Principles of Administration Flashcards
(88 cards)
1
Q
divisions of administrative work
A
- organization
- management
- manager
2
Q
organization aka
A
internal structure
3
Q
deal with structure of the agency and the way people are arranged into groups within it
A
organization
4
Q
organization: 3Ms
A
- manpower/man
- materials
- money
5
Q
exist to accomplish tasks that are too large and / or
complex to be undertaken by individuals or small groups working alone by subdividing tasks until they are small
and simple enough to be performed by individuals
A
organization
6
Q
management aka
A
the executive control
7
Q
concerned with the handling of personnel and operations
in such a way that the work of the agency gets done
A
management
8
Q
the art, act, manner of directing, coordinating, and
controlling many people to achieve purpose / objectives
A
management
9
Q
an individual who holds an office to which multiple roles
are attached
A
manager
10
Q
central role attached to the office of a manager
A
leadership
11
Q
other roles of the manager
A
- formulating goals
- developing strategies
- communicating
- making decisions
- resolving conflicst
12
Q
leadership managers aka
A
executives
13
Q
effectively utilize the resources available in a system of organization to achieve organizational goals
A
managers (executives)
14
Q
steps in organizing process
A
- Identification of Objectives
- Identification and Classification of the activities to
accomplish organizational objectives - Grouping of activities
- Delegation of authority
- Integration and grouping of activities through authority
and functional relationships
15
Q
types of administrative organization
A
- undefined
- well-defined
- over-defined
16
Q
roles and expectations of administrator/employees are not well spelled out
A
undefined administrative organization
17
Q
roles and expectations are well spelled out, explicit
and coherity defined
A
well-defined administrative organization
18
Q
roles and expectations are too high to be satisfied
A
over-defined administrative organization
19
Q
levels of organization
A
- policy makers
- the boards
- administrative level
20
Q
occupies top positions, formulates policies /
objectives of the organization (ex: President, CEO,
CAO)
A
policy makers
21
Q
examples of policy makers
A
president, CEO, CAO
22
Q
consisting of small advisory committees which
execute the policies of the organization (ex:
Executive Council or Board Council)
A
the boards
23
Q
examples of the boards
A
executive council, board council
24
Q
includes individual department heads, chairman, or
chief of section
A
administrative level
25
principles of organization
1. principle of unity of objective
2. principle of efficiency
3. span of control principle
4. scalar principle
5. principle of delegation
6. principle of unity of command
7. principle of absoluteness of responsibility
8. principle of parity of authority and responsibility
26
an organization structure is effective if it facilitates
the contribution of individuals in the attainment of
organizational objectives
principle of unity of objective
27
an organization is efficient if it is structured to aid in
the accomplishment of organizational objectives
with minimum unsought consequences or costs
principle of efficiency
28
there is a limit in each management position to the
number of persons an individual can effectively
manage, but the exact number will vary in
accordance with the effect of underlying variables
and their impact on the time requirements of
effective management.
span of control principle
29
the administrative arrangement of the functional
groups or units in steps as in a scale; the more direct the line of authority from the top
manager in an organization to every subordinate
position, the more effective will the responsible
decision making an organization communication
be
scalar principle
30
the authority delegated to an individual manager
should be adequate to assure his ability to
accomplish results expected of him
principle of delegation
31
the more completely an individual has a reporting
relationship with a single superior, the less the
problem of conflict in instructions and the greater
the feeling of personal responsibility for results
principle of unity of command
32
the responsibility of the subordinate to his superior
for performance is absolute, and no superior can
escaper responsibility for the organization of
activities of his subordinate
principle of absoluteness of responsibility
33
the responsibility for actions cannot be greater than
the implied by the authority delegated, nor should it
be less
principle of parity of authority and responsibility
34
managerial process/functions (Luther Gulick)
1. planning
2. organizing
3. staffing
4. directing
5. coordinating
6. reporting
7. budgeting
8. evaluating
35
formulation of the steps taken by an organization at
some future period to achieve the desired state which
the process itself specifies itself as its objective(s)
planning
36
involves the analysis of the current and future state of
the internal and external environment of the agency
which should in turn lead to the choice of objectives
planning
37
concerned with the division of labor and
corresponding assignment of duties, and the
establishment of line of authority and of communication
organizing
38
steps of organizing
- analysis of activities to determine appropriate grouping
- assignment of responsibility for each group of activities and determining of corresponding authority
39
the recruitment or hiring of manpower needed to
perform tasks or roles to accomplish organizational
objectives
staffing
40
involves the training and rewarding people for
their role in the organization
staffing
41
initiates and maintains actions towards the objectives of
the agency
directing
42
where directing largely depends on
style of leadership of manager
43
requirements in effective directing
- delegation
- communication
- training
- motivation
44
the administrator sees to it that every activity within the
organization fits effectively and efficiently into the whole
scheme of operations
coordinating
45
the process of dissemination of information of what you
have done or accomplished
reporting
46
the principal device of the manager of retaining control
of delegated responsibility and authority to subordinate
executives is the systemized reporting and internal
checking
reporting
47
an intelligently prepared estimate of the proposed future
expenditures for a given period, and the propped means
of financing them which expenses in accounting terms,
management future policies and plans
budgeting
48
an agency plan expressed in monetary terms
budgeting
49
the means to determine whether the goals were reached
or not and how much of the goal were met
evaluating
50
a systematic way of learning from experience and using
the lessons learned to improve current activity and
promote better planning by careful selection of
alternatives for future action
evaluating
51
techniques of executive control
- organizational charts
- procedure manual
- standing orders/guidelines
- records
- summary sheets
52
invaluable aids depicting the chain of authority in an
organization
organization charts
53
the bigger the organization the more elaborate in the
design
organization charts
54
a detailed analysis of the workings of the organization
and the statements as to exactly how certain functions
are to be executed
procedure manual
55
useful if there are complicated or unusual functions
to be performed beyond the easy comprehension of the
average subordinate
procedure manual
56
used in dealing with the handling of complex situations
involving conflicts of two or more operating principles or
it may also deal with technical matters such as fees or
methods of record keeping
standing orders/guidelines
57
in the field of health, these are kept primarily for the
benefit of the patient
records
58
used by administrators in epidemiological studies and in
evaluation of efforts for organizational control
records
59
are kept by the week, month, or year and are most
helpful to the executive in appraising the success of his
organization and the efficiency of his workers
summary sheets
60
they are of great use in program planning and in
budgeting
summary sheets
61
a set of interrelated and interdependent parts that
form a complex whole
subsystem
62
consists of interrelated ways in which nations organize
available resources for the maintenance and
improvement of human health individually and in
communities
health system
63
major components of the health system
- production subsystem
- maintenance subsystem
- adaptive subsystem
- managerial subsystem
64
includes all organizations and activities concerned with the
provision of services
production subsystem
65
production subsystem: 4 major set of activities
- public health services
- hospitals
- professional practice
- self-help/care groups
66
includes all organizations and activities concerned with
training and rewarding people for their roles in the larger
health system
maintenance subsystem
67
composed of organizations and activities concerned with
monitoring changes in the larger social system and translating this information to the operation of the existing health service system
adaptive subsystem
68
adaptive subsystem: activities
- health service researchers
- biomedical researchers
69
includes organizations and activities concerned with
coordinating, controlling and directing organizations and
activities associated with the other components
managerial subsystem
70
examples of managerial subsystems
DOH, Bureau of Licensing and Regulations
71
a systematic and comprehensive health care designed for the promotion and maintenance and restoration of the dental health of the individual and of the community including the organization or management of materials for educating, preventing and treatment activities in various populations as part of a total health care system
dental health care system
72
services which are designed to promote, maintain or
restore dental health and may include educative, curative, and preventive activities in varying positions
dental health service
73
roles and functions of the department of health
1. policy making/planning
2. assistance to LGU partners
3. IEC, social mobilization and linkaging/networking
4. standards, licensing, and regulations
5, research and development
6, resource management
7. monitoring and evaluation
8. disaster/epidemic management
9. health information and exchange
74
types of financing in health care
- fee for service
- health maintenance organization
- health insurance
- health cooperative
75
parties involved in financing health care
1st party - patient
2nd party - health care provider
3rd party - administrator of finances
76
other terms for administrator of finances
carrier, insurer, underwriter, administrative agent
77
when the government acts as a 3rd party, it is called:
public financing of care
78
reimbursements of dentists come in the form of the ff.
- UCR (Usual, Customary, Reasonable) Fee
- table of allowance
- fee schedule
- discounted fees
- capitation
79
goals of managed care
- controls cost through improved efficiency and coordination
- reduce unnecessary or inappropriate utilization
- insure access to preventive care
- maintain or assure quality of care
80
reasons for conducting a needs assessment
- to define the problem and identify the extent and severity
- to obtain a profile of the community to ascertain the causes of the problem
- to evaluate the effectiveness of a program
81
included in data collection
- survey questionnaires
- clinical examinations
- personal communications
82
data analysis includes the ff.
- population
- health status
- health related socio-economic status
- health sector
83
used for setting priorities among problems elicited
through a needs assessment
priority setting
84
formulation of program goals/objectives and activities include the ff.
- program goal
- program objective
- program activity
- resource identification
85
broad statements on the overall purpose of a
program to meet a defined problem
program goal
86
more specific; describe in a measurable
way the desired end result of a program activity
program objective
87
describes how objective will be accomplished
program activity
88
criteria for resource identification
- appropriateness
- adequacy
- effectiveness
- efficiency
