ABEM HALM flashcards
ABEM HALM · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Break-even volume formula
- Break-even volume = fixed costs / (price - variable cost per unit). It identifies the volume at which total revenue equals total costs.
- Current ratio
- Current ratio = current assets / current liabilities. It measures a organization's ability to meet short-term obligations; a ratio below 1.0 suggests liquidity risk.
- Days in accounts receivable
- Days in accounts receivable = (accounts receivable / total charges) × days in period. A higher value indicates slower collection of payments.
- Budget variance
- The difference between actual and planned financial performance. A favorable variance increases net income; an unfavorable variance decreases net income.
- Four management functions
- Planning, organizing, leading, and controlling. These are the core activities performed by managers to achieve organizational goals.
- Capital budget
- A plan for long-term investments such as equipment, facilities, and technology. It is distinct from the operating budget, which covers short-term revenues and expenses.
- Transformational leadership
- A leadership style that inspires and motivates followers toward a shared vision, often through idealized influence, intellectual stimulation, and individualized consideration.
- Transactional leadership
- A leadership style based on exchanges: rewards for good performance and punishments for poor performance. It focuses on supervision, organization, and group performance.
- Situational leadership
- A theory that effective leaders adapt their style-directing, coaching, supporting, or delegating-based on the readiness and competence of their followers.
- Emotional intelligence
- The ability to recognize and manage one's own emotions and the emotions of others. It comprises self-awareness, self-regulation, motivation, empathy, and social skill.
- Just culture
- A framework that distinguishes human error (console), at-risk behavior (coach), and reckless behavior (sanction) to promote safety reporting and accountability.
- Lewin's change model
- A three-stage model of change: unfreezing (preparing for change), changing (implementing change), and refreezing (stabilizing the new state).
- Servant leadership
- A leadership philosophy that prioritizes the needs of followers and the community over the leader's own interests, emphasizing empowerment and growth of others.
- Kotter's eight-step change model
- A sequential model for organizational change: create urgency, form a coalition, create a vision, communicate it, remove obstacles, create short-term wins, build on change, and anchor in culture.
- Five rights of delegation
- Right task, right circumstance, right person, right direction/communication, and right supervision/evaluation. These guide safe delegation of nursing tasks.
- Maslow's hierarchy of needs
- A motivational theory ordering human needs from physiological, safety, belonging, esteem, to self-actualization; lower needs must be met before higher needs motivate.
- Herzberg's two-factor theory
- A theory separating hygiene factors (which prevent dissatisfaction) from motivators (which drive satisfaction). Hygiene factors alone do not motivate employees.
- PDSA cycle
- Plan-Do-Study-Act: a structured, iterative method for continuous quality improvement. It involves planning a change, testing it, studying results, and acting on findings.
- Gantt chart
- A horizontal bar chart that displays project tasks against a timeline. It is used for scheduling, tracking progress, and identifying task dependencies.
- Conflict resolution modes
- Five approaches to conflict: competing, collaborating, compromising, avoiding, and accommodating. Collaborating seeks a win-win outcome for all parties.
- FTE calculation
- Full-time equivalent (FTE) = total paid hours / standard full-time hours (typically 2,080 hours per year). It standardizes staffing across varied work schedules.
- Span of control
- The number of subordinates who report directly to a manager. A wider span reduces management layers but may decrease supervision intensity.
- Triple Aim framework
- A framework for health system improvement that seeks to improve population health, enhance patient experience, and reduce per capita cost.
- Six Sigma
- A quality improvement methodology that aims to reduce process variation to 3.4 defects per million opportunities, using DMAIC (Define, Measure, Analyze, Improve, Control).
- Lean methodology
- A process improvement approach focused on eliminating waste (muda) and improving flow. The eight wastes include defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and excess processing.
- ED throughput metrics
- Key emergency department performance measures including door-to-doctor time, length of stay, and left-without-being-seen rate. They reflect operational efficiency and patient flow.
- Pay-for-performance
- A reimbursement model that ties financial incentives to quality metrics and performance targets. It aims to improve care quality and value.
- Balanced Scorecard
- A performance measurement framework that assesses an organization across four perspectives: financial, customer, internal processes, and learning and growth.
- Root cause analysis
- A structured retrospective method to identify underlying causes of adverse events or sentinel events, with the goal of preventing recurrence.
- Failure mode and effects analysis
- A prospective risk assessment tool that identifies potential failure modes in a process, evaluates their severity and likelihood, and prioritizes preventive actions.
- Value-based purchasing
- A payment model that links reimbursement to quality and cost performance, rewarding providers for better outcomes and efficiency rather than volume alone.
- IHI Model for Improvement
- A quality improvement framework that asks three questions (aim, measures, changes) and uses PDSA cycles to test and implement changes.