455 Final
A visual control chart (for scheduling) is a
Gantt Charts
negative sanctions
Sanctions are demotion, suspension, and written reprimands. An essential element in any system of sanctions is the development of adequate feedback mechanisms and correction where needed.
DMAIC Process
Six Sigma improvement process with define, measure, analyze, improve, and control
Strategic Leniency
Supervisors sometimes ignore minor violations committed by an officer in exchange for adherence to a few important rules. creating informal authority by being tactically lenient in not enforcing formal sanctions, thereby creating good will and a sense of obligation. Over time, norms of support and allegiance to the superior develop.
grievances
a real or imagined wrong or other cause for complaint or protest, especially unfair treatment.
Sanctions
a threatened penalty for disobeying a law or rule
diagonal communication
head of social work conferring with patient registrar in Admissions
the ego barrier
if a person thinks that their technical job is more important than the occupations of the department, then interdepartmental conflict can erupt
business plan
is the foundational document detailing the purpose of the business, its product or service, its clients, and its revenue. If owners apply for bank loans, public funding (e.g., Small Business Administration funding), or private venture capital, they will need to present formal business plans to the potential lender. Sources of information for, and examples of, business plans include the federal Bureau of Census, Department of Labor, and the Small Business Administration. State government bureaus make available similar information for business owners in their respective jurisdictions.
Internal/external benchmarks
organizations benchmark against their represented. internal benchmarking describes comparisons within an organization while external benchmarking involves comparing the subject company, or property, to external organizations
Objectivity
personal neutrality in conducting research
milestone budgeting
the budget periods are tied to subsidiary plans or projects. As these milestone events are accomplished, costs can be determined and budget allocations for the next segments of the project can be established. The budget periods are not uniform but rather depend on the projected time frame for the subsidiary plan. During the implementation of the electronic health record, for example, several milestone events would be noted, with budgeting forecasts associated with each segment. Milestone budgeting usually covers more than one year.
Maximizing
to make something as great in amount, size, or importance as possible.
Depreciation
A decrease or loss in value
Scattergram
A type of graph that represents the strength and direction of a relationship between co-variables in a correlational analysis. Purpose: to show the relationship between two variables or factors (e.g., number of "shadow charts" by clinical specialty). Display format: simple graph.
management generalist
A worker who is concerned with functions that are common to many departments and activities that usually involve guiding and directing the work of others.
diligence
Careful and persevering effort to accomplish what is undertaken.
formal communication channels
Communications that follow the chain of command and are recognized as official. A particular type of media which a message is sent and received. memos, policies, procedures, or regulations. The four traditional channels of communication: upward, downward, diagonal, and lateral.
Because of its value in the organization, the human resource department is essentially immune to downsizing or outsourcing.
FALSE
Dramatization
Focuses on telling a short story with the product or service as the star
Open styles of leadership
Open leadership is a mindset and set of behaviors that anyone can learn and practice. Open Leaders think and act in service to another person, group, team, or enterprise attempting to accomplish something together. They are people with character, who give agency to those around them.
Human Resources is NOT the ultimate decider of whether an individual is discharged
True
Communication within a work organization moves downward with far greater ease than it moves upward.
True The downward channels of communication are largely controlled by management and tend to be exercised at management's option.
business letter
a formal letter following the business letter template
The __________ is a condensed version of the detailed annual report. In this abridged version, major topics are highlighted for rapid perusal. a. executive summary b. major project proposal c. business plan d. milestone summary
a. executive summary
collective
denoting a number of persons or things considered as one group or whole
performance appraisal system
is a systematic general and periodic process that assesses an individual employee's job performance and productivity in relation to certain pre-established criteria. ecuring guidance in doing appropriate performance appraisals and finding out how much to depend on human resources to coordinate the overall appraisal process One of the most important tasks of the supervisor is the appraisal of employee performance. No formal system of performance appraisal can function consistently throughout the organization without the central guidance usually provided by HR. Although it is certainly possible to evaluate employees' performance without the assistance of HR, you can do a much more consistently acceptable job of evaluation with HR involvement. Most of HR's involvement in evaluation should occur automatically as far as the manager is concerned.
most actively used means of message transmission, for messages both from person to person and from individuals or groups. - weaker means of communication available - are usually prepared with considerably less care than their paper counterparts and are thus more susceptible to misinterpretation.
Payroll Function
of any organization. At the basic level, it ensures that all employees receive their wages. In the past, payroll was often a part of personnel, but in recent years it has usually resided in the finance division; however, a working interrelationship of personnel and payroll has always been essential. Recent times have brought about integrated personnel-and-payroll systems, and have seen the beginnings of payroll's organizational shift back toward HR.
recruitment
the action of enlisting new people
Routinization
the clear, rule-governed procedures used repeatedly for decision making
contagiousness
the spreading of a product
empathy in communication
understanding what a person is feeling in a given moment and understand why other people's actions make sense to them. the ability to project one's own personality onto another person (this promotes understanding)
General Orientation
• A brief history of the organization along with explanation of its mission and its vision • The institution's ownership form, mode of governance, and administrative structure • An overview of the various departments and services• A review of specific employee policies, including: Drug, alcohol, and substance abuse considerations Sexual harassment Nondiscrimination issues Conflict of interest prohibitions and gifts Dress codes Use of computers, accessing the Internet, using electronic mail (e-mail) Computer security and passwords Privacy and confidentiality of all aspects of patient care Security, fire and safety, and disaster plans Infection control Review of the organization's disaster plan An additional portion of the general orientation ordinarily consists of a review of employee benefits, with direct assistance provided to new employees in signing up for such benefits. If workers are covered under a specific labor union agreement, the provisions of the applicable contract are explained at the general orientation.
role playing
Acting out situations between two or more persons is a training method used successfully with all levels of employees. Interviewing, counseling, leadership, and human relations are a few of the content areas in which role playing has been used. By playing the roles of others, employees gain valuable insight not only from their own actions, but also from the comments of observers.
Salary and benefits are generally accepted as the strongest forces motivating employees to perform.
FALSE
incremental budgeting
Form of budgeting in which the prior budget is the basis for allocation of funds. the financial database of the past is increased by some given percentage. For example, the personnel portion of the budget may be increased by a flat 5% over the last budget period allotment, capital expenses by 7%, and supplies by 4%. There is some efficiency in this approach, because the projected calculations are relatively straightforward. There is also a danger, however; significant changes, shifting priorities, or pressing needs within some unit of the organization may be overlooked. As with incremental decision making, there is an implicit assumption that the original money and resource allocation was appropriately calculated and distributed among organizational units. Incremental budgets are object-oriented—that is, they are developed in terms of personnel, materials, maintenance, and supplies. Traditional budgeting is control-oriented, whereas PPBS (planning-programming-budgeting system), or PPBE, is planning-oriented.
The federal legislation that made the greatest impact on the workload of Human Resources is
The Civil Rights Act of 1964
The Stark Law
The Self-Referral Law (known as the Stark law) prohibits physicians holding a financial interest with an entity providing any designated health service from referring Medicare and Medicaid patients to that entity. The law also prohibits billing federal healthcare programs for items or services ordered by a physician who has a financial relationship with the billing entity.
Department orientation
The departmental orientation aspect of the new employee orientation is customized to the individual worker. The mission and goals of the department are shared. The departmental organizational chart, including names as well as job titles, is made available. The manager pays particular attention to acquainting the new worker with the other employees who will likely share common duties and work space. Preferably the manager will have made prior arrangements with an established member of the group to act as a "buddy" to the new employee to facilitate the transition into this new work environment.
All of the following are external mandates for training programs, EXCEPT: a. mission and values statement of the organization b. professional licensure requirements c. risk management programs imposed by insurance carrier d. accrediting agency requirements
a. mission and values statement of the organization
due diligence report
an investigation or audit of a potential investment or product to confirm all the facts, such as reviewing all financial records. When the owners or board of directors consider plans to merge with or acquire another organization, they need correct, complete background information about the target organization's assets and liabilities. They must seek to meet the reasonable person standard of due diligence by obtaining and assessing this information before entering into formal agreement. Due diligence review (DDR) is the usual descriptor for this intense review of legal and financial matters. The purpose of the DDR is to prevent undue harm to either party.
compensation
another word for payment. fringe benefits.
Impersonal costs
deal with equipment, machinery or locations. They may focus on locations, equipment, production or machines. For example, a research and development department has a budget to find innovative solutions to consumer problems or design new products.
identifying trends in a workflow
flowchart
lateral communication
nurse sharing night orders with another nurse
upward communication
staff person communicating with supervisor
management rights clause
Clause in a labor agreement that gives management the right to manage the business except as specified in the contract. Under a reserved rights approach, the management rights clause asserts that the company retains all rights not otherwise allocated in the contract. In theory, therefore, the union must establish that a management right was contractually surrendered, rather than the company demonstrating that the right was retained.
The first need to be considered when planning a meeting is what persons of what qualifications should attend. (What is the purpose of the meetings? People come after.)
FALSE
indirect expenses
Indirect expenses are charged to the departmental budget on a formula basis or some process of assessment. These indirect costs are associated with the organization as a whole and are prorated per department. Examples of indirect expenses: Rent expenses Taxes Insurance
All conflict should be resolved at as low an organizational level as possible
TRUE
Flowchart
The manager may use a flowchart to depict the chronological flow of work. A flowchart is a graphic representation of an ordered sequence of events, steps, or procedures that take place in a system. The following are various types of flowcharts: • Procedure flowchart: a graphic depiction of the distribution and subsequent steps in processing work. • Program block diagram: a detailed description of the steps that take place in computer routines. Specific operations and decisions, as well as their sequence in the program, are indicated. • Logic diagram: a graphic representation of the data-processing logic. • Two-dimensional flowchart: a depiction of complex workflow. This type of flowchart allows the procedures analyst to show a number of flows at the same time, such as a procedure that begins with a single action and branches out into several workflows. • Systems flowchart: a display of the information flow throughout all parts of the system. These flowcharts may be task-oriented (i.e., emphasize work performed) or forms- oriented (i.e., depict the flow of documents through the functional structure).
routinization of conflict
The routinization of conflict is an additional strategy wherein conflict is accepted as a normal part of organizational life. Thus, the conflicts are anticipated. Certain conflicts are identified and contingency plans are developed. For example, a strike plan is developed in anticipation of possible conflict arising at the conclusion of a contract cycle. Such an event may be short-lived, with more of a symbolic value as a kind of catharsis as a biennial event. The energy associated with such conflict is brought to the surface and played out in a scripted fashion; it is predictable and therefore manageable. Other strategies for the routinization of conflict include, for example, co-optation, strategic leniency, preformed decisions through policy and procedure development, and the selection of individuals who fit the organization. In addition to such conscious strategies, a manager should make use of the general principles of sound organization. When used properly, these principles bring about stability and reduce conflict. Known policies and rules, sufficient orientation and training of members, proper authority-responsibility designations, and clear chains of command and communication—all of these practices foster cooperation and mutual expectation, with the attendant reduction of undue conflict.
Training Objectives
are specific and stated in measurable terms, because the desired results can be factually determined through recordkeeping.
High-skill professionals can be difficult to manage because _____________. a. they always know—or think they know—more than the manager knows b. they do not like taking orders or instructions c. they are often self-sufficient and accustomed to determining how they do their work d. they have been conditioned to resent management
c. they are often self-sufficient and accustomed to determining how they do their work
Recognition Clause
can help unions maintain their strength by including new occupations within the bargaining unit is at the beginning of the contract and reads something like this: The employer recognizes the Union as the sole and exclusive bargaining agent, for the purpose of establishing wages, hours and conditions of employment.
incremental
describing something as increasing in number, size, quantity, or extent
direct expenses
typically include salaries, services and contracts, dues and subscriptions, and equipment. Examples of direct expenses: Direct labor Work overhead Administration overhead
Pareto Chart
Purpose: to determine priorities by comparing factors; to facilitate sorting the few critical elements from the less urgent (e.g., reasons for absenteeism) Display format: bar graph displaying factors from highest to lowest ranking.The foregoing and similar graphic displays of data may be incorporated into dashboard reporting systems that provide at-a-glance summaries of findings. They are simple, flexible, and informative methods for supplying support to decision makers in the organization. Chapter 5 includes additional discussion of control processes in the section on evaluating project implementation.
One significant problem affecting interpersonal communication is the tendency of most people to believe they are better communicators than they really are.
TRUE
Some of the patterns of accommodation to organizational life that are functional for the organization can be dysfunctional for the individual employee.
TRUE
According to straightforward interpretation of most organizations' code of conduct, which of the following does not constitute an ethical violation? a. Taking orders for one's home-based food container business at the office during the workday. b. Photocopying a recipe booklet on the office copier c. Using one's own cell phone to place personal calls at one's workstation during lunch hour d. Selling one's children's fundraising candy at work
c. Using one's own cell phone to place personal calls at one's workstation during lunch hour
Components of Communication
includes four principal components: initiation, transmission, reception, and feedback. For communication to occur, there must be a sender, someone who begins the interaction. Initiation, which includes the preparation for the interaction, might begin on a nonverbal level and move to a verbal exchange. Transmission is the movement of the communication from one party to another; it depends on verbal and nonverbal sharing methods. Reception is the manner in which the message is received. The receiver's perception shapes the way in which a message is decoded and acted on. To ensure that the sender and the receiver are truly sharing ideas, the receiver offers feedback, which is a verbal or nonverbal signal that acknowledges the message. Acknowledgments include modification, suppression, or nonacceptance of the information.
Gantt Chart
tools used for both planning and controlling. A time and activity bar chart that is used for planning, managing, and controlling major programs that have a distinct beginning and end. a type of bar chart that illustrate a project schedule. A visual control device, the Gantt chart was developed by Henry L. Gantt (1861-1919), one of the pioneers in scientific management. Sometimes referred to as a scheduling and progress chart, it emphasizes the work-time relationships necessary to meet some defined goal. The time needed for each activity is estimated, and a time value is assigned. This information is plotted on the chart. As the work progresses, entries are made to reflect the work completed. The chart focuses on the interrelationships among the phases of work within a given task. The Gantt chart may be used to reflect different aspects of the work: • Machine or equipment scheduling (in this application it is also called a load chart) • Overall production control• Individual worker production • Project management
The best type of maintenance and repair plan for a department with mix of new and older equipment is the fee-for-service plan.
FALSE
limitation of conflict
THE LABOR UNION AND THE COLLECTIVE BARGAINING AGREEMENT Since the National Labor Relations Act was amended in 1975 to remove the exemption of not-for-profit hospitals, workers in healthcare organizations have been permitted by federal law to organize into labor unions. The specific exemption of not-for-profit hospitals had been in place since 1947, so between 1947 and 1975 the only active union organizing that occurred in not-for-profit institutions was that made possible by the labor relations laws of a few states. The typical collective bargaining agreement reflects management's and the union's efforts to contain and control conflict and provide a framework for the resolution of disagreement. Appendix 10-A contains a typical collective bargaining agreement. The entire agreement is included in this appendix to provide the complete context of the formal relationship between employer and union. However, with specific reference to conflict both actual and potential, attention is called to the following articles: • Articles Six and Seven, in which the contracting parties agree to the limitation of conflict during the life of the agreement • Articles Fourteen and Fifteen, which provide for the orderly resolution of disciplinary actions and complaints by employees against management • Articles Eight through Twenty, which address the specifics of working conditions, hours of work, benefits of employment, and other employment-related matters in a manner intended to provide clear guidelines for practice and, therefore, to avoid conflict or minimize the chances of conflict occurring
Six Sigma
Traditional approaches to developing control processes may be further refined through the use of additional strategies and methods. Examples include: • The Six Sigma approach to TQM and continuous performance improvement, which is based on statistical analysis of variations in performance measures. Sigma, the Greek symbol, is used in statistics to measure variation (standard deviation) from the mean. In the Six Sigma approach, process improvement teams seek to minimize variation from the desired norm. The target is six sigma (99.999%) or less of variation from this desired level of performance. The emphasis is on prevention of error, reduction of variation, zero defects, and continuously increasing customer satisfaction. This management strategy, applying proven management principles, was widely used in the 1990s and continues to be implemented. Managers acquire certification in the principles and practices of lean enterprises, streamlining processes, reengineering total systems, and focusing on cost reductions, while at the same time increasing productivity and quality: these are characteristics of Six Sigma. Measurement and statistical analysis are central.
articles of incorporation
are formal documents that provide the framework within which owners implement their business plans. These documents are augmented by the usual organization chart, job descriptions, and policies. Key points to consider when drafting these documents are summarized here. Official wording can be provided by a practitioner's legal advisor.
annual report
is a detailed summary of the organization's efforts during the designated fiscal year. It reflects the annual plan, which was derived from the long-range master plan. Middle managers prepare the portions of the report dealing with their respective departments. Top management then compiles these departmental reports into one overall report to present to the governing board. Sometimes this master summary is distributed to key stakeholders outside the organization. In addition, licensure and accrediting agencies may request access to these reports as part of their review process. Internally, department managers share their reports with closely related departments. The annual report is part of the evaluation process and, therefore, includes specific information about goal achievement, whether full, partial, or nonachievement. The reasons for partial or non achievement of planned goals are provided without excuse or blame. These reasons give the management team insight into the various factors and constraints that either impede or foster success. And yes, these results reflect on a manager's performance. Analysis of the annual report, coupled with evaluation of reports from prior years, can help the management team identify trends. Data from these reports may be used effectively in budget justification.
downward communication
staff therapist giving orders to an aide
SWOT analysis
a brainstorming technique that focuses on the organization's strengths, weaknesses, opportunities, and threats.
Zero-based budgeting
a budgeting approach in which each department starts from zero every year and must justify every item in the budget, rather than simply adjusting the previous year's budget amounts The outputs for specific programs are assessed, and resource allocation and funding are related directly to the program goals. It is also referred to as "zero-based" budgeting because past dollar allocations are not the basis of projection. Although the zero-based budgeting approach is probably not used in preparing the routine budget for the ongoing operations of the organization, it is the approach underlying the cost justification for special projects of great magnitude. For example, the managers of a healthcare facility might commit to a major change in computer applications or support systems. Millions of dollars may be involved in the conversion to the new system. Detailed analysis of the project will typically include cost comparisons of several vendor options, with specifics provided for each.
strategic plan
an organization's broadest plan, developed as a guide for major policy setting and decision making egins with a preliminary phase, often described as the period devoted to "planning to plan." In this initial step, the strategic planning team is identified and brought together. Top management, department heads, and support staff establish the framework of teams, tasks and responsibilities, and timelines for provision of status reports. Interdepartmental coordination is built into the team structure. At the department level, the manager usually involves associate and assistant directors and unit supervisors in the planning effort. Given its comprehensive nature, the strategic planning process may take 3 or 4 months or even longer, depending on the complexity of the organization. SWOT in the assessment phase.
The management of the human resource department of the organization ____. a has direct authority over all department managers and employees concerning infractions of work rules and personnel policies b. should wait to be called upon before offering advice, counsel, or assistance c. exercises line authority only within the human resources department d. functions best in a natural adversarial relationship with department managers
c. exercises line authority only within the human resources department
A manager changed the focus of work review from anecdotal observations about employee productivity to a data tracking method. This is an example of a control characteristic of _____. a. timeliness b. economy c. objectivity d. comprehensiveness
c. objectivity
Consultative or participative
consultative style of leadership. Under this approach the employees are often given the opportunity to provide their thoughts, ideas, and suggestions, but the ground rules are such that the leader recognizes no obligation to use anything the employees provide. In this style, the guiding philosophy of management is "the buck stops here," and management reserves the right to make all decisions at all times regardless of employee input. Consultative leadership often exists when management claims to practice true participative leadership, the most open style on the leadership scale. With participative leadership, all members are included in all decision-making processes so that all members own a piece of all decisions. The greatest flaw of participative leadership is the ease with which managers, most of whom grew into their positions under authoritarian role models, can unconsciously hinder participative processes such that they become consultative and perhaps even manipulative at times.
The manager of professionals accrues most of his or her employee acceptance through ____. a. the organizational authority of the management position b. constant deference to the employees' profession c. allowing the employees to render many operating decisions d. the fair and impartial practice of leadership
d. the fair and impartial practice of leadership
interpersonal communication
depends on assumptions, perceptions, feelings, past experiences, and present surroundings. Although people frequently talk, communication may prove taxing and difficult. People must transcend personal and cultural barriers that obstruct their understanding of an exchange. Interpersonal communication depends on assumptions, perceptions, feelings, past experiences, and present surroundings. Although people frequently talk, communication may prove taxing and difficult. People must transcend personal and cultural barriers that obstruct their understanding of an exchange.
Civil Rights Act of 1964
ended segregation in public places and banned employment discrimination on the basis of race, color.... prohibits discrimination because of race, color, religion, sex, or national origin in any term, condition, or privilege of employment.
Risk Management
foreseeing and evaluation of financial risks together with the identification of procedures to avoid or minimize their impact.
Routinization of conflict
is an additional strategy wherein conflict is accepted as a normal part of organizational life. Thus, the conflicts are anticipated. Certain conflicts are identified and contingency plans are developed. For example, a strike plan is developed in anticipation of possible conflict arising at the conclusion of a contract cycle. Such an event may be short-lived, with more of a symbolic value as a kind of catharsis as a biennial event. The energy associated with such conflict is brought to the surface and played out in a scripted fashion; it is predictable and therefore manageable. Other strategies for the routinization of conflict include, for example, co-optation, strategic leniency, preformed decisions through policy and procedure development, and the selection of individuals who fit the organization. In addition to such conscious strategies, a manager should make use of the general principles of sound organization. When used properly, these principles bring about stability and reduce conflict. Known policies and rules, sufficient orientation and training of members, proper authority-responsibility designations, and clear chains of command and communication—all of these practices foster cooperation and mutual expectation, with the attendant reduction of undue conflict.
resistance to change
opposition to change resulting from self-interest, misunderstanding and distrust, and a general intolerance for change Resistance to change is unwillingness to adapt to new circumstances or ways of doing things. It can happen with individuals, relationships, or within organizations. There are many reasons for resistance, but at its heart, resistance is rooted in fear of the unknown. As far as the majority of people are concerned, change is threatening. Change threatens one's security by altering the environment; it disturbs one's equilibrium, the state of balance that most people automatically seek to maintain with their surroundings. Most people tend to seek a state of equilibrium with their surroundings, and they continually make adjustments intended to preserve their equilibrium. Unwanted or unheralded change threatens to disturb this equilibrium, thereby posing a threat to a person's sense of security. People often react to change in completely human fashion by countering the threat with resistance. (See the section concerned with change.) It is primarily the unknown that fosters resistance or intensifies what otherwise might be nominal resistance. In short, almost any change can generate resistance even if approached with full knowledge and plenty of warning, but if it comes by surprise, then intense resistance is almost certain. When a change is not a surprise, when it is approached in the full knowledge of everyone involved, much of the unknown becomes known and the chances of success are greatly increased.
The planning approach usually associated with budgeting is _______.
overaim. The customary planning approach of overaim or contingency planning is the usual principle followed in budget development. During the budget review, the manager would be prepared to give an optimistic, best-case scenario estimate (e.g., revenue increased, turnover decreased); a worst-case scenario, with definite indicators of expenditures that can be reduced or cut should this become necessary at a later time in the budget year; and a middle- ground estimate. During the review process, the values of open communication and integrity are paramount so that prudent, cost-effective decisions can be mutually agreed on.
Labor relations function of the human resources department.
referring to dealing with employee problems and labor relations referring to dealing with unions. Regardless of label, however, the mission of this particular service department should remain the same—to engage in acquiring, maintaining, and retaining employees so that the objectives of the organization may be fulfilled. As a critical staff function, HR does none of the actual work of the healthcare organization; rather, it facilitates the work of the organization by concerning itself with the organization's most important resource.
Uniform Code of Accounts
standard classification of expenditures made by an organization (CFO). The standard classification of expenditures and other transactions made by an organization is the uniform system or code of accounts (also referred to as the uniform chart of accounts), (e.g., personnel expense, travel expense, capital improvement) and the organizational unit within which the transaction occurred (e.g., food service, human resources, public relations).
Employee Relations
the activity that involves establishing and maintaining the positive employee-employer relationships that contribute to satisfactory productivity, motivation, morale, and discipline, and to maintaining a positive, productive, and cohesive work environment referring to dealing with employee problems and labor relations referring to dealing with unions.
budget variances
the difference between the budgeted amount and the actual amount that you spend During the fiscal year, the manager receives periodic reports showing budgeted amounts versus amounts spent. This report may categorize such information under the headings of "overbudget" or "underbudget" for the period and for the year. The manager uses this information as a monitoring and control device. A particular unit's budget may include money for overtime that is assigned arbitrarily to budget quarters. A periodic report may show that the manager was overbudget in that category for the quarter but not for the year. Such a report is an internal warning system that alerts the manager to that line item. Filed with higher-level management, the variance report reflects the manager's awareness of the expenditure for the quarter and its relationship to the yearly amount as a whole. Should there be some unexpected cause for using these overtime funds, such as high absenteeism because of employee illness or injury, this information is noted in the variance report.
expansion of conflict
to demonstrate its immediate effect on the clients or the public, who in turn will bring pressure on the opposing party to end the dispute. The immediate involvement of the client group is sought in the hope that it will act as a catalytic factor, forcing quick resolution. For example, a teachers' union may go on strike at the beginning of a school year, a coal miners' union may strike during the winter, and traffic officers may conduct a slowdown or job action during the height of the Fourth of July traffic to the shore.
How many barriers to communication in organizations are there?
10 Language (use of slang or jargon) Unconscious motives (personal thoughts/ideas shaped by emotions) Psychological factors (past experiences, mistrust, fear, hostility) Status (real or perceived differences in rank/socioeconomic status causing one to act on preconceptions instead of reality) Organizational size (the larger the social system, the greater the number of communication layers) Logistical factors (lack time, place, or space to communicate clearly) Overstimulation (bombarded with so much, unable to process any more information) Cultural clashes (differences in cultural factors, age, education levels) Organizational structure (blocked by the structure of the communication channels, roles may overlap and some groups may not receive the information they need) Phase in the life cycle of the organization (comm. may be taxed in organizations developmental stage, old channels may not have adapted to new situations, or heavily relying on one type of communication and ignoring other methods)
Appreciative Inquiry Approach
Appreciative inquiry (AI) represents yet another tool that can be used in critical situations, because it helps shift the focus back to the good done by the employees. AI is an approach to organizational change and development that begins with examination of what is working well and appreciation, through active recognition and expression, of the best of the individual and the group or organization's experience. Developed in the mid-1980s by Dr. David Cooperrider, Suresh Srivastva, and their colleagues at Case Western Reserve University, AI has been applied in a variety of organizational settings, including large federal agencies such as the Department of Health and Human Services, business ventures, and professional associations. the focus is on the values and mission of the organization and the positive experiences of the individual members of the organization. In the healthcare setting, this can be broadened to include client or patient groups as well as the professional, technical, and support staffs. The operative assumption is the understanding that something—perhaps even many things—are working well. These positive experiences are explicitly recalled and actively noted as successes. Using these positive accomplishments, the group then builds on them to envision improvements. A set of goal statements is developed, or updated, based on the newly energized vision of the organization's efforts.
union activity clause
Article Six: 6.1 Except for Union activity expressly provided for in this agreement, no employee shall engage in any Union activity, including the distribution of literature, which could interfere with the performance of work during working time or in working areas at any time. 6.2 Union representatives (or designees) shall have reasonable access to the Hospital for the purpose of administering the provision of this agreement, provided they obtain clearance from the designated Hospital official, who shall not unduly restrict such access. 6.3 The Hospital will provide bulletin boards for Union use for the purpose of posting only Union notices. Such bulletin boards shall be located at places readily accessible to the employees' place of work. The Union will be permitted to post on these boards such notices of a noncontroversial nature, copies to be submitted to the Labor Relations manager prior to posting. 6.4 The work schedules of employees elected as Union Delegates shall be adjusted so far as practicable as to permit attendance at regularly scheduled meetings after normal working hours, provided the Hospital's operations shall not be impaired. The Union shall give reasonable notice to the Labor Relations manager of such regularly scheduled meetings and the names of such delegates.
Listening as a communication process
Involves 5 stages: receiving, understanding, evaluating, remembering, and responding. Active listening can also help an individual decode less obvious requests. Sometimes a sender makes an indirect request, which may be symbolic or may indicate unconscious desires. A perceptive listener should try to "hear" the request and bring the buried topic into the conversation. For example, Allie asked Mary for her pathology notes. Mary responded by saying that she would be glad to duplicate the notes, and she began to rummage in her purse. Allie handed Mary a tissue. Mary seemed grateful and quickly wiped her nose. Allie then handed Mary some money to cover the cost of duplicating the notes. A less perceptive listener may have mistaken Mary's action as a hint for payment or as a rejection of the request. In reality, Mary's nose was running, and she was distracted for a minute while she attended to it.
Job rotation approach
Job rotation is a popular approach to staff training and development. Under a rotational scheme, job assignments may last anywhere from 3 to 6 months. This approach gives an employee the opportunity to acquire the broad perspective and diversified skills needed for professional and personal development. Job rotation can also be used to introduce new concepts and ideas into the various units within the department and to help individual employees to think in terms of the whole program rather than their immediate assignments. Job rotation also supports the concept of cross-training. In cross-training, employees working in different jobs that are comparable in pay grade and skill level are trained in each other's jobs. This provides the manager with increased flexibility in covering positions in times of absence or fluctuating demands, and it provides employees with variety in their work and the opportunity to learn and grow.
Ishikawa diagram
another name for cause and effect diagram, and is a visualization tool for categorizing the potential causes of a problem in order to identify its root cause. Purpose: identify a major problem and its associated cause. Causes are usually clustered by category: people, procedure, equipment, and policy (e.g., times unavailable for appointments in day clinics). Display format: cluster diagram of causes, flowing toward the identified problem. Note: This chart is developed through team effort and it is displayed so that additions may be made as information becomes available.
Theory Y Approach to Leadership
is participative leadership, whereas Theory X is is autocratic leadership. managers assume that most people seek inner satisfaction and fulfillment from their work Theory Y includes the following assumptions: • People are not naturally passive or resistant to organizational needs. If they appear to have become so, this condition is a response to their experience in organizations. • Motivation, development potential, willingness to assume responsibility, and readiness to work toward organizational goals are present in most people. It is management's responsibility to enable people to recognize and develop these characteristics for themselves. • The essential task of management is to arrange organizational conditions and methods of operation so that people can best achieve their own goals by directing their efforts toward the goals of the organization.
union security clause
the part of the labor-management agreement that states that employees who receive union benefits must join the union, or at least pay dues to it gives unions the power to enforce rules and regulations, and to collect dues. There are two main forms of union security. The closed shop requires that employees are union members prior to being hired. The union shop requires the employee to join the union as a condition of employment.
Characteristics of adequate controls
• Timeliness. The control device should reflect deviations from the standard promptly, at an early stage, so there is only a small time lag between detection and the beginning of corrective action. • Economy. If possible, control devices should involve routine, normal processes rather than special inspection routines at additional expense. The control devices must be worth their cost. • Comprehensiveness. The controls should be directed at the basic phases of the work in addition to later levels or steps in the process; for example, a defective part is best inspected and eliminated before it has been assembled with other parts. Furthermore, the controls need to include focus on workers, equipment, and processes. • Specificity and appropriateness. The control process should reflect the nature of the activity. Proper laboratory inspection methods, for example, differ from the financial audit and machine inspection processes. The setting itself should be taken into account when developing controls. For example, a rural critical access hospital needs to monitor its billing and payment systems to reflect services provided via telehealth and distant-site practitioners. The pattern of usage of swing beds is another area of study. • Objectivity. The processes should be grounded in fact, and standards should be known and verifiable. External reviewers and auditors should augment line managers' observations. • Responsibility. Controls should reflect the authority-responsibility pattern. As far as possible, the worker and the immediate supervisor should be involved in the monitoring and correction process. • Understandability. Control devices, charts, graphs, and reports that are complicated or cumbersome will not be readily used.
