1. Confidence: Employees feel they can perform tasks.
2. Commitment: Employees feel they will perform tasks.
3. Motivation: Employees feel they want to perform tasks.

16

Supervision- Readiness levels (R1 to R4)

- R1: Unable and unwilling
- R2: Unable but willing
- R3: Able but unwilling
- R4: Able and willing

17

Leadership style-

- Telling
- Selling
- Participating
- Delegating

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Leadership style- Telling

- Supervisor makes decisions providing specific instructions and closely supervises performance. High task and low relationship behavior. Most appropriate for employees having low ability and willingness (R1).

19

Leadership style- Selling



Supervisor makes and explains decisions and provides opportunity for clarification. High task and relationship behavior. Most appropriate for employees with ability and willingness (R2).

20

Leadership style- Participating

Supervisors shares ideas and facilitates decision making. Low task and high relationship behavior. Most appropriate for employees with a fair amount of ability and low willingness.

21

Leadership style- Delegating

Supervisor turns over responsibility for making and implementing decisions. Low task and relationship behavior. Most appropriate for employees with high ability and willingness.

22

Teamwork

Consist of two or more people working together to achieve a goal.

23

Team player

One who subordinates personal aspirations and works in a coordinated effort with other members of a group, or team, in striving for a common goal.

24

Brainstorming

Brainstorming:
- A non judgmental for of idea generation, sifting, and selection.

25

Values that support trust within a team

- Avoid looking good at another expense.
- Demonstrate respect for facts, data, and objective analysis.

26

Hiring process

- Recruiting
- Interviewing
- Checking references
- Candidate selection
- Employment offer
- Post offer negotiation
- Acceptance/rejection

27

Hiring process- Recruiting

Recruiting:
- When a position becomes available, potential internal and external candidates are notified through company postings and advertisements.

28

Hiring process- Interviewing

Interviewing:
- Meeting with selected candidates to exchange employment information.
- Gather pertinent information about the applicant by facilitating the candidate's willingness to talk.

29

Hiring process- Checking references

Checking references:
- Calling references to verify employment and other job information as appropriate.

30

Hiring process- Employment offer

Employment offer:
- Offering the job to the selected candidates to include compensation and benefits.

31

Hiring process- Post-offer negotiation

Post-offer negotiation:
- Negotiating terms of employment not acceptable at the initial offer.

32

Hiring process- Acceptance/rejection

Acceptance/rejection:
- If the offer is not accepted, another candidate is offere3d the position or the process begins again.

33

Recruitment




Recruitment:
- Job duties versus the applicant's training and experience.
- Employee characteristics being sought.
- Compensation and benefit requirements.
- Availability

34

Orientation and training

To make smooth transition from candidate to employee status.
- Imparting the philosophy, vision, and mission of the organization.

35

Performance appraisal

Performance appraisal:
- Should be an objective assessment regarding an employee's quality and quantity of work, dependability, efficiency, teamwork, attitude and appearance.

36

Employee due process

Employees have the rights.
- To know what is expected of them and the consequences for not meeting expectations.

37

Professional development

Professional development:
- As an employer you should encourage and help subsidize activities that promote professional development among your employees.

38

Policies and procedures

Policies and procedures:
- Identifies what is expected and how to handle specific circumstances.

39

Risk management

The process of planning, organizing, directing, and controlling organizational activities to economically minimize the adverse effects of accidental losses.

40

Risk management- Quality assurance

- The Joint Commission, formerly JCAHO required operational linkages between risk management (RM) and quality assurance (QA).
- QA measures ensure that patients receive safe, appropriate care leading to the most successful outcomes possible.
- Prevention of patient injuries is the greatest interaction between RM and QA.

41

Risk concept

- Risk: The probability of an adverse outcome that leads to a loss.
- Risk management: the process of identifying, analyzing, and neutralizing factors potentially resulting in financial loss to the practice, thereby improving quality of care.

42

Types of risks

- Speculative risk: Probability of gain and loss that is intended to provide patient benefits.
- Pure risk: Probability of loss only--primary focus of RM (e.g., hazardous practices.)

43

Potential compensable event (PCE)

Any event that may result in compensation to another party. Often described as a complaint, incident, or occurrence.

44

Risk identification

Risk identification: Discover potential areas of risks.

45

Risk management process- Chart reviews

Evaluating a department's standard for documentation. Observing for key indicators.

46

Risk management process- Inspection of patient care areas.

Observe for safety hazards, noncompliance, and monitoring of patients.

47

Risk management process- Provider interviews

Heightens awareness of RM and assessing standard care.

48

Risk assessment

- How often has the even occurred?
- Are there any patterns of relationships that appear to be common?
- Severity: What is the potential level of financial loss?
- Highly frequent or severe events should take priority

49

Risk control- Four strategies

1. Risk elimination
2. Risk avoidance
3. Risk retention
4. Risk transfer

50

Risk control- Risk elimination

Risk elimination:
- Discontinue services creating the risk (e.g., high frequency/high-severity losses).

51

Risk control- Risk avoidance

Risk avoidance:
- Change factors creating the risk (e.g., behavior, facilities, policies, etc).

52

Risk control- Risk retention

Risk retention:
- Endure low frequency/low severity losses (e.g., lost patient property).

53

Risk control- Risk transfer

Risk transfer:
- Insure against low frequency/high severity losses (e.g., fire, malpractice).
- Risks that are not eliminated or avoided are retained and financed if possible. Financing involves transferring the risk for financial loss to an insurance carrier.

54

Common control methods

- Staff education
- Patient education
- Patient representative: Valuable resource to address patient complaints, concerns, and suggestions.

55

Claims management

Clams management: Early identification, investigation, and resolutions of PCEs.
- Incident: Adverse outcome with no loss potential.
- Investigation incident: Some loss potential.
- Potential claim: Definite loss potential--investigation warranted.
- Claim: Written demand for compensation--potential lawsuit.
- Suit: Legal remediation

56

Establish claims file

Prepared when there is a possibility of loss, liability, or exposure.

57

Claims made policy

A claim to be covered must be submitted within the policy period even though the incident did not occur within the policy period--common HPL.

58

Occurrence policy

Coverage requires the incident to have occurred during the policy period even though the claim was filed outside the policy period--CGL and HPL.

59

Meetings management-

Maintain a calendar of all meetings scheduled identifying the topic, date, time, and place.

60

Meetings management- Rules of order

The manner in which meetings are conducted depends on the type of meeting and preferences of administrators.

61

Meetings management- Chairing/facilitating

The person chairing the meeting is responsible for ensuring that all facets of the process from planning to execution are effectively and efficiently carried out.

62

Meetings management- Scheduling

Factors to consider:
- Objectives of the meeting
- Time, place, duration
- Expected attendance
- Refreshments

63

Meetings management- Agenda

Typed list identifying the items or topics to be discussed under each section of the rules of order.

64

Meetings management- Minutes

Record of the contents of a meeting.