chapter 2- the management functions of health information management

health organization and supervision

planning

determining organizational goals and a means for achieving them for the future. This includes preparation of action plans.

Strategic plan

plan created by the organizations board of trustees, with the help of senior administration, which starts with the organizations mission and vision statements and communication of these to all employees; strategic plans are generally in place for three to five years with annual evaluations

Scorecard

a report of outcome measures to help leaders know what they have accomplished

SWOT analysis

Analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or option. It is a description of the factors that will impact a plan or project and should be done with input from all those affected by the plan

Controlling

monitoring performance, (organizational departmental and individual) comparing it with goals, and taking corrective action as needed to make sure objectives are being met

Organizational Chart

a graphic representation of the structure of an organization, showing the relationships of the positions or jobs within it.

legitimate power

a type of formal power that is granted to an individual based on the position they hold in an organization

leading

the management function in which people are directed and motivated to achieve goals; also referred to as actuating, directing, or influencing

C-suite

A popular term for a firm's top executive team, so-called because of the "chief" titles of each officer, such as chief executive officer (CEO). This level of management is responsible for decisions that affect the entire organization, focusing on the big picture and the long-term success of the organization

Coercive Power

The ability of a manager to punish others for not doing what is requested of them

dashboard

Reports of process measures to help leaders follow progress to assist with strategic planning; quick snapshot of the status key performance indicators

delegation

the process of managers assigning work and responsibility to managers and employees lower in the hierarchy

downward communication

communication that flows from higher to lower levels in an organization

Environmental Scan

an analysis of outside influences that may have an impact on an organization

Expert Power

power that is based on the special knowledge, skills, and expertise that is known by an individual regardless of their position

informational power

short term, does not allow for continuing influence, is based on the leader possessing information about a future project

key indicators

quantifiable measures used over time to determine whether some structure, process, or outcome supports high-quality performance measured against best practice criteria

Referent Power

power that stems from being liked

Reward Power

type of formal power granted to an individual who has the ability to reward employees for doing what is requested of them ex: promotion, raise, time off

tactical plans

short-range plans designed to implement the activities and objectives specified in the strategic plan. one to three years