Ch 17: Management - HEIT 220: Principles of Leadership

Corporate compliance

The process of establishing an organizational structure that promotes the prevention, detection, and resolution of instances of conduct that do not conform to federal, state, or private payer healthcare program requirements nor to the healthcare organization's ethical and business policies

Enterprise information management (EIM)

Ensures the value of information assets, requiring an organization-wide perspective of information management functions; it calls for explicit structures, policies, processes, technology, and controls.

Executive management

The senior management of a healthcare organization, and the people who oversee a broad functional area or group of departments or services. This level of management establishes the organization's future direction and monitors the organization's operations in those areas.

Financial management

The mechanism that all businesses use to fully comprehend and communicate their financial activities and status

Gantt chart

A graphic tool used to plot tasks and shows the duration of project tasks (start and stop dates) and overlapping tasks (tasks that can be performed at the same time)

Internal analysis

Healthcare organizations review the inner working of the organization to determine strengths and weaknesses of the business practice and process.

Job classification

A method of job evaluation that compares a written position description with the written descriptions of various classification grades

Job description

A list of duties, reporting relationships, working conditions, and responsibilities for a particular job.

Job evaluation

The process of applying predefined compensable factors to determine their worth

Leading

The function in which people are directed and motivated to achieve the goals of the healthcare organization.

Organization

Coordinating all of the tasks and responsibilities of a department to guarantee the work to be accomplished is completed correctly and in a timely manner.

Organizational chart (Org Chart)

A visual graphic or diagram showing the structure and reporting relationships between positions, departments, and employees of an organization

Organizational structure

The framework of authority and supervision for the employees within the organization

Policies

The principles describing how a department or an organization will handle a specific situation or execute a specific process.

Span of control

The number of employees a person manages is called the span of control and is influenced by the size of the organization

Specialization

All employees have special qualifications or skills that allow them to perform their job to the best of their ability

Directing

The process of assigning the tasks for the day to employees and providing training, instructions, and advice to help with accomplishing the responsibilities

Coordinating

The process of ensuring activities happen in the order they need to. It is important, for example, for the coding process to be completed before the billing is performed

Controlling

Performance is monitored in accordance with policies and procedures and changed based on the situation at hand at each moment of the day

Project management

A formal set of principles and procedures to help control the activities associated with implementing a large undertaking to achieve a specific goal (such as an information system implementation) that has a definitive beginning and end.

Project management life cycle

The period in which the processes involved in carrying out a project are completed, including the definition, planning and organization, tracking and analysis, revisions, change control, and communication

Resource allocation

A process and strategy of deciding where resources should be used to achieve the mission, values, and goals of the organization.

Risk analysis

Identifying weaknesses in an organization's operations and determining how likely it is that any given threat may occur

Risk management

A comprehensive program of activities intended to minimize the potential for injuries to occur in an organization and to anticipate and respond to ensuring liabilities for those injuries that occur

Staffing

The managerial function that involves proper and effective selection, appraisal, and training of personnel

Strategic plan

The document in which the leadership of a healthcare organization identifies the overall mission, vision, and goals to help define the long-term direction of the organization as a business entity

Strategy

A course of action designed to produce a desired (business) outcome.

Variable costs

Including resources that change like supplies, while fixed costs remain constant like rent, wages, and equipment rental.

Work analysis

The process of gathering information about what it takes to get a job done.

Accounting

The process of collecting, recording, and reporting an organization's financial data including the assets, expenses, and liabilities of the company.

Accrual accounting

Involves recording known transactions in the appropriate time period before cash payments (receipts) are expected or due.

Budget

A plan that converts the organization's goals and objectives into targets for revenue and spending

Budget adjustment

The approval to move funds from one budget to another. For example, an HIM department manager has a coding employee vacancy for a period of time

Budget management

The process of maintaining financial viability by ensuring operating revenues for the year are sufficient to cover the operating expenditures

Budget variance

A difference in the budgeted revenue or expense amount

Cash basis accounting

Registering the transaction when it occurs, meaning when money is received for services provided, or paid for expenses incurred.

Change management

The formal process of introducing change, adopting the change, and diffusing it throughout the organization.

Controlling

The function in which performance is monitored according to policies and procedures

Cultural competence

The ability to accept and understand the beliefs and values of other people and groups and is vital to the overall health of an organization.

Expenses

The amounts charged as costs by an organization to the current year's activities of operation

External analysis

Involves exploring the factors outside the control of the organization to determine what is happening within the same market.

Impact analysis

A collective term used to refer to any study that determines the benefit of a proposed project, including cost-benefit analysis, return on investment, benefits realization study, qualitative benefit study, or how change affects workflow

Management

The process of planning, controlling, leading, and organizing the activities of an organization

Market assessment

Determines what opportunities and threats to the future of the organization exist

Mergers

When two or more companies combine—one of them continues to exist as a legal business entity while the other(s) cease to exist legally and their assets and liabilities become part of the continuing company

Middle management

The people within the organization who oversee the operation of a broad scope of functions; for example, the HIM manager may oversee coding, transcription, and disclosure of information at the departmental level or they may oversee a defined product or line of service, such as in the case of a radiology department manager.

Operational planning

The specific day-to-day tasks required in operating a healthcare organization or an HIM department

Organizational behavior

Explores how people act within organizations and their behavior individually, in a group, and collectively across a department

Planning

The examination of the future and preparation of action strategies to attain goals of the department or healthcare organization.

Principles of organization

Unity of command, Span of control, Specialization, Delegation, Directing, Coordinating, Controlling

Unity of command

In this management principle, each employee reports to one manager (chain of command)

Delegation

The process by which managers distribute work to the employees of the department along with the authority to make decisions and to act on those decisions

Procedures

Define the processes by which the policies are put into action. Procedures are written documents that describe the steps involved in performing a specific function

Program evaluation and review technique (PERT) chart

A project management tool that diagrams a project's timelines, tasks, and interdependencies

Revenue

The recognition of income earned and the use of appropriated capital from the rendering of services during the current period

Strategic information systems planning

The process of identifying and prioritizing various upgrades and changes that might be made in an organization's information systems

Strategic planning

Includes an analysis of how an organization will react to changes in the external environment in the foreseeable future.

Supervisory management

Oversees the staff-level employees and monitors the effectiveness of everyday operations and individual performance against pre-established standards.

Supply management

The management and control of the supplies used within an organization.

SWOT analysis

(strengths, weaknesses, opportunities, and threats)
key leadership personnel determine the strengths of the organization (what the company does well) and the weaknesses (areas for improvement), and establish future opportunities (and evaluate threats to those opportunities).

Workflow

The process and steps it takes to complete a task