Deck 10: Health Care Administration, Human Resources, Marketing, and Pr

Question 1

The nursing shortage is expected to escalate as nurses in the baby boomer generation retire. What else has contributed to the shortage?

A) Women are pursuing a wider range of careers than in generations past.
B) An aging population has increased the demand for health care services in the United States.
C) Many people who are trained as nurses are not employed as nurses
D) All of these are true.

Answer 1

D
Explanation: For all of these reasons, experts estimate that the United States will be short-staffed by nearly 1 million nurses, 124,000 physicians, and 706,000 home health aides by the year 2025.

Question 2

Another name for a person who has a negative attitude and is lazy is:

A) Country club slacker
B) B-team player
C) Benign benefactor
D) Stress avoider

Answer 2

B
Explanation: It just takes one B-team player to ruin things for everyone around them.

Question 3

According to your book, which of the following is NOT part of a good organizational crisis management plan?

A) Develop a crisis management in in advance.
B) Develop good relationships with media professionals.
C) Designate about half a dozen people to speak on behalf of the organization.
D) Educate people about how to handle a crisis.

Answer 3

C
Explanation: By their nature, health organizations are likely to be part of crises. It's essential to have a good plan in place.

Question 4

As described in your book, "inverting the pyramid" refers to:

A) The type of groupthink that usually occurs when people are more concerned with pleasing organizational leaders than serving clients.
B) People's frustrated reaction when they feel they are not getting good service.
C) A type of servant leadership in which clients and front-line personnel are at the top of the organizational hierarchy.

Question 5

You have been asked to develop a new process for handling patient records. You'd like to convene a task force to design an ideal system. Based on the Hoy-Tarter Model of Shared Decision Making, you should seek out people who ___________________.

A) oppose the change and people who are in favor of the change
B) know a lot about patient records and people who know very little about patient records
C) have a personal stake in the outcome and expertise on the topic
D) are new to the organization as well as people who work outside the organization

Question 6

You worked at one pharmacy in which every member of the team was invited to contribute ideas for improvement. At another, people were simply expected to follow orders and procedures. Based on the theory of personal causation, people in the first example were treated as _____ and people in the second were treated as ______.

A) origins; pawns
B) proponents; advocates
C) transactional operators; transformational operators
D) artists; actors

Question 7

There is nothing really wrong with where you work. The pay is okay. People are treated fairly. The working conditions are fine. However, you don't feel motivated by the idea that you are accomplishing something important. Which theory addresses the idea that a

A) Organizational processes theory
B) The Theory of Motivational Causation
C) The social identity hypothesis
D) Motivation-hygiene theory

Question 8

Several members of your community have been involved in a plane crash, and the hospital where you work is inundated with calls from the media. Your organization will be most effective at handling this crisis if your management team:

A) Makes it clear that you will not respond to media inquiries until the crisis has passed.
B) Tells only a few media professionals what is going on and lets them convey the news to the rest.
C) Designates several people to speak on behalf of the organization.
D) Has educated people within the organization about how to respond.

Question 9

You have always enjoyed driving by Mercy Hospital. After all, you were born there, and so was your nephew, who just turned 2. Which theory proposes that we form enduring judgments about an organization based on an ongoing collection of experiences and perceptions?

A) The commitment-trust theory of relationships
B) The paradox of choice
C) The attraction-repulsion theory of consumer behavior
D) The golden distractor perspective

Question 10

Your boss trusts team members to make good decisions and work hard for the people you serve-not because she tells you to, but because you have an inherent desire to make a difference. She is best described as a(n):

A) Theory Y manager
B) Parallel process manager
C) Locus-of-control manager
D) Transitory manager

Question 11

The diagnostic center where you went for an MRI recently was beautifully decorated, but the staff was inattentive. The brochure promised next-day results, but you haven't heard anything for a week. In his book about reputational capital, Kevin Jackson would put this company in the category of:

A) Transparency-minded
B) Dual-dispositional
C) Superficially image-based
D) Appallingly capricious

Question 12

Meguma considers herself a servant leader whose main job it is to listen and respond to frontline personnel and mid-level supervisors. Her philosophy is consistent with which approach?

A) Transactional leadership
B) Top-down leadership
C) Inverted pyramid
D) Provisionalism

Question 13

As the result of a nearby industrial accident, residents of several neighborhoods have been evacuated. Part of your job as a hospital public relations professional is to post messages on social media about the accident as details become available. Based on the advice in your book, you should tailor information, not only to people in the affected neighborhoods, but also to "_________"-people who don't live there but are anxious about family members who do.

A) muted group members
B) the worried well
C) the neutral public
D) dispassionate bystanders

Question 14

As community relations director for a new cardiac rehab center, you have recommended that the first advertising campaign be created and released after the center is open and running smoothly. You know that the company's ____________ will be harmed if the image you present doesn't match the actual service you provide.

A) reputation
B) ecology of scale
C) relational proxemics
D) golden mean

Question 15

Which theory proposes that dissatisfaction at work arises from external factors such as pay, whereas our drive to succeed arises from internal factors such as people's desire to make a difference.

A) Locus of satisfaction theory
B) Model of workplace expectancy
C) Altruistic motivation model
D) Motivation-hygiene theory

Question 16

You feel that Belinda would be a good person for the employee satisfaction team because she is knowledgeable, invested in the outcome, trusted by the other team members, and is likely to introduce new ideas. Based on the __________, she is a good choice.

A) Personal Investment Theory
B) Collaborative Integration Model
C) Hoy-Tarter Model of Shared Decision Making
D) Assimilate-Integrate-Accommodate Process

Question 17

The "starving artist" syndrome describes people who don't make a lot of money but feel fulfilled by their jobs because of the work they

A) Hoy-Tarter Model of Shared Decision Making
B) The motivation-hygiene theory
C) Personal investment theory
D) Social comparison theory

Question 18

You have been going to the same dentist for years, even though you have moved across town in that time. People's tendency to remain loyal to people and organizations with which they have a satisfying history is best described in the:

A) Commitment-trust theory of relationships
B) Assimilate-integrate-accommodate process
C) Personal investment theory
D) Equity model of consumer behavior

Question 19

The long-term character, conscience, and credibility of an organization define its:

A) image
B) backbone
C) nucleus
D) reputation

Question 20

Based on what you read in your book, which of the following best describes an A-team player?

A) A founding member of the organization
B) The top-ranking official
C) A person with a positive attitude
D) The person most likely to know about new developments before everyone else

Question 21

One reason the nursing shortage has lessened in recent years is that male nurses are making up for the number of women leaving the profession.

Question 22

According to your book, providing great service usually makes your job more difficult, but it's worth it.

Question 23

According to your book, good strategies for improving service excellence are to recognize and create moments of truth and to tell stories of exemplary behavior.

Question 24

Highly satisfied patients usually feel better and heal more quickly than other patients.

Question 25

A no-secrets policy typically enhances employee retention.

Question 26

It's not very useful to cultivate relationships in advance of a crisis because you never know exactly who will be involved.

Question 27

Point A to Point B companies usually start slow but achieve great success in the end.

Question 28

An organization's reputation can be fleeting, whereas its image is usually consistent over time.

Question 29

Empowerment means that administrators are servant leaders who are open to the ideas and concerns of team members who are encouraged to be decisive and accountable.

Question 30

An organization cannot be held responsible for employees' personal social media posts.

Question 31

You are thrilled by your recent promotion. The person who held the position before you was a Theory X manager, but your style is more consistent with Theory Y. Define each of these terms, and give an example that contrasts how the previous boss might have behaved and how you will behave.

Question 32

Explain the concept of relationship marketing and relationship management. What are some of the relationships that might be influential to the success of a health care organization? Include in your answer a description of the commitment-trust theory of relationships and two-way symmetrical communication.

Question 33

The staff where you work tends to write off service excellence as "touchy feely nonsense." Based on what you read the in the text, try to change their minds by describing at least three reasons to focus on patient satisfaction and three techniques for providing outstanding service.