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Management
Health Information Technology Related
| Term | Definition |
|---|---|
| Planning | First step in management |
| Mission statement | Drives enterprise planning; defines purpose |
| Vision statement | Describes ideal/desired future state |
| Strategic plan | Follows from Mission; sets priorities/goals; incorporates SWOT |
| Tactical plans | strategic plan at level of divisions and departments |
| Operational plans | strategic plan at lower levels, implemented as daily activities |
| Goals | Expression of plans - statements of intended outcomes, give source of direction/motivation; guideline; result of business process |
| Organizing | Allocating resources to achieve goals; follows planning |
| Vertical Structure | Formal design of job positions within divisions, lines of authority and responsibility, allocation of resources |
| Line authority | right of managers to direct subordinate activities |
| Staff authority | expert knowledge = advising and recommending course of action |
| span of control | Specific staff reporting to specific supervisor |
| HMC - Healthcare Management Council | Provides a Span of Control Analysis to optimize organization structure |
| delegation | related to span of control, managers transfer authority to subordinates to carry out responsibility |
| decentralization | authority/responsibility moves to lower levels; top managers handle other priorities; more burden on workers (?and empowerment) |
| Directing/Leading | Third managerial function, accomplishes goals by influencing behavior, motivating/inspiring > performance |
| Power | Ability to influence, central to leadership |
| Power sources | ability to influence is derived from several possible sources (listed in this set) |
| Authority/legitimate power source | right of position to direct activities of subordinates |
| reward power source | based on leader's ability to withhold/give rewards for performance |
| coercive power | maintains control over punishments |
| referent power | admiring workers follow charismatic leader |
| expert power | leader's knowledge/expertise is of value |
| information power | leader's persuasive message (not based on referent power) |
| Controlling/Evaluating | Final managerial function; monitors performance |
| Executive dashboard | critical info for leading organization, key strategic measures/forecasts other stats/accounting |
| Management levels | first-line (lower) to middle to top |
| Supervisor | hands-on manager of daily operations over unit or department division; tech skills, limited hire/finance authority |
| Middle manager | broader scope than supervisor, oversee all functions of department, P&P, Stats, Report to executive mngr |
| Executive manager | strategic plan, direction, asset/resource mgmt; COO, CFO, CNO, CIO, CMO, CEO (typical in healthcare) |
| Governing board | responsible for operation of entire organization; final authority; 10-20 members + chair from business (stockholders), stakeholders (community, etc) |
Created by:
Janas
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