Managers are:
Held responsible for handling the organization's resources
Required to perform every job in the organization
Always effective leaders
Not allowed to make mistakes
The pracitice of management is:
Not afected be new technologies
The same all over the world
The same as it was 50 years ago
Influenced by the context of the organization
System thinking:
Is an objective way of looking at ideas and processes
Is outdated and no longer applied in management
Involves planning for computers and technology
Can only be effectively applied to the budget process
A graphic representation of the organization's formal structure is called:
The budget
The mission statement
An organization chart
Organizational values
Is updated regularly as part of the strategic planning process
Never changes as it describes what the organization does
Is the same for every healthcare facility
Does not contain information about the organixation's customers
Supervisory managers are primarily responsible for:
Developing the organization's policies and procedures
Setting the organization's future direction
Establishing the strategic plan
Monitoring everyday performance
Developing, implementing, and revising the organization's policies is the role of:
Senior managers
The board of directors
Supervisory managers
Middle managers
Ulitimate reponsibility for the operation of healthcare organizations lies with:
Senior management
All employees
Planning, organizing, controlling, decision making and leadership are the functions of:
Human resources
Management
Supervision
Strategic planning is primarily concerned with:
How the organization will respond to changes in the environment
Setting organizational polices
Making sure the organization complies with laws and regulations
____ is not a step in strategic planning.
Analyzing budget variance reports
Developing or revising the values statement
Developing specific action steps for the upcoming year
Officially documenting the board's approval
Within an organization it is the supervisor's role to determine:
How staff will be organized
Strategic priorites
The overall budget assumptions
How the work will be accomplished by the team
In modern management theory, control is most important when applied to:
Developing the organizational chart
Getting staff to do their work
Processes and other resources
Developing an initial budget
The director of the department is Bob. Sally, the coding supervisor and five other supervisors, report to Bob. Tim and 10 other coders report to Sally. This describes what management concept?
Chain of command
Systems thinking
Organization
Job design
Strengthening others by sharing information and power is a characteristic of:
The organizational chart
Leadership
A summary of the position, a list of duties, and the qualifications required to perform the jobs are all elements of a(n):
Orientation plan
Performance review
Position description
Schedule
Performance standards are used to:
Communicate performance expectations
Assign daily work
Describe the elements of a job
Prepare a job advertisement
Position descriptions, policies and procedures, training checklists, and performance standards are all example of:
Human resource tools
Organizational policies
Strategic plans
Items on a training checklist
Procedures should be complete enough so that:
There is no need for policies
There is never any need to improve the process
There is no need to train a new employee
Anyone generally competent for that position can perform the task
The department's orientation checklist would not include a:
Review of communication policies
Discussion of problem employees
Description of how to request time off
Review of department goals
During training, the employee should be:
Allowed to work without supervision
Expected to make no mistakes
Encouraged to ask questions
Evaluated for productivity
Teams often fail to succeed when:
The leader dominates the team
The team has chosen an effective leader
The team members care about the outcomes
Differences of opinions exist within the group
Setting a clear deadline is an important step in:
Budgeting
Delegation
Strategic planning
Schedule development
Discovering each individual's talent and maximizing them in the role of the:
Team members
Senior manager
Board of directors
Coach
Periodic performance reviews:
Encourage good performance
Take the place of annual reviews
Are the only opportunity to discuss performance
Are only important when there are problems
Disciplinary action:
Should vary based on whom the employee reports to
Cannot be taken when employees are unionized
Should be taken whenever there is a performance problem
Should be documented at each step
Constructive confrontation is one form of:
Planning
Performance evaluation
Conflict management
Grievance procedures
Do not concern the supervisor
Vary with each individual
Are defined in the union contract
Are the same in every work setting
On-the-job training:
Is one option for staff development
Is only used for new employees
Involves formal classroom lectures
Uses stimulations as a learning tool
During times of change, it is important for the supervisor to:
Be less availiable
Hold on to the vision
Avoid discussing the change with staff
Stop delegating decision making to others
The buget:
Is the financial plan for the coming time period
Always beings January first
Is done once a year and then forgotten
Usually is completetd by the finance department
Zero-based budgeting is not:
Done by projecting a percentage increase from historical results
Based on work volume and unit costs
An option for budget preparation
Useful in budgeting some supply costs
Before beginning to budget at the department level, it is important to understand:
When monthly reports will become available
Who will give the budget presentation
How much each supply will cost during the upcoming year
What the organization's budget assumptions are
Monitoring ongoing revenues and expenses and verifying actual expenses are important steps in:
The hiring process
Personnel management
Financial control
