Exam 1: An Overview of Health Care Management

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What sets these alternative non-direct c...

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A) Controlling
B) Organizing
C) Staffing
D) Planning
E) Decision making

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A) employee interpersonal skills.
B) employee positive attitude.
C) employee motivation and commitment to the organization.
D) employee focus on completing their job.
E) All of these are correct.

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A) enhancing skills of staff.
B) reducing staff turnover.
C) improving efficiency in educational program offerings.
D) increasing staff engagement.
E) reducing staff absenteeism.

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A) Nutrition tracking company
B) Wearable device company
C) Medical equipment supplier
D) Personal health coaching

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A) There are many jobs and many types of...

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A) Conceptual
B) Interpersonal
C) Technical
D) Both conceptual and interpersonal
E) Both interpersonal and technical

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A) Strategy
B) Medical care
C) Collaboration
D) All of these are correct.

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A) Vision shapes mission
B) Mission shapes values, which shape vision
C) Values shape mission, which shapes vision
D) Goals shape mission and values
E) None of these is correct.

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A) Job enlargement
B) 360-degree feedback
C) Mentoring
D) All of these are correct.
E) None of these is correct.

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A) focus on management innovation.
B) identify performance gaps by routinely assessing operational activities and performance.
C) delegate supervision of change management to staff.
D) resist change and focus on the status quo.
E) None of these is correct.

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A) Every hospital or health system will have a health policy specialist
B) It is not the business of a manager-managers mind budgets!
C) It is every health care manager's job
D) It does not matter for health managers

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C

A) the orientation of new employees.
B) senior management's vision for the organization.
C) the mission of the organization.
D) the beliefs, values, and behaviors that characterize the organization.
E) All of these are correct.

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D

A) Staffing
B) Quality services
C) Physician relations
D) Patient satisfaction
E) Medicare/Medicaid

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In order to effectively carry out these functions, the manager needs to possess several key competencies. Katz (1974) identified key competencies of the effective manager, including conceptual, technical, and interpersonal skills. The term competency refers to a state in which an individual has the requisite or adequate ability or qualities to perform certain functions (Ross, Wenzel, & Mitlyng, 2002). These are defined as follows: Conceptual skills are those skills that involve the ability to critically analyze and solve complex problems. Examples: a manager conducts an analysis of the best way to provide a service or determines a strategy to reduce patient complaints regarding food service. Technical skills are those skills that reflect expertise or ability to perform a specific work task. Examples: a manager develops and implements a new incentive compensation program for staff or designs and implements modifications to a computer-based staffing model. Interpersonal skills are those skills that enable a manager to communicate and work well with other individuals, regardless of whether they are peers, supervisors, or subordinates. Examples: a manager counsels an employee whose performance is below expectation or communicates to subordinates the desired performance level for a service for the next fiscal year, p. 1--.