H375: Management of Health Service Organizations

When a leader visualizes possible scenarios and their respective implications to help assess how each scenario may achieve the goal at hand, the leader is using:

Critical Thinking Skills

T/F: "Treating employees like volunteers" means that leadership holds volunteers accountable for their work and efforts, and does not hesitate to take disciplinary action if needed.

False

T/F: Employee satisfaction and retention are not impacted by employee engagement.

False

T/F: Employees are sitting in basically the same position as leadership to see the big picture; therefore, leaders can assume their communication to employees doesn't need to include "why" the organization is or needs to make the changes it is making.

False

T/F: Judy Monroe, MD believes that most employees don't want to be involved in problem-solving with their work or job, and want leadership to basically solve all the work-related problems.

False

T/F: The phrase used by Judy Monroe, MD - "Culture eats strategy for lunch" - means the organization's strategic plan, above everything else, is the most important aspect that guides the organization's performance and success.

False

T/F: The term Believing is Seeing means that an employee must first see something - in reality - before they will ever believe it.

False

T/F: The term Discretionary Effort refers to a person's / employee's legal right to not have to complete a job assignment.

False

The way in which a leader sees someone or something in the world.

Leadership Distinction

A contingency theory of leadership based on the expectancy theory of motivation that relates four distinctive leadership styles to specific employee and situational contingencies.

Path-goal Leadership

An approach to leadership where the leader adjusts his or her style to the particular needs or aspects of the followers and their job and psychological readiness.

Situational Leadership

A leadership style centered on the exchange of behavior or goods, promoting compliance through rewards and punishments is called:

Transactional Leadership

A leadership style that is inspiring; creates a positive and compelling image of the future; provides clear direction; and creates positive change is called:

Transformational Leadership

T/F: "Big picture communication" has to do with conceptual skills and abilities, and for leadership to assist employees in understanding the macro changes, trends and factors impacting the organization.

True

T/F: According to Judy Monroe, MD, employees want to be engaged with their organization's leadership.

True

T/F: The phrase "Success is like a martini: it relaxes you" is one way to say that "Good" is the enemy of "Great" because it can make you complacent, satisfied and not work harder to strive for greatness.

True

Constructive feedback should be: - Negative when appropriate - Provided routinely - All of the above - Timely

all of the above

In the article titled 7 Tips on How to Build Effective Teams, the author says that one of the ingredients to establishing effective leadership is: - Effectively delegating tasks - Clearly communicating goals - Being honest and friendly - All of the above - Big picture vision

all of the above

It is important for leaders to be in touch with informal communication in an organization as it can represent: - All of the above - Employee concerns - Employee perceptions - Internal opportunities

all of the above

Which is an avenue for a leader to access outside-insight: - Employee engagement surveys - A "360" leadership assessment process - All of the above - None of the above - Mentoring

all of the above

Which of the following is a communication medium / environment. - Meetings - Organizational grapevine - All of the above - Emails

all of the above

Which of the following is one of Kanter's Ten Classic Reasons People Resist Change? - all of the above - may create more work - loss of face in the organization - real threat for a potential loss - uncertainty

all of the above

The right to give commands, take action, and make decisions to achieve organizational objectives is called:

authority

The first step in creating an ethical organizational culture is:

create awareness

Recruiting and hiring someone for "heart", means the manager is assessing a possible new hire for his or her:

critical intangibles

A motivational theory that suggests employees are motivated when they perceive they are being treated fairly, especially in relationship to others is called:

equity theory

T/F: A leader should avoid his/her loving critics who provide constructive feedback about the leader's management and leadership style because loving critics don't have all the information or knowledge needed.

false

T/F: A systematic process of defining problems, evaluating alternatives, and choosing optimal solutions is part of the suboptimization process.

false

T/F: According to Herzberg's Two-Factor Theory, the number one motivator of people is compensation.

false

T/F: An example of intrinsic motivation is providing an employee with some type of financial incentive to complete a task.

false

T/F: An organizational change agent is always a person in a formal leadership role in charge of guiding a change effort

false

T/F: Data-driven decision-making is a phrase used to refer to leaders making decisions based upon how they perceive the employees may feel or react to the ultimate decision.

false

T/F: In order for performance evaluation/appraisal to be most effective, it has to be given by the leader promptly in the moment.

false

T/F: In the article titled 7 Tips on How to Build Effective Teams, the author states the leader should assume each employee on the team has similar skills, interests, and strengths that can be used to improve the team's output.

false

T/F: Managers get involved only in managerial ethics.

false

T/F: Negative employee behaviors that are tolerated and permitted are tacitly reinforced as acceptable, and will, therefore, not be repeated.

false

T/F: Only senior administrative leaders in a healthcare organization are responsible and accountable for modeling the way for others to follow, and holding employees in the organization accountable for ethical behavior.

false

T/F: Reinforcement theory is about creating feelings of intrinsic motivation in which the employee perceives his/her work to have impact and meaning, as well as perceiving themselves to be competent and capable of self-determination.

false

T/F: Research indicates that nearly two-thirds of all people can accurately identify their emotions as they happen.

false

T/F: Servant leadership suggests that collaboration may be enhanced when leaders have followers perform tasks they are most effective doing.

false

T/F: Something that is illegal is therefore, by definition, unethical.

false

T/F: Symbolic artifacts are part of the organizational culture's "expressed values and beliefs"

false

T/F: The Balanced/Corporate Scorecard defines goals and objectives for achievement at the individual department or unit level.

false

T/F: The Balanced/Corporate Scorecard features goals exclusively in two key areas of operations: financial performance and employee engagement and satisfaction.

false

T/F: The overarching framework of morals and principles that underscores behavior in healthcare organizations is managerial ethics.

false

T/F: The phrase "the organizational culture is the invisible hand that is always at work" means that the organizational culture cannot be defined

false

T/F: The term "Management by Objectives" is a two-step process that involves the supervisor assigning objectives to the subordinate to complete.

false

T/F: The term "Management" is defined as "Motivating and inspiring others to work hard to achieve organizational goals'.

false

T/F: The third phase of forming a team is where teammates learn about one another, and characterized by conflict and emotional issues.

false

T/F: Theory "Y" states that employees are inherently lazy and need to be closely supervised.

false

T/F: Time management strategies are universal; in other words, all time management strategies should work for all leaders.

false

T/F: Widely shared assumptions and beliefs are part of the organizational culture's and mainly seen at the "surface level"

false

If a leader is faced with a difficult challenge or dilemma, which of the following is an appropriate critical thinking skill the leader can use to help formulate a possible plan of action.

formulate an insightful question about the situation

A team of people who represent different disciplines working together to accomplish a common goal is called a:

interdisciplinary team

According to research, the number one reason people leave an organization is:

limited recognition

A method of learning from someone else and their experience, that is similar in nature to that of an apprenticeship is: - Reflection - None of the above - Didactic learning - Self-instruction - Visualization

none of the above

According to the article titled "Improving Ethical Decision Making in Health Care Leadership", the three primary relationships in health care that are the most pertinent as it relates to ethics are: - Leader, physician & patient - Leader, organization & community - None of the above - Patient, physician & family - Patient, organization & family

none of the above

Creating feelings of intrinsic motivation in which employees perceive their work to have impact and meaning, and perceive themselves to be competent and capable of self-determination is called: - Collaborative leadership - Authority - Accountability - None of the above

none of the above

Expecting employee needs to change is part of which motivational theory address in the textbook. - Equity Theory - None of the above - Expectancy Theory - Empowerment

none of the above

Factors driving the need for Transformational Leadership in healthcare today include: - Growing supply of physicians - None of the above - Increasing healthcare marketing - Advancing technology

none of the above

The Four Rights Approach to delegation includes: - none of the above - the right place - the right reason - the right time

none of the above

Which of the following terms is defined as moral principles that govern a person's behavior or how an activity or procedure is conducted? - None of the above - Values - Laws - Attitudes - Beliefs

none of the above

As stated in the article titled "Improving Ethical Decision Making in Health Care Leadership", a major concern for health care leadership is the increasingly tenuous relationship between: - Regulations & policies - CMS, Medicare & Medicaid - Physicians, organizations & leaders - None of the above - Employers & private payers

none of the aboveq

In the article titled 10 Common Communication Mistakes, which of the following is a common communication mistake made by leaders: - Having difficult conversations - Being assertive - Not editing your work - Delivering bad news in person - All of the above

not editing your work

The shared beliefs, values, and attitudes of the organizational leadership and employees refers to:

organizational culture

A leadership style in which the leader consults with employees for their suggestions and input before making decisions is called:

participatory leadership

The difference between hearing and listening is the attention given to the: - Receiver by the sender - The environment - None of the above - Sender by the receiver

sender by the receiver

A leadership style and outcome based upon leaders workings with employees and teams to identify needed change; creating a vision to guide the change through inspiration; and executing the change in tandem with highly committed employees is:

transformational leadership

T/F: A leader's inner voice is powerful as it structures what they think, how they think, feedback to themselves and whether that feedback is affirming and encouraging or negative.

true

T/F: As stated in the article titled "Improving Ethical Decision Making in Health Care Leadership", developing trust is vital for highly effective leadership, and in many ways, it is believed to be the glue that holds work groups and organizations together.

true

T/F: As stated in the article titled "Improving Ethical Decision Making in Health Care Leadership", one of the variances in healthcare that interferes with the three primary relationships as defined in the article, and therefore causes ethical issues, has to do with pricing.

true

T/F: Controlling and benchmarking for organizational improvement is all about the basic management function of organizing.

true

T/F: Creating the proper environmental space and context for outside-insight is critical to obtaining honest feedback.

true

T/F: Driving individual, team, and organizational performance by focusing on the measurement and improvement of the desired results to be achieved is Results-Driven Change, a foundational component to Goal-Setting Theory.

true

T/F: Self-awareness is the ability to perceive your own emotions accurately and be aware of them as they happen.

true

T/F: The amount of effort and performance an employee is willing, interested, and actually giving through his or her job at any given moment in time - over and above the minimum requirements - is referred to as Discretionary Effort.

true

T/F: The difference a healthcare leader makes in the lives of others is the leadership legacy the leader creates.

true

T/F: The use of goals to help structure motivation and effort towards desired performance is essential in Goal-Setting Theory.

true

T/F: The heart of teamwork and collaboration is employee empowerment.

truee

T/F: When employees see colleagues not being held accountable for effort and performance, they will simply perceive that leadership doesn't care or isn't serious about results.

truee

In the article Healthcare Leadership in the New Normal, the author states that effective healthcare leaders in the new normal will:

use facts in decision-making