Managerial Module 2

Managerial Module 2

Managerial Module 2

PART 2 management

1. Strategic planning is the process by which

  • a healthcare organization determines its overall direction for future years.
  • It is also a process of defining the actions that will shape an organization.
  • All.

2. How to test the quality of strategy?

  • Does a strategy fit with what’s going on in the environment?
  • Does a strategy exploit key resources?
  • Will competitors have difficulty keeping up with you?
  • All

3. Strategy-formulation issues include:

  • Deciding what new businesses to enter,
  • What businesses to abandon,
  • How to allocate resources,
  • All

4. Strategy implementation includes:

  • What must we do to implement our part of the organization’s strategy?
  • How best can we get the job done?
  • All

5. Reviewing external and internal factors that are the bases for current strategies is carried out during

  • Strategy evaluation
  • Strategy implementation
  • Strategy-formulation

6. ----------------- analysis is an examination of an organization’s internal strengths and weaknesses, its opportunities for growth and improvement, and the threats the external environment presents to its survival.

  • Gap Analysis
  • SWOT analysis
  • Force Field Analysis

7. ---------------------------- takes SWOT analysis a step further by iden¬tifying the forces driving or hindering change.

  • Gap Analysis
  • Strategy evaluation
  • Force Field Analysis

8. -------------------- is formal study of what business is doing currently and where it wants to go in the future?

  • Gap Analysis
  • Strategic planning
  • Mission

9. Why Some Firms Do No Strategic Planning?

  • Content with success.
  • Fear of failure.
  • Suspicion— employees may not trust management
  • All

10. Guidelines for the Strategic-Planning Process to Be Effective:

  • It should be simple and non-routine.
  • It should be a bureaucratic mechanism.
  • It should become ritualistic, stilted, or orchestrated.

11. The business plan is a management tool for:

  • Articulating specific goals and objectives
  • Establishing performance guidelines
  • Raising funds
  • All

12. How to make a sustainability plan?

  • Preparing for Change.
  • Refining the Business Case.
  • Creating the Vision of Sustainability.
  • All

13. A ------------ is a positive view of a sustainable future.

  • Sustainability
  • Vision
  • Mission

14. An organization’s strategy process begins with --------------

  • Sustainability
  • Vision
  • Mission

15. What to do before creating sustainability plan?

  • Determine your current stage of development.
  • Plant the seed.
  • All

16. The strategic plan should include the following steps:

  • An assessment of the external environment to answer
  • An assessment of the internal environment
  • The creation of benchmarks
  • All

17. An ----------------- is a practical one-year plan of action that includes objectives, activities and timelines.

  • Operational plan
  • Vision
  • Mission

18. Cost leadership requires

  • Learning to lower costs through experience
  • This strategy also requires competitive parity
  • All

19. Cost leadership involves

  • Aggressive construction of efficient scale facilities
  • Cost minimization in all activities in the firm’s value chain.
  • All

20. Pitfalls of Cost Leadership

  • A lack of parity on differentiation
  • Increase flexibility
  • All

21. --------------------- indicates that a firm’s generic strategy based on creating differences in the firms product or service offering by creating something that is perceived industry wide as unique and valued by customers.

  • differentiation
  • Cost leadership
  • Strategy

22. Differentiation requires:

  • A level of cost parity relative to competitors
  • Differentiation along several different dimensions at once
  • All

23. Overall cost leadership means

  • Creating a low-cost position relative to a firm’s peers
  • Managing relationships throughout the entire value chain to lower costs
  • All

24. Pitfalls of Differentiation

  • Uniqueness that is not valuable
  • Differentiation that is not easily imitated
  • All

25. To create an operational plan:

  • Start by identifying any work to which the organization is already obligated to conduct based on its current grants and contracts.
  • Try to identify where the organization might go for funding for these activities.
  • All

26. The ----------------is another important part of the annual financial plan and should be conducted by an independent certified public accountant.

  • Operational plan
  • annual audit
  • IRS Reporting

27. A focus strategy has ----------- variants:

  • 2
  • 3
  • 4

28. The growth stage is:

  • Characterized by weak increases in sales
  • Attractive to potential competitors
  • All

29. The maturity stage is when:

  • Aggregate industry demand slows
  • Price competition decreases
  • All

30. The decline stage is when:

  • Price competition decreases
  • Industry sales and profits begin to fall
  • All

31. Marketing of sustainability differs from conventional marketing in its holistic approach to decision-making, monitoring and evaluating organizational actions and consequences.

  • true
  • false

32. Transparency measures, Corporate Social Responsibility initiatives, and sustainability reports are one way to strategic planning.

  • true
  • false

33. Sustainable marketing organizations also seek to replace goods with services

  • true
  • false

34.Sustainable marketing differs from the conventional approach to define & convey market offers by adopting a future orientation,so consequences of marketing activities today don't adversely affect the ability of people in the future to meet their needs.

  • true
  • false

35. ----------------- Is a quality measure serving as a basis to judge the level of excellence in performance. Standards act as a guide in the endeavor to provide quality services.

  • Standards
  • Quality indicator
  • Quality assessment

36. -------------------------- Is a part of an aspect of the service selected for measurement.

  • Quality audit
  • Quality indicator
  • Quality assessment

37. -------------------------- Is the health facility structure, responsibilities, procedures, processes and resources for implementing quality management.

  • Quality assurance
  • Quality System
  • Quality Management

38. ------------------------ Is a documentation and review of service quality system to find out if quality correction cycles and management cycles are working to good effect.

  • Quality audit
  • Quality System
  • Quality assessment

39.----- Is a management system designed to give the maximum confidence that a given standard level of quality of service is being achieved with minimum costs.

  • Quality assurance
  • Quality System
  • Quality Management

40.------Is the selection&deployment of resources in the most efficient way to meet client needs within limits & directives.It's also defined as a management system which,tries to ensure that all aspects of work contributes to quality,reinforce each other

  • Quality assurance:
  • Quality System
  • Quality Management

41. ------------------------------- Is the process of determining whether goods or services reach an established standard?

  • Quality audit
  • Quality System
  • Quality assessment