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HIT 75
TEST #2 10 12 2011
| Question | Answer |
|---|---|
| Job specialization | Breaking down a task into smaller parts, and having each part or step of the task performed by a different individual. |
| Departmentalization | The process of grouping various activities into natural units by logical arrangements. |
| 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." |
| Traditional structure | The most common form of organizational design, in which hierarchical relationships develop vertically, and each employee reports to one superior. |
| Matrix organization | An organizational structure that adds cross department. In a matrix organization, employees often report to more than one superior. |
| Role theory | The concept that when employees receive inconsistent expectations and little information, they experience role conflict, which leads to stress, dissatisfaction, and ineffective performance. |
| Organic structure | An organizational structure in which jobs tend to be general, few rules and regulations exist. |
| Organic structure communications | The communication are vertical, diagonal, and horizontal, and the organization is highly adaptive and flexible and encourages decentralized decision making by the employees. |
| Vertical chart | An organizational chart that shows the different levels of the organization in a step arrangement in the form of a pyramid |
| Horizontal chart | An organizational chart that reads from left to right, stressing functional relationships more than hierarchical levels. |
| Circular chart | An organizational chart that depicts the various levels in concentric circles rotating around the top level administrator, who is at the hub of the wheel. |
| Inverted pyramid chart | An organizational chart featuring the chief administrator on the bottom and others farther up. This chart expresses the idea that the superiors support those who report to them. |
| Delegation of authority | The act of a superior granting authority on some level to a subordinate. |
| Scalar chain | The line of vertical authority relationships from superior to subordinate. Also called the chain of command. |
| The three essential parts of the delegating process. 1 of 3 | 1 The assignment of duties and the defining of the results expected by a manager to the immediate subordinates. |
| The three essential parts of the delegating process. 2 of 3 | 2 The granting of permission (authority) to the subordinates to make decision and commitments, use resources, and take the actions normally necessary to perform their assigned duties. |
| The three essential parts of the delegating process. 3 of 3 | 3 The creation of an obligation (responsibility) on the part of each subordinate to the delegating superior to perform the assigned duties satisfactorily (accountability) |
| Grooming | The process of preparing another individual to take on more authority and responsibility. |
| Exception principle | The principle that some decisions faced by an individual are beyond his scope of authority and must be referred to his superior. |
| General supervision | Provides orders in broad terms, with the expectation that the employees will decide how to reach those goals. |
| Re-engineering | A reorganization process in which leadership determines the best way to accomplish its tasks, regardless of how those tasks were accomplished in the past. |
| Six Sigma | A combination of re-engineering principles and quality improvement approaches that focuses on delivering defect free services and products. |
| Conformance quality | A level of work outcome that meets the minimum standard. |
| Requirements quality | A level of work outcome that meets customer expectations. |
| Quality of kind | A level of work outcome that exceeds customer expectations. |
| Timesizing | A cost-cutting technique that involves employees taking unpaid time off, or using accrued vacation time. |
| Attritiion | The practice of not replacing employees who leave |
| Committee | A formal group with defined purposes and relationships within an organization. |
| Standing Committee | A committee whose purpose is long term or permanent. |
| Informational meeting | A meeting in which the leader presents information and facts, usually with limited discussion from other members. |
| Discussional meeting | A meeting in which the leader encourages other members to participate. |
| Group deliberation | The practice of discussing issues among all members of a committee. |
| Groupthink | The result of allowing group discussion to be dominated y a desire to find group concurrence on a conclusion, even if facts point to another conclusion |
| Grapevine | The informal communications network in an organization. |
| Status position | One of four positions vis a vis the informal organization. These are the informal leader, members of the primary group, members on the fringe of the group, and those outside the fringe. |
| Staffing | The managerial function concerned with the procurement and maintenance 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. |
| Unity of command concept | Each person should take orders from and report to only one boss. |
| Recruiting | The process of attracting and seeking a pool of applicants from which to choose a qualified candidate. |
| Job description | A document that describes the duties and responsibilities of a position |
| Job specification | A document that identifies the minimum acceptable qualifications of a person in that position. |
| Job analysis | A study of the jobs within an organization to document the activities, tools used, and working conditions of each position. |
| Transfer | A reassignment of an employee to another job of similar pay, status, and responsibility. |
| Outsourcing | Contracting with a third party to handle some aspect of an organization's work. |
| Offshoring | Using an outsourcing contractor who uses labor from countries other than the United States. |
| Flextime | Scheduling that allows employees to modify their personal schedule to fit their off-the-job activities. |
| Compressed scheduling | Special schedules - such as 10-hour days, 4 days per week - that squeeze more work into fewer days. |
| Virtual positions/Telecommuting | Jobs that are held by employees who work off site such as home. |
| Telecommuting/Virtual positions | Working form home or another off-site location. |
| Appraisal interview | An interview that may take on characteristics of both directive and non-directive interviews. Usually designed to discuss an employee's strengths and weaknesses. |
| Directive interview | A structured interview between a supervisor and employee in which the interviewer knows beforehand the goals, objectives, and areas of discussion. |
| Non-directive interview | An unstructured interview between a supervisor and an employee often used to discuss a problem or grievance. Also called a counseling interview. |
| Employment interview | An interview between a supervisor and a prospective employee designed to determine if the prospective employee is a good fit for the position, and vice versa. Also called a pre-employment interview. |
| Halo effect | A circumstance in which an interviewer bases an applicant's potential for job performance on one or tow characteristics and allows this impression to color all the other factors. |
| Performance appraisal | A formal system of measuring, evaluating, and influencing an employee's job related activities. |
| Comparative standards | An assessment method that compares employees to other employees in the department. |
| Critical incidents assessment | An assessment method in which the supervisor focuses on specific behaviors that separate effective from ineffective performance. |
| Graphic rating scale | An assessment method that uses a list of performance factors that the supervisor uses to rate employee performance. |
| Behaviorally anchored rating scales(BARS) | An assessment method that combines elements from the critical incidents and graphic rating scale assessments. |
| 360-degree feedback | An assessment method that incorporates feedback from all of an employee's coworkers, including superiors,peers, and subordinates. Also called multi-source or multi-rater feedback. |
| Succession planning | Preparing employees to take on new assignments within or outside of the employee's current department. |
| Skills inventory | A list of skills an individual possesses, regardless of whether the skill is applicable to the person's job. |
| Mentor | An individual who helps a subordinate establish goals and a path to achieve them. |
| Self-appraisal | A self-rating by an employee, which provides a supplemental source of appraisal input. |
| Performance development plan | A plan to facilitate correction of weaknesses identified during a performance appraisal. |
| Central tendency | The tendency to appraise all employees as roughly average. |
| Management by objectives (MBO) | A management tool developed by Peter Drucker that uses measurable objectives to motivate and evaluate performance. |
| Internal alignment | Aligning salaries of positions within a department. |
| Job evaluation | A method of determining the relationships between pay rates and the relative monetary value of jobs within a department. |
| Wage survey | A survey that collects data on wages paid in the community for similar key jobs in similar or related enterprises. |
| Benchmark job | Jobs that are similar in every healthcare organization, such as dietitian and housekeeper. |
| External alignment | Aligning salaries within an organization with salaries of similar positions outside the organization but within the surrounding community. |
| Assessment center approach | A method of evaluating in-house candidates for promotion to management. |
| Autocratic supervision | A management style based on Theory X, i.e., that involves little participation by subordinates in the decision-making process. |
| Micromanaging | The practice of directing every detail of a subordinate's action. |
| Consultative supervision | A type of supervision based on the assumption that employees are eager to do a good job, have the motivation to perform their best, and are capable of doing so. Also called participative, democratic, and permissive supervision. |
| 4 Es approach | A technique to engage subordinates in planing for changes that involves engagement, empathy, educations, and enlistment. |
| Theory Z | A management approach that is base on lifetime employment, slow promotion paths, consensual decision making, collective responsibility, and informal controls, Theory Z assumes workers want to build strong relationships with their colleagues. |
| Free-reinleadership | A leadership approach that assumes that individual employees are self-motivated and perform well with minimum supervision. Also called laissez-faire leadership |
| Force-field analysis | An approach to overcoming resistance to change that involves openly discussing the pros and cons of a planned change. |
| At-will employment | Meaning that an employment relationship could be terminated by either party at any time for any reason or without a reason. |
Created by:
Lilyn Ta
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