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| 6845596206 | General kinds of change | Organizational changes- New systems structures procedures or equipment are introduced. | 0 | |
| 6845597065 | Essentials of change | a. Motivation b. Competencies c. Creativity d. Employee commitment e. Adaptability f. Stability of workforce g. Patience h. Reward and recognition | 1 | |
| 6845597194 | Barriers to change | a. dysfunctional teamwork b. satisfaction with the status quo c. unjustified pessimism about the ability to change d. ego or personality problems e. territorial imperatives—defending boundaries or seeking to annex the territory of others f. lack of vision or support by upper management g. inflexible systems, policies, or procedures; h. work overload—"no time for change" i. lack of confidence in leaders | 2 | |
| 6845598093 | Well-defined goals | a prerequisite for implementing change Objectives are: 1. To select the right people, 2. To prepare and motivate people 3. To obtain the other necessary resources, and to carry out the change | 3 | |
| 6845598429 | Quality of work Life | a. The physical work environment b. social relationships c. style of supervision d. other morale factors determine the quality of work life | 4 | |
| 6845598904 | Job Redesign Measures | Includes a. cross-training; b. rotation of workstations, c. departments, or shifts; d. job transfer; e. changed work hours (flextime); f. status changes from full time to part time or vice versa g. deletion or addition of specific duties; h. new locations for workstations; i. improved instrumentation, flow patterns, communication, and methods; j. altered team membership or roles; k. encouragement of creativity and entrepreneurship l. delegation of more challenging assignments; m. appointments to committees, quality circles, or other work groups; n. involvement in research or development; and o. assignments to teaching or training roles | 5 | |
| 6845599430 | What is of critical important? | Communication is by far the most important managerial skill. Without it, all other skills are inoperative | 6 | |
| 6845599804 | What is information sharing? | multidirectional, moving up, down, laterally, and diagonally with equal facility; objective, factual, and true; comprehensive but not excessive; credible; and timely | 7 | |
| 6845599954 | Barriers to verbal communication | a. Electronic Barriers b. Semantic Barriers c. Psychological Barriers | 8 | |
| 6845600087 | 5 Languages we speak everyday | 1. English 2. Body language 3. Professional and technical jargon 4. Organizational and bureaucratic talk 5. "Computerese" | 9 | |
| 6845600882 | Grapevine advantages | 2 primary advantages o Speed of transmission—information moves faster than by most other means. o Depth of penetration—the "rumor mill" reaches people who never read a newsletter, look at a bulletin board, etc. | 10 | |
| 6845601091 | Psychological barriers | a. Interrupting b. Arguing c. blaming, d. talking down to, kidding, or being sarcastic; e. name calling or threatening; f. using patronizing words or sexist terms ; g. making statements indicative of indifference or apathy | 11 | |
| 6845601313 | Skilled listeners | a. make frequent use of supportive, responses and they avoid defensive, judgmental, and advisory ones b. Skilled listeners also listen carefully for underlying feelings | 12 | |
| 6845602125 | Basic forms of negotiation (gotcha/power play) | People who play this game may have prestigious titles b. Powerful friends, or weighty professional expertise. c. Many such people consider it naive to believe that cooperation works; they believe that their way is best | 13 | |
| 6845602558 | Customer Satisfaction | involved when writing skills are addressed | 14 | |
| 6845602721 | Critical Contact | A letter might be the first contact your organization has with a potential customer, so it's necessary to ensure a good first impression | 15 | |
| 6845603021 | Document preparation | a. Define the purpose of the message b. Free-write a rough draft c. Rewrite. d. Strengthen vague or abstract wording e. Edit carefully f. Double-check meaning and message | 16 | |
| 6845603324 | Letter problems | Most problems experienced in understanding a letter's contents usually occur because the missive was sent off without editing and rewriting | 17 | |
| 6845603467 | Email policy | a. restrict e-mail use to business purposes b. know what should or should not be transmitted via e-mail c. email is not private | 18 | |
| 6845603725 | Career enhancement | competence in handling the written word is extremely important to the supervisor who aspires to growth in management | 19 | |
| 6845604261 | Grantsmanship | a. the process of applying for funding—for "grants"—made available by organizations such as certain government departments, various corporations, and foundations and trusts b. specialized field in it own right; the competition for grant money is strong c. Abbreviated Outline of a Grant Request- An Abstract or Project Summary. A Plan A Budget and Justification Assurances Resources and Environment | 20 | |
| 6845604762 | Essential Activity | ad hoc problem-solving meetings conducted in a brainstorming mode are often among the most valuable of meetings | 21 | |
| 6845605161 | Purpose of Meetings | a. Share, exchange, or disseminate information, b. Explain policies, laws, services, protocols, systems, or restructuring activities; Accept reports or recommendations Make decisions Solving problems Allocate resources Prepare plans Establish priorities Generate ideas Assign tasks Persuade; Obtain commitment; Teaching or training; Demonstrate or explain; Congratulate or reward | 22 | |
| 6845605501 | Problem attendees | Latecomers Attendees who offend others Intimidators Hostile or angry attendees Nonparticipants Side Conversationalists Comics Motor mouths Destroyers | 23 | |
| 6845606052 | Components of a meeting | Purpose: the reason for the meeting 1. Input and content: leader, attendees, agendas, visual aids, handouts, meeting room facilities, objectives, facts, and opinions 2. Process: presentation, discussion, consensus, voting, negotiation, etc 3. Product: problems solved, decisions made, compromises, commitment obtained, schedules, etc. 4. Responses and follow-up: actions taken; information provided to meeting constituents and other people affected by the decisions | 24 | |
| 6845607425 | Management by Crisis | a. react rather than anticipate and plan b. spend excess time running around trying to resolve crises instead of preventing them | 25 | |
| 6845607572 | Perfectionism | a. not satisfied with excellence; they strive for perfection b. check and double-check everything c. obtain more data and opinions than they need | 26 | |
| 6845607716 | Failure to delegate | always running out of time because they try to do things that others could do for them in addition to the things that only they can do | 27 | |
| 6845607972 | Passivity | a. They can't turn down requests that consume their time b. struggle to keep up with their own work while allowing themselves to constantly diverted | 28 | |
| 6845608387 | Forms of time Theft | Taking unjustified sick days. Arriving late or leaving early Taking long breaks or extended meal periods. Leaving one's post for personal trips Performing personal tasks on the job Socializing excessively Interrupting others needlessly Wandering about the facility when supposedly working | 29 | |
| 6845609527 | External causes of stress | Work environment The job itself Work relationships Hierarchical factors Poor leadership Outside factors | 30 | |
| 6845610474 | Internal factors aggravating stress | a. Lack of confidence or self-esteem. b. Health problems. Irrational thinking. False perceptions of powerlessness and flawed assumptions. Clash of actions with values Emotions Fears: We are beset with all kinds of fear. Guilt: characterized by feelings of inadequacy and inferiority. Anger: The stress produced by daily contact with difficult people is often associated with anger | 31 | |
| 6845612265 | Criteria for success | obtaining peace of mind enjoying good health maintaining a loving relationship enjoying freedom from financial hardship feeling personally fulfilled | 32 | |
| 6845612452 | Career killers | Lack of appropriate goals or priorities. Fear and self-doubt Lack of motivation, enthusiasm, self-control. Unwillingness or inability to adjust to change. Weak interpersonal skills. Ineffective leadership. Inability to be an effective team player | 33 | |
| 6845613209 | Alternative form reliability | measure of reliability obtained by administration of different versions on one assessment tool. | 34 | |
| 6845613210 | Constructive validity | degree to which inferences can be made from operations in your study to theoretical constricts on which those operations were based | 35 | |
| 6845613993 | Content validity | egree in which theory takes into account all aspects of a particular situation | 36 | |
| 6845614270 | Convergent validity | refers to the degree to which two measures of constructs that theoretically should be related, are in fact related. It measures the same thing and shows they related | 37 | |
| 6845614708 | Criterion validity | is the extent to which a measure is related to an outcome | 38 | |
| 6845615405 | Divergent validity | Divergent validity helps to establish construct validity by demonstrating that the construct you are interested in (e.g., anger) is different from other constructs that might be present in your study (e.g., depression) | 39 | |
| 6845615515 | Face validity | is the extent to which a test is subjectively viewed as covering the concept it purports to measure. It refers to the transparency or relevance of a test as it appears to test participants In other words, a test can be said to have face validity if it "looks like" it is going to measure what it is supposed to measure | 40 | |
| 6845616043 | Internal consistency | measure of reliability used for evaluation to which different test items exploring similar construct leads to the same results. Examines the items regarding a given concept for understanding whether the results are stable utilizing measures like Cronbachs alpha, inter item correlation and average item total correlation. | 41 | |
| 6845616257 | Lack of clarity | the quality or state of being clear : lucidity There is a lack of clarity in many legal documents | 42 | |
| 6845616433 | Lack of complexity | he quality or state of not being simple : the quality or state of being ... difficult to understand or of lacking simplicity the complexity of a problem | 43 | |
| 6845617571 | Reliability | quality of measurement of a research and is the consistency of repeatability of the measures. If the same study is done a second time with the same result it is reliable | 44 | |
| 6845617783 | Test-retest reliability | measure of reliability that is obtained by administration of the same test twice over a certain time period for a certain group of individuals | 45 | |
| 6845617924 | Validity | the quality of being logically or factually sound; soundness or cogency | 46 | |
| 6845619093 | Assessment Tools | 1. Review and evaluate 2. Data collection 3. Data entry 4. Statistical Analysis | 47 | |
| 6845619793 | Knowledge based approach to training | Specific information of relevance to cultural competence, including definitions of race, ethnicity, linguistic competence, and related concepts, details about health-seeking behaviors of various cultures | 48 | |
| 6845620268 | Skills based approach to training | provides specific skill sets that prepare individuals with insight into how to communicate effectively with those who do not know English. | 49 | |
| 6845620427 | Attitude based approach to training | Improving awareness of an event or attitude, values, beliefs, as well as perspectives about other languages and other factors that can influence and affect provision of optimal services to patients, clients, and customers | 50 | |
| 6845620686 | Why is cultural competency training important? | the number of people who are not proficient in English is growing rapidly. Purpose is to increase knowledge of multicultural factors that will impact the provision of healthcare services | 51 | |
| 6845621533 | CLAS standards and guidelines | a. Provide a common understanding and consistent definitions of culturally and linguistically appropriate services in health care b. Offer a practical framework for the implementation of services and organizational structures that can help healthcare organizations and providers be responsible to the cultural and linguistic issues presented by diverse population c. Cultural Competent care d. Language access Services e. Organizational supports for cultural competence | 52 | |
| 6845622730 | Wisdom of crowds: | The qualitative research that lends to collectively predictions or a collaborative filter. | 53 | |
| 6845623092 | AHRQ | The Agency for Healthcare Research and Quality Mission: To improve the quality, safety, efficiency and effectiveness of health care for all Americans | 54 | |
| 6845623219 | AMA | American Medical Association- Aim is to work to advance quality improvement in patient care. Oversee all physicians, residents, fellows and medical students in the U.S | 55 | |
| 6845624011 | CAHME | Council on Education for Public Health- Accredits institutions that prepares graduate studies for PH. focuses on: Diversity for faculty and student population - Recruitment, retention and promotion of diverse faculty regardless of age, gender etc. | 56 | |
| 6845624540 | IOM | Institute of Medicine- to advise the nation about: · Health · Biomedical sciences · Medicine Health disparities in need of cultural competence to reduce between minority group and Majority | 57 | |
| 6845625403 | The Joint Commission | 1. Identify the needs of patients population being served and assess how these needs are being met 2. Bring people across the organization together to explore cultural and language issues by sharing experiences, evaluating current practices, discussing barriers and identifying gaps 3. Make assessment, monitoring and evaluation of cultural and language needs and services a continues process | 58 | |
| 6845625986 | Sullivan Commission | Transform America's Health professions in a diversified manner to reduce: Racial and ethnic disparities through increasing diversity in health professionals | 59 | |
| 6845626211 | Women of color | Women of color have specific issues and concerns when seeking health care: Lack of cultural understanding by providers Denied access to resources and privileges Economic opportunities Communicative self-representation Lifestyle Heritage and history Simultaneous oppression; multiple types of oppression as single experience | 60 | |
| 6845627491 | Poverty- | is a major contributing factor of teenage pregnancy, disproportionately hinders black teens | 61 | |
| 6845627492 | Interpretation | information provided verbally | 62 | |
| 6845627839 | Translation | Information provided in written form | 63 | |
| 6845628536 | Simultaneous oppression | multiple types of oppression as single experience | 64 | |
| 6845628865 | Identity | : the ability to know and understand who we are | 65 | |
| 6845629101 | Nationality | the actual birth country of a person | 66 | |
| 6845629282 | Middle passage: | (which was the transport of slaves from Africa to the New world on slave ships across the Atlantic Ocean) | 67 |
