MBA5510

CHAPTER TWO

ANSWER THE FOLLOWING QUESTIONS

1. In his new role, Joseph focuses on building relationships with all of the employees that work under him. He does this in order to not only learn to trust his employees to work hard and be honest, but to also ensure that his employees trust him. He acknowledges that he may act differently within his group of employees than he does when interacting with members of other teams. What leadership theory does this practice best describe?

a. Leader-member exchange

b. Relational theory

c. Path-goal model

d. Technical leadership

2. Match the term to the description

Instrumental Support

Inclusive leadership

Administrative leadership

Interpersonal Support

Clinical Leadership

A. Encourages and collaborates with others across the professional hierarchy.

B. Intangible actions that contribute to employees fallings appreciated and valued.

C. Support by those who hold the positions of physicians and nurses.

D. Tangible assistance such as providing resources and sharing information

E.

E. The interpersonal support provided by those who hold senior position.

3. What helps drive an organization forward despite employee turnover and the introduction of new people to an organization?

A. Employee Competencies

B. Organization Structure

C. Organization Incentives

D. Employee Motivation

4. When an organization lacks it doesn't have any clear structure, vision, or understanding across the board.

A. Followership

B. Quality

C. Leadership

D. Values

5. Why is the practice of strategic problem solving important for leaders to adopt?

a. It is needed to make the shift from the current state to the desired state.

b. It removes all emotion from the problem-solving process.

c. It doesn't allow room for any interpretation in the process of solving issues.

d. It documents all of the actions taken to ensure that there are no missing pieces in the problem-solving process.

6. According to some research studies, what is one fundamental action that a leader must take to sustain his/her leadership skills?

a. Conducting frequent performance reviews

b. Caring for oneself

c. Keeping up with the latest leadership trends

d. Hiring similarly-minded people

7. Goes beyond the technical aspects of running an organization; it is the deepest level of shared beliefs by members working at or involved with the organization.

A. Transformation Leadership

B. Followership

C. Organizational Culture

D. Trait theory

8. A SMART goal is one that is   , measurable, assignable, realistic, and time bounded.

A. Strategic

B. Sustainable

C. Specific

D. Simple

CHAPTER THREE

ANSWER THE FOLLOWING QUESTIONS

Dan arrived at Power Health Care to assess the organization efforts among the multiple units at the facility. Following the micro-level approach to coordination, the first thing he did was to assess the work that needed to be done and determine whether or not it was programmable. What was the second question he asked?

a. How many overtime hours have employees worked?

b. What is the overall infrastructure of the organization?

c. How familiar are the people involved with a particular action or decision?

d. What technology is used in the health care facility

2. The mechanism that contributes to coordination by facilitating communication and providing a platform for standardizing work is   .

A. Agency for Healthcare Quality and Research

B. Organization Chart

C. Hierarchy of authority

D. Electronic Health Record

3. The degree to which decisions are made at the higher levels of the organization is known as   .

A. Decentralization

B. Hierarchy

C. Centralization

D. Elevation

4. In any health care organization, the importance of making a decision can make a positive or negative impact on the overall efficiency of a facility. When it comes to decision-making, why is decentralization important?

a. It motivates employees by giving the authority to make decisions at the lowest level.

b. It ensures that all decisions are made at the highest level.

c. It motivates employees to keep to themselves.

d. It de-emphasizes the importance of making decisions.

4. When designing organizations, what is one of the most critical choices that has to be made?

a. How many units there should be within the organization?

b. How many people there should be within each unit.

c. Who to put in charge of the organization.

d. Where to place the boundaries between units. 5. Organizations use   to conduct planning, allocate resources, and hold people accountable for performance and use of those resources. A. Organization design B. Hierarchies C. Spreadsheets D. Planning meetings 6. Research suggests that work groups use two primary approaches to coordination: programming and    A. Organization B. Hierarchy C. Analysis D. Feedback