Deck 6: Leadership Competence II: Application of Skills, Tools, and Abilities

Question 1

List three health leader considerations to optimize decision making in a health organization.
a. _____________________
b. _____________________
c. _____________________

Answer 1

No Answer.

Question 2

How are planning and decision making linked and used by leaders as systems in health organizations?

Answer 2

No Answer.

Question 3

The major domains of decision making are: willful choice or rational models; _____________________________; and combination models.

A) temporal distortion models
B) bridge models
C) reality-based models
D) resolution models
E) shewhart models

Answer 3

C

Question 4

___________________ methods combine both quantitative and qualitative methods in decision making.

A) Theory building
B) Theory testing
C) Kaizen
D) Deterministic
E) Triangulation

Question 5

The first step in the willful choice decision making model is:

A) collect data.
B) identify the problem.
C) list alternatives.
D) select the best solution.
E) test the alternatives.

Question 6

Criticisms of willful choice decision making are:

A) not enough alternatives.
B) not enough time.
C) decision load is high.
D) attention is high.
E) not enough time and decision load is high.

Question 7

Loose coupling could be described in health organizations as:

A) staff has high concordance with rules.
B) communication has immediate feedback.
C) staff see rules as not as important.
D) facilities are geographically dispersed.
E) staff has high concordance with rules and communication has immediate feedback.

Question 8

Considering all decision making models, components of a decision making system health leaders can utilize could be:

A) push standard, routine decisions down to lowest possible staff level.
B) reduce decision load by blocking time.
C) train all organizational members on the decision making system.
D) push standard, routine decisions down to lowest possible staff level and train all organizational members on the decision making system.
E) None of these is correct.

Question 9

Training should be highly related to the organization's needs based mostly on:

A) staff knowledge, skills, and abilities.
B) funds available.
C) strategic and operational plans.
D) All of these are correct.
E) None of these is correct.

Question 10

Ethics can be defined as a theory of ___________________.

A) appreciating differences.
B) strategic alliances.
C) the golden rule.
D) moral values.
E) None of these is correct.

Question 11

The first step in planning is establishing the organizational situational assessment, then developing the ____________, mission, strategies, goals, objectives, and action steps.

A) macro-environmental forces
B) value analysis
C) purpose
D) vision
E) None of these is correct.

Question 12

Both vision and mission are:

A) futuristic.
B) directional strategies.
C) culturally competent.
D) contradictory.
E) None of these is correct.

Question 13

Objectives in pursuit of achieving goals are very specific. Developing objectives should draw on the _______________ method.

A) PDCA
B) Shewhart
C) Kaizen
D) SMART
E) KISS

Question 14

_____________________represent a fifth level of planning and provide the most specific approach to describing who, what, when, where, and how activities will take place to accomplish an objective.

A) Action steps
B) Strategies
C) Six Sigmas
D) Improvement groups
E) None of these is correct.

Question 15

A leader who is focused on internal resources, systems, processes, and methods in order to achieve the organization's mission in the most effective way is engaged in what type of planning?

A) Strategic
B) Situational
C) Operational
D) Continual

Question 16

Vision is how the organization intends to achieve its goals, while mission defines why the organization pursues the goals it does.

Question 17

The vision statement is the organization's reason for being, its purpose.

Question 18

Goals are broad statements of direction that come from strategies. This multi-level approach focuses and narrows effort for each section within the health organization.

Question 19

SMART objectives must be Specific, Measurable, Actionable, Rewarding, and Timed.

Question 20

Planning can be described as an ongoing process of thinking and implementing at multiple levels.

Question 21

Periodic progress reviews, monthly or quarterly, are essential to see the movement toward success.

Question 22

Decision making must occur within the unbounded rationality of the environmental context in which the problem must be solved.