HCA201A - FINAL EXAM QUESTIONS AND ANSWERS LATEST UPDATE
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decision making
complex, cognitive process of choosing a particular course of action; the thought
process of selecting a logical choice form available options
problem solving
part of decision making; systematic process focusing on analyzing a difficult situation
involving higher-order reasoning and evaluation
spend more time finding the cause and treating the cause, like with system failures or
high incidence of med errors
critical thinking
the mental process of actively and skillfully conceptualizing, applying, analyzing,
synthesizing, and evaluating information to reach an answer or conclusion
self reflection and higher level personal thinking
clinical reasoning
integrating and applying different types of knowledge to weigh evidence, critically think
about arguments, and reflect upon the process used to arrive at diagnosis
collaborative and reflective process that involves content-specific knowledge,
engagement of the patient and family in understanding the clinical problem, and
incorporation of critical contextual factors
leads to deliberative decision making and sound clinical judgement
characteristics of a critical thinker
-insight
-intuition
-empathy
-willingness to take action
-flexible
-observant
-out of box thinker
successful decision makers
-self-aware
-courageous
-sensitive
-energetic
-creative
traditional problem solving process
1. Identify the problem
2. Gather data to analyze the causes and consequences of the problem
3. Explore alternative solutions
4. Evaluate the alternatives
,5. Select the appropriate solution
6. Implement the solution
7. Evaluate the results
biggest fall back is that it is time consuming
managerial decision making model
1. Determine the decision and the desired outcome (set objectives)
2. Research and identify options
3. Compare and contrast these options and their consequences
4. Make a decision
5. Implement an action plan
6. Evaluate results
set objective right in the beginning, more common to see
successful decision maker
Understands:
-Gender (frontal lobe larger in females, men use gray matter more and women use
white matter meaning they can multi-task quicker
-Personal individual values
-Life experience
-Preferences
-Willingness to take risks
-Brain hemisphere dominance
-Predominant thinking style
decision-making tools
-decision grids
-payoff tables
-decision trees
-consequence tables
-logic models
-program evaluation and review technique
decision grids
lets you see all the equipment out there for example, can see alternatives and compare
them against each other
payoff tables
use cost and profit, looking at volume relationships
ie. getting something disposable vs non disposable
decision trees
compares between the two items and you are looking at the consequences of them
logic models
higher level management, starting to develop programs, picturing how the program to
look, how are you gonna get it there
PERT
used by the navy, predicts when events and activities must take place in order for a final
result to occur, see in manufacturing a lot
, management functions
planning: determining the goals, policies, determining course of action that occurs
organizing: establishing the structure in which you will carry out the plan/actions
staffing: recruiting, interviewing, hiring, orienting, and team building
directing: delegation, communicating, facilitating, HR roles, discipline, firing
controlling: quality control and fiscal accountability
leaders
-Empower others; maximize workforce effectiveness
-Needed to implement the planned change that is part of system improvement
-art of getting work done through others willingly
-leaders are in the front, moving forward, taking risks, and challenging the status quo
-a job title alone does not make a person a leader, only a person's behavior determines
if he or she occupies a leadership position
don't have formal organization role on organization chart, empower others, make things
effective on the floor, getting work done through others willingly, wider variety of roles
than managers and may hav different personal goals
focus on group process, information gathering, feedback, and empowering others
managers
-guide, direct, and motivate others
-intervene when goals are threatened
-emphasize control
have a formal position, have a legitimate source of power, can discipline and hire, have
to carry out specific functions and responsibilities, have to manipulate the people and
environment to achieve the organization goals
emphasize control, decision making, decision analysis, and results
good leaders
-envision the future
-communicate their visions
-motivate followers
-lead the way
-influence others to accomplish goals
-inspire confidence
-take risks
-empower followers
-master change
good managers
-coordinate resources
-optimize resource use
100% CORRECT A+ GRADED. Buy Quality Materials!
decision making
complex, cognitive process of choosing a particular course of action; the thought
process of selecting a logical choice form available options
problem solving
part of decision making; systematic process focusing on analyzing a difficult situation
involving higher-order reasoning and evaluation
spend more time finding the cause and treating the cause, like with system failures or
high incidence of med errors
critical thinking
the mental process of actively and skillfully conceptualizing, applying, analyzing,
synthesizing, and evaluating information to reach an answer or conclusion
self reflection and higher level personal thinking
clinical reasoning
integrating and applying different types of knowledge to weigh evidence, critically think
about arguments, and reflect upon the process used to arrive at diagnosis
collaborative and reflective process that involves content-specific knowledge,
engagement of the patient and family in understanding the clinical problem, and
incorporation of critical contextual factors
leads to deliberative decision making and sound clinical judgement
characteristics of a critical thinker
-insight
-intuition
-empathy
-willingness to take action
-flexible
-observant
-out of box thinker
successful decision makers
-self-aware
-courageous
-sensitive
-energetic
-creative
traditional problem solving process
1. Identify the problem
2. Gather data to analyze the causes and consequences of the problem
3. Explore alternative solutions
4. Evaluate the alternatives
,5. Select the appropriate solution
6. Implement the solution
7. Evaluate the results
biggest fall back is that it is time consuming
managerial decision making model
1. Determine the decision and the desired outcome (set objectives)
2. Research and identify options
3. Compare and contrast these options and their consequences
4. Make a decision
5. Implement an action plan
6. Evaluate results
set objective right in the beginning, more common to see
successful decision maker
Understands:
-Gender (frontal lobe larger in females, men use gray matter more and women use
white matter meaning they can multi-task quicker
-Personal individual values
-Life experience
-Preferences
-Willingness to take risks
-Brain hemisphere dominance
-Predominant thinking style
decision-making tools
-decision grids
-payoff tables
-decision trees
-consequence tables
-logic models
-program evaluation and review technique
decision grids
lets you see all the equipment out there for example, can see alternatives and compare
them against each other
payoff tables
use cost and profit, looking at volume relationships
ie. getting something disposable vs non disposable
decision trees
compares between the two items and you are looking at the consequences of them
logic models
higher level management, starting to develop programs, picturing how the program to
look, how are you gonna get it there
PERT
used by the navy, predicts when events and activities must take place in order for a final
result to occur, see in manufacturing a lot
, management functions
planning: determining the goals, policies, determining course of action that occurs
organizing: establishing the structure in which you will carry out the plan/actions
staffing: recruiting, interviewing, hiring, orienting, and team building
directing: delegation, communicating, facilitating, HR roles, discipline, firing
controlling: quality control and fiscal accountability
leaders
-Empower others; maximize workforce effectiveness
-Needed to implement the planned change that is part of system improvement
-art of getting work done through others willingly
-leaders are in the front, moving forward, taking risks, and challenging the status quo
-a job title alone does not make a person a leader, only a person's behavior determines
if he or she occupies a leadership position
don't have formal organization role on organization chart, empower others, make things
effective on the floor, getting work done through others willingly, wider variety of roles
than managers and may hav different personal goals
focus on group process, information gathering, feedback, and empowering others
managers
-guide, direct, and motivate others
-intervene when goals are threatened
-emphasize control
have a formal position, have a legitimate source of power, can discipline and hire, have
to carry out specific functions and responsibilities, have to manipulate the people and
environment to achieve the organization goals
emphasize control, decision making, decision analysis, and results
good leaders
-envision the future
-communicate their visions
-motivate followers
-lead the way
-influence others to accomplish goals
-inspire confidence
-take risks
-empower followers
-master change
good managers
-coordinate resources
-optimize resource use
