Org Ad Flashcards

1
Q
  • Body of people organized to attain a
    specific goal
  • A framework wherein both
    management and organization
    circulate
A

organization

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2
Q
  • Strategically set objectives
  • Originate from organization
    philosophy
A

ORGANIZATION GOALS

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3
Q

org goals can be seen:

  • Charter of ______
  • _______statement
  • _______ of _________
  • Official bylaws
A
  • Charter of institution
  • Mission of statement
  • Articles of incorporation
  • Official bylaws
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4
Q
  • they strategically set objectives
A

admin

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5
Q

Performance of work and application
of rules and principles

A

management

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6
Q

components of management
5ms

A

men money method machine materials

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7
Q
  • Deciding upon business goal and
    methods to achieve them
  • Prioritizes what needs to be done
    first; prerequisite of doing anything
A

planning

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8
Q

Determining the best allocation of
people and resources

A

organizing

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9
Q

Motivating, instructing, and
supervising workers assigned to
activity

A

directing

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10
Q

Analyzing metric during business
activities to ensure completion of
task

A

controlling

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11
Q

Determining what must be done in a
situation and getting people to do it

A

commanding

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12
Q

Integrating activities to ensure
resources are most used most
efficiently

A

coordinating

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13
Q

5 basic fxns of org

planning
directing
controlling
organizing
nota

A

directing

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14
Q

LEVELS OF MANAGEMENT
1.
● Board of directors, C-level
executives
● Authority + power

A

Top Level

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15
Q

Controlling or overseeing the
entire organization

A

top level

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16
Q

Manager

A

middle level

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17
Q

level of management
top middle low

Execute organizational plans

A

middle

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18
Q

level of management
top middle low

Focus on controlling and
directing employees on
day-to-day activities

A

low

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19
Q

level of management
top middle low

Develops strategic
plans, company

A

top

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20
Q

level of management
top middle low

Make sure that the decision
of top levels are relayed to
lower levels

A

middle

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21
Q

level of management
top middle low

Supervisors

A

lower

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22
Q

Consider as “bridge”

level of management
top middle low

A

middle

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23
Q

Formulation and implementation of
major goals and initiatives taken by
a company’s top management

A

strategic management

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24
Q

strategic management steps

Deals with the basic
questions “why?”, “where will
we be?”, “how do we get
there?”

A

strategic planning

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25
Q

strategic planning ____ analysis is usually
employed

A

SWOT

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26
Q

strategic management steps

May be formulated within a
program, like a new service
or an extension of an existing
service.

A

Organizational Planning

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27
Q

BRANCHES OF MANAGEMENT

Consider resources, assess
internal/external organizations to
develop strategies to gain
competitive advantage

A

strategic management

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28
Q

BASIC PRINCIPLES IN DEVELOPING A
PROGRAM

○ Target population
○ Source of referrals
○ Treatment methods
○ Anticipated load case

A

survey

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29
Q

BASIC PRINCIPLES IN DEVELOPING A
PROGRAM

Translation of all information
gathered into a workable
plan

A

eval

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30
Q

BASIC PRINCIPLES IN DEVELOPING A
PROGRAM

Usually conducted by
top-level admin

A

interview

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31
Q

3 basic principles in developing a program

A

survey, interview, eval

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32
Q

Steps in program development

A

needs assessment
program planning
program implementation
Program Evaluation and Quality
Improvement

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33
Q

needs assessment you will gather

A

demogs and factors needed

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34
Q

3 needs in needs assessment

A

perceived, felt, real

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35
Q

4 steps in program planning

A

● Define the focus of the
program
● Establish objective and goals
● Develop a system
● Describe fiscal information

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36
Q

5 steps in program implementation

A

● Initiate program
● Document program activities
● Communicate and coordinate
● Promote program
● Determines the progress of
the program

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37
Q

Evaluation resources

determines the most efficient
care and cost effective care

A

Statistical utilization review

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38
Q

2 types of eval resources

A

Utilization review
○ Statistical utilization review:

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39
Q

2 types of eval people

A

Peer Review
Professional Review
Organization

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40
Q

quality of work reviewed by peers

A

peer review

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41
Q

3 types of evaluating management

A

prospective, concurrent, retrospective

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42
Q

eval of proposed intervention plan

A

prospective review

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43
Q

ongoing
intervention programs to
ensure appropriate
intervention is implemented;
assess if there is
improvement or what
intervention can be maintain

A

Concurrent review

44
Q

refers
to audits (previous proposed
interventions plans

A

retrospective

45
Q

○ Concerned with allocation,
control of financial resources
to the management
○ Consider the money, capital,
budget in building
organization

A

fiscal management

46
Q
  • Specific statement of
    anticipated results
  • With specific time
    period (consider the
    feasibility)
  • Basis of continuing
    future plans
A

budget

47
Q

Total Budget:

A

DC + IC + bad debt
allowance

48
Q

Traced to a specific
unit or activity

DIRECT/ INDIRECT?

A

DIRECT COST

49
Q

Cost related to
service provision

DIRECT/ INDIRECT?

A

DIRECT COST

50
Q

Shared by everyone,
allocation

DIRECT/ INDIRECT?

A

Indirect Cost

51
Q

60% of the budget

DIRECT/ INDIRECT?

A

DIRECT COST

52
Q

accounting,
maintenance fees,
utilities

DIRECT/ INDIRECT?

A

INDIRECT COST

53
Q

Change in direct
proportion to the
amount of services
provided

Fixed Expense Variable Expense

A

VARIABLE

54
Q

Fixed Expense Variable Expense

Remain at same
level when there
are changes in
amount of services
provided

A

FIXED

55
Q

Fixed Expense Variable Expense

RENT

A

FIXED

56
Q

Fixed Expense Variable Expense

ALCOHOL

A

VARIABLE

57
Q

Fixed Expense Variable Expense

TISSUE

A

VARIABLE

58
Q

○ Central and composite
budget

MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES

A

MASTER

59
Q

Permanent or long-term for
2-5 fiscal years

MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES

A

CAPITAL

60
Q

○ MC type of budget

MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES

A

REV

61
Q

MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES

Budget of the entire
organization

A

MASTER

62
Q

Focus on present needs of
budget

MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES

A

CAPITAL

63
Q

“Working budget”

MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES

A

DEP

64
Q

MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES

Details and specific for each
unit

A

DEP

65
Q

○ Personnel budget, education
budget, special project
budget

A

SPECIAL TYPE BUDGET

66
Q

Operating Budget

A

DEP BUDGET

67
Q

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

Motivates, supports,
delegates tasks

A

PARTICIPATORY

68
Q

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

Role of manager: control,
plan, direct, support

A

CONTRY CLUV

69
Q

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

Goals are quota for the
people who work to achieve
them

A

Authoritarian Style

70
Q

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

● Employees require
reinforcement

A

Rule-Oriented Style

71
Q

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

Low involvement with people
and low contribution to work

A

Laissez Faire Style

72
Q

Believes that things should
be done according to rules,
books

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

A

Rule-Oriented Style

73
Q

↓ people; ↓ productivity

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

A

Laissez Faire Style

74
Q

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

↑ people; ↑ productivity

A

Participatory Style

75
Q

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

↓ people; ↑ productivity

A

Authoritarian Style

76
Q

Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style

● ↑ people; ↓ productivity

A

Country Club Style

77
Q

Supervision Styles

DefensivE

A

HIGH FEAR LOW TRUST

78
Q

Supervision Styles

PARTICIPATIVE

A

LOW FEAR HIGH TRUST

79
Q

Supervisory Function except

Communication
Recruitment and selection
Performance appraisal: assess if the
performance is un/satisfactory
Retention and development
NOTA

A

NOTA

80
Q

Flow of authority

Chain of Command
Unity of Command
Span of Control

Uninterrupted line of
authority from superior to
subordinates so that each
person reports only to one
supervisor

A

Unity of Command

81
Q

Flow of authority

Chain of Command
Unity of Command
Span of Control

Number of
supervisors-number of
subordinates.

A

Span of Control

82
Q

Flow of authority

Chain of Command
Unity of Command
Span of Control

Links the highest pattern
manager in hierarchy to the
lowest member of an
unbroken chain of authority,
responsibility, and
accountability.

A

Chain of Command

83
Q

Flow of authority

Chain of Command
Unity of Command
Span of Control

Ability to direct number of
employees that can be
supervised effectively

A

Span of Control

84
Q

ORGANIZATIONAL PATTERNS

Vertical
Horizontal
Pyramidal
Matrical

With one leader at the top, a small
executive leader below, and tiers of
managers leading down to the
bottom team of employees

A

pyramidal

85
Q

ORGANIZATIONAL PATTERNS

Vertical
Horizontal
Pyramidal
Matrical

Collaboration and
exchange of ideas

A

horizaontal

86
Q

ORGANIZATIONAL PATTERNS

Vertical
Horizontal
Pyramidal
Matrical

MC org pattern

A

vertical

87
Q

ORGANIZATIONAL PATTERNS

Vertical
Horizontal
Pyramidal
Matrical

Relies on managers to command
and control their employees work

A

vertical

88
Q

ORGANIZATIONAL PATTERNS

Vertical
Horizontal
Pyramidal
Matrical

Consists of group of persons drawn
from various functional departments
to work on a project

A

matrical

89
Q

ORGANIZATIONAL PATTERNS

Vertical
Horizontal
Pyramidal
Matrical

Employes are granted the power to
make decisions as they are part of
the team for the decision making
process

A

horizontal

90
Q

● Written statement
● Identify, describe, defines the
position
● Tool for controlling

A

job description

91
Q

Delineates the minimal acceptable
qualifications for the specific person
○ Diploma, Qualifications,
experiences, certifications,
license, physically able

A

job spex

92
Q

Criteria of what is to be done and
explain the activities

A

policy

93
Q

Personnel policy
Institutional policy
Departmental policy

treatment referral, maintenance fee, dress code, documentations

A

departamental

94
Q

Personnel policy
Institutional policy
Departmental policy

salary, work sched, time off, probation

A

personnel

95
Q

Personnel policy
Institutional policy
Departmental policy

orientation, physical exam, med records

A

institutional

96
Q

Criteria of how things are to be done

A

procedure

97
Q

________ management

Analyze, plan, and implement

A

marketing

98
Q

4 marketing steps

A
  1. Identify target market
  2. Developing strategies
  3. Executing programs
  4. Marketing control
99
Q

TARGETING STRATEGIES

Undifferentiated Marketing
Differentiated marketing
Concentrated Marketing

Pediatric PWD

A

Differentiated marketing

100
Q

TARGETING STRATEGIES

Undifferentiated Marketing
Differentiated marketing
Concentrated Marketing

General; All pwds

A

undiff

101
Q

TARGETING STRATEGIES

Undifferentiated Marketing
Differentiated marketing
Concentrated Marketing

More concentrated than
differentiated marketing

Autistic children in
the pediatric setting

A

concentrated

102
Q

Market Dominance

● Leader
● Challenger
● Follower
● Nicher

Aggressive in targeting
the leader

A

challenger

103
Q

Market Dominance
● Leader
● Challenger
● Follower
● Nicher

Dominant in the industry

A

leader

104
Q

Market Dominance

● Leader
● Challenger
● Follower
● Nicher

Does not follow or compete

A

nicher

105
Q

Market Dominance

● Leader
● Challenger
● Follower
● Nicher

follows the strategy of leader

A

follower

106
Q

4 basic marketing strategies

A

Product
Place
Price
Promotion