Healthcare Management Organization Design and Behavior 6th edition Lawton Burns, Elizabeth Bradley, Bryan Weiner - Solutions

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1. What are the negative effects of a culture that encourages dishonesty and corruption on its reputation and employees?2. Why might some organizations push employees to behave in a dishonest or corrupt manner? Are there personal benefits to corruption that culture can counteract?3. What actions
1. How might different types of office design influence employee social interaction, collaboration, and creativity? Should these be encouraged even in organizations without an innovative culture?2. Can the effects of a new office design be assessed objectively? How could you go about measuring
What is the value of various recruitment methods?
What are the various roles of HR in the leadership of organizations?
1. What would you advise HR departments to do about the ethical dilemma organizations like Uberand Lyft face?2. How might changes in the legal employment status of drivers affect companies like Uber and Lyft? Do you think these organizations would be able to survive in relation to their competition
What is the difference between the forces for change and planned change?
What are the potential environmental, organizational, and personal sources of stress at work and the role of individual and cultural differences?
What are the physiological, psychological, and behavioral symptoms of stress at work?
1. How might presenteeism be an adaptive response to perceived performance pressure? How is it a response to work demand pressures?2. How might a company work to change employee attitudes and behaviors about presenteeism? In other words, what would an effective presenteeism prevention program look
1. Does theory and research in management offer any guidance for practitioners seeking to improve quality of care? 2. What does each school of thought reviewed in this chapter suggest about what to do? 3. Which of the schools of thought seem to offer the most useful advice?
Where do leadership and management overlap in definition and responsibilities? Where do they diverge?
What kind of actions might an organization take in order to ensure sustained leadership?
How have theories of leadership evolved over the course of the 20th century and into the 21st century? When compared with the trait theories of the early 1900s, have modern theories of leadership been simplified or grown more complex?
How does emotional intelligence differ from traditional conceptions of intelligence? What is the relationship between emotional intelligence and leadership?
How do transformational and transactional leadership differ? Give an example of each type of leadership and when it might be preferable to the other.
What is organizational culture?
What are artifacts and how might they play a role in organizational change?
What is a "S.M.A.R.T" objective? Give an example that lays out how the objective meets each of the "S.M.A.R.T" requirements?
How might one compare a series of alternative strategies? What are the concerns in using a purely quantitative scale of evaluation?
What are the responsibilities of the engaged follower?
1. What is the problem(s)?2. Consider individual-level, team-level, and system-level problems. For each, set an objective that is SMART.3. Could Dr. Grant have avoided the current situation? How?4. Use concepts of leadership and management from this chapter to recommend what Dr. Grant should do
In the tale of two units, Unit B functioned much more smoothly than Unit A. a. Identify the macro-level coordination mechanisms being used in Unit B that were not used in Unit A. b. What is the nature of task interdependence among staff in the patient care units in the "tale of two units"?
Identify the micro-level coordination mechanisms used in Unit B that were not used in Unit A.
In the VA case study, reorganizing this integrated delivery system into regional networks (VISNs) and decentralizing authority to the VISN directors seemed to have contributed to a substantial improvement in organization performance. What are the negative aspects of the reorganized structure and
Describe alternatives for a service line structure internal to each VISN in the VA case.
Why is the hierarchical structure limited in its capability to facilitate coordination in health care organizations?
1. Is it consistent with organizational theory to expect that coordination between nurses and residents would suffer as a result of the change in resident working hours? 2. Would the addition of hospitalists improve the coordination? 3. What other changes could improve coordination? 4. What are
How can managers distinguish a motivational problem from other factors that affect an individual's performance?
In situations such as the ICU faced in "A Cry for Help" (In Practice), what role can managers and clinical leaders play to improve staff morale and motivation?
What approaches other than a productivity bonus could the management team at the community health center have used to change Dr. Smith's practice patterns (see In Practice, Motivating a Primary Care Physician in a Community Health Center)?
If you wanted to implement a Must Haves program in your organization, what elements would you include in your implementation plan? What metrics would you use to measure the success of the initiative?
1. What are the key factors in Sharp's successful approach to motivation? 2. Do you see any weaknesses in the Sharp approach? 3. Can the Sharp approach be replicated in other health care organizations? What are some important barriers and facilitators to using the Sharp approach?
To foster teamwork and a culture of quality improvement, a new director of an ambulatory care center in a hospital has begun holding twice monthly management team meetings, consisting of several physicians, nurses, physician assistants, financial managers, and others. Attendance at these meetings
A community task force has been formed to improve the coordination of care for the frail elderly. Given the large number of people and agencies involved in providing services to this population, how would you balance the need for representation with the need to keep the task force size to a
You are a member of a hospital project team assigned to develop a new pediatric oncology service line. Your team is expected to develop a business plan for presentation to the senior management team and the hospital board. A specific timetable has been established for producing a set of
Along with other hospital business managers, you have been a member of a management team. Recently, you have been promoted, and your former business manager team members now report to you. As the new leader of the management team, what challenges will you face in managing the team? How would you
As described in this chapter, teams go through stages of development. As a team leader, what is the practical value to understanding these stages? How could this knowledge improve your effectiveness as a team leader?
1. One feature of the teams in this case is frequent turnover among team members. How might turnover among team members affect team performance? What approaches can team leaders take to minimize potential negative impacts of turnover and gain advantages, if any? 2. Consumers or patients are
Describe Aristotle's model of communication.
How did recent communication theorists build on Aristotle's model?
What are the Five Barriers to communication, and how do you remove them?
Identify three different methods for consulting with stakeholders in a complex communication process. Explain the objective as well as the strengths and weaknesses of each method.
How is the National Cancer Institute's "Patient Centered Communication Model" different from the simple sender-receiver model?
How does the concept of "contagion" help explain how information spreads in social networks?
Why do leaders need to take account of organizational politics?
1. What social and cultural barriers may have made it difficult for the doctors to communicate with Jessica's family? What might have the doctors done to increase the chances that Jessica's family understood the true nature of the problems in this terrible circumstance? 2. How would you organize
How can managers best use the principles of effective negotiation and conflict management to resolve power struggles within health care settings, and what types of power struggles in health care settings do you believe are most amenable to using negotiation and conflict management techniques?
What are specific ways to limit the potential for power abuse in health care organizations? What specific human resource strategies and transparency mechanisms could be created within hospitals or physician practices, for example, that would help prevent any stakeholder, particularly the top
What would be situations in which a collaborative or a competitive strategy might be most beneficial when managing conflict in health care organizations? What issues unique to health care organizations would be particularly difficult to negotiate using each of these strategic approaches?
In thinking about the power relationships unique to health care organizations (e.g., physician - patient), what might be some of the challenges to effective negotiation? Think about these challenges in the context of the common mistakes made when thinking about conflict and when managing
1. Where do you think this negotiation will end up? 2. What would you have done if you were James? 3. When dealing with conflict, do you think about how to begin? 4. What are other types of opening "offers" which have nothing to do with money but which still set the tone for the negotiation?
Complexity theorists advise organizational leaders to abandon command-and-control styles of management and instead set global performance targets and establish a few simple rules. This approach can unleash creativity and innovation, but it can also promote conflict and waste. How can managers "let
Organizational learning requires a climate of openness, trust, and honesty. What can managers do to establish and maintain such a climate?
How can managers hold health professionals and employees accountable for personal and organizational performance, yet still encourage them to try new ideas and take prudent risks to improve quality, safety, and efficiency?
If innovation is inherently unknowable, and creates unintended consequences, often far downstream, how can managers effectively evaluate the outcomes of innovation initiatives? Is there ever a point when a manager can reliably draw a conclusion about whether an innovation has been a success?
The Minnesota Innovation Research Project found that innovation managers' careers were often unfairly penalized when innovations turned out poorly. Is this an important concern for senior managers? If so, what can they do to mitigate it? What, if anything, should innovation managers do to protect
Shoemaker and Gunther (2006) recommend making deliberate mistakes as ways of breaking out of ineffective or suboptimal strategy borne of flawed or outdated assumptions. They provide some guidelines for which kinds of mistakes to deliberately make, such as those with a limited cost versus the
1. What are the underlying assumptions that drive the VP's interest in an appropriateness criteria program? 2. How can she/he explore or test those assumptions? 3. What environmental events could change those assumptions?
Take the perspective of the CEO of a large healthcare system that owns its own managed care health plan. Describe three major ways that you could improve the quality of healthcare in your organization. Critique your solutions regarding the extent to which your solution may cause other problems to
Using an HCO that you know well, provide three examples each of possible structural, process, and outcome measures of care quality. Would you expect these measures to be highly associated? Why or why not?
Consider a community hospital, a major teaching hospital, and a hospital in a large for-profit system. For each, list the major stakeholder groups (both internal and external). Indicate what kinds of quality criteria each group would be most likely to promote.
Hospital A and Hospital B both have as their major goal for this year the implementation of a QI program. Hospital A hired a consultant firm and sent its top managers to a program to learn how to change the corporate culture and to set up quality teams to investigate problems. They formed teams to
Health System Q is located in the same geographic area as Health System P, its main competitor. While Health System Q touts its status as a community-based integrated delivery system, Health System P leverages its role as a research-intensive academic medical center. Both health systems have
1. What are the apparent barriers to using incident reporting systems for QI? 2. How can these barriers be overcome? 3. What steps would you propose to engage both clinicians and QI staff in enhanced QI activities?
Find the mission and values statements for four different hospital types. Do their missions and values reconcile with your expectations for the type of organization? Look at a religious based organization. Does their mission and values reflect their religious teachings and mission? Now examine a
Health care in the US has been traditionally a mixture of not-for-profit and for-profit organizations. Do you think that markets where more for-profit firms exist would be inherently more competitive? Why or why not?
Business models describe four components of how an organization is organized. They can show comparative differences in a competitive analysis. What is the relationship of strategy and business models?
An important aspect of strategic planning is analyzing the internal and external environments. Recently, a large organization completed their environmental analyses only using a very extensive SWOT process. They then used the strengths, weaknesses, opportunities, and threat generated by this
There are many firms that have positioned part or all of their products as low cost. Low costs are also commonly thought to equal low prices. Are low costs necessarily the same as low prices? Could a firm have low costs and still have high prices?
Large pharmaceutical companies have prospered by owning their discovery, production, and marketing assets and have traditionally made significant portions of their profits from a small number of "blockbuster" drugs. How are pharmaceutical companies' business model predicted to change? What are the
Porter recommends generic strategies of low cost or differentiation. Is it possible to obtain both at the same time? In healthcare is low cost a reasonable strategy? If so, in what circumstances might this be an acceptable strategy?
To sustain a competitive advantage an organization must have resources that are valuable, endure over time, are hard to imitate, and are difficult to find substitutes for. What are some of the common resources in healthcare that could convey sustained competitive advantage? How do these differ for
1. What was PhyCor's initial strategy and business model? 2. What do you think went wrong with this strategy and business model?
1. Why is George concerned if the merger of St. Mark's and Cassid occurs? 2. What are the advantages and disadvantages for considering merging with the children's and university hospital? 3. What would happen if the merger of St. Mark's and Cassid didn't occur, yet Mack announced their merger?
Under what circumstances would you agree with someone who said that alliances are very risky?
What dimensions would you use to classify the various types of strategic alliances? Why those dimensions?
Which alliance motivations do you think are the most compatible with each other?
What do you consider to be the likely stages of strategic alliance development? Does every alliance have to go through each stage?
What is the difference between an alliance problem and an alliance symptom, and what does this difference mean in terms of managerial intervention?
When can you tell if your partner is not likely to have a cooperative orientation?
1. What do you think are the possible major tensions that exist when a pharmaceutical firm forms an alliance with a biotechnology firm? 2. How would you try to address those tensions? 3. Identify different challenges that exist for maintaining or strengthening an ongoing alliance versus beginning
Identify the major laws and regulations affecting health care organizations. Why is the health care industry so heavily regulated? What are the central goals of these laws and regulations? Who benefits from them?
What problems do these regulations present? If you could eliminate one of these laws or regulations, which one would you eliminate, and why? Are there alternative regulatory approaches that would achieve regulatory objectives in a less burdensome way?
Critics of formal governmental health care regulation suggest that mechanisms such as self-regulation or accreditation would provide more effective oversight. Do you agree?
Non-profit organizations must meet a community benefit test to take advantage of the federal income tax exemption. Should a facility be allowed to use population health interventions to meet the test instead of the measures noted in this chapter? If so, what measures of population health should
Do you think government entities should devote more resources to developing health care quality report cards? Why or why not?
How should we regulate emerging market arrangements, such as pay-for-performance initiatives, and emerging health care providers, such as specialty hospitals?
1. Which laws or regulations might this joint venture violate? 2. What changes, if any, in the proposed arrangement might be needed to keep the ambulatory surgical center in compliance with legal and regulatory requirements? 3. What course of action should David recommend?
Did the EHR seem to be well aligned with SunHealth's overall strategic plan? Explain your rationale.
Does Melissa Drake appear to possess the qualities and characteristics of an effective project manager? Why or why not? What other qualities might be important for a project manager in a case such as this one?
Evaluate the composition of the Steering Committee. Do you feel it has adequate representation? Explain. What do you think its role should be in the project? Is its charge clear?
How might SunHealth measure the value gained from implementing an EHR? The systems impact on achieving the organization's strategic goals?
1. Assume you were the CEO of Wilmington Blood Center, what process would you use to replace the current system? Who would be involved? Who do you think should lead the effort? Include your rationale. 2. Once a preferred vendor and product is chosen, what steps would you take to implement the new
How has the consumer-driven health movement impacted health care service delivery?
How can consumers become more involved in their own health care? What products and resources are available for people who wish to take control of their health or monitor chronic disease states from home?
How do nonmaleficence and beneficence differ and why are they important in health care?
Why do IRBs exist and how do they impact biomedical, behavioral and clinical research activities?
Do all health care organizations and providers need to comply with the Patient's Bill of Rights? Why or why not?
Should health care providers always tell the truth to their patients even if the truth may cause pain or distress?
What is the impact of Bachman's "five building blocks of healthcare consumerism" for health care managers?

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Healthcare Management Organization Design and Behavior 6th edition Lawton Burns, Elizabeth Bradley, Bryan Weiner - Solutions

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