Deck 15: Day-To-Day Management for the Health Professional-As-Manager

Question 1

The professional who is asked to step up into management within the profession ________________.

A) has been thoroughly schooled in management processes as part of his or her professional education
B) is in effect being asked to take on a second occupation
C) should have little difficulty doing so because management is easier than most of the professions
D) will be provided with a thorough grounding in management processes within the organization

Answer 1

B

Question 2

The ego barrier to a professional's success as a manager often resides in:

A) a tendency to consider management as a lesser calling than the profession and thus less important
B) the inability to recognize management as an occupation in its own right
C) a tendency to regard one's own profession as more important than most of the others in the healthcare organization
D) All of these are correct

Answer 2

D

Question 3

High-skill professionals can be difficult to manage because ______________________.

A) they always know-or think they know-more than the manager knows
B) they do not like taking orders or instructions
C) they are often self-sufficient and accustomed to determining how they do their work
D) they have been conditioned to resent management

Answer 3

C

Question 4

The higher the professional level of a group of employees, the greater the likelihood that the manager must _____________________.

A) rely on coercive approaches to management to lead and control the employees
B) emphasize consultative or participative approaches to management
C) avoid delegating tasks that the employees clearly dislike
D) concentrate on processes rather than outcomes

Question 5

The manager of professionals accrues most of his or her employee acceptance through ________________.

A) the organizational authority of the management position
B) constant deference to the employees' profession
C) allowing the employees to render many operating decisions
D) the fair and impartial practice of leadership

Question 6

All professional employees may be expected to aspire to rise into management within their respective professions.

Question 7

An individual's excellent performance in a given occupation is a reliable indicator of that person's potential performance as a manager.

Question 8

The manager who experiences difficulties with some of the requirements of management will often place excess emphasis on his or her technical or nonmanagerial duties.

Question 9

In health care there are very few places available at the department level for the pure management generalist.

Question 10

The manager of professionals is fortunate in that he or she rarely has disciplinary problems with employees.

Question 11

Though well educated, the high-skill professional usually resists independent action and avoids the exercise of discretion and judgment.

Question 12

Only professionals-never nonprofessionals-should be managed utilizing a Theory Y approach to leadership.

Question 13

The high-skill professional may generally be described as exhibiting a high degree of self-confidence and independence of thought and action.

Question 14

The manager of professionals is fortunate in that professional employees rarely if ever exhibit any appreciable resistance to change.

Question 15

Although professionals often lay claim to special needs, it is rarely appropriate to have different personnel policies for them than for nonprofessionals.