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Q:
____ is a phenomenon in which a team member benefits for the work of the team without making a commensurate contribution to the work of the team.a. Social loafing c. Misrepresentationb. Social integration d. Miscalculation
Q:
____ are groups of people responsible for producing goods or providing services.a. Support teams c. Governing boardsb. Management teams d. Work teams
Q:
____ are organizational-based social systems.a. Informal groups c. Formal groupsb. Dependent groups d. Clusters
Q:
Match each item with a statement below:a. job redesignb. hygiene factorsc. Maslow's hierarchy of needsd. motivatorse. process modelsf. need-based theoriesg. two-factor theoryh. equity perspectivei. belongingnessj. expectancy theory 1) Idea that satisfaction and motivation are achieved via recognition, the work itself, responsibility, and advancement2) Assumes that people make rational calculations about how to expend effort on work and they make choices that will lead to desired rewards3) Involves social processes, such as the need for love and affection and the need to be accepted by one's peers4) Idea that people want to satisfy various needs that can be arranged in order of importance5) Cause dissatisfaction and are related to the work environment6) Includes achievement, recognition, the work itself, responsibility, and advancement7) Have the view that the content of work is often not enough to motivate people; they need reinforcement, expectations, fairness, and goals to be energized to perform their best8) Assume that motivation comes from the desire to satisfy necessities9) Idea that altering certain aspects of the job to satisfy employees' psychological needs will motivate them to exert more effort10) Assumes that people compare themselves to others and such comparisons affect their motivation
Q:
____________________ links desired behaviors or outcomes to financial rewards or penalties.
Q:
High levels of job dissatisfaction and voluntary turnover among ___________________ have become a major and chronic problem that threatens quality of care in health care organizations across the U.S..
Q:
Locke and his colleagues define a(n) ____________________ as something that an individual is consciously attempting to attain.
Q:
Adams proposed a theory of work motivation that assumes that individuals value and seek fairness, or ____________________, in their relationships with employers.
Q:
____________________ refers to an individual's need to accomplish complex tasks, compete, and resolve problems.
Q:
Job continuity, a grievance system, and an adequate health insurance and retirement package satisfy ____________________ needs in Maslow's hierarchy of needs.
Q:
___________________ are physical or psychological deficiencies that make specific outcomes or goals attractive.
Q:
The motivation process often begins with needs that reflect some ____________________ within the individual.
Q:
Managers need to periodically assess motivation and performance, taking into account occupational, ____________________, and personal factors of the employees.
Q:
____________________ is a state of feeling or thinking in which one is energized or aroused to perform a task or engage in a particular behavior.
Q:
____ involves "directed autonomy" whereby individuals or teams are given an overall direction yet considerable leeway concerning how they go about following that direction.a. Allotment c. Enforcementb. Engagement d. Empowerment
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:
One of the best ways to motivate physicians include ____.a. distributing guidelines and protocols c. traditional medical education programsb. financial incentives d. reminders and feedback
Q:
____ is the most important defining characteristic of health care professionals.a. Autonomy c. Competenceb. Determination d. Creativity
Q:
The four central components of expectancy theory are ____.
a. job outcomes, victories, implementation and expectancy
b. job outcomes, valences, instrumentality and expectancy
c. job security, valences, implementation and eagerness
d. job security, valences, instrumentality and expectancy
Q:
____ can be useful in collecting information about beliefs and attitudes as long as they are anonymous and there is assurance the results will be acted on.a. Interviews c. Public forumsb. Employee surveys d. Suggestion boxes
Q:
The need for ____ reflects an individual's desire to associate with others in friendly circumstances.a. affiliation c. achievementb. community d. fulfillment
Q:
____ represents the desire to control one's environment.a. Autonomy c. Interdependenceb. Power d. Alignment
Q:
____ needs in Maslow's hierarchy of needs are composed of two different sets of needs: the need for a positive self-image or self-respect and the need for recognition and respect from others.a. Esteem c. Belongingnessb. Insecurity d. Introspective
Q:
One myth about motivation is that motivated workers ____.a. have higher salaries c. are more productiveb. are more competent d. have more responsibilities
Q:
Match each item with a statement below:a. line managersb. lateral relationsc. feedback approachesd. standardization of outpute. programming approachesf. hierarchy of authorityg. group coordinationh. integrationi. centralizationj. integrators and liaison roles 1) Most appropriately used if there is both high interdependence and high uncertainty2) Specifies the form of intermediate outcomes of work as they are passed from one job to another3) In the simplest of situations, acts as an adequate coordinating device to ensure that the work of different units meshes together4) The degree to which decisions are made at the higher levels of the organization5) Responsible for the coordination of program issues across the traditional professional specialty departments6) Responsible for activities and decisions that directly contribute to the provision of goods and services7) Most needed when the work is relatively uncertain8) Best used when work is predictable and cause and effect relationships are well known9) Coordination of activities among organizational units10) The exchange of information among more than two people
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:
Relational coordination is comprised of two interacting components: relationships and ___________________ styles.
Q:
____________________ is the basis for coordination through an organization's hierarchy and is the exchange of information between two people, one of whom is responsible for the work of the other.
Q:
____________________ processes is the use of rules, regulations, schedules, plans, procedures, policies, and protocols to specify the activities to be performed.
Q:
In analyzing micro-level needs for coordination, itis helpful first to ask whether the work is ____________________.
Q:
The degree to which decisions are made lower in the organization is referred to as ____________________.
Q:
____________________ involves two organization structures " the traditional functional structure and the program structure " overlaid on each other.
Q:
Planning and budgeting systems, computer-based and manual information systems, and assistants to various managers are examples of ____________________.
Q:
The degree to which different elements of work need to fit together refers to them as being ____________________.
Q:
____________________ is based on the premise that there is no one best universal way to organize but that the best way to structure and manage an organization depends on its unique work, environment and strategy.
Q:
____ coordination captures aspects of both the programming and feedback approaches to coordination.a. Alliance c. Relationalb. Conditioned d. Intuitive
Q:
____ is the exchange of information about work performance between two people who are not in a hierarchical relationship.a. Consensual agreement c. Shared objectivesb. Mutual adjustment d. Alienated forces
Q:
____ is the specification of the training required to perform work.a. Standardization of work c. Standardization of complianceb. Standardization of skills d. Standardization of competence
Q:
____ organizational structures maintain their traditional functional structures and create program structures for just one or two programs.a. Divergent c. Duplicateb. Decentralized d. Hybrid
Q:
The purpose of ____ is to bring people together, while avoiding the negative effects of differences in power of different participants and of limits in perspectives of each department and level in the hierarchy.a. parallel organization c. process evaluationb. informed consent d. external organization
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:
A(n) ____ is a temporary structure which disbands once program-related problem is addressed.a. program task force c. intermediate departmentb. monopoly d. mediation force
Q:
In ____ structure, segmentation is based on specialty departments.a. functional c. aggregateb. productive d. program
Q:
Three types of interdependence include ____.a. pooled, standard, and reasonable c. patterened, sequential, and reciprocalb. patterned, standard and reasonable d. pooled, sequential, and reciprocal
Q:
____ refers to the needed differences in both structure and employee orientations among different organization units.a. Divergence c. Distinctionb. Differentiation d. Dichotomy
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
Q:
Transformational leadership is effective because it changes the attitudes, values and behaviors of staff in ways that align with ____________________ goals.
Q:
Research suggests that health care leaders as a group rely more on ___________________ styles.
Q:
____________________ has been defined as those who "share a common purpose with the leader, believes in what the organization is trying to accomplish, and wants both the leader and the organization to succeed."
Q:
Indicators, sometimes termed metrics, are the items measured to determine ____________________.
Q:
Illustrative evaluative criteria are the degree to which the strategy under consideration is 1) effective to addressing the problem, 2) cost-effective, 3) consistent with the organizational overall strategy, 4) timely in effect, or 5)____________________.
Q:
In order to design strategies, a(n) ____________________ can help identify the causal factors associated with the problem.
Q:
____________________ is an approach to integrating the strategic function of leadership involving goal and objective setting with the subsequent organizational action required to achieve the set objectives.
Q:
Theoretically, transformational leadership is contrasted to ____________________.
Q:
____________________ examine how those in leadership roles are influenced by their surrounding environment and the subsequent performance within specific contexts.
Q:
Leadership can be defined as the process in which one engages others to set and achieve a common ____________________.
Q:
Processing the stress related to leadership action is recommended as a routine approach to self-____ in leadership positions.a. fulfillment c. destructionb. care d. motivation
Q:
Studies have identified two types of support that those in leadership roles must provide for successful change: instrumental and ____ support.a. industrial c. interpersonalb. proactive d. unconventional
Q:
The complexity and difficulty of leading health care organizations (HCOs) in a dynamic world has spurred interest in identifying ____.a. avenues of change c. novel health practicesb. competencies d. directives
Q:
Performance outcomes in health care are classified into three major categories: (1) patient-related, (2) staff-related, and (3) ____.a. community-related c. government-relatedb. stakeholder-related d. management-related
Q:
One of the key roles of the C-Suite is to interact with key ____.a. external stakeholders c. union leadersb. managers d. producers
Q:
An example work plan is also known as a ____ Chart.a. Gantt c. Levyb. Weber d. management
Q:
S.M.A.R.T. objectives are ____.a. Specific, Measurable, Achievable, Realistic, Time boundb. Specific, Measurable, Accountable, Realistic, Time boundc. Standard, Measurable, Achievable, Realistic, Time boundd. Standard, Measurable, Accountable, Rudimentary, Time bound
Q:
____ refer to the subordinate goals that must be accomplished to meet the larger aspirations of an organization.a. Objectives c. Initiativesb. Standards d. Determinants
Q:
A(n) ____ approach to leadership emphasizes the actions that the person in the leadership role takes on the job.a. cognitive c. behavioralb. systems d. intuitive
Q:
____ can be defined as the process of accomplishing predetermined objectives through the effective use of human, financial, and technical resources.
a. Leadership c. Strategic planning
b. Compliance d. Management
Q:
The ____________________ adaptive systems approaches are composed of multiple, diverse, interconnected elements; and are adaptive in that they have the capability to change and learn from their experience.
Q:
____________________ network structure can be analyzed in two ways: in terms of interaction patterns and in terms of structural similarity.
Q:
The scientific management school (Taylor, 1911) extended the Weberian model by explicitly emphasizing the "control" element of ____________________.
Q:
In 2009, President Obama's stimulus package included funding for the diffusion of ____________________ medical records across physician offices to begin to address problems of data capture.
Q:
One of several reasons the health care system is slow to change is that the industry is heavily regulated at both the state and ____________________ levels by myriad agencies and professional associations.
Q:
The one issue that currently unites the entire value chain in health care is ____________________.
Q:
Due to malpractice insurance premiums, some argue that significant cost savings could be achieved through the passage and enactment of ____________________.
Q:
Health care costs rise inexorably because of rising ____________________ costs and its broad application to new patients and patient indications.
Q:
"Value" for health care firms is defined as the quotient of ____________________ divided by cost.
Q:
The Centers for Disease Control (CDC) developed a ____ model of the determinants of health outcomes.a. "Head Start" c. "Heart Run"b. "Heart Start" d. "Health Run"
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:
The decision-making school focused on ____.
a. physicians c. top executives
b. middle managers d. blue collar workers
Q:
The Human Relations School ascertains that in order to improve productivity, management must ____.
a. implement the top-down control of work
b. minimize the input of workers
c. offer monetary incentives
d. understand the informal organization of workers