7b. Midterm

Question 1

6 leadership styles?

Answer 1

Coercive, authoritative, affiliative, democratic, pacesetting, coaching

Question 2

Coercive?

Answer 2

Do it the way I tel you. Almost exclusivel negtive feedback.

Question 3

Authoritative

Answer 3

Clear direction, motivates by persuasion/feedback. Sets standards, monitors performance. Balance of +/- feedback.

Question 4

Affiliative

Answer 4

People first, task second, motivate by keeping happy. Friendly interaction, avoids confrontations, positive feedback.

Question 5

Democratic

Answer 5

Participative, encourages employee input, team effort, many meetings to ensure all views aired.

Question 6

Pacesetting

Answer 6

Do it yourself, show by example, leave employees on own. Delegates only to superior performers and have tight control over weak performers. INDIVIDUAL performance.

Question 7

Coaching

Answer 7

Help employees improve performance for prof growth and long term goals. Active listening, ongoing feedbback.

Question 8

Most effective combination?

Answer 8

Authoritative, coaching, democratic. Fair process, Effective managers approach situation differently depending on the situation.

Question 9

Who are “less effective” managers?

Answer 9

People who use their own style consistently regardless of environment are less effective.

Question 10

Fair process?

Answer 10

Management style that engages the team with the work to be done?.provides explanation therefore rationale, less authority ordering. Involves engagement, explanation, and clarity of expectation.

Question 11

Engagement

Answer 11

Communication, respect for input, builds commitment

Question 12

Explanation

Answer 12

Rationale for decisions, builds trust in managers

Question 13

Expectation (clarity of)

Answer 13

Set new ground rules and standards for evaluation (with great clarity)

Question 14

Reasons why it’s difficult to manage in healthcare? (5)

Answer 14

Easier to raise revenues than manage cost, professional autonomy, separation of quality control from production, multiple payers with conflicting inventives, and poor infor systems/flows

Question 15

Professsional autonomy?

Answer 15

We had MDs, not employees (didn’t have contractual obligations to the hospital, and hospitals would frequently bend over backwards for docs)

Question 16

3 different types of strategies?

Answer 16

Corporate strategy, competitive strategy, and operating strategy

Question 17

Corporate Strategy

Answer 17

What business are we in? Approach to market? Governance? Broadest strategy (explains independent hospitals&raquo_space; hospital systems)

Question 18

Competitive Strategy

Answer 18

How do we do a better job than our competitors in same business (either financially or by differentiation)

Question 19

Operating Strategy

Answer 19

How do we match what we do every day with our corporate and competitive strategy?

Question 20

3 ways to departmentalize?

Answer 20

Function (report upward to different people), by purpose of line of business (eg cardiac care, cancer center, etc), and combination/matrix organizations (info flows in more directions than just up)

Question 21

Leadership v. Management?

Answer 21

Leadership = engagement, management = accomplishment. You’ll mostly be doing both.

Question 22

Kinds of issues managers face?

Answer 22

Formal arrangement (how do we design the work people do), people (how do people do their work), formal/informal arrangement (how do we find and resolve problems), and work (how are work processes improved)

Question 23

What decides how much work is gonna get done, formal or informal structure?

Answer 23

INFORMAL - (formal structure of PEOPLE), it’s the relationships of peeps

Question 24

Root cause analysis basics?

Answer 24

You have bove ground weed and the roots. Symptom of the problem is the weed, above the surface, obvious. The underlying cause, the root, below the surface, not obvious