Notes, summaries, assignments, exams, and problems for Other subjects

Evolution of Management Thinking in Business Schools

Classical School

The Classical School, spearheaded by Taylor and Fayol, also known as scientific management, was based on a mechanistic conception of work. This involved a type of human engineering design coupled with the motivation of workers, primarily for economic reasons. The focus was on achieving greater efficiency in the work by improving its procedures and the application of work-related principles of division and specialization.

School of Human Relations

Research showed that not only do physical conditions affect performance, but also industrial relations are important.

Max Weber's Bureaucratic Model

Max Weber's bureaucratic model aimed to find the ideal organizational structure.

Overall

The environment is complex (we hire professionals and experts) and dynamic (not normalized). The technical system is not routine and non-regulatory, involving units or small batches.

Specialization

Relies on professionals (high and low EV EH).

Training

High (experts).

Indoctrination

Important. Professionals are motivated to innovate and assimilate the corporate culture. They should be given this indoctrination.

Execution

Low, to facilitate innovation.

Coordination

Each professional requires prior preparation (skills). The group is the most comprehensive array of potential linkage devices.

Size of Units

Usually small.

Planning and Control Performance Measures

Limited. There is selective decentralization (decisions in different units/different functional specialties)... Continue reading "Decentralization and Organizational Structure in Complex Environments" »

Contingency Theory

• For the theory of contingency, principal variables are the environment and technology.
• Administrative personnel of the first line are the most numerous class of administrators.

Maslow's Hierarchy of Needs

• Maslow: The individual shows concern for needs, and if these are met...
• Endangered

Porter's Five Forces

• The existence of perishable products can lead to rivalry.
• If you substitute products, their bargaining power increases.

Administrative Roles and Skills

• Administrative Roles: Interpersonal relationships, transmission of information, and decision-making.
• The manager's abilities that allow you to coordinate are conceptual.
• For low-level managers, the important skills are technical.

Leadership Styles

• Task-oriented leaders are right for

Unit 9: Medical Records Management

Types of Indices for Medical Record Loan Control

The main indices used in controlling the loan process for Medical Records (HHCC) are:

• Security Index (Is)
• Evaluation Indices (Id)
• Supplied Control Indices
• Emergency Loan Control Indices (IPU)

IPU: Emergency Loan Control Index

The IPU, or Emergency Loan Control Index (Índice de Préstamos Urgentes), measures the rate of urgent medical record loans. It is calculated by dividing the number of urgently requested Medical Records (HHCC) by the total number of requested Medical Records, then multiplying by 100.

Formula:

IPU = (Number of Urgent HHCC Requested / Number of Total HHCC Requested) x 100

Determining File Space Requirements

What determines the space requirements for

Psycho-Industries: Applying Psychology at Work

Psycho-industries: Application of methods and principles of psychology to people in the job.

Aims:

• Ensure employees adapt to be more productive.
• Move forward with enthusiasm.
• Change leadership styles for better flexibility.
• Improve interpersonal conflict resolution.
• Develop creativity to boost decision-making skills.

Conduct of Man in Industrial Setting

• Role assignment, job description.
• Compliance with objectives.
• Objective performance evaluation.
• Competitive organization capacity to meet customer expectations in quality, service, opportunity, and values.

Industry: A Place to Study Behavior

• Determine interests and needs of people.
• Determine attitudes and skills required for the job.
• Meet needs to help people feel

The plan is to score goals, defining the strategy of the company to get policies and establish criteria for decision-making.

Classification of Plans by Their Nature

• Goals: Fundamental aims pursued by the company.
• Objectives: Involve the whole company in their attainment. We also consider the sub-objectives relating to the company, more specific, that affect specific areas.

When defining the objectivity of the company, the following should be taken into consideration:

• Objectives should be realistic.
• Priorities should be set among different sub-objectives and objectives.
• Accomplishment costs should be minimal.
• The number of unintended consequences should be minimal.

• Policies: Principles that serve as a guide in making decisions in the company and mark

Management Levels and Leadership Styles

Leadership involves achieving company objectives by applying available resources through the tasks of planning, organization, management, and control.

Management Levels

• Top Management: Composed of the president and company advisors. They make decisions on new market development, products, acquisitions, or mergers.
• Middle Management: Includes regional directors and factory managers. They implement the general plans set by the board of directors.
• Supervisory Management: Responsible for assigning specific jobs to workers and evaluating their performance.

Leadership Styles

• Autocratic Leaders: Grant very little decision-making power to their subordinates.
• Participative Leaders: Facilitate cooperation among group members

Professional Ethics for Engineers

Engineers must recognize that the life, health, safety, and welfare of the public depend on their work and expertise. Adhering to a strong code of ethics is paramount.

• They must not approve plans or specifications that lack a safe design.
• They should undertake regular reviews of security and reliability.
• They are expected to provide productive services to the community.
• They must commit to improving the environment.
• Engineers must provide services only within their areas of competence.
• They should issue public reports, ensuring information is expressed clearly and honestly.
• They should build their professional reputation based on the merit of their services.
• They must not misuse public or private equipment for personal

Decision-Making in Organizations

Decision: Decision-making is the process of making a selection between two or more courses of action with different outcomes, in order to reach the optimal choice.

Types of Problems

• Structural: Related to organizational structure.
• Situational: These appear sporadically, outside of the usual operations.

Typologies

• Individual: Taken by a single person.
• Group: Taken by several people.

Le Moigne's Levels of Decision-Making

• Level 1: Decisions made by the upper hierarchical level of the company.
• Level 2: Reversible decisions, taken by middle management.
• Level 3: Decisions related to daily operations.

Traditional Decision-Making Approaches

• Programmable: Decisions taken on habitual matters.
• Non-Programmable: New decisions taken when

DF.GMP: Good Manufacturing Practices Procedure

Buenas prácticas de elaboración.

PNT: Standardized Written Procedures

Standardized written procedures (PNT) are approved according to proper standards, setting and monitoring the activities performed, both in developing a formulation or Master Formula (FM), and in their quality control.

Types of PNT

• General Procedures: Describe general affairs of several departments.
• Specific Procedures: Describe staff and organizational methods or rules of a department, e.g., cleaning tools.

Label Data (Etiket)

1. RP or FM: The name must match the form set out in the National Formulary.
2. Complete Composition: At least the active pharmaceutical ingredient (API) and excipients.
3. Pharmaceutical Form (FF), Route of Administration,