1
Q
- Body of people organized to attain a
specific goal - A framework wherein both
management and organization
circulate
A
organization
2
Q
- Strategically set objectives
- Originate from organization
philosophy
A
ORGANIZATION GOALS
3
Q
org goals can be seen:
- Charter of ______
- _______statement
- _______ of _________
- Official bylaws
A
- Charter of institution
- Mission of statement
- Articles of incorporation
- Official bylaws
4
Q
- they strategically set objectives
A
admin
5
Q
Performance of work and application
of rules and principles
A
management
6
Q
components of management
5ms
A
men money method machine materials
7
Q
- Deciding upon business goal and
methods to achieve them - Prioritizes what needs to be done
first; prerequisite of doing anything
A
planning
8
Q
Determining the best allocation of
people and resources
A
organizing
9
Q
Motivating, instructing, and
supervising workers assigned to
activity
A
directing
10
Q
Analyzing metric during business
activities to ensure completion of
task
A
controlling
11
Q
Determining what must be done in a
situation and getting people to do it
A
commanding
12
Q
Integrating activities to ensure
resources are most used most
efficiently
A
coordinating
13
Q
5 basic fxns of org
planning
directing
controlling
organizing
nota
A
directing
14
Q
LEVELS OF MANAGEMENT
1.
● Board of directors, C-level
executives
● Authority + power
A
Top Level
15
Q
Controlling or overseeing the
entire organization
A
top level
16
Q
Manager
A
middle level
17
Q
level of management
top middle low
Execute organizational plans
A
middle
18
Q
level of management
top middle low
Focus on controlling and
directing employees on
day-to-day activities
A
low
19
Q
level of management
top middle low
Develops strategic
plans, company
A
top
20
Q
level of management
top middle low
Make sure that the decision
of top levels are relayed to
lower levels
A
middle
21
Q
level of management
top middle low
Supervisors
A
lower
22
Q
Consider as “bridge”
level of management
top middle low
A
middle
23
Q
Formulation and implementation of
major goals and initiatives taken by
a company’s top management
A
strategic management
24
Q
strategic management steps
Deals with the basic
questions “why?”, “where will
we be?”, “how do we get
there?”
A
strategic planning
25
strategic planning ____ analysis is usually
employed
SWOT
26
strategic management steps
May be formulated within a
program, like a new service
or an extension of an existing
service.
Organizational Planning
27
BRANCHES OF MANAGEMENT
Consider resources, assess
internal/external organizations to
develop strategies to gain
competitive advantage
strategic management
28
BASIC PRINCIPLES IN DEVELOPING A
PROGRAM
○ Target population
○ Source of referrals
○ Treatment methods
○ Anticipated load case
survey
29
BASIC PRINCIPLES IN DEVELOPING A
PROGRAM
Translation of all information
gathered into a workable
plan
eval
30
BASIC PRINCIPLES IN DEVELOPING A
PROGRAM
Usually conducted by
top-level admin
interview
31
3 basic principles in developing a program
survey, interview, eval
32
Steps in program development
needs assessment
program planning
program implementation
Program Evaluation and Quality
Improvement
33
needs assessment you will gather
demogs and factors needed
34
3 needs in needs assessment
perceived, felt, real
35
4 steps in program planning
● Define the focus of the
program
● Establish objective and goals
● Develop a system
● Describe fiscal information
36
5 steps in program implementation
● Initiate program
● Document program activities
● Communicate and coordinate
● Promote program
● Determines the progress of
the program
37
Evaluation resources
determines the most efficient
care and cost effective care
Statistical utilization review
38
2 types of eval resources
Utilization review
○ Statistical utilization review:
39
2 types of eval people
Peer Review
Professional Review
Organization
40
quality of work reviewed by peers
peer review
41
3 types of evaluating management
prospective, concurrent, retrospective
42
eval of proposed intervention plan
prospective review
43
ongoing
intervention programs to
ensure appropriate
intervention is implemented;
assess if there is
improvement or what
intervention can be maintain
Concurrent review
44
refers
to audits (previous proposed
interventions plans
retrospective
45
○ Concerned with allocation,
control of financial resources
to the management
○ Consider the money, capital,
budget in building
organization
fiscal management
46
- Specific statement of
anticipated results
- With specific time
period (consider the
feasibility)
- Basis of continuing
future plans
budget
47
Total Budget:
DC + IC + bad debt
allowance
48
Traced to a specific
unit or activity
DIRECT/ INDIRECT?
DIRECT COST
49
Cost related to
service provision
DIRECT/ INDIRECT?
DIRECT COST
50
Shared by everyone,
allocation
DIRECT/ INDIRECT?
Indirect Cost
51
60% of the budget
DIRECT/ INDIRECT?
DIRECT COST
52
accounting,
maintenance fees,
utilities
DIRECT/ INDIRECT?
INDIRECT COST
53
Change in direct
proportion to the
amount of services
provided
Fixed Expense Variable Expense
VARIABLE
54
Fixed Expense Variable Expense
Remain at same
level when there
are changes in
amount of services
provided
FIXED
55
Fixed Expense Variable Expense
RENT
FIXED
56
Fixed Expense Variable Expense
ALCOHOL
VARIABLE
57
Fixed Expense Variable Expense
TISSUE
VARIABLE
58
○ Central and composite
budget
MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES
MASTER
59
Permanent or long-term for
2-5 fiscal years
MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES
CAPITAL
60
○ MC type of budget
MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES
REV
61
MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES
Budget of the entire
organization
MASTER
62
Focus on present needs of
budget
MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES
CAPITAL
63
“Working budget”
MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES
DEP
64
MASTER
DEPARTMENT
CAPITAL
REVENUE AND EXPENSES
Details and specific for each
unit
DEP
65
○ Personnel budget, education
budget, special project
budget
SPECIAL TYPE BUDGET
66
Operating Budget
DEP BUDGET
67
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
Motivates, supports,
delegates tasks
PARTICIPATORY
68
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
Role of manager: control,
plan, direct, support
CONTRY CLUV
69
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
Goals are quota for the
people who work to achieve
them
Authoritarian Style
70
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
● Employees require
reinforcement
Rule-Oriented Style
71
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
Low involvement with people
and low contribution to work
Laissez Faire Style
72
Believes that things should
be done according to rules,
books
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
Rule-Oriented Style
73
↓ people; ↓ productivity
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
Laissez Faire Style
74
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
↑ people; ↑ productivity
Participatory Style
75
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
↓ people; ↑ productivity
Authoritarian Style
76
Country Club Style
Laissez Faire Style
Authoritarian Style
Participatory Style
Rule-Oriented Style
● ↑ people; ↓ productivity
Country Club Style
77
Supervision Styles
DefensivE
HIGH FEAR LOW TRUST
78
Supervision Styles
PARTICIPATIVE
LOW FEAR HIGH TRUST
79
Supervisory Function except
Communication
Recruitment and selection
Performance appraisal: assess if the
performance is un/satisfactory
Retention and development
NOTA
NOTA
80
Flow of authority
Chain of Command
Unity of Command
Span of Control
Uninterrupted line of
authority from superior to
subordinates so that each
person reports only to one
supervisor
Unity of Command
81
Flow of authority
Chain of Command
Unity of Command
Span of Control
Number of
supervisors-number of
subordinates.
Span of Control
82
Flow of authority
Chain of Command
Unity of Command
Span of Control
Links the highest pattern
manager in hierarchy to the
lowest member of an
unbroken chain of authority,
responsibility, and
accountability.
Chain of Command
83
Flow of authority
Chain of Command
Unity of Command
Span of Control
Ability to direct number of
employees that can be
supervised effectively
Span of Control
84
ORGANIZATIONAL PATTERNS
Vertical
Horizontal
Pyramidal
Matrical
With one leader at the top, a small
executive leader below, and tiers of
managers leading down to the
bottom team of employees
pyramidal
85
ORGANIZATIONAL PATTERNS
Vertical
Horizontal
Pyramidal
Matrical
Collaboration and
exchange of ideas
horizaontal
86
ORGANIZATIONAL PATTERNS
Vertical
Horizontal
Pyramidal
Matrical
MC org pattern
vertical
87
ORGANIZATIONAL PATTERNS
Vertical
Horizontal
Pyramidal
Matrical
Relies on managers to command
and control their employees work
vertical
88
ORGANIZATIONAL PATTERNS
Vertical
Horizontal
Pyramidal
Matrical
Consists of group of persons drawn
from various functional departments
to work on a project
matrical
89
ORGANIZATIONAL PATTERNS
Vertical
Horizontal
Pyramidal
Matrical
Employes are granted the power to
make decisions as they are part of
the team for the decision making
process
horizontal
90
● Written statement
● Identify, describe, defines the
position
● Tool for controlling
job description
91
Delineates the minimal acceptable
qualifications for the specific person
○ Diploma, Qualifications,
experiences, certifications,
license, physically able
job spex
92
Criteria of what is to be done and
explain the activities
policy
93
Personnel policy
Institutional policy
Departmental policy
treatment referral, maintenance fee, dress code, documentations
departamental
94
Personnel policy
Institutional policy
Departmental policy
salary, work sched, time off, probation
personnel
95
Personnel policy
Institutional policy
Departmental policy
orientation, physical exam, med records
institutional
96
Criteria of how things are to be done
procedure
97
________ management
Analyze, plan, and implement
marketing
98
4 marketing steps
1. Identify target market
2. Developing strategies
3. Executing programs
4. Marketing control
99
TARGETING STRATEGIES
Undifferentiated Marketing
Differentiated marketing
Concentrated Marketing
Pediatric PWD
Differentiated marketing
100
TARGETING STRATEGIES
Undifferentiated Marketing
Differentiated marketing
Concentrated Marketing
General; All pwds
undiff
101
TARGETING STRATEGIES
Undifferentiated Marketing
Differentiated marketing
Concentrated Marketing
More concentrated than
differentiated marketing
Autistic children in
the pediatric setting
concentrated
102
Market Dominance
● Leader
● Challenger
● Follower
● Nicher
Aggressive in targeting
the leader
challenger
103
Market Dominance
● Leader
● Challenger
● Follower
● Nicher
Dominant in the industry
leader
104
Market Dominance
● Leader
● Challenger
● Follower
● Nicher
Does not follow or compete
nicher
105
Market Dominance
● Leader
● Challenger
● Follower
● Nicher
follows the strategy of leader
follower
106
4 basic marketing strategies
Product
Place
Price
Promotion
OT Sem 2
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