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4203 test 2

Terms in this set (21)

5 elements of malpractice liability
1. established standard of care
2. breach of duty; failure to meet standard of care
3. foreseeability of harm
4. failure to meet standard of care has potential to injure patient
5. actual injury occurs
4 elements of malpractice
1. duty
2. dereliction
3. direct cause
4. damages
who can give consent
-competent adults
-legal guardian or individual holding durable power of attorney
-emancipated or married minor
-mature minor (varies by state)
-parents of minor children
-court order
feelings/emotions associated with change
pride, stress, loss, achievement
3 classic change strategies
rational-empirical: use research as evidence to support the change

normative-reeducative: use group norms/peer pressure to socialize people and influence change

power-coercive: application of power via legitimate authority, economic sanctions, or political clout of the change agent
controllable vs. noncontrollable expenses
controllable can be controlled or varied by the manager, ex: staffing mix

noncontrollable expenses are things such as equipment depreciation, patient care supplies, overtime that occurs in response to an emergency
fixed vs. variable expenses
fixed costs that stay the same and do not vary with volume such as a mortgage or salaried employee; variable costs vary with volume such as payroll or hourly wage employees
health maintenance organization (HMO)
corporate body funded by insurance premiums

point of service: pt has the option at the timeof service to select a provider outside of the network but pays a higher premium and copay

exclusive provider organization: enrollees must seek care from the designated HMO provider or pay all of the cost out of pocket
preferred provider organization (PPO)
render services on an FFS basis but provide financial incentives to consumers (they pay less) when the preferred provider is used

providers are motivated to be part of PPO b/c it ensures an adequate population of patients
limitations of organization charts
-do not show informal structure of the org
-do not indicate the degree of authority held by each line position
-may show things as they are supposed to be or used to be rather than as they are
-possibility of confusing authority with status
organizational structure: line structure (bureaucratic)
authority and responsibility is clearly defined = efficiency and simplicity

disadvantages: monotony, alienation of workers, difficulty adjusting to altered circumstances, restricts upward communication
organizational structure: ad hoc design
used on a temporary basis to facilitate completion of a project; means of overcoming inflexibility of line structure using a project team or task approach

disadvantages: decreased strength in formal chain of command, decreased employee loyalty
organizational structure: matrix
focuses on both function (tasks required to produce a product) and product (end result of the function)

-formal vertical and horizontal chain of command but with less rules and fewer levels of the hierarchy

disadvantages: slow decision-making d/t communication requirements, confusion and frustration d/t dual-authority hierarchical design
organizational structure: service line
aka care-centered organizations

overall goals are determined by the larger org, but the service line decides on the processes used to achieve them
organizational structure: flat design
effort to remove hierarchical layers by flattening chain of command and decentralization

single manager/supervisor would oversee a large # of subordinates and have a wide span of control
veteran generation
1925-1942

-risk averse
-respectful of authority, supportive of hierarchy
-disciplined
-support status quo
baby boomer generation
1943-early 1960s

-traditional work values
-work long hours to get ahead, workaholics
-materialistic
-individualistic, creative, flexible
gen X
1960s-1980s

-lack of interest in lifetime work at one organization
-value work hour flexibility
-seek time off
-less economically driven, value leisure/family time
gen Y
1980s-mid 1990s

-global citizens
-optimistic, confident, socially conscious, altruistic, impatient
-digital natives
-go extra mile for success
gen Z, gen alpha
gen Z: 1996-2015

gen alpha: 2010 and after
5 components of magnet status
-Transformational leadership
-Structural empowerment
-Exemplary professional practice
-New knowledge, innovation, and improvements
-Empirical quality results
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