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Question
Organizations within the health care industry have increasingly consolidated into ____ over the past two decades with the stated objective of being more efficient, but may not operate as such.a. community care centers c. systems
b. corporations d. foundations
Answer
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Related questions
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The scientific management school (Taylor, 1911) extended the Weberian model by explicitly emphasizing the "control" element of ____________________.
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____ (INDs) can fill the structural hole between independent physician groups who can jointly develop and implement care management practices.
a. Integrated delivery networks c. Interdependent development networks
b. Independent doctor networks d. Independent decision networks
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One school of modern strategic management encompasses an emphasis on ____.
a. industry net-worth
b. top-down decision making
c. industry structure and competitive forces
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a. the consolidated financial mechanism
b. lack of spending at the local level
c. the low number of specialists
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Match each item with a statement below:a. human relations schoolb. complex adaptive system perspectivesc. classical administration schoold. The Health Systems Integration Studye. World Health Organization (WHO)f. decision-making schoolg. Federal Trade Commission (FTC) and Department of Justice (DOJ)h. Taylorismi. scientific management perspectivej. population ecology1) Focused on structuring the tasks of individual workers2) Focused heavily on the external environment3) Focused on top executives4) Focused on motivating workers5) Conducted a series of workshops to assess the competitive and efficiency benefits of horizontal and vertical forms of consolidation6) Highlights the importance of social networks7) Suggests that the economic integration of hospitals and physicians forms part of the bedrock for improving clinical integration8) Developed a generic framework for the overall structure of any country's health care system9) Suggests that hospitals more vigorously pursue efforts at clinical integration10) Emphasizes the importance of unobtrusive controls to reduce discretion and shape the premises of decisions made by managers
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____________________ is a technique that addresses "potential errors created by communication and decision-making in dynamic environments" such as teams, to improve patient safety.
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According to Plesk and Wilson the four key conditions or parameters required for space for novel ideas, creative solutions, and the emergence of new relationships are ____.
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b. direction, brainstorming, permission, and resources
c. discretion, brainstorming, permission, and resources
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____ feedback loops counteract or oppose whatever is happening in a system.a. Reinforcing c. Task-orientedb. Balancing d. Combative
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For managers, one the most perplexing feature of health care organizations is that they frequently exhibit ____ behavior.a. counter-intuitive c. variableb. predictable d. costly
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____________________ refers to situations where one or more organizational stakeholders uses power in ways that are not generally acceptable.
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____________________ is the ability to exert influence or control over others.
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Emotional ____ occurs when emotions are transmitted from one party to another.a. reaching c. displacementb. passage d. contagion
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____________________ have an interest in a corporation's investments, projects, environmental policies, and other commitments because they all have consequences that extend far beyond the narrow circle of profit-and-loss statements.
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____________________ ensures that people take you and your ideas seriously.
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____________________ is a situation in which one group member must act before another one can.
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When an organization moves to cross-functional teams, employees may have multiple ____________________, perhaps to a project team manager as well as their functional manager.
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Locke and his colleagues define a(n) ____________________ as something that an individual is consciously attempting to attain.
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___________________ are physical or psychological deficiencies that make specific outcomes or goals attractive.
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The causes of motivational problems often fall into three categories: 1) inadequate definition of the desired performance, 2) impediments to employee performance and 3) ____.a. too much autonomyb. inadequate performance-reward linkagesc. internal review structuresd. behavioral shortcomings
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The ____________________ Healthcare System began a redesign effort in 1995 to systematize quality management (QM) and to ensure the provision of consistent and predictable high-quality care and access by patients to the entire system.
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____ are programs that are organized around diseases or conditions, patient populations or "technologies."a. Individualized components c. Service linesb. Tailored services d. Consolidated services
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Match each item with a statement below:a. administrative leadershipb. middle managersc. people-oriented leadershipd. front-line managerse. succession planningf. transactional leadershipg. valuesh. goalsi. leadershipj. organizational culture 1) Deepest level of basic and shared assumptions and beliefs2) Incorporates interdisciplinary teamwork, collaboration, role clarity and innovation3) Allows smooth transitions and keeps the costs of transitions low4) Referred to as "linking pins"5) Instrumental and interpersonal support provided by those who hold senior positions in the organization6) Provide supervision directly to care providers7) Process in which one engages others to set and achieve a common goal, often an organizationally defined goal8) What ought to be found in an organization, distinct from what does exist9) Relies on direct appeals for performance through explicit reward structures10) Large aspirations of the organization