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Question
The different theoretical schools suggest different strategies for changing organizations and different ____________________ that managers need to develop.Answer
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Related questions
Q:
The scientific management school (Taylor, 1911) extended the Weberian model by explicitly emphasizing the "control" element of ____________________.
Q:
____ (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
Q:
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
d. deliberate corporate rationality
Q:
Health care concerns shared by the U.S., China and India include concerns over ____.
a. the consolidated financial mechanism
b. lack of spending at the local level
c. the low number of specialists
d. lifestyle issues and behaviors
Q:
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
Q:
____________________ is a technique that addresses "potential errors created by communication and decision-making in dynamic environments" such as teams, to improve patient safety.
Q:
____ are workforce or human resource practices that have been shown to improve an organization's capacity to effectively attract, select, hire, develop, and retain high-performing employees.a. High-Performance Work Practices c. Magnet Statusb. Just Culture/Just Safety Culture d. Pay-For-Performance
Q:
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 ____.
a. discretion, boundaries, permission, and requirements
b. direction, brainstorming, permission, and resources
c. discretion, brainstorming, permission, and resources
d. direction, boundaries, permission, and resources
Q:
____ feedback loops counteract or oppose whatever is happening in a system.a. Reinforcing c. Task-orientedb. Balancing d. Combative
Q:
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
Q:
____________________ refers to situations where one or more organizational stakeholders uses power in ways that are not generally acceptable.
Q:
____________________ is the ability to exert influence or control over others.
Q:
Emotional ____ occurs when emotions are transmitted from one party to another.a. reaching c. displacementb. passage d. contagion
Q:
Match each item with a statement below:a. Power/Interest matrixb. belief biasc. feedback modeld. wheel communicatione. social networksf. Y communicationg. pull of "power"h. nominal group techniquei. Mini Delphij. framing 1) Where people report up to a superior, who in turn has a dual reporting relationship to two separate superiors2) Useful tool to guide stakeholder analysis3) Suitable when you have to communicate with several people who have no need to communicate directly with each other4) Tendency of people to respond to appeals invoking ultimate values such as safety, connection, community, or truth5) Increases and balances participation among meeting participants6) Tendency of people to accept any and all conclusions that fit within their systems of belief7) Connections among a group of people and the broader environment in which they live and work8) Where respondents prioritize alternatives, then repeat exercise after seeing the average rankings from previous rounds9) Powerfully affects people's perceptions, standards they will call to mind, evidence they will consider relevant, emotions they will feel and decisions they will ultimately make10) Requires attention not only to the intended meaning but also to the entire context in which communication takes place
Q:
To communicate successfully in a health care organization, you must learn to adapt to the "____" and speak many different "languages."
Q:
____________________ 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.
Q:
____________________ ensures that people take you and your ideas seriously.
Q:
The ____________________ is the problem of imagining another person's state of mind when you have a piece of knowledge that they lack.
Q:
A weakness of ____ is that it is not appropriate for exploring a particular idea or proposal in depth.a. structured interviews c. open-ended interviewsb. focus groups d. interview design
Q:
The ____ principle is the need for people to behave in ways that are consistent with previously declared values and norms.a. sequencing c. familiarityb. normative d. consistency
Q:
____________________ is a situation in which one group member must act before another one can.
Q:
When an organization moves to cross-functional teams, employees may have multiple ____________________, perhaps to a project team manager as well as their functional manager.
Q:
____ group technique and Delphi technique elicit group members' opinions prior to judgments about those opinions.a. Normal c. Unbiasedb. Biased d. Nominal
Q:
____ are organizational-based social systems.a. Informal groups c. Formal groupsb. Dependent groups d. Clusters
Q:
Locke and his colleagues define a(n) ____________________ as something that an individual is consciously attempting to attain.
Q:
___________________ are physical or psychological deficiencies that make specific outcomes or goals attractive.
Q:
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
Q:
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.
Q:
____ are programs that are organized around diseases or conditions, patient populations or "technologies."a. Individualized components c. Service linesb. Tailored services d. Consolidated services
Q:
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