3 Online Healthcare Management Quizzes

The first quiz is on the 12th of September. The second quiz is on the 3rd of October and the last quiz is on the 16th of October 2012. I will attach the study guides for the 3 quizzes. Quizzes are all multiple choice, You have 1 hour and 15 minutes to complete each quiz. I don’t know how many question will be on the quiz, but I am guessing 60. I will not give anyone my login information for my school, so we have to figure out a way where I can maybe copy and paste somewhere for you to read and answer. You must be very knowledgable in the material with good reviews. You must get a minimum of a B on each quiz and that will have to go into our agreement. Also, tell me how much you want to complete the quizzes. Thank You!

StudyGuide 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

StudyGuide for Part II: Connective Processes

Chapter 3. Decision Making

a. Chapter Objectives
i. Discuss the importance of decision-making skills.
ii. Discuss how problem solving and decision-making

are the essence of all managerial activities.
iii. Explain the difference between programmed and

nonprogrammed decisions.
iv. Discuss five basic steps in the decision-making

process.
v. Describe the different decision-making

approaches.
b. Programmed and Nonprogrammed Decisions

i. Programmed Decisions – regular problems with
regular solutions (policy & procedure)

ii. Operations research – the use of models, methods
or structured inquiry to analyze a complex
situation and identify the optimal approach.

iii. Nonprogrammed Decisions – new problems
with no standard solutions.

c. The Importance of Decision-Making Skills – focus on
nonprogrammed decisions

i. Steps in the Decision-Making Process

1. Define the Problem – dig deep, don’’t just
look at symptoms to define

2. Analyze the Problem – depersonalize
the facts

3. Develop Alternatives – be creative,
develop many alternatives

4. Evaluate the Alternatives and Select the
Best

a. Evaluate
i. Risk
ii. Time
iii. Resources
iv. Facilities
v. Know-how

vi. Equipment
vii. Data
viii. Economy of effort
ix. Acceptable
x. Ethics
xi. Coordination

b. Selection – not choosing is letting
others choose for you

c. Experience – conditions change,
be careful – experiential decision
making

d. Hunches and Intuition
e. Experimentation – trials and tests
f. Scientific Decision Making –

qualitative/quantitative analysis
computer simulation models

5. Take Action and Follow-Up – control
function of management, measure
outcomes, restart process if needed

Notes:

6. Avoid unethical decisions – need a good model

d. Summary
Chapter 4. Coordinating Organizational Activities

a. Chapter Objectives
i. Explain the increasing need for coordination due

to increased work specialization and
fragmentation of patient care.

ii. Define the meaning of coordination as linking
together a multitude of activities.

iii. Differentiate between cooperation and
coordination.

iv. Discuss the obstacles inherent in achieving
coordination.

v. Discuss how managers should not treat
coordination as a separate managerial function,
but as a by-product of the five managerial
functions.

vi. Discuss the importance of good decision-making
and communication in achieving coordination.

vii. Describe the three internal and external
dimensions of coordination.

b. Work specialization – the process of breaking down a
job into smaller, more specialized tasks.

c . The Meaning of Coordination – coordination is needed
b e ca u se o f the organization’s characteristic o f
specialization.

i. Coordination – the linking together of the
activities in the organization to achieve the
desired results

d. Coordination and Cooperation – Collaboration is
the act of individuals working together to achieve
a common goal. It requires both coordination and
cooperation.

e. Difficulties in Attaining Coordination
i. open architecture system
f. Coordination and Managerial Functions – build coordination

into the planning process with others, the organizing
function, the staffing function, the influencing function
and the controlling function.

g. Coordination and Decision Making – coordination can
make or break solutions

h. Coordination and Communication – setting expectations
start the coordination process.

i. Dimensions of Coordination
i. Vertical Coordination – between levels
ii. Horizontal Coordination – on the same level
iii. Diagonal Coordination – cuts across, ignoring

positions and authority

j. The Coordinator as Misnomer – title ―coordinator
ro‖ might betechnically incorrect, might be a manager.
k. Coordination with External Entities – payers, government,

scientists, providers, community groups. This type of
coordinator needs to know organizational policy and
agendas.

l. Summary

Chapter 5. Communicating

a. Chapter Objectives
i. Describe the communication model and the roles

of the sender and receivers.
ii. Discuss how communication affects organizational

performance.
iii. Identify and discuss communication networks,

channels, and barriers.

iv. Describe how managers can ensure more
effective communication by overcoming roadblocks.
v. Explain the operation of the grapevine and its
importance.

b. The Nature of Communication – a means of transmitting
information and making oneself understood by others.
More than one method is preferable. c.

Communication Network
i. Formal Channels

1. Downward Communication – Supervisor to
Subordinate

2. Upward Communication – Initiated by the
Subordinate – be open

3. Upward Communication – Initiated by the
Supervisor – never allow your boss to be
surprised. Choose your words carefully.

4. Horizontal Communication
5. Diagonal Communication

c. Communication Media – your ability to move up is largely
influenced by your mastery of communication.

i. Verbal Communication – be aware of the various
meaning of words.

1. Semantics – words with multiple meanings
ii. Oral Communication – no written record

(evidence)
iii. Voicemail

iv. Written Communication
iv. Visual Media – some people understand better with

pictures; some concepts demand them.
v. Nonverbal Communication – this is more than facial

expressions, it is more importantly your behavior.
People live by your example, more than your words

d. The Manager’s Role in Communicatio n – most
disagreements come from differing expectations, most
differing expectations come from poor communication.

e Barriers to Communication

i. Language – se e k first to understand the other
person – see page 82 for employee interpretations

ii. Workplace Diversity
iii. Status and Position –If motives are not provided with

speech and behavior, employees will supply them.
iv. Resistance to Change – people have good

reasons to resist change, they need to be given an
incentive to accept change.

v. Additional Barriers

f. Overcoming Barriers to Improve Communication

Effectiveness

i. Adequate Preparation and Credibility – if you don’t
understand yourself, you can’t explain yourself to
others.

ii. Feedback – watch for it
iii. Direct Language

iv. Effective Listening and Sensitivity – seek first to
understand, before being understood. Be
empathetic. See page 87 for effective listening
guide

v. Actions Speak Louder than W ords – integrity between
words and personal actions is priceless.

vi. Repetition – consistency and perseverance in

communication is essential, more important things

distract many people.
g. The Grapevine: The Informal Communications Network –

the grapevine is normal and healthy most of the time.
i. Operation of the Grapevine – Expect that

everything you say to one person in private will be
shared with the group.

ii. Uses of the Grapevine – feed information into the
grapevine for managerial purposes.

h. Summary
i. Exhibit 5.1 – Poorly Written Memo
j. Exhibit 5.2 – Guidance for Better Communication -this

article is excellent, be sure to read it in full. Its principles
can be used for any supervisory relationship.

Chapter 6. Legal Aspects of the Healthcare Setting
a. Chapter Objectives

i. Understand basic information on legal issues
affecting the healthcare environment.

ii. Outline the basis of institutional responsibility for
healthcare rendered to patients.

iii. Recognize key causes for liability
iv. Identify employee litigation issues.
v. Understand the key concepts of major regulations

affecting management.
b. Liability – the potential of a lawsuit

i. A tort is a legal wrong or an act, or omission of
acting, that results in injury to another.
ii. Liability – accountability and responsibility to

another enforceable by
civil remedies.
iii. Vicarious liability – the concept that one party

may be held responsible for the actions of
another even though the original party was not
involved in the act.

c. The Institution’s Direct Responsibility

i. Any organization that the public relies on for its
safety has a duty to exercise ordinary care to
prevent injury.

ii. Hospitals have a legal duty to provide safe
facilities, trained and skilled staff, adequate
equipment, and proper medication.

iii. If a jury finds a hospital has failed to meet
standards, the hospital can be found negligent.

iv. Negligence
v. Hospital acquired

d. Respondeat Superior – means that the institution-
employer is legally responsible for negligent or wrongful acts or
omissions of the employee. Respondeat Superior applies only to
civil actions, not criminal actions. It does not release employees
from liability.

i. borrowed servant doctrine
ii. captain of the ship doctrine
iii.hospitalist
e. Ostensible Agency

i. also agency by estoppel
ii. an agency that is not created as an actual agency

by a principal and an agent but that is imposed by
law when a principal acts in such a way as to lead
a third party to reasonably believe that another is
the principal’s agent and the third party is injured
by relying on and acting in accordance with that
belief

iii. Ostensible agenc y – the princ iple that a
hos pital can be held liable for ac tions of
private phys ic ians who are not em plo yed
b y the hos pital.

f. Institution Responsibility for Medical Care and Treatment
i. The corporate negligence doctrine imposes on

the hospital the duty to monitor the quality of
patient care.

ii. The hospital will usually be held directly liable
under the corporate negligence doctrine for failing
to:

1. Select and retain only competent
physicians on its medical staff

2. Regularly and routinely the activities of its
physicians

3. Formulate, adopt, and enforce adequate
rules and policies to ensure quality care

4. Take necessary action against physicians
that do not meet standards, are
incompetent, or are endangering patient
welfare.

iii. Payers (insurance companies, managed care
organizations) may also be held liable for prior
authorization programs that injure patients.

g. Negligence and Malpractice

i. Negligence – the omission to do something that a
reasonable man, guided by those ordinary
considerations that ordinarily regulate human
affairs, would do, or the doing of something which
a reasonable and prudent man would not do.

ii. Malpractice – professional misconduct or
unreasonable lack of skill… It is any professional
misconduct, unreasonable lack of skill or fidelity in

professional or fiduciary duties (to act in good faith
on behalf of others), evil practice, or illegal or
immoral conduct.

iii. The most difficult element to prove in a negligence
action is that the act caused the injury.

h. Supervisor’s Liability
i. If a supervisor permits or directs someone to
perform a duty that he or she knows the person is
not trained to perform, the supervisor may be held
liable for negligent supervision if that person causes
harm.

i. Additional Potential Causes for Liability
j. Employee Litigation – legal actions brought by employees

against their current or former employers. Paper trails are
important.

i. Wrongful discharge – firing a worker for:
1. Refusing to perform an illegal act
2. Whistle blowing (qui tam)
3. Breaching what the employee alleges to

be an express or implied contract.
k. Personnel-Related Regulations

i. Americans with Disabilities Act

1. ADA makes illegal for most entities to
discriminate against individuals with
disabilities in such areas as employment
and public accommodation.

2. ADA imposes on employers a duty to

―reasonably accommodate a disabled
individual’s ability to perform essential job
functions. See page 114-115 for examples.

3. Generally, an employer may not use
qualification standards to screen out
individuals with disabilities.

4. See the Human Resources Department if
you have questions.

ii. Sexual Harassment

1. Sexual harassment is a form of sex
discrimination that violates Title VII of the
Civil Rights Act of 1964.

2. Unwelcome sexual advances, requests for
sexual favors, and other verbal or physical
conduct of a sexual nature constitutes
sexual harassment when:

a. Submission to or rejection of this
conduct

explicitly or implicitly affects an individual’s
employment
b. Submission to or rejection of this
conduct is used as the basis for employment
decisions
c. Unreasonably interferes with an
individual’s work performance or creates an
intimidating, hostile or offensive work environment.
3. PAY ATTENTION! Remember
Respondeat Superior.
iii. Family and Medical Leave Act of 1993 (FMLA) –

12 weeks leave of absence for family and medical
reasons.
l. Other Health Administration Regulations

i. Occupational Safety and Health Administration
Regulations
1. OSHA Recordkeeping Rule – new rules
requiring record keeping when any work-
related injury or illness results in:
a. Death
b. Days away from work
c. Restricted work or transfer
d. Medical treatment beyond first aid
e. Loss of consciousness, or
f. Diagnosis of a significant injury or

illness
g. Needle sticks and sharp object injuries
Identify potential hazards in your area
and make remedies.
m. HIPAA – requires providers to keep patient information
private. Fines and prison terms are available for
enforcement.

i . Medical identity Theft
i i . E – D i s c o v e r y R u l e s
i i i . E t h i c s a n d Q u i T a m

n . Summary

StudyGuide for Part III: Planning

Notes from Dunn Additional Notes

Chapter 7. Managerial Planning
a. Chapter Objectives

i. Describe the planning function and its
importance as a primary management tool.

ii. Discuss the need for an extent of
forecasting, which provides the
back ground for managerial planning

iii. Recognize the value of projections and
population changes in planning for the
healthcare industr y.

iv. Discuss the various planning steps.
v. Relate goals and objectives to organizational
planning.
vi. Describe how management by objectives can be
used to implement plans.

b. Management Engineer – an individual who uses data
and analytics to improve processes.
c. The Nature of Planning

 Organizations and people who plan tend to do
better than those that do not plan.

 A plan is a road map.
 Planning is a continuous process

i. Planning as a Task of Every Manager
ii. Benefits of Planning

d. Forecasting Future Trends

i. Forecasts as the Basis of Planning
ii. Monitor age, race demographics,
unemployment rates to forecast uninsured rates.
e. Supervisory Forecasts
i. Scientific and Technological Developments –
forecasts cover a narrower field.
ii. Employees and Skills – forecast type of
employees that are needed for future change in
healthcare.
iii. Create monitoring tools to ensure employees
have learned and maintained skills and perform to
expectations.
f. Benefits and Planning – establish objectives, determine
strategy and activities and formally document
expectations.

g. The Strategic Planning Process
i. Validating the Mission

1. Concisely, what does the organization
do, what is its purpose, why does it
exist?

2. Each department mission should

support the organization’s mission .
ii. Environmental Assessment – a comprehensive
analysis of conditions inside and outside an
organization, ranging from politics to finances.

1. A comprehensive survey of the

exterior environment. See page 134.

a. PESTHR analysis – political,

economic, social,
technological, human
resource, and regulatory
forces. These are elements of
an environmental analysis

2. A comprehensive survey of the

internal environment. Common to use a SWOT
analysis (strengths, weaknesses, opportunities,

and threats).
iii. Creating the Vision – the vision is where the

leadership sees the organization going in a
designated period of time. The vision statement
is an all encompassing strategy for the
organization.

iv. Determining the Critical Success Factors or

Objectives – established by senior leadership
h. Other Planning Considerations – the planning

horizon (see p. 139.) comprised of:
    Long term – extending beyond five years
    Intermediate – one to five years
    Short term – up to one year

i. The Integration and Communications of
Plans – build plans with employees

i. The Use of Objectives in Planning
i. Primary Objectives or Goals

1. Goals are the results we are
looking

to achieve
2. Objectives are how we will
achieve

our goals

3. Primary, secondary, tertiary care

4. Value Statement – defines what
an organization holds important.

ii. Secondary or Departmental Objectives or
Goals

1. Developing objectives – must be
flexible, adaptable, achievable and
dynamic.

j. Monitoring the Effectiveness of the Strategic Plan
i. Performance management (PM) – process of
monitoring implementation and effectiveness of a
plan.
ii. Critical success factors – sub-goals of a plan.
CSFs are monitored during performance
management to measure progress of the
overall plan

k. Management By Objective – good goals are jointly
established and agreed upon ahead of time. Establish
goals at manager level in accordance with organizational goals
l. Summary

Chapter 8. Tactical Considerations in Planning

a. Chapter Objectives
i. Define and discuss different strategies for

resource planning.
ii. Recognize that planning requires attention to

other elements including timing, resource
utilization, financial considerations, and safety.

iii. Identify approaches to planning for the proper
utilization of materials, machinery, and
manpower.

b. The Supervisor as a Change Agent- must encourage
the most individuals to embrace changes decided by the
few at the top of the pyramid.

i. tactical approaches – short-term actions leading
toward goals

c. Planning Strategies
i. Strike while the iron is hot
ii. Concentrated mass offensive
iii. Team involvement
iv. Get a foot in the door
v. Strength in unity
vi. You-scratch-my-back-and-I’ll-scratch-yours –

known as reciprocity
d. Planning the Utilization of Resources

i. Utilization of Patient Care Equipment and
Other Machinery

1. Take ca re o f yo u r d e p a rtmen t’s stu ff
2. Plan for equipment replacement

ii. Financial Considerations when Proposing the
Purchase of New Equipment

1. Money making equipment
will be bought before other
equipment

e. Planning a Safe Environment
i. Maintain equipment to avoid

potential liabilities
ii. Material Safety Data Sheets (MSDS) need to

be maintained
iii. Be aware of workplace violence

and appropriate responses
iv. Common workplace injuries

f. Planning Space
i. Take into consideration layouts

and department workflow
ii. Consider additional space needs as

the department grows
g. Planning Utilization of Materials and Supplies

i. Be aware of material and supply
expenses

ii. pocket loss – accidental loss of
supplies that leave hospital in employee’s
pockets

h. Planning Utilization of the W orkforce
i. Summary
Chapter 9. Planning Tools

a. Chapter Objectives
i. Describe the types of and distinguish between

standing plans, repeat-use plans, and single-use
plans.

ii. Discuss the various types of standing plans and
their effects on managerial decision making.

iii. Differentiate policies from procedures and

procedures from methods and policies from
rules.

iv. Discuss the value of organizational manuals.
 Planning can ensure that efforts are in
line with overall objectives
 Repeat-use plans – policies,
procedures, methods and rules
 Single use plans – for nonrecurring

situations, programs, projects and
budgets.

b. Policies – a guideline for decision making – a standing plan
that expresses an organization’s general response to a problem

or situation.
i. Policies as an Aid in Delegation – give managers

advance boundaries for delegation and decision-
making.

1. Empowerment policy – a policy that
sanctions in advance decisions made
by subordinates, as long as they stay
within the policy guidelines.

ii. The Origins of Policies – some nonrecurring situations
turn into policies; some are imposed by external
organizations.

1. Appealed policy
2. Imposed policy

iii. Clarity of Policies

iv. The Flexibility of Policies – use of wording :

“whenever possible ,” Whenever feasible ,” or “under

usual circumstances”

v. The Supervisor and Policies – Many policies are
examined for compliance with JCAHO regulations

vi. Periodic Review of Policies

c. Procedures – Procedures are repeat-use-plans that lead
toward achievement of an organization’s goals. Procedures explain
the actions required to comply with policies. Procedures prescribe

step-by-step actions. It is the manager’s obligation to determine
procedures. The employees who perform the job are useful in
establishing workable procedures.

d. Methods

i. A method is a standing plan that details one single part

of a procedure.
ii. Productivity standards – reasonably achievable

quantitative and qualitative expectations based on
relevant data, benchmarks, or industry metrics.

e. Rules – forbids or requires certain action, no discretion
allowed.

f. Work Simplification

g. Organizational Manuals – comprehensive guidebook
i. Content

1. Statements of goals and objectives
2. Overall policies
3. Department procedures
4. Job Descriptions
5. Organizational charts
6. Explanation of titles

ii. Objectives and Policies
1. Job (or Position) Descriptions – accurate and

up-to- date principle duties and functions
2. Job Description Attributes – break down job into

weighted components
3. Position Titles – vary
4. Evaluation Forms – vary

h. Programs and Projects
i. Program – a single use plan with a complex

set of activities to reach a specific major
objective

ii. Project – similar to a program, but smaller in
scope

iii. Gantt chart – a bar chart shows planned and
actual activities of a project in a fashion that allows
managers to see when activities are falling behind.

iv. PERT – project evaluation and review technique
– a planning tool that ensures complex projects are
completed on time

i. Budgets – a plan in numerical terms
j. Summary

10. Time Management Techniques
a. Chapter Objectives
i. Classify how time is spent
ii. identify tools for managing one’s time
iii. Define the benefits of a time-use chart
iv. Distinguish how one may need to manage staff and plan
staff’s time depending on the management theory followed.
b. Use of Time

i. Time-Use Chart
1. Covey’s – The Seven Habits of Highly Effective People
2. Define activities – urgent and important – plan
according to what is most important

ii. Boss imposed time
iii. System-imposed time
iv. Self-imposed time
v. Subordinate imposed time

c. Managing the Employees’ Time –some employees are good
at managing their time, some are not. Managing time is a
learned skill that is highly correlated to self-discipline and self-
leadership.
i. Flexible W ork Schedules and Alternatives
d. Summary

Study Guide for Part IV: Organizing

Notes from Dunn Additional Notes

Chapter 11) Fundamental Concepts of Organizing
a) Chapter Objectives

i) Discuss why organizing is an important managerial
function

.

ii) Discuss three fundamental organizational
underpinnings – authority, chain of command, and
span of management

iii) D e s c r i b e t h e c o m m o n t y p e s o f
a u t h o r i t y .

iv) C o m p a r e a n d c o n t r a s t l i n e a n d s t a f f
d e p a r t m e n t s
v) Discuss the typical re lat ionships between l ine

and s taf f .
vi) Discuss the major factors that will influence the width of

the span of management.
vii) Review the concepts of Microsystems and team

management as an approach to expanding the span on
management.
1. Formal Organization – Synchronizing and coordinating

organizational activities and resources subsystems
into a larger system.

2. The organization needs to be designed around
activities, not the people who will perform them.

3. Formal Organizational Theory Principles
a. Authority and the delegation of authority
b. Span of management
c. Division of work
d. Unity of command
e. Coordination

b) Authority and Span of Management – Authority is the right to
direct others and to act and give orders.

i) authority
ii) parity principle
iii) span of management

c) Authority

i) The Meaning of Authority – Authority is vested in
organizational roles or positions.

ii) Source of Nature of Authority
(1) Tradition – custom and culture

(2) Rules and regulations – bureaucracy
(3) Charisma – compelling personal characteristics

iii) Formal Authority Theory – top down

iv) Limitations of Authority
(1) External limitation from culture and defined in U.S.

Constitution
(2) Internal limitations from policy
(3) Implicit limitations from biology

v) Acceptance Theory of Authority – bottom up.
(1) Authority is effective to the extent that

subordinates

accept it.
(2) The decision to carry out the orders rests with the

.

subordinate and not with the “person of authority.”

vi) Formal Authority Theory Versus Acceptance Authority
Theory – All managers must be aware that they possess

formal authority and can resort to using it as a final recourse

vii) Types of Authority
(1) Positional authority – impersonal authority vested in

the position and
organization.

(2) Functional authority – authority based on
expertise and knowledge.

(3) Personal or charismatic authority – authority that
stems from the compelling personal characteristics
and charisma of a leaders.

viii) Integrated Approach to Authority – Integrating the
three types of authority works best for managers.

ix) Power – the ability to influence others or get others
to act in a certain way.
(1) coercive power – power based on fear
(2) reward power – power based on the ability to

distribute something of value
(3) referent power – power based on the personal

attraction of an individual or the desire of other
people to be like that person

d) Line and Staff

i) Origin of staff

a) Extender Role – the role of an employee

who takes on tasks or projects for a manager

who cannot do all the work himself

i i) Line and staff organization

a) Staff personnel – employees who specialize

in specif ic duties or areas of expertise, but who

generally do not make important decisions that

affect the organization

b) Line personnel- employees with direct

responsibil ity to ensure goals are achieved

through their subordinates. Line personnel may

be advised by staff personnel, but l ine personnel

make the decisions

i i i) Line organization – the organizational structure

Built on a straight chain of command from the top

Of the organization to the bottom

iv) Unity of Command – the principle that

states that each employee has a single

immediate supervisor,

who in turn is responsible to her immediate

superior, and so on along the chain of command.

v) Staff Organization

a) The right of command and the exceptions

vi) Personal Staff Versus Specialized Staff

e) Span of Management – or span of control – the number of
individuals a manager supervises. Also called span of control.
i) The Relationship of Span to Levels – the optimum number

of subordinates to a manager varies.

ii) Factors Determining the Span of Supervision
(a) competence/skills of supervisor and employees
(b) physical proximity of employees to each other and

their supervisor
(c) extent of time spent by the manager performing

nonsupervisory duties
(d) frequency of required interaction among

employees
and between the employees and their supervisor

(e) extent of standardized procedures
(f) similarity and complexity of tasks being supervised
(g) frequency of changes in process, and
(h) ability to use technology to monitor process

f) The relationship of span to levels
i) factors determining the span of supervision
ii) teams and their impact on span of management
g) Summary

Chapter 12) Division of Work and Departmentalization
a) Chapter Objectives
i) Describe the importance and benefits of division of work,
which is job specialization.
ii) Describe the advantages and disadvantages of
departmentalization and departmentalization methods.
iii) E x p l a i n t h e s u p e r v i s o r ’ s g o a l w h e n
d e s i g n i n g t h e “ i d e a l ” d e p a r t m e n t
i v ) C o n s i d e r a l t e r n a t i v e m o d e l s f o r d i s p l a y i n g
t h e o r g a n i z a t i o n c h a r t .

b) Division of Work or Job Specialization – breaking down a task
into smaller parts, and having each part or step of the task performed
by a different individual
c) Departmentalization – the process of grouping various activities into
natural units by logical arrangements
i) Functions – group activities into functions or common tasks
under one manager.
ii) Process and Equipment – grouped around equipment,
process and technology risks too much specialization.
iii) Territory (Location) – puts the decision making close to the
work.
iv) Customer (Patient) – grouped around customer needs and
characteristics
a) Center of excellence – a department such as cardiology or
oncology, chosen by the healthcare organization to receive
special attention and resources. Centers of
Excellence are sometimes called
institutes.”
v) Time
vi) Product – grouped around the end product.
vii) Mixed Departmentalization (Composite, Hybrid Structure)
– most common for hospitals.
d) Mixed Departmentalization (Composite, Hybrid Structure
e) Organizing at the supervisory level
i) ideal organization of the department
ii) internal departmental structure
f) Departmental organizational structure
g) Organizational Design traditional structure, classic

organizational chart

i) traditional structure – the most common form of
organizational design, in which hierarchical
relationships develop vertically, and each
employee reports to one superior

h) Matrix Organization (Matrix Design) – a structure that
adds cross-departmental connections to a traditional
vertical organization. These connections may unite
departments for special projects or
products or services that span several geographic areas,
In a matrix organization,
employees often report to more than one superior.

(i) Includes dual command features accountability to
discipline as well as project boss

(ii) Prone to performance problems that come from
poor preparation.

1) Advantages of Matrix Structures
a. Provides an effective way to focus on new
products and customers and phase new

projects in and out of operation
b. Improves coordination and establishes

Lateral relationships
c. Offers greater flexibility to consider and

Implement innovative ideas
d. Creates teams of experts quickly to cope

With a sudden change or need
e. Dissolves team without too much repercussion
f. Exposes members of a project
g. Identifies individuals who may be selected to

Serve in future leadership positions
h. Affords top-level management an additional

Way to delegate and decentralize
2) Role theory – the concept that when employees

receive inconsistent expectations and little information
they experience role conflict that leads to stress,
dissatisfaction, and ineffective performance

3) Organizational Charts and structure
a. Mechanistic organization
b. Organic structure

4) Types of charts
a. Horizontal chart
b. Circular chart
c. Inverted pyramid chart

i) Summary
Chapter 13) Delegation of Authority

a) Chapter Objectives
i) Discuss authority as the lifeblood of the managerial

position, and describe how the flow of authority
throughout the organization structure makes it
operative.

ii) Explain how delegating authority is key to
creating an organization.

iii) Define delegation and authority.
iv) Describe the concepts of scalar chain and

unity of command.
v) Dis t inguish between author i ty and
respons ib i l i t y

vi) Describe the spectrum of delegation with
centralization on one end and decentralization at the other

end.
vii) Identify some barriers to delegation.

b) The Meaning of Delegation – the conferring or granting of
authority from superior to subordinate to act as a
representative of the superior or to act or cause actions to
occur on behalf of the superior.
i) The Scalar Chain – the vertical authority relationships

from superior to subordinate.
ii) Unity of Command – each subordinate reports and is

accountable to only one supervisor.

c. The Process of Delegation
Three essential parts of the delegating process

1) the assignment of duties and the defining of the

results expected by a manager to the immediate

subordinates

2) the granting of permission (authority) to the

subordinates to make decisions and commitments,

use resources, and take the actions normally

necessary to perform their assigned duties and

3) the creation of an obligation (responsibility) on the

part of each subordinate to the delegating superior

to perform the assigned duties satisfactorily

(accountability).
i) Assigning Duties

(1) Assign an activity to employees who already have
the skills and interest to perform the work; they
are the ones who will best carry out the activity.

(2) Train the less capable employees so that they
can perform more difficult jobs.

ii) Granting Authority – the supervisor confers on the
subordinate the right and power to act and make
decisions within a predetermined and limited area.

iii) The Exception Principle – when problems beyond the
scope of authority are encountered, the subordinate
refers them to the supervisor for resolution.

iv) Only One Boss – this principle is assumed to be in force.

v) Revoking Delegated Authority – the delegating
manager retains revocation rights.

vi) Creating Responsibility
(1) Responsibility is accepted from below.
(2) Even though a supervisor can delegate authority

to complete a job, the supervisor retains the
responsibility

vii) Recognition
viii) Equality of the Three Essential Parts

d) Centralization-Decentralization Continuum – little
delegation to much
i) Achieving Delegation of Authority

(1) Sometimes delegation is bottlenecked when
supervisors fear a loss of status, power, or
control.

(2) Lack of delegation can lead to less time for
proactive activities

ii) Advantages and Disadvantages of Delegation
e) Summary

Chapter 14) Process of Reorganization and Tools to
Improve the Process

a) Chapter Objectives
i) i) Discuss why organizations must

reorganize.
iv) D e s c r i b e r e o r g a n i z a t i o n a n d r e e n g i n e e r i n g .
v) Review the various approaches available for

organizing and reorganizing
vi) Distinguish between job design, jog redesign, job
rotation, job enrichment and job enlargement

vii) Discuss approaches to quality and process
improvement

b) Reorganization Concepts and Tools
i) Reengineering – a reorganization process in which

leadership determines the best way to
accomplish its tasks, regardless of how those tasks
were accomplished in the past

ii) Six Sigma –a combination of reengineering principles
and quality improvement approaches that focuses on
delivering defect-free services and products

c) Reorganization Vocabulary
i) Job design
ii) Job redesign
iii) Job rotation
iv) Job enlargement
v) Job enrichment
vi) Work redesign

d) What is Quality
i) Conformance quality – level of

work outcome that meets
minimum standard

ii) Requirements quality – a level
of work outcome that meets
customer expectations

iii) Quality of kind – a level of work
outcome that exceeds customer
expectations

iv) Approaches to Quality
(1) Design
(2) Measure
(3) Assess
(4) Improve
(5) redesign

v) Quality Improvement Teams
(1) Team leader
(2) Facilitator
(3) Team member
(4) Records
(5) Consultant
(6) Team champion

vi) Pareto Principle – the principle
that states that 80 percent of
results are caused by 20
percent of causes

vii) Nominal group technique – method to allow all
members of a group to have equal voice discussions

e) An Example of Six Sigma

i) Five phases of Six Sigma
Imaging
(1) Define
(2) measure
(3) Analyze
(4) Improve
(5) Control

f) Six-Sigma Versus Lean Versus
Kaizen
i) Kaizen – a lean term for

improvements in processes
g) Reengineering
h) Downsizing and Rightsizing

i) Timesizing – a cost-cutting
technique that involves
employees taking unpaid time
off, or using accrued vacation
time

i) Recentralization of Authority
j) Summary

Chapter 15) Committees as an Organization Tool
a) Chapter Objectives

i) Explain the need for committees in today’s
organizational setting

ii) Describe the purpose and authority of
committees.
iii) Discuss the various types of committees and
their

functions.
iv) Describe the benefits and limitations of committees.
v) Discuss the major considerations to bring about

effective committee operation.
vi) Discuss the important of the chair’s role .

 A committee is a group of people with
a defined purpose and relationship
within an organization.

 The committee may be charged
with:

o Making a

decision

o Making a recommendation
o Solving a problem
o Conducting an investigation
o Managing a government agency

b) The Nature of Committees – standing or temporary, ad hoc,
task force, team.

c) Functions of Committees
i) Informational

meeting
ii) Discussional

meeting
d) Benefits of Committees
e) Disadvantages of Committees
f) The Effective Operation of a Committee

i) Scope, Functions, and Authority of the
Committee –written are best; its lack is the major
source of failure.

ii. Composition of the Committee – diversity and
ownership.
iii) Sizes of the Committee – 4 to 10 members work
the best. iv) Effective Conference Leadership

(1) The Role of the Chairperson
(a) Fulfill the mission of the

committee.
(b) Build and maintain successful relationships

(2) T h e C h a irp e rso n ’s O p in io n s – express
them last and have an open attitude.

(3) Setting Up the Meeting
v) The Agenda and Task Control – stay

focused
(1) Advance Preparation – key for success

g) The Committee Meeting – Etiquette
i) Group Decision Making – Use the problem

solving method.
ii) Taking a Vote – Consensus is

best.
h) Follow-Up of Committee Actions

i) Summary

Chapter 16) The Informal Organization
a) Chapter Objectives

i) Discuss the origins of the informal
organization.
ii) Describe how informal small groups evolve.
iii) Describe the structure, benefits, and costs of the

informal organization for its members and the power it
can exert on the functioning of the formal organization.

iv) Suggest ways the supervisor can react to informal
groups and their leaders to improve relationships
thereby achieving increased organizational
effectiveness.

b) The Genesis of the Informal Group
i) The informal organization produces intricate patterns

of influence beyond and communication between the
lines of the formal organization.

ii) The formal organization does not meet the needs of
achievement and emotional satisfaction like the
informal group does.

c) Benefits Derived from Groups
i) Participation satisfaction
ii) Friendship and companionship
iii) Balance and protection
iv) Security, support, and collective power
v) Achieved status
vi) Self expression
vii) Access information

vii) Organizational forces shape individual behavior.
viii) Grapevine – informal communications network in

an organization

d) The Informal Organization
i) Status Positions

(1) Informal leader – dynamic force of the group, created
by consensus, helps members achieve their tasks and
emotive needs, provides support.

(2) Primary group
(3) Fringe status
(4) Out status

ii) Norms and Standards – regulate group behavior related
to quality and quantity.
iii) Sanctions – pressure to conform from friendly
communication to rejection.

iv) Resistance to Change – business needs may conflict with
informal organization goals
e) Interaction Between Informal and Formal Organizations
f) The Supervisor and the Informal Organization – integrates the
interests of the informal organization with the formal organization
i) Group Decision Making – a positive aspect of cohesive
informal groups
ii) The Supervisor and the Informal Group Leader – special
treatment for the informal group leader may backfire.
g) Summary

StudyGuide for Part V: Staffing Human Resources Management

Notes from Dunn Additional Notes

Chapter 17) The Staffing Process
a) Chapter Objectives

i) Define the staffing function as the sum of activities
required to attract, develop, and retain people with the
knowledge and skills needed to achieve the objectives.

ii) Describe how equal opportunity laws and fair employment
regulations affect the staffing function.

iii) Describe the relationship between the human resources
department and line management.

iv) Describe the importance of job description and job
qualifications on job analysis.

vii) Identify recruitment, staffing, and scheduling alternatives.
Staffing – the managerial function concerned with the procurement

of human resources.
Human resources management – the management, including

planning of the staffing function.
Recruitment – the process of locating qualified candidates.
Selection – the process of choosing from the pool of applicants.

b) The Staffing Function and the Human Resources Department
i) Historical Patterns – started with record keeping, grew

with unionization and legal issues.
ii) Current patterns – assistance with finding and screening

qualified candidates.
Unity of command concept- each person should take orders from
and report to one boss.
Recruiting – the process of attracting and seeking a pool of
applicants from which to choose a qualified candidate.

c) Staffing and Legal Implications
i) Discrimination on the basis of age, race, sex, color,

religion or nation origin is prohibited.
ii) See summary Exhibit 17.2 Labor Legislation on page 367

d) Functional Authority and the Human Resources Department
i) Most human resources have to sign off on employee

termination due to legal concerns.
Record keeping is essential for successful
terminations.

e) The Supervisor’s Staffing Function

ii) Determining the Need for Employees – Tying work and
productivity standards to FTEs
(1) Use job descriptions – duties and responsibilities.
(2) Job specifications/qualifications – minimum

requirements
(3) Job analysis – activities, tasks, equipment, tools, and

working conditions
ii) How Many to Hire – forecasting customer demand.
iii) Finding the Right Person – the labor market is tied to

economic activity (growth or contraction)
f) Transfers

i) Outsourcing – contracting out work
(1) See reasons for outsourcing on page 384.

g) T he O r ganizing Sid e of Staffing
i) T r aditional work Sc hedules
ii) F lex ible W ork Sc hedules

( 1) F lex tim e – m odif ying per s onal s c hedules
( 2) C om pr ess ed s c heduling – s queeze m or e work

into f ewer
iii) T em por ar y Staffing
h) Summary

iv) Virtual Positions – jobs held by employees who work

off-site

v) Telecommuting – working from home or off-site location

h) Temporary Staffing to Fill Scheduling Gaps

i) pro re nata (PRN) – as needed

i) Summary

Chapter 18) T h e Se le ct i o n Pro ce ss
a) Chapter Objectives

i) Discuss the selection process
ii) Describe the process of the interview.
iii) Discuss the difference between and purposes of directive
(structured) and nondirective (non-structured, counseling)
interviews.
iv) R e c o g n i z e t h a t i n t e r v i e w q u e s t i o n s m u s t
b e s t r u c t u r e d t o a v o i d d i s c r i m i n a t i o n a g a i n s t
a p p l i c a n t s .
iv) U n d e r s t a n d t h e v a l u e o f i n v o l v i n g o t h e r s i n
i n t e r v i e w i n g p r e f e r r e d c a n d i d a t e s a n d s u p p o r t i n g
e n t i t y d i v e r s i t y m i s s i o n s .

b) Interviews
i) Directive Interviews – planned interview with

predesigned format.
ii) Nondirective Interviews – Listening

iii) Appraisal Interview – directive and non-directive interview

normally discussing employee’s strengths and weaknesses.
c) The Employment Interview – standard questions for

comparison purposes
i) Preparing for the Employment Interview

(1) Use job description and job
specifications/qualifications as a starting point
to identify the ideal candidate.

(2) Use phone interviews to narrow candidates down.
(3) The application form – seeks background
i) Federal regulations and guidelines prevent employers
from asking certain questions – religion, sex, ancestry, marital
status, age, birthplace, parents’ birthplace, and other personal
data.

ii) Conducting the Interview
(1) Introductions
(2) Honesty is the best policy, but what is the
truth? (3) Use open-ended questions.
(4) See page 400 Exhibit 18.2
(5) Take lost of notes and write up summaries

for comparisons.
(6) Co-interview candidates with other managers

iii) Equal Employment Opportunity Laws – consult
with human resources

iv) Closing the Interview – any other questions?
v) Evaluating the Applicant

(1) Snap judgments
(2) Halo effect – mountains out of molehills.

(3) Overgeneralization – past performance is not
always an indicator of future performance.

(4) Comparisons – apples and oranges
(5) All the right answers – good interview skills may

not be a job requirement.
(6) Excessive qualifications – extras are not required,

vi) Testing the Applicant – needs to be clearly job related.
See page 409 Exhibit 18.6

d) D iver s it y
e) Making the Decision

i) Hire, wait or reject – timing is
important e) Documentation

ii) Temporary
Placement

f) Summary

Chapter 19) Performance Appraisals and Position Changes
a) Chapter Objectives

i) Describe the purpose of periodic performance appraisals.
ii) Discuss the role of the supervisor in performing the

appraisal.
iii) Understand the advantages to succession planning and
mentoring.
iv) Review the relationship between wage and salary
structure and employee retention and recruitment.
v) Describe the purpose and methods of promotion.

b) The Performance Appraisal System
i) Performance Appraisal

Methods
(1) Written essay

(2) Comparative standards and rankings
(3) Critical incidents, graphic rating scale, behavioral
ranking scales (BARS)
(4) 360-degree feedback

ii) Purposes of the Performance Appraisal System –
documenting and confirming performance

c) Mentoring, Skill Building, and Succession Planning

i) Succession planning – preparing employees

ii) Skills inventory – list of skills one possesses

iii) Mentor – individual who helps a subordinate

d) Timing of Appraisals – within first 3 -6 months and employer
standard times. At least annually.

e) Who is the Appraiser? – self-appraisals are valuable –
a supplemental sources
f) Performance Rating
i) Appraisal forms (see Exhibit 19.3 page 426)
ii) Typical qualities for nonsupervisory personnel
iii) Managerial and professional employee factors
iv) Performance Development Plan – to facilitate
correction of weaknesses identified during a performance
appraisal.
g) Pr oblem s in Performance Rating (see page 431
Exhibit 19.5)

i) Problems in Performance Rating

(1) Overly lenient

(2) Overly harsh

(3) Central tendency – appraise all employees as average

(4) Halo effect – give high or low marks based on one

aspect

(5) Similar-to-me – rating others higher that are like “me”

h) P re p ar i n g fo r t h e In te rv iew – sam e t ec h ni q ue s as C h a pte r
1 8
i) Notice of Meeting
ii) Prepare what you will say
iii) Can be unpredictable depending on message
i) The Appraisal Interview
i) Prepare, private, standard agenda, state purpose
ii) Address personality conflicts affecting performance
iii) Objectivity – use management by objective approach – MBO

makes appraisals easier
iv) Closing the Evaluation Interview
j) Proper Wages, Salaries, and Benefits

i) Internal Alignment – the relative monetary value of jobs

within a department or business.
ii) External Alignment – wage surveys

Wage survey – data collected for jobs paid in community
With similar or key enterprises
Benchmark job – jobs that are similar in every healthcare
organization

iii) Benefits account for 25 to 35 percent of cash payroll

k) Promotion – plays a part in current performance
i) Promotion from Within
ii) Basis of Promotion
(1) Merit – rewards
(2) Ability – skill (may not correlate to new job)

i) Assessment Center Approach – method of
evaluating in-house candidates for promotion to
management

(3) Seniority – assumes ability increases with length of

service
iii) Balancing Criteria
l) Summary

StudyGuide for Part VI: Influencing

Notes from Dunn Additional Notes

Chapter 20) Giving Directives and Managing Change
a) Chapter Objectives

i) Define the managerial function of influencing.
ii) Describe the essential characteristics of good directives
iii) Compare and contrast the major techniques and theories

of directing.
iv) Describe the role of teams as a motivational instrument to

achieve the work of the organizations.
v) Review tools for group decision-making.

vi) Relate the function of influencing to changing
environments.

b) Characteristic of Good Directives
i) Reasonable Directives – reasonably expect compliance
1) Resistance to change
ii) Intelligibility – should be understandable
iii) Appropriate Wording – tone and words used

(1) Requests “Could you … ”
(2) Suggestions “Do you think we can … ”
(3) Commands – no room for questions

iv) Compatibility with Objectives – fits the plan
v) Ethics
vi) Time Limit – You want it by when?

c) Directing Techniques
i) Autocratic (Close) Supervision
1) Theory X
2) autocratic supervision
3) micromanaging
ii) Consultative (Participative) Supervision – Theory Y

(1) Consultative assumptions (see page 461)
(2) 4 Es approach – engagement, empathy, education &

enlistment

iii) Theory Z Approach- based on lifetime employment
iv)Free-Rein leadership- assumes employees are self-motivated
d) Explaining Directives – Why ask why?
e) General Supervision Compared with No Supervision
f) Team Management

(1) Common reasons teams fail:
(a) Unclear goals
(b) Changing objectives
(c) Lack of accountability
(d) Lack of management support
(e) Lack of role clarity
(f) Ineffective leadership
(g) Low priority of team
(h) No team-based pay – responsibility with no

additional pay off
g) Change and Influencing – sell the idea
i) Resistance to Change – make it “fun”
ii) Overcoming Resistance to Change-see Exhibit 20.2 p. 473

1) Create a climate of change
2) Engaging and enabling change in the

organization

3) Implementing and sustaining change

iii) Explanation and Communication

1) Force field analysis – approach to overcome
change

iv) Participation – involve employees in the change

v) Survival During Change

h) Summary

Chapter 21) Leadership
a) Chapter Objectives
i) Define leadership.
ii) Discuss the various types of leadership theories.
iii) Distinguish between emotive and task-oriented
leadership roles

iv) Identify key management style factors
v) Discuss the challenges that diversity in the workplace
creates for leaders
b) Leadership is a process by which people are imaginatively
directed, guided, and influenced to select and attain goals.
Fear and coercion do not count.
c) Leadership Theories
i) The Early Genetic Theory – inherited.
ii) The Trait, or Attribute, Theory – inherited or
acquired traits.
iii) The Contingency Approach – interplay between
leadership style and demand for leadership.
iv) The Follower Factor – followers accept or reject
leaders.
d) Leadership Roles
i) Task-oriented roles
ii) Emotive leadership roles
e) Leadership Style
i) Unlocking people’s potential

ii) Closely tied to management style

iii) Autocratic Leadership (Theory X) – authoritarian,
close control
iv)Democratic Leadership (Theory Y) – looser supervision
v) No single leadership style – use combination
depending on situation
vi) Strengthen personal skills

1) Gain a deeper understanding of personal
convictions

2) Request regular feedback
3) Define key competencies needed to match

organization
4) Reflect on department specific results
5) Study vision and mission of organization –

empower people
vii) Interpersonal communications is key
viii) Speak with great leaders to improve
ix) Competencies and skills – see exhibit 21.1 p. 487
f) Energizing Staff – set personal example
g) Diversity
i) Generational Diversity
ii) Cultural diversity
1) Cultural Blindness – ignoring cultural differences
h) Soc ial R es pons ibilit y – c ontr ibute to welf ar e of s oc iet y
i) Summary

Chapter 22) Motivation

a) Chapter Objectives

i) Outline the major theories of motivation

ii) Describe the motivational processes.
iii) Define perceptions, values, attitudes, and the factors that

affect each of these.

iv) Discuss the supervisor’s duty in minimizing frustration and
conflict.

b) Motivation – the process affecting inner needs or drives that

arouse, move, energize, direct, channel, and sustain human
behavior. It is the drive that impels individuals to work toward goal
that will satisfy their needs.

c) Theories of Motivation
i) Content theory – factors that drive behavior.
ii) Process theory – how and why people choose a behavior.

d) Model of Motivational Processes

i) Maslow ’s Hierarchy o f Human Need s (1954) – a reason
for every behavior.

(1) Physiological needs
(2) Safety and security needs
(3) Social needs
(4) Esteem needs
(5) Self-actualization needs – realizing one’s potential

ii) A lderfer’s ERG Model (1 9 7 2 )
1) Motivation model based on three levels – existence,

relatedness, and growth

iii) Hertzb erg’s Two -Factor Motivation-Hygiene Theory
(1959)
(1) Hygiene factors

(a) Organizational policy & administration
(b) Technical supervision
(c) Interpersonal relationships
(d) Working conditions
(e) Salary

(2) Satisfiers – positive and appropriate hygiene factors
that do not motivate people.
(3) Dis-satisfiers – hygiene factors when absent or
negative that cause dissatisfaction
(4) Motivators

(a) Achievement
(b) Recognition
(c) The work itself
(d) Responsibility
(e) Advancement & Growth

iv) McClelland ’s Achievement Theory (1 9 6 1 )
v) Levels of Aspiration – The more needs an organization
satisfies, the more commitment an individual will have to the
organization.

vi) Vroom ’s Expectancy M o d el (1964) – people act in a
particular manner because they think their behavior will

result in need satisfaction
1) Can the behavior be completed?
2) Will the behavior be successful?
3) Will behavior result in a reward result?
4) Perform the behavior

vii) B .F .Skinner’s Reinforcement Model (1938 and 1953) –
behavior can be controlled through the use of rewards.

1) Pike Place Fish Market Model
viii) W ho is Right?
e) Perceptions, Values, and Attitudes
1) perceptual selectivity = process by which an individual
selects what stimuli to respond to and which to screen out

i) Factors Determining Attitudes
ii) Attitudes and Behaviors
iii) Motivation versus Frustration

1) Problem-solving behavior
2) Resignation
3) Detour behavior
4) Retreat
5) Aggression

iv) Use non-directive interviews to overcome obstacles
and conflict – listen to employees to get to the root of the
problem

1) avoid giving advice for personal issues – refer to
trained specialists: e.g., employee assistance
program

v) When conflict goes unchecked
1) resignation
2) detour behavior
3) retreat – leave field
4) aggression
vi) Conflicts Between Individuals and Organizational Goals –
people hope that their higher level needs will be fulfilled
through their work.

i) Individual needs and goals conflict with
organization

ii) Consequences
a. High turnover
b. Waste
c. Lower productivity
d. Slowdown
e. Lack of innovative and creative behavior
f. Non-acceptance of leadership
g. Blocks individual from attaining satisfaction of

their needs
iii) Employees must find personal satisfaction

a. Management’s duty to develop organizational
climate to produce effective motivation and
satisfaction

f) Modifying Motivational Techniques
i) Maximize productivity by supporting employees through
the appropriate leadership style
ii) Evaluate working environment
g) Working with the Generations and Diversity – team members from
multiple generations and cultures

i) Generation X employees – immediate access to information

a. Schedule time wisely to fit everything in
b. Learn how to survive in a group

ii) Time to attend to families and their lives
iii) Generation Y employees

a. Seek instant gratification
b. Lack patience for workplace fundamentals such as

punctuality, formal address and workplace etiquette
– supervisor must teach these skills

iv) Traditional retirement no longer
a. Move from job to job for higher pay and rewards

v) Younger employees voice open-ended complaints or
frustrations

vi) Seek the why in assignments – determine how it fits into
the big picture

vii) What’s Next? – Generation Z
a. Overlaps Generation Y
b. Late 1990’s- 2012
c. High dependence on mobile technology and the

Internet – less human interaction
d. Concerned with social justice, national security, and

environment
e. Multi-tasker – short attention span, need

stimulation, pose communication challenges, less
confident in workforce, have difficulty adapting to
life without economic prosperity

viii) Temporary Workers
a. Want to be part of team – include them in activities
b. Different set of motivators
c. Training is essential
d. Caution in sharing company information that is

confidential or sensitive – may not have loyalty and
share information

ix) See Exhibit 22.8 p. 519: What Makes the Generations
tick

h) Summary

i) Exhibit 22.1 : “One More Time: How Do You Motivate
Employees? ”

Chapter 23) Morale
a) Chapter Objectives

i) Discuss the supervisor’s role in motivation and
leadership and its bearing on the morale of subordinates.
ii) Provide a basis for understanding the factors influencing

morale.

iii) Discuss the relationships among morale, retention, and

productivity.
iv) Discuss common techniques to access and improve

morale.

v) Consider the advantages and disadvantages to alternative
working schedules

b) The Nature of Morale – the general feeling of well-being,
satisfaction, and happiness of people.
i) Morale is always present
ii) High morale usually results in productivity
iii) Low morale usually lowers productivity
iv) High morale – results from good motivation, respect

and dignity for the individual, realization of individual
differences, good leadership, effective communication,
participation, and counseling.
c) The Level of Morale
i) Bad morale can contribute to staff turnover
ii) Morale is contagious
d) Factors Influencing Morale
i) External Factors – factors outside of work.
(1) They talk and you listen.
(2) Mood of employees can be brought up or down by
external factors

(3) EAPs – programs staffed by social workers, etc…
trained in providing assistance to employees and
families

(4) Flexibility
i) compressed scheduling – work more hours in fewer
days
ii) telecommuting – work from home – remain
connected to office

ii) Internal Factors
(1) Incentives – difficult to control outcomes
(2) Merit bonuses
(3) Incentive programs
(4) Set attainable targets
(5) Pay for Performance – motivation programs that tie

bonus payments to achievement of goals or results
(6) Training
(7) Ensure staff are competent – demonstrated ability to

apply knowledge and skills
(8) Casual days

e) The Supervisor’s Role
(1) The emotional bank account and meaningful work.

(2) Mirror effect – supervisors set the tone.
f) The Effects of Morale – variable
i) Morale and Teamwork
1) Morale – attitudes of employees
2) Teamwork – smoothly coordinated and synchronized
activity achieved by a small, closely knit group of
employees
ii) Morale and Productivity
1) level of morale depends on factors such as
economic situation, rewards, job market and mechanical
pace of the job
g) Assessing Current Morale
i) Observation – difficult to maintain reliability
ii) Attitude Surveys – difficult to maintain credibility and
integrity.

(1) Administering the Survey
a. Objective questionnaire
b. Objective survey
c. Descriptive survey

(2) Analyzing the results- will fail if not properly analyzed
h) Summary

i) Exhibit 2 3.3 p. 556: How to Identify and Deal with the “Whining Cry
Baby Syndrome”
Chapter 24) Discipline
a) Chapter Objectives
Define the term discipline.

i. Discuss different techniques of administering
discipline

ii. Describe different types of disciplinary actions.
iii. Review the supervisor’s role in disciplinary

actions
iv. Outline the rights of employees in the

disciplinary process

b) Organizational Discipline – Discipline is a state of affairs or a
condition of orderliness in which the members of the enterprise
behave sensibly and conduct themselves according to the standards of
acceptable behavior as expressed by the needs of the organization.
c) Positive Discipline and Morale – a direct correlation exists

i. Self discipline – the normal human tendency to
do what needs to be done

a. Mores- culture driven expectations
b. Norms – standards that regulate

behavior in organization
d) When Discipline is Warranted

i. Quick firm action
ii. Preserve interest of organization
iii. Ensure proper training and orientation for work
iv. Administer positive discipline to motivate – not

to discourage
v. See Exhibit 24.2 p. 568 “If You Must Criticize

Someone”
vi. Taking Responsibility

1. Investigate pertinent facts
2. Situational Honesty
3. Don’t overlook – act promptly

vii. Maintaining Control of Emotions- don’t lose
temper; cool down

viii. Discipline in Private – avoid public reprimands
ix. Progressive Discipline

1. Informal Talk – disciplinary counseling
2. Spoken Warning or Reprimand
3. Written Warning
4. Disciplinary Layoff or Suspension

a. May not be punishment
b. Advantage: can act promptly

without prejudice to employee
5. Demotion – seldom invoked
6. Discharge – also known as corporate

capital punishment
a. Costly to organization
b. Not always supervisor’s choice

x. Time Element
1. Don’t hold past years against person

forever
2. Consider a year to disregard offense –

reform taken place
3. Depends on nature of violation

xi. Documentation is essential
xii. Other Discharge Precautions – cease employee

access to PHI, change passcodes, retrieve
keys, remove from email, retrieve name badge
and other access to organization etc…

e) The Supervisor’s Dilemma
i. Be concerned about equity

f) The “Red Hot Stove Approach
i. Iimmediacy – do not procrastinate
ii. Advance Warning – employees must know what is
expected of them
iii. Consistency – consistency of treatment; fair versus
equal
iv. Impartiality – connect penalty with act not person
g) Discipline Without Punishment – non-punitive approach that is more
mature, positive, and better way to encourage a disciplined workforce.

i. Includes series of counseling sessions
ii. Decision-making leave – paid lay-off gives employee time

to consider behavior and decide if they want to stay with
organization or resign

h) Right to Appeal – ensures consistency; considers actual events
i) Summary

StudyGuide for Part VII: Controlling

Notes from Dunn Additional Notes

Chapter 25) Fundamentals of Control & The Controlling function
a) Chapter Objectives

i) Define the managerial function of controlling.
ii) Discuss different types of control systems.
iii) Outline the basic requirements of a control system

and steps in the control process
iv) Review the purposes of measuring and comparing

performance
v) Describe corrective-action techniques
vi) Review the basic managerial steps of setting

standards, measuring performance, and taking corrective
action.
b) The Nature of Controlling – the process of checking
performance against standards.

i) Human Reactions to Control – in behavioral terms control
means placing constraints on behavior so that what
people do in organizations is more or less predictable.

ii) The Supervisor and Control – having set up standards of
performance, the supervisor must stay informed of the
performance through:
(1) Observation
(2) Reports
(3) Discussion
(4) Control charts
(5) Other devices

iii) Anticipatory Aspect of Control – decrease the time lag
between results and corrective action. Sometimes good
corrective action is meaningful work.
1) use of Internet
2) email usage
3) patient privacy in email
4) written policy on Internet and e-mail usage

c) Control Systems
i) Anticipatory Controls – take care of problems before they

occur. Proactive approach
ii) Concurrent Controls – spot problems as they unfold.
iii) Feedback Controls – alerts after the event has occurred.
iv) Feedback Model of control – compare actual results with

performance
v) closed-loop feedback system – includes self-regulating

triggered when process deviates from standard
d) The Closeness of Control

i) Basic Requirements of a Control System – similar to any
good measuring method – see page 595.

ii) Understanding of Controls – everyone needs to
understand the purpose behind the control method.

iii) Prompt Indication of Deviations
iv) Appropriateness and Adequacy – for the activity they are

monitoring.
v) Economics of Control – worth the
expense
vi) Flexibility
vii) Corrective Action – indicate direction of response.

e) The Supervisor’s Role in the Control Function

i. Three basic steps:

a. Set standards

b. Check and appraise performance

c. Standards not met-take corrective action

ii. Establishing standards

a. Performance metrics – performance
related measurements of activity or
resource utilization

b. Benchmarking – establishing goals by
comparing performance to others

iii. Tangible Standards – physical standards that
pertain to the actual operation of a department in
which goods are produced

a. Quantitative and qualitative

iv. Intangible Standards – standards that are
qualitative and subjective or based on perception

v. Approaches to Establishing Standards

a. Motion and time studies – work
measurement analysis

b. Time ladders – collecting data based on
productivity

c. Work sampling through direct observation

d. Sampling – process of reviewing a number
of cases or events – randomized and non
random basis

vi. How to Select Strategic Standards

a. Consider time

b. Economical observation

vii. Communicating and Monitoring Standards

a. Make sure goals and standards
communicated to everyone

b. Comparing

c. Direct Personal observation

d. Reports

e. Exception Principle – report only those that
fail to meet standards

viii. Taking corrective Action – when no deviations exist
means setting standards and checking
performance worked

a. Deviations must be addressed

b. Look for reasons behind deviations

c. Not all deviations result from people –
could be process deviations

f) Benchmarking – look at organizations who are performing
better

g) Summary
Chapter 26) Budgetary and Other Control

Techniques
a) Chapter Objectives

i) Define the approaches, types, and
purposes of budgets.
ii) Outline the role of the supervisor in

preparing the budget.
iii) Compare and contrast different budgeting
models.
iv) Review the function of budgets in cost containment.

b) The Nature of Budgeting
and Budgetary Control

i) Comprehensive budgeting – includes the overall
budget for the organization and many subordinate
budgets for the various divisions and departments
ii) Budgetary control – use of budgets to
control the department’s daily operations
iii) Budgets are time-consuming
iv) Budget is an expense in itself
v) Sometimes management performance is
evaluated only in monetary terms
vi) Numerical terms in Budgeting – dollars, hours, ratios

c) Making the Budget- financial or nonfinancial
i) Participation in Traditional Budgeting –

grassroots budgeting
(1) Gathering information.
(2) Growth and strategic planning issues.

d) Budgeting Approaches
i. Rolling

budget
ii. Flexible budgeting – prepared for a range of

potential customer levels – adjustments through
year possible

iii. Incremental budgeting – assumes
budget from previous year

iv. Traditional budgeting – focuses on
planned changes from previous year’s
level of expenditures

v. Zero-based budgeting– the budget for the

new period ignores the previous budget, every activity submitted
for funding must be justified
e) Types of Budgets
i) Revenue and expense budget (operations budget)
ii) Capital budget – a plan that shows the major

assets to be purchased, supported by a cost benefit
analysis and

ranking.
iii) Cash budget – projection of cash balances at end
of each month throughout the year

f) Preparing the Budget
i) Pre-approach

ii) Proof
iii) Publication

g) Other Budget Considerations
i) Budget Director and Budget Committee
ii) Length of the Budget Periods
iii) Flexibility of the Budget Process
iv)Budget Review and Revision

.

h) Budgets and Human Relations Issues

i. Represent restrictions

ii. Explain to staff the purpose
i) Cost Controls – practice of consistently monitoring and managing
costs

j) Allocation of Costs – supporting non-revenue producing
departments

k) Additional Controls
l) Summary

StudyGuide for Part VIII: Labor Relations

Chapter 27) The Labor Union and the Supervisor

a) Chapter Objectives
i) Review the history of collective bargaining and labor-

related legislation.
ii) Discuss the content of a typical labor contract.
iii) Outline areas of concern for the supervisor.
iv) Differentiate the role of the supervisor and the shop

steward in organized labor environments.
b) History

i) 1935 – National Labor Relations Act (Wagner Act) –
guarantees right to collective bargaining.
Collective Bargaining – the practice of bargaining for better
pay and working conditions as a group.

ii) 1947 – Labor-Management Relations Act (Taft-Hartley
Act) – modifies W agner Act.

iii) 1959 – Labor-Management Reporting and Disclosure Act
(Landrum-Griffin Act).

iv) 1974 – Labor laws extended to healthcare settings.
v) 2004 – 7.9m union members represent white-

collar occupational categories; 7.6m represent blue-collar.
c) The Nuances of Unions – It is best to have a positive

constructive relationship with the union.
d) Unionization and Labor Negotiations – Supervisors have legal

restrictions placed on them during union-organizing efforts
(human resources will keep you up-to-date). Avoid discussing
opinions with employees in the office.

i) See exhibit 27.1 p. 636 for do’s and don’ts
ii) Employee Free Choice Legislation – Obama – changes

landscape of unions and those who do not want to belong to
a union

e) Content of the Agreement
i) Supervisors need to read and understand the labor
contract.

ii) Administration should communicate the intent (spirit) of
the contract.

iii) Supervisors should uphold the contract and work within it,
as it was created to be mutually beneficial.

iv) Management Right’s Clause – the clause in a labor
agreement that gives management the authority to
manage the workforce.

f) Applying the Agreement – Arbitrators are selected by the
union and management to make final and binding decisions on
unresolved grievances.
i) Arbitrator – an independent outside person selected to
make final binding decisions in a grievance the parties are
unable to settle on their own

g) Problem Areas – consult human resources when confronted
with ambiguous situations.
i) T he Supervisor’s Right to Make Decisions
ii) The Supervisor and the Shop Steward

(1) Shop steward ’s job is to present grievances.
The steward – union representative who is also an employee
(2) Supervisor’s job is to resolve grievances using t h e

grievance procedures from the contract.

(3) Shop stewards have equal standing with supervisor in
discussing and resolving grievances.
h) Employee-Friendly Legislation
i) Lily Ledbetter Fair Pay Act – eliminates statute of limitations and
addresses discriminatory compensation
ii) Consolidated Omnibus Budget Reconciliation Act (COBRA) –
premiums for involuntary terminated employees
iii) Whistle-blower protection – protects employees against
retaliation
iv) Working Families Flexibility Act – ―14 and 14 rule‖
v) The Family Friendly Workplace Act – provide compensatory
time off
i) Summary
Chapter 28) Handling Grievances

a) Chapter Objectives
i) Define the term grievance.

ii) Differentiate between the roles of the shop steward and the
supervisor in responding to a grievance.
iii) Review the process of handling a grievance.
b) A grievance is a complaint that usually results from a
misunderstanding, misinterpretation, or violation of a provision
of the labor agreement, or discipline of the employee

i) Arbitrator – an impartial outsider
ii) Supervisor’s responsibility is to resolve most disputes at

the first step
iii) Grievance versus Complaint

c) The Shop Steward ’s Role – both the shop steward and employee
concerned should be present for the formal presentation of any grievance:
Weingarten Rule
i) Shop steward – spokesperson for employee
d) The Supervisor’s Role
i) Availability
ii) Listening Skills
iii) Emotional Control
iv) Defining the Problem
v) Obtaining the Facts
vi) Familiarity with the Contract and Consultation
vii) Time Limits – adhere to grievance procedure time limits.
viii) Adjudication of Grievances – settle small grievances
before they become large.
ix) Consistency of Action
x) Consequences of the Settlement
xi) Providing a Clear Answer – respond to grievance in a
straightforward, reasonable manner that is perfectly clear
xii) Nonunionized Organizations – grievance procedures can also
apply to non-unionized workforce
xiii) Record Keeping – essential. Burden of proof is on
management
e) Summary

Chapter 29) Emerging Influences in Healthcare
a) Chapter Objectives
i) Recognize the many different forces affecting healthcare and
healthcare management today
ii) Apply traditional management principles to address a rapidly
changing healthcare environment
b) The Force of Change – mergers, de-mergers, bankruptcies,
regulations, technology, staff shortages, consumer demand, poor
economy, educated consumers

c) Changing Occupations – jobs that don’t exist today in future
i) Aging baby-boomers; staffing shortages
ii) Problems high caseloads and long work hours

present negative aspects of healthcare positions
d) Changing Consumers and Satisfaction

i) Baby-boomers educated consumers
ii) Need to train staff in customer service techniques
iii) Websites make consumers health literate
iv) Consumers seeking quality of care
v) Need for customer satisfaction
vi) Organizations seeking quality recognition awards –

Malcolm Baldrige National Quality Award program
e) Changing Technology – cloning, genetic mapping, tissue
engineering

i) American Recovery and Reinvestment Act’s (ARRA)
ii) Health information exchange
iii) Medical tourism – the practice of seeking medical

care in a foreign country because of cost savings,
quality, expertise…

f) Changing Economics
i) Declining reimbursement/rising cost of care
ii) Hospital acquired conditions
iii) ICD-10 coding system – 2013
iv) Mergers, closures, outsourcing—thing of the past?

g) Changing Policies and Regulations – see page 665 Exhibit 29.3
i) ARRA
h) C hanging Staff Issues

i) Workforce Tsunami
ii) Specialization
iii) Workforce Diversity

i) Changing Communication Methods
i) social networking sites
ii) problems with blogs

j) Changing Our Cost Structure Through Collaboration to Achieve
Quality
i) Does quality of care cost more than poor care?
ii) The uncommon leader
k) A Final W ord – see Exhibit 29.1: First-Time Management
Blunders