MHA 702 Chapter 10-12

Which of the following should receive a low level of consideration in succession planning? A. Inside candidates may have connections to social networks and psychological ties within an organization that can complicate efforts to change organizational culture if changes are needed. B. Inside candidates may have inappropriate or limited experiences. C. Consultants can usurp the succession planning process. D. The possibility that the credibility of an outgoing CEO and management team is so damaged that only bringing in an entire new regime can sweep an organization clean.

Consultants can usurp the succession planning process.

Which is a significant role of the position description in the recruiting process? A. Describing the duties of the position to a potential employee B. Directing a department manager's interview questioning C. Alleviating the need for internet-based advertising D. Preparing managers for appraisal 6 months post-hiring

Describing the duties of the position to a potential employee

Regardless of employee mix in any given department, there is always opportunity for the manager to cross-train a number of employees

False

Succession planning is only useful for CEO positions.

False

Succession planning should begin to identify a successor shortly before the potential successor is set to take over to allow opportunities for significant developmental assignments.

False

The department manager should make every effort to personally check the references of any applicant he or she is interested in hiring.

False

The manager is positioned too closely to the department's operating problems and needs to be an effective teacher.

False

The most consistently successful source of qualified job applicants is newspaper advertising.

False

Experts recommend that succession planning should begin four years before a CEO is expected to step down.

True

In most instances of hiring there is little need to ever interview more than about five or six applicants.

True

In what is referred to as a "seller's market" it is often relatively easy to find qualified applicants for a job.

True

Organizations that hire a CEO from the outside usually require six to 12 months before financial performance regains the level that existed prior to the replacement.

True

What is true of salary bumping? A. It stimulates expansion of the supply of a given occupation in the local area. B. It invariably demonstrates the existence of salary inequities when comparing the organization's pay scales to the scales of other facilities. C. When successful, it raises the cost of doing business without increasing the local supply of talent. D. It is preferred and generally supported by the majority of human resource professionals.

When successful, it raises the cost of doing business without increasing the local supply of talent.

Which should cause no concern about adopting succession planning? A. Developing a succession plan requires time and thought and is a daunting task. B. Organizations without succession plans often complain of being swamped by more immediate and pressing issues. C. Governing boards often lack sufficient experience. D. Governing boards often fail to see how Governing boards often benefits their organization.

Developing a succession plan requires time and thought and is a daunting task.

Why are education and training expenses are often cut from the budget when the organization's finances are limited? A. Most of upper-level managers are not inclined to support education, which makes it easier for them to do without it. B. Education is often viewed as resources applied for no noticeable results. C. They constitute a large budget item presenting significant room for cutting. D. Education has been proven to play little or no part in retaining productive employees.

Education is often viewed as resources applied for no noticeable results.

What should a department manager's most active and potentially most helpful involvement in reference requests concerning a former employee be? A. Personally responding to reference requests in as much detail as practical B. Ensuring that all pertinent official documentation concerning a former employee has been forwarded for inclusion in the personnel file C. Refusing to supply reference information to a peer at another facility who does not willingly reciprocate D. Preparing to respond with a detailed assessment of the ex-employees personality and character in case this is requested

Ensuring that all pertinent official documentation concerning a former employee has been forwarded for inclusion in the personnel file

Because so many organizations respond to reference requests minimally or not at all, much effort expended to check references is wasted.

False

Developing a succession plan requires time and thought and is a daunting task.

False

Feedback loops in succession planning are optional.

False

From the department manager's perspective the ideal recruiting system is one under which human resources makes the final decision on who to hire.

False

Grooming an internal person to take over has traditionally been considered a key element of not-for-profit sector succession planning.

False

Human resources should provide constant support for the manager in recruiting for any open position regardless of how long it takes to find the ideal candidate.

False

It is important for the manager or human resources to conduct all of a department's training sessions; it is inappropriate for non-managerial staff to teach other non-managerial staff.

False

It is important that the interviewing manager be the person to extend the formal offer of employment.

False

It is marginally easier to measure the cost-versus-benefits results of education than it is to measure cost savings in most other areas of organizational activity.

False

It is usually preferable to first recruit externally for new talent before opening up an available job to present employees.

False

One important reason for frequently cutting education from the budget is that there are no important external requirements for continuing staff education.

False

Overall, compared with overseeing out the work of the department, employee development is one of the least important aspects of a manager's role.

False

Which is least common in grooming a successor? A. Developmental tasks should be sufficiently diverse to expose the successor to the entire organization and its departments and operations. B. Grooming an inside person helps an organization ensure that institutional memories will be preserved. C. CEOs who have personally experienced being groomed support this process. D. Grooming a successor is costly to an organization

Grooming a successor is costly to an organization

What is true of recruitment for an especially desirable position from outside of the organization, compared with recruitment by transfer or promotion from within the organization? A. It is always preferable because there are seldom any qualified internal candidates. B. It is generally unnecessary and usually contrary to the recruiting policies of most modern health care organizations. C. It is sometimes the only available means of locating an individual having the appropriate qualifications. D. It is legally required, in most states, that web-based ads be used.

It is sometimes the only available means of locating an individual having the appropriate qualifications.

What is true of the department manager's role as a teacher in continuing education activities? A. It is usually significant because the manager is ordinarily well-versed in the department's tasks. B. It is primarily one of training other employees to serve as teachers. C. It requires the manager to be highly proficient in all of the topics that will be taught in the department. D. It should be minimal.

It is usually significant because the manager is ordinarily well-versed in the department's tasks.

What is true of an effective mentoring relationship between a new employee and an experienced employee? A. It usually seems to result when mentoring assignments are made at random or a senior employee is ordered to take on a mentoring role. B. It requires the department manager to constantly monitor all activities of both mentor and new employee. C. It requires the manager to remain sufficiently in touch with the process to be able to evaluate both the new employee and the mentor during and after the mentoring period. D. It is one that relieves a busy manager of all consideration of the activities of the new employee and the mentor.

It requires the manager to remain sufficiently in touch with the process to be able to evaluate both the new employee and the mentor during and after the mentoring period.

What is true of a departmental new-employee orientation program? A. It is not necessary for new employees who attend an organization-wide orientation. B. It addresses such matters as the organization's structure and leadership, employee benefits, the performance appraisal process, the dress code, parking, security, infection control and universal precautions. C. It should include an introduction to the people in the department and to the physical space, equipment, processes, and special department policies. D. It is sufficiently unimportant that it is often recommended to bypass the orientation and place the employee directly in the job.

It should include an introduction to the people in the department and to the physical space, equipment, processes, and special department policies.

Which of the following is least accurate regarding succession planning? A. Where a successor is not immediately apparent, uneasiness is intensified and may negatively affect organizational performance. B. Organizations without succession plans are essentially leaving the development of their future leaders to chance. C. Considerable time and effort may be required for outside persons to understand organizations. D. Organizations without succession plans are more likely to have smoother leadership transitions.

Organizations without succession plans are more likely to have smoother leadership transitions.

In addition to attending to continuing education requirements, for what is education critically important to the department manager? A. Attending to the inevitable needs for cross-training that arise in every department B. Instructing employees in their roles in participative budgeting C. Conducting new-employee orientations for the department D. Providing detailed instructions when delegating assignments

Providing detailed instructions when delegating assignments

Which of the following statements would be a surprise instruction in succession planning? A. CEO succession planning should be a board-driven, collaborative process. B. Succession planning should be one of the governing board's two or three most important tasks. C. The governing board and CEO should not discuss the process. D. Any agreements or promises the board makes must be communicated to the succeeding board leadership and honored.

The governing board and CEO should not discuss the process.

Why does the frequently occurring delay between the time an offer of employment is accepted and the individual starts work exists? A. Time is required to check references and accomplish a pre-employment physical examination. B. A certain delay is allowed in case the incoming employee has to work out a period of notice e at another job. C. It is necessary for the human resources department to clearly remain in control of the process. D. A legally required orientation must be accomplished first.

Time is required to check references and accomplish a pre-employment physical examination.

A clear exit strategy should be developed for an outgoing CEO.

True

A department manager should continually compare observed performance with expectations in the ongoing assessment of training needs.

True

A department's better performers are more likely to remain with the organization if they see available training and development opportunities available to them.

True

A health care provider organization's new-employee orientation plans are mandated by accreditation and regulatory agencies.

True

A key difference between succession and career planning is the number of individuals involved in the future plan.

True

A manager who privately and confidentially shares opinions about an ex-employee with a peer at another facility is making his or her own organization vulnerable to certain legal charges.

True

A successor should always be available, being groomed and ready to step in.

True

Chronic customer complaints about a particular aspect of a department's service could indicate either a need for remedial training or application of disciplinary action.

True