Leadership & Management - Part 2

Question 1

define operational planning (1)

Answer 1

1- Presents highly detailed information specifically to
direct people to perform the day-to-day tasks required in the running the organisation

Question 2

what is an operational plan used for (1)

Answer 2

1- Used to allocate resources, set a timeline and
stipulate performance indicators for each part of the
strategic plan

Question 3

what is the structure of an operational plan - WWWH (4)

Answer 3

1- who (people responsible)
2- what (tasks to be done)
3- when (timelines/deadlines)
4- how much (financial resources)

Question 4

what are Kotter’s 8 steps for change management - UCV/EE/SS/I (8)

Answer 4

1- urgency- create sense of urgency
2- coalition/team- build a coalition
3- vision- create a vision
4- enlist help
5- enable action/remove barriers
6- short-term wins, celebrate these
7- sustain change
8- institute change

Question 5

re: Kotter’s change mgmt, what does ‘create sense of urgency’ mean (1)

Answer 5

1- Help others see the need for change through a bold, aspirational opportunity statement that
communicates the importance of
acting immediately

Question 6

re: Kotter’s change mgmt, what does ‘build coalition’ mean (1)

Answer 6

1- build a group of Individuals to guide, coordinate,
and communicate change, “build the guiding team”

Question 7

re: Kotter’s change mgmt, what does ‘create a vision’ mean (1)

Answer 7

1- Clarify how the future will be different from the past and how you can make that future a reality through initiatives linked directly to
the vision

Question 8

re: Kotter’s change mgmt, what does “enlist help’ mean (1)

Answer 8

1- Large-scale change can only occur when high numbers of people rally
around a common opportunity, “communicate for buy-in”

Question 9

re: Kotter’s change mgmt, what does ‘enable action’ mean (1)

Answer 9

1- Removing barriers such as
inefficient processes and
hierarchies, “empower action”

Question 10

re: Kotter’s change mgmt, what does ‘short-term wins’ mean (1)

Answer 10

1- Recognize and celebrate wins early and often

Question 11

re: Kotter’s change mgmt, what does ‘sustain change’ mean (1)

Answer 11

1- Press harder after the first successes. Be relentless with initiating change after change
until the vision is a reality, “don’t let up”

Question 12

re: Kotter’s change mgmt, what does ‘institute change’ mean (1)

Answer 12

1- Articulate the connections between the new behaviors and organizational success, making sure they continue until they become strong enough to replace old habits, “make change stick”

Question 13

what are 4 key human resources functions (4)

Answer 13

1- staffing
2- training and development
3- compensation
4- administration

Question 14

what is the most important operational decision an organization can make (1a) and why (1b)

Answer 14

1a- hiring
1b- onboarding costly (average 3-6months), unionized environments, and want a complete functional team

Question 15

what is the SCARF model of motivation? (5)

Answer 15

1- Status
2- Certainty
3- Autonomy
4- Relatedness
5- Fairness

Question 16

what does the SCARF model help with (1)

Answer 16

1- it’s a way to engage others - When there’s an opportunity to increase these, people feel rewarded; when there’s threats to these, people feel threatened

Question 17

what is the Tuckman model of team development “-orming” - FSNPA (5)

Answer 17

1- forming (orientation)
2- storming (difficult stage; conflict/competition)
3- norming (resolving conflict; consensus on leader)
4- performing (mature and well-functioning team)
5- adjourning (wrapping up tasks)

Question 18

what are the components of the conflict resolution triangle (needs to be considered) (3)

Answer 18

1- manager needs (focused on operational goals)
2- employee needs
3- organizational needs (focused on strategic goals)

Question 19

what are the steps of conflict management - RIP NANIE (8)

Answer 19

1- rules of engagement (let everyone share how they feel)
2- information gathering
3- problem identification
4- needs identification
5- assess potential solutions
6- negotiate solutions
7- implement
8- evaluate and debrief

Question 20

what are the Kilmann model conflict mode axes (2)

Answer 20

1- assertiveness (extent individual attempts to
satisfy own concerns)
2- cooperativeness (extent individual attempts to
satisfy other person’s concerns)

Question 21

what are the Kilmann model conflict modes within the axes of assertiveness x cooperativeness (5)

Answer 21

1- high A, low C - competition
2- high A, high C - collaboration
3- low A, low C - avoidance
4- low A, high C - accommodation
5- middle ground- compromise

Question 22

re: conflict modes, when do you use competition (1)

Answer 22

1- need a quick decision
2- unpopular decision needs to be made (e.g. budget cuts)

Question 23

re: conflict modes, when do you use collaboration (2)

Answer 23

1- concerns of both parties are too important to compromise on
2- need multiple perspectives in a solution

Question 24

re: conflict modes, when do you use accommodation (1)

Answer 24

1- when preserving harmony is more important than the solution you prefer

Question 25

re: conflict modes, when do you use avoiding (2)

Answer 25

1- the issue is unimportant
2- costs of confronting conflict outweigh benefits of resolving conflict

Question 26

re: conflict modes, when do you use compromising (1)

Answer 26

1- need a temporary agreement on a complex issue

Question 27

define quality improvement (1)

Answer 27

1- continuous and ongoing
effort to achieve measurable improvements in the
effectiveness, performance, and outcomes of
services which achieve equity and improve the
health of the community

Question 28

define quality control (1)

Answer 28

1- activities to test a service to
identify problems before it reaches the customer;
“find it, fix it” (retrospective)

Question 29

define quality assurance (1)

Answer 29

1- activities to identify process problems that might lead to problems with a
service; “looking further up the line” (prospective)

Question 30

what are the components of PDSA cycle (4)

Answer 30

1- plan
2- do
3- study
4- act

Question 31

what is the goal of PDSA cycle (1)

Answer 31

1- perform small tests of change that can be
expanded if successful

Question 32

what is six sigma (1)

Answer 32

1- continuous process improvement methodology that focuses on identifying and reducing variation in a process

Question 33

what is the Lean approach to QI (1)

Answer 33

1- Systematic approach to identify and
eliminate waste (non-value added activities)

Question 34

what is root-cause analysis (1)

Answer 34

1- Structured method use to analyze all the possible
causes and conditions that could have led to the
adverse event

Question 35

what are examples of tools to do root-cause analysis (3)

Answer 35

1- fishbone diagram
2- 5 why’s
3- Pareto chart

Question 36

what is the Pareto principle (1)

Answer 36

1- 20% of inputs result in 80% of outputs

Question 37

what are Pareto charts used for (1)

Answer 37

1- Used to focus quality improvement efforts on the
most commonly occurring proximate causes

Question 38

what is SOAR analysis stand for (4)

Answer 38

1- Strengths – what can we build on?
2- Opportunities – what are our stakeholder asking for?
3- Aspirations – what do we care deeply about?
4- Results – how do we know we are succeeding?

Question 39

what are the prioritization criteria for PH issue - UNI / FAE / EU (8)

Answer 39

1- population health need
2- scale of impact
3- health equity
4- urgency
5- effectiveness & safety
6- acceptability & appropriateness
7- feasibility & cost/resources
8- uniqueness and role

Question 40

what is a cost centre (1)

Answer 40

1- fixed budget, expenditure only (as opposed to a profit centre or investment centre)

Question 41

what is an incremental budget (1)

Answer 41

1- budget is prepared by taking current
period’s budget as base, with incremental amounts
then being added for the new budget period

Question 42

what is a zero-based budget (1)

Answer 42

1- ZBB requires each expense to be justified and approved for every new budget period, rather than starting from the previous budget

Question 43

what is an activity-based budget (1)

Answer 43

1- activities that incur costs are recorded, analyzed and researched to find savings

Question 44

when is progressive discipline used (2)

Answer 44

1- Used for an employee that has the ability to change their behaviour but is not willing to do so
2- Used for blameworthy or serious conduct with the ultimate intention of terminating the cases’ employment

Question 45

what are the steps in progressive discipline - VW/SDT (5)

Answer 45

1- verbal warning
2- written warning
3- suspension
4- demotion
5- termination

Question 46

what are considerations to take during progressive disciplining (3)

Answer 46

1- Warnings MUST outline deficiencies, expectations, timelines, and consequences
2- Must offer time to improve and accommodations
if reasonable
3- You can skip steps if conduct is severe, or if
there is a prior history in past 18 months

Question 47

what is the ADKAR approach to change management (5)

Answer 47

1- awareness
2- desire
3- knowledge
4- ability
5- reinforcement

Question 48

re: ADKAR, what does awareness mean (1)

Answer 48

1- awareness of the need for change

Question 49

re: ADKAR, what does desire mean (1)

Answer 49

1- desire to participate and support the change

Question 50

re: ADKAR, what does knowledge mean (1)

Answer 50

1- knowledge on how to change

Question 51

re: ADKAR, what does ability mean (1)

Answer 51

1- ability to implement required skills and behaviours to make the change

Question 52

re: ADKAR, what does reinforcement mean (1)

Answer 52

1- reinforcement to sustain the change