3 Online Healthcare Management Quizzes

Study Guide for Part I: Stepping into Management

Notes from Dunn Additional Notes

1. The Supervisor’s Job, Roles, Functions, and Authority a. Chapter Objectives

i. Provide an overview of the rapidly changing healthcare environment and the challenges it poses for managers and supervisors.

ii. Discuss the dimensions of the supervisor's job.

iii. Review the aspects of the supervisor's position

and the skills necessary to be successful.

iv. Discuss the managerial role of the supervisor.

v. Enumerate and discuss the meaning of the five managerial functions.

vi. Discuss the concept of authority and its meaning as the foundation of the formal, organizational, and positional aspects of authority.

b. The Healthcare Perspective

i. Survival has become an issue for some of today's healthcare organizations.

ii. Market demanding new delivery methods iii. Rapidly changing reimbursement methods.

1. Fee-for-service

2. Pay-for-performance

3. Capitation

4. Prospective payment system

iv. Science and technology will change service

delivery. v. Staffing shortages shift care to other

professions.

vi. Mergers and acquisitions. 1. Critical access hospitals

vii. Managers are responsible for acquiring and combining resources to accomplish organizational goals.

viii. Because of the changing healthcare

environment, healthcare professionals need to be concerned with both management and the

profession. c. Demands of the Supervisory Position

i. An effective supervisor masters the four dimensions:

1. A good boss

2. A competent subordinate. 3. A connecting link between the employee

and the administration.

4. Maintains satisfactory working

relationships with peers and leaders in

other departments.

ii. Mintzberg's Managerial Roles (see fig. 1.2

On page 7.)

iii. Because of these complex interrelationships

management is difficult. Most managers had no

formal administrative training.

iv. Interpersonal roles

v. Informational role

vi. Decisional role

vii. First line supervisor is most difficult position

Viii. Responsible for house staff

d. The Managerial Aspects of the Supervisory Position

i. Three essential skills: Technical, human

relations and conceptual skills.

e. The Meaning of Management

i. The process of getting things done through and

with other people by directing and

motivating the efforts of individuals toward common

objectives.

ii. Enabling people to get satisfaction out of their jobs

f. Managerial Skills and Technical Skills

i. Technical skills are used less as an

individual moves up the management

ladder.

ii. Managerial Skills Can Be Learned

iii. The most valuable resources of

organizations are the people who work

there also known as the human

resources.

g. Managerial Functions and Authority i. Managerial Functions

1. Planning – systematic approach 2. Organizing – arranging resources 3. Staffing – recruit and select employees 4. Influencing – leading and motivating 5. Controlling – accountability, measuring

outcomes, ensuring achievement ii. The Interrelationships of Managerial

Functions 1. Universality of the Managerial

Functions and Their Relation to Position and Time – all managers do these

things iii. Managerial Authority – legal or rightful

power for the manager to act or direct others - with restrictions

h. Expect Surprises

i. need department cooperation ii. managers serve as role models

i. Benefits of Better Management i. Apply managerial principles and

knowledge to your present job. ii. Grow in stature

j. Summary

2. The Theories and History of Management

a. Chapter Objectives i. Identify the major schools of

management theory. ii. Discuss the impact of the Industrial

Revolution on management and employee relations.

iii. Discuss the features and benefits of organization development.

iv. Distinguish among rational authority, positional authority, and charismatic authority.

b. Industrial Revolution (1700s – 1800s) i. The church and the military served as

models for management and organizational structure.

c. Classical School (1800s – 1950s) i. Fayol - father of management ii. Scientific Management (1890 – 1940) –

focus on machine and worker relationships and efficiency of resources.

1. Frederick Taylor – time and motion details. Break a job down into its smallest movements and redesign to reduce risk and effort.

2. Frank and Lillian Gilbreth – created the term s “motion study” a n d “time study.” Believed that there was only one best way to do a job.

3. Henry Gantt – developed scheduling

methods and chart “Gantt Chart” u se d by project managers.

iii. Bureaucratic Management Theory (1930s – 50) – rules and regulation focus. 1. Rational authority 2. Positional authority 3. Charismatic authority iv. Human Relations Movement (1930 – Present) – also known as behavioral management; put

emphasis on how managers should behave. 1. Hawthorn effect – the changes that occur when people know they are being watched. d. Human Resources School (1950 – Present) – Emphasis on mutual benefit between workers and organizations; encouraged by unions and government to counteract dehumanizing effects of the Scientific and Bureaucratic Management Schools e. Contemporary Management Theories (1940s – Present) i. Contingency Theory (mid-1960s) – select a management approach based on circumstances. ii. Systems Theory (1940 – 45) – views the organization as an open system that interacts with the environment.

iii. Management by Objective (1940s – Present) – Discipline focus on producing results.

iv. Chaos Theory (1960s – Present) – the world is filled with chaos, therefore organizations cannot be totally controlled;

management must be flexible to respond to unforeseen

changes. v. Organizational Development (Late 1950s – Present) – increase the health of social and technical systems such as work processes, communication, and shared goals

1. Organizational development – increase social and technical systems such as work processes, communication, rewards, and shared goals.

f. Entrepreneurial School (1970s – Present) – Support and encourage entrepreneurs in the organization or compete with them

in the future. g. Summary