HSCI 4622 EXAM 1 STUDY GUIDE

Procurement, production, safety, sanitation and maintenance, distribution and service

Menu

meals, customer satisfaction, employee satisfaction, financial accountability

planning, organizing, staffing, directing, controlling

using the same knife to cut vegetables and poultry

40-140 F

Food, especially protein and carbs

acidity: PH of 4.6 to 7.5

temperature; best at 40-140

Time

oxygen; some need oxygen others do not

Moisture, water activity of .85

clean has an outward pleasing appearance (not sanitized) and sanitary is free of disease causing organisms and other contaminants

fish and bones or ishikawa

authority

procedure that defines and ensures maintenance of standards within prescribed tolerances for a product or service. a reactive process and predicated on follow up and inspection

radical redesign of business processes for dramatic improvement

comparison against best performance in the field

a model for coordinating process improvement efforts

-use acronym FOCUS

finding a process to improve

organize a team that knows the process,

clarify current knowledge of the process,

understand causes of process variation

select the process improvement

A graphical record of process performance over a period of time

Analysis that focuses on the most important causes to solve problems. AKA 80/20 rule

80% of the sales comes from 20% of the customers

A disciplined data driven approach for improving quality by removing defects and their causes

Using less human effort, less space, less capital, and less time to make products exactly as the customer wants with fewer defects than occur in mass production

A management philosophy in which processes are refined with goal of improving performance in response to customer needs and expectations

An analysis focusing on identification of the root cause of a given problem

analysis that identifies potential failures in a process, evaluates the severity of the consequences, and plans for eliminating or minimizing the impact of the failure.

in the control section

involves setting standards, continuously monitoring and evaluating to determine if standards are being met, and modifying operations as needed.

Quality is defined by the customer through his or her satisfaction.

• the characteristics of a product or service that bear on its ability to satisfy stated or implied needs

• a product of service that is free of defects

• quality is not a program, it is an approach to business

• quality is defined by the customer through his or her satisfaction

• quality is aimed at performance excellence; anything less is an improvement opportunity

• quality increases customer satisfaction, reduces cycle times and costs and eliminates errors and rework

it is an illustration of factors that may influence or cause a given outcome

5 broad sections of standards of ISO 9001:

1. General requirement oder the quality management system

2. Management responsibilities for quality policies and customer focus and satisfaction

3. Resource management

4. Product realization

5. Measurement analysis and continual improvement

Joint commission has been a key source of standards for improving quality and safety of patient care.

1. Address performance expectations in several areas (environment of care; emergency management; human resources; infection prevention and control; information management; leadership; life safety; medication management; medical staff; national patient safety goals; nursing; provision of care, treatment, and services; performance improvement; record of care, treatment, and services; rights and responsibilities of the individual; transplant safety; and waivered testing). •

2. Focus on what an organization does, not what it has. •

3. Are developed in consultation with healthcare experts, providers, measurement experts, purchasers, and consumers. The Joint Commission launched a ne

• helps organization focus on customers by identifying and satisfying their needs and expectations

• intense focus on the customer

• concern for continual improvement

• focus on process

• improvement in quality of everything the company does

• accurate measurement

• empowerment of employees

Group of people working together in a structured and coordinated way to achieve goals.

Shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that knit an organization together.

occurs when organization units are defined by the nature of the work.

Specification of action, stating what must or must not be done.

Delegation from top to lower levels of management & the right of managers to direct others & take action because of their position

Pattern of formal relationships & duties

Assignment of tasks to different units or people

• Process of grouping jobs according to some logical arrangement. (book definition)

responsibility to society that goes beyond profit

the assessment of an employee’s performance during a specified period of time, take place in every organization, although they are not always formal.

An accepted obligation to perform an assigned activity or see that someone else performs it

1. Interpersonal

2. Informational

3. Decisional

FLL

Figurehead, Leader, Liasion

MDS

Monitor, Disseminator, Spokesperson

EDRN

Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

• Represents the organization

• Ex: Ceremonial duties, written proclamations, appearances at functions

• Responsible for the work of the staff

• Ex: Hiring, training, creating motivating environment

• Deals with people inside & outside the organization

• Ex: Must relate effectively to peers, suppliers, clients

• Collects information to use to be more effective

Ex: Discerns implications of information for organization

• Transmit information to employees

• Ex: Make decisions concerning information needs of staff

• Transmits information to people inside & outside the organization or unit

• Ex: Similar to the figurehead role

• Voluntary initiator of change

• Ex: Change menu based on restaurateurs, customers

• Responds to pressured situations beyond their control & can’t be ignored

• Ex: Strike; Supplier fails to provide goods

• Decides how & whom resources are distributed

• Ex: Consider needs of unit & overall priorities of operation

• Give-&-take process until reach compromise

• Ex: Have necessary information & authority for negotiations with suppliers or within organization

HTC

Human, Technical, and conceptual

Working with people & understanding their behavior

• EX:

• Effective communication demonstrated in actions

• Sensitive to needs & motivations of others

Understanding of & proficiency in a specific activity involving methods or techniques

• EX: Needed to understand & supervise activities

Ability to view organization as a whole & recognize various parts depend on & affect other parts & within environmental context

• EX: a good example is the relationship of the organization to other similar organizations and to suppliers within the community.

1. Planning

2. Organizing

3. Staffing

4. Directing

5. Controlling

clearly defined policies can reduce the time the manager spends making decisions

Greater

Fewer, fewer

leadership style and personality of the manager

True

Groups employees at similar levels to work

• Flat structure; Ideas shared across all levels & depts

• Cross-trained, coaching environment

Based on lines of authority

• Establishes authority at levels & flow of communication

• Report to only one manager; Clear lines bottom to top

Efficiency is doing things right. Effectiveness is doing the right thing.

Authority that exists because of position in the organization

based on employee’s acceptance of that authority

1. Economic

2. Legal

3. Ethical

4. Discretionary

The inner forces (wishes, desires, drives) that activate or move a person

Process of influencing activities of an individual or group toward goal achievement

Extent of being in tune with own feelings & feelings of others

• Empathy, self-regulation, integrate emotions & reason

Able to determine requirements for leadership in certain situations & respond appropriately

• Flexible behavior to fit the situation

An individual’s feelings and beliefs about his or her job.

Positive, voluntary behaviors that enhance organizational efficiency.

person who initiates change, a catalyst

theory that states people are motivated by their desire to satisfy specific needs in a certain order

PSSES

1. physiological

2. safety

3. social

4. esteem

5. self-actualization

Less involved, apathetic, absent, tardy, turnover

Attacks source of frustration, or another object or party

Puts something in place of the original object

Going overboard in one area to make up for another

Exhibit childlike behavior to deal with situation

Lose awareness / forget incidents of anxiety/frustration

Attribute one’s own feelings to someone else

Give a reason that is less ego deflating or more socially acceptable than the true reason

Proposed by: McClelland

• Needs are learned and socially acquired as individuals interact with the environment.

• Everyone has 3 needs: need to achieve, need for power, and need for affiliation

Proposed by: B.F Skinners theory

(AKA operant condition or behavior modification)

• This theory states that people behave in a certain way due to past actions or consequences.

Proposed by: Vroom, Porter and Lawler

• Theory based on the belief that people act in such a manner as to increase pleasure and decrease displeasure.