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Exam 1: Intro to Management
Terms in this set (49)
Patient care: self-direction, autonomous control, quantitative outcomes, definitive clinical criteria. Management: selfless service, circumstantial control, qualitative outcomes, overall comprehensive goals, transition from patient care to facilitating others and building networks in the health-care organization.
Compare and contrast patient care and management.
Planners, problem solvers, and communicators
What qualities do PTs possess that managers also possess?
Type of mentor to open new doors.
Type of mentor to show the ropes of the new position.
Type of mentor to buffer negative experiences.
Type of mentor to create new opportunities.
Type of mentor to stretch the manager's new skills and scope of work.
Type of mentor to develop new behaviors by example.
Type of mentor to accept and confirm efforts and to offer friendship.
Upper level management
Level of management that includes executive officers and that sets policy.
Level of management that usually splits time between administrative duties and patient care. They act as a go-between. They are usually the first step in the management ladder. Most of their time is spend performing people management followed by special projects and administrative tasks. They spend the least amount of time on financial analysis. They responsible for reconciling the personal values and standard of employees with the culture of the organization.
Level of management that assumes responsibilities for most administrative duties and patient care.
These types of managers are typically not healthcare workers. They increase efficiency and financial stability and provide a basic social service by caring for patients. They maintain the moral and social order of their organization by advocating for patients, serving as arbitrator, and acting as the intermediary for various professional groups.
attitudes, values, and beliefs of the organization.
Managers must "walk the talk." Their behaviors must be consistent with
trustworthiness, integrity, empowerment, delegation, consistency in decisions, and mentorship
Managers must display characteristics of
A sense of perspective, industriousness, energetic, takes initiative, delegate responsibilities, effective time management, crisis management, setting priorities, communication
What skills do managers need?
All information is available, tasks are routine, clear job descriptions and expectations, operations tasks, seeking evaluation or recommendation, others learn skills, follow-up planned, tasks challenging to people to allow growth
When should you delegate?
Leadership is required, involves planning or solutions to new problems, coaching and motivating is needed, involves evaluating/rewarding/disciplining personnel, the assignment given directly to you to complete yourself
When should you NOT delegate?
Eat the frog, six-P formula (Prior Proper Planning Prevents Poor Performance), Pareto Principle (80%/20% Rule), Be an effective procrastinator, "Work all the time you work," ABCDE Method
What are some time management tips?
Roe of mid-level manager that corresponds between upper level and employee. Supports vision and mission.
Role of mid-level manager that find solutions quicker because on the front line.
Role of mid-level manger that meet goals of company while balancing work to please the employees.
Role of mid-level manager that helps other therapist cope with day to day job stressors. Facilitates change. Removes barriers.
Role of mid-level manager that prepares for upper management.
Fair wage, work direction, respect, and recognition for their level of performance
According to Lombardi, what do all employees want?
A type of communication that is interaction with other mid-level managers. Organizational planning. Managers need to be empowered to solve problems for themselves.
Communication with immediate superiors and supervisees. Function as the go between and the filter. With immediate superiors, clear understanding of responsibilities, priorities, and authority is a must. Frequent established times important. With supervisees, must clarify responsibilities and provide feedback.
The patient-provider relationship mirrors the provider-manager relationship. When the manager-employee relationship is good, so are work outcomes, and therefore, positive patient outcomes. It is difficult to measure success.
Explain the patient-practitioner-manager triad.
The shared attitudes, experiences, beliefs, and values of a group. "The way we do it here." It drives all aspects of a health-care organization's decisions.
Dynamic, ongoing process through which people learn to fit into the organization's norms, values, and beliefs. It occurs as the new person on the job or if the organization has changes in operations.
Learn the rules of the game and fit in, never fit in, or accepts some of the culture and rejects others and attempt to change the culture
What are the potential outcomes of organizational socialization?
A newcomer's experience with reality.
A type of socialization. New hire orientation reviewing policy and procedure, expectations. Development courses. Use of mentor.
A type of socialization. Responsibilities usually lies with coworkers. May be inconsistent with information gained in formal socialization.
Personal and professional values and norms
What do employees bring to the job?
Reciprocal balancing of these major employee influences
What is at the heart of managerial work?
Cohesion of staff, job satisfaction, positive morale, and productivity of individual employee
What does successful socialization lead to?
Veterans (traditional, greatest)
Generation that values loyalty, rules, and following directions. They believe in authority and hierarchical relationships - command-control leadership similar to military. Defined sense of right and wrong. Work style is consistency and conformity. Disciplined and detail oriented.
Generation that wants meaningful work and embrace social/environmental conscious companies. Driven by money. Believe in working way up in the ladder -- need to pay your dues. They value experience. Hardworking and motivated to do a good job. Don't welcome work/life trends. Compliment Boomers to get best work. "I'll work well into my 60's and then maybe do something else."
Generation that values freedom and responsibility. Put them in a boxy and they look for a way out. They are ambitious and eager to learn new skills. They want frequent training. The also value flexibility in work and are family oriented. They are independent and self-reliant. A hands-off approach works best. Coach, don't lecture. Prefer to work alone rather in teams. Provide regular and specific feedback, but don't like meeting nor need facetime. Technology based instruction. "I'll work at a job until something better comes along: opportunity for advancement is best."
Millennials (Generation Y)
Toughest generation to manage. Don't expect to pay any dues. Driven more by accomplishment than money. Learning oriented but want to do things their way. Brought up working in teams. Ask a lot of questions. Want to be told they are on the right track and doing a good job. Job hoppers. Praise them often (daily) and coach them. "Work? I thought we were supposed to have fun and experience all we could!"
Realistic generation. Resilient and pragmatic. Feel responsible to change the world. Wary with money, avoid debt. Smart consumers - want their product to be reliable. Tech savvy and resourceful (Google). Wide variety and disparate interests. Nontraditional gender roles. Will be self-directed and thick skinned and able to process massive amounts of information.
Flexible schedule, making an impact, appreciation for a job well done
What are values shared by all generations?
Limited to completion of reports (don't need an MBA). Are expected to understand income and expenses. Solo practitioners rely on accountants and financial experts but need to understand concepts to make decisions.
What are the financial responsibilities of a manager?
Means to impose or formally apply.
Means to direct, control, conduct, and to bring about.
Setting strategies about the big picture
What is administration responsible for?
The day-to-day implementation of the big picture
What is management responsible for?
any time the needs exceed the resources
When do things need to be managed?
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