HCM EXAM 1 (But better??)

Mission Statement

Defines the organization's purpose, what it currently does, and its core objectives.

Vision Statement

Outlines what the organization aspires to achieve in the future (where it wants to go).

Values

The core principles and ethical guidelines that guide an organization's culture and decision-making.

Operational vs. Strategic Leadership

Operational leaders focus on day-to-day execution and efficiency; strategic leaders focus on long-term vision, direction, and external alignment.

Employee Engagement

The emotional commitment and connection an employee has toward their organization and its goals.

Organizational Culture

The shared values, beliefs, attitudes, and traditions that govern how people behave in an organization.

Succession Planning

A strategic process of identifying and developing internal people to fill high-level leadership positions in the future.

Internal Domain of Health Care Management

Areas within the control of management, such as staffing, budgeting, quality control, and daily operations.

External Domain of Health Care Management

Factors outside the organization's direct control, such as community needs, licensed regulations, government policies, and competitors.

Patient Experience Management

Ensuring high-quality clinical care, clean facilities, responsive staff, effective communication, and empathy to create positive patient encounters.

Leadership Development Activities

Programs designed to enhance leadership skills, including 360-degree feedback, mentoring, coaching, and executive education.

Management Tasks

Focus on maintaining order, planning, budgeting, staffing, and controlling processes to ensure efficiency.

Leadership Tasks

Focus on setting direction, aligning people, motivating, inspiring, and driving major organizational change.

Great Man Theory

An outdated leadership theory suggesting that leaders are born, not made, possessing innate natural traits of power and influence.

Adaptive Leadership

A practical leadership framework that helps organizations adapt and thrive in challenging, changing environments by encouraging people to face tough problems.

Emotional Intelligence (EQ) Dimensions

The ability to understand and manage emotions; its key dimensions are self-awareness, self-regulation, motivation, empathy, and social skills.

Characteristics of Engaged Healthcare Workers

High productivity, loyalty, enthusiasm, patient-centered focus, commitment to quality, and lower turnover rates.

Maslow's Hierarchy of Needs

A motivational theory structured in five tiers: physiological, safety, belongingness/love, esteem, and self-actualization.

Work-Life Balance Promotion

Initiatives managers use to support employee wellness, including flexible scheduling, mental health resources, wellness programs, and fair workloads.

Manager's Role in Employee Engagement

Providing regular feedback, recognizing achievements, ensuring psychological safety, listening to concerns, and aligning work with employee strengths.

Motivation

The forces—internal or external—that stimulate enthusiasm and persistence to pursue a certain course of action.

Intrinsic vs. Extrinsic Rewards

Intrinsic rewards come from within (personal satisfaction, sense of purpose); extrinsic rewards come from external sources (pay raises, bonuses, recognition).

Generational Characteristics (Boomers, Gen X, Millennials, Gen Z)

Boomers value loyalty/face-to-time; Gen X values independence/balance; Millennials value collaboration/feedback; Gen Z values flexibility/technology/purpose.

Implicit vs. Explicit Bias

Implicit bias operates unconsciously and affects understanding and actions; explicit bias is conscious, deliberate, and overt prejudice.

Attribution Theory

Explains how individuals interpret behavior, distinguishing between internal attributions (personality/effort) and external/situational attributions (environment/luck).

Purpose of Studying Organizational Behavior (OB)

To understand, predict, and manage human behavior within organizations to improve individual and organizational effectiveness.

Largest Impact on Organizational Behavior

The immediate work environment, organizational culture, leadership style, and direct supervisors have the largest impact on how someone acts.

Cognition and Biases

Mental processes of acquiring knowledge; cognitive biases are systematic errors in thinking that affect judgment and decision-making.

Types of Biases (Table 4-1)

Examples include confirmation bias, halo effect, availability bias, attribution error, and overconfidence bias.

Strategic Planning Participants

Board of directors, senior executives, department managers, and key stakeholders across the organization.

Organizational Dashboard

A visual tool displaying key performance indicators (KPIs) and metrics to track organizational health and strategic goal progress.

Strategic Plan Time Frame

Typically spans 3 to 5 years (long-term outlook).

Manager's Role in Strategic Planning

Translating high-level strategy into departmental goals, communicating the plan to staff, allocating resources, and executing tactical steps.

Barriers to Strategic Planning Execution

Lack of communication, resistance to change, inadequate resources, poor alignment, and lack of clear accountability.

Tactical Plans

Short-term action plans (1 year or less) detailing how specific steps will achieve strategic goals.

Strategic Planning as a Dynamic Process

It requires continuous review, adaptation, and updating based on shifting market conditions, performance data, and environmental changes.

Porter's Five Forces Model

Analyzes industry attractiveness and competitive intensity using: 1) Threat of new entrants, 2) Buyer power, 3) Supplier power, 4) Threat of substitutes, 5) Competitive rivalry.

Healthcare Marketing

The process of communicating, creating, and delivering health-related offerings to satisfy customer (patient/community) needs.

Market Segmentation

Dividing a broad target market into subsets of consumers who have common needs, priorities, and characteristics.

Positive Attributes of a Target Segment (4 Things)

1) Measurable, 2) Accessible/Substantial, 3) Actionable, 4) Profitable/Sustainable.

Healthcare Marketing vs. Other Industries

Healthcare involves asymmetric information, third-party payers, ethical constraints, emergency needs, and strong emotional stakes.

Cause-Related, Social, and For-Profit Marketing

Cause-related aligns a product with a social cause; social marketing promotes positive behavioral change; for-profit marketing focuses on financial return and market share.

Satisfying Customer Needs via Marketing

Delivered by providing value, health outcomes, convenience, and a positive patient experience.

The 4Cs of Marketing

Customer solution, Cost to the customer, Convenience, and Communication (replacing the traditional 4Ps: Product, Price, Place, Promotion).

Market Positioning

Establishing a distinct, favorable image and place for a healthcare service or brand in the minds of the target audience relative to competitors.

PDCA Cycle

Plan-Do-Check-Act: An iterative four-step management method used for continuous improvement of processes and products.

CQI's Focus (Continuous Quality Improvement)

Ongoing, incremental improvement of processes, clinical outcomes, safety, and patient satisfaction rather than just meeting minimum standards.

Fishbone Diagram Technique (Ishikawa/Cause-and-Effect)

A visual tool used to identify root causes of a quality problem, categorizing potential causes (e.g., People, Process, Equipment, Environment).

Six Sigma & DMAIC

A data-driven quality methodology focused on reducing variation; DMAIC stands for Define, Measure, Analyze, Improve, and Control.

Underuse, Overuse, and Misuse of Healthcare

Underuse is failure to provide a beneficial service; overuse is providing a service where risk outweighs benefit; misuse is avoidable errors or complications during care delivery.

LEAN Approach

A management philosophy focused on maximizing customer value while minimizing waste (muda) in healthcare operations.