Deck 5: Step 2: Creating the Mission, Vision, and Critical Success Factors

Question 1

A vision is about

A) where we are
B) what we do
C) where we are going
D) our competitive advantage

Answer 1

C

Question 2

A mission is about

A) where we would like to do
B) what we do
C) what we will be doing in the future
D) all of the above

Answer 2

B

Question 3

A good vision will have the following characteristics

A) a general direction for the future
B) a broader view of the future
C) a clear sense of direction
D) targeted return on investment expectations

Answer 3

C

Question 4

Health care visions tend to

A) lack precision around future direction
B) are narrow in scope
C) be short term
D) all of the above
E) none of the above

Question 5

The vision is

A) customized for each clinical department within an organization
B) usually focused on 3 years or less
C) set by the board of directors
D) all of the above

Question 6

What best describes the following statement. "We exist to stamp out disease."

A) a powerful mission statement
B) a good vision for the future
C) a mission statement that is to broad
D) a vision for the future that could use more detail

Question 7

What best describes this statement. "We will be a world class health center"

A) likely a good mission statement for a medical center
B) likely a good statement for most community hospitals
C) is exactly what a vision should look like
D) a vision that lacks precision

Question 8

After the vision has been decided the next step is to set

A) financial targets
B) mission critical factors
C) critical development factors
D) critical success factors

Question 9

Business plans

A) come before strategic plans because of the market research involved
B) happen after the strategic plan but before the market plan
C) drive the strategic plan
D) include the marketing plan

Question 10

The vision of the organization is the primary responsibility of

A) the VP of strategy
B) the board of directors
C) the organization President
D) the administrative leadership

Question 11

Why do visions often fail?

Question 12

What is the possible value of consultant or outside help in terms of forming a strategic plan? What does the market think about the services, cost, quality and direction of the facility?

Question 13

Assume you are the Chief Strategy Officer for a health system called Care Plus. The system has six hospitals in three states. Care Plus Vanity, is the largest hospital in the system with 420 beds and 150 physicians in the system owned medical group practice. The other hospitals range in size from 50-120 beds. The organization has a 47% partner relationship with Total Health Insurance Company. What would a strategic and business plan look like for this organization?