ABEM HALM cheat sheet

The four core functions of management are planning, organizing, leading, and controlling.

A budget variance is the difference between actual and planned financial performance; a favorable variance increases net income, an unfavorable variance decreases it.

Break-even volume = fixed costs / (price - variable cost per unit).

Current ratio = current assets / current liabilities; a ratio below 1.0 indicates potential short-term liquidity risk.

Days in accounts receivable = (accounts receivable / total charges) × days in period; a higher value signals slower cash collection.

The four primary financial statements are the balance sheet, income statement, statement of cash flows, and statement of changes in net assets.

Depreciation is a non-cash expense that reduces taxable income but does not affect cash flow from operations directly.

A capital budget plans long-term investments (e.g., equipment, facilities); an operating budget plans short-term revenues and expenses.

Transformational leadership inspires and motivates followers toward a shared vision; transactional leadership relies on rewards and punishments.

Situational leadership theory holds that effective leaders adapt their style (directing, coaching, supporting, delegating) to follower readiness.

Emotional intelligence comprises self-awareness, self-regulation, motivation, empathy, and social skill.

The five stages of team development are forming, storming, norming, performing, and adjourning.

Servant leadership prioritizes the needs of followers and the community over the leader's own interests.

A just culture distinguishes human error (console), at-risk behavior (coach), and reckless behavior (sanction).

Lewin's change model consists of unfreezing, changing (moving), and refreezing.

Kotter's eight-step change model begins with creating a sense of urgency and ends with anchoring new approaches in culture.

The five rights of delegation are right task, right circumstance, right person, right direction/communication, and right supervision/evaluation.

Maslow's hierarchy of needs orders motivation from physiological, safety, belonging, esteem, to self-actualization.

Herzberg's two-factor theory separates hygiene factors (which prevent dissatisfaction) from motivators (which drive satisfaction).

The PDSA cycle (Plan-Do-Study-Act) is a structured method for continuous quality improvement.

A Gantt chart displays project tasks against a timeline and is used for scheduling and tracking progress.

Conflict resolution modes include competing, collaborating, compromising, avoiding, and accommodating; collaborating seeks a win-win outcome.

FTE (full-time equivalent) = total paid hours / standard full-time hours (typically 2,080 hours per year).

The span of control refers to the number of subordinates directly reporting to a manager; a wider span reduces management layers.

The Triple Aim framework seeks to improve population health, enhance patient experience, and reduce per capita cost.

The Institute for Healthcare Improvement's Model for Improvement uses three questions (aim, measures, changes) plus PDSA cycles.

Six Sigma seeks to reduce process variation to 3.4 defects per million opportunities.

Lean methodology focuses on eliminating waste (muda) and improving flow; the eight wastes include defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and excess processing.

The emergency department throughput metrics include door-to-doctor time, length of stay, and left-without-being-seen rate.

Pay-for-performance (P4P) ties reimbursement to quality metrics; value-based purchasing links payment to quality and cost performance.

The Balanced Scorecard measures performance across four perspectives: financial, customer, internal processes, and learning and growth.

A root cause analysis (RCA) is a structured retrospective method to identify underlying causes of adverse events; failure mode and effects analysis (FMEA) is a prospective risk assessment tool.