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strategic management 5th
Strategic Management Of Health Care Organizations 7th Edition Peter M. Ginter, Walter Jack Duncan, Linda E. Swayne - Solutions
What are the primary differences in the human resources strategies needed for expansion, contraction, and maintenance of scope? Which type of adaptive strategy is most diffi cult to implement from a human resources perspective? Why?
How can information systems be used to develop competitive advantage?
What changes are information systems bringing to health care?
Why is facilities management an increasing concern for strategic management?
How do facilities affect a health care organization ’s strategy?
How can the equipment–technology decision create competitive advantage?
How might future internal analyses be affected by the value-adding support strategies?
Understand that the value-adding support strategies are important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support strategies to ensure they point the organization toward achieving its mission, vision, and goals.
Link the results of internal environmental analysis of the support activities to the implementation of value-adding support strategies.
Understand how the culture, structure, and strategic resources of an organization must be explicitly linked to directional, adaptive, market entry, and competitive strategies, as well as the value-adding service delivery strategies.
Understand that through the value-adding support strategies the organization itself is changed, creating or solidifying competitive advantages and strengthening weaknesses to overcome competitive disadvantages.
Understand that the value-adding support strategies provide guidance for the development of organizational objectives and action plans.
Create value-adding support strategies that help to accomplish directional, adaptive, market entry, and competitive strategies, as well as value-adding service delivery strategies.
Describe the interrelationship among situation analysis, strategy formulation, value-adding service delivery and support strategies, and action plans.
Understand the manner in which strategies are translated into action plans.
List the components of an action plan and explain the function of each component.
Cite some reasons that cause strategies to be diffi cult to implement in health care organizations.
Suggest some eff ective ways to overcome barriers to the implementation of strategies.
Understand the need for contingency planning and know when contingency plans should be undertaken.
Relate the map and compass metaphor to strategic thinking, strategic planning, and managing the strategic momentum.
Explain the relationship between situational analysis and action plans.
List the important components of action plans. Which component do you think is the most important? The least important? Explain your response.
How are the action plans for a division (for example, hospital division) similar to action plans for a department (such as housekeeping)? How are they different?
How do action plans assist in the allocation of organizational resources in line with strategies?
Are the costs associated with accomplishing the unit objectives the only ones that should be included in budget requests? Why or why not?
What are the primary characteristics of unit objectives? Are these characteristics descriptive of good organizational strategic goals? Why or why not?
What is a Balanced Scorecard? In what ways is it a means of focusing attention on strategy implementation?
What are some of the primary barriers to the effective implementation of strategies in health care organizations? How can each be overcome or removed?
Should every organization formulate contingency plans? Why or why not?
Explain why strategic momentum may be a new beginning.
Explain whether a map or a compass is better for your career path in health care.
Explain why strategic management has become crucial in today’s dynamic health care environment.
Trace the evolution of strategic management and discuss its conceptual foundations.
Describe and explain the concept of strategic thinking maps.
Defi ne and diff erentiate between strategic management, strategic thinking, strategic planning, and managing strategic momentum.
Understand the necessity for both the analytic and emergent models of strategic management.
Understand how an organization may realize a strategy that it never intended.
Understand the benefi ts of strategic management for health care organizations.
Understand the importance of systems approaches.
Explain the links between the diff erent levels of strategy within an organization.
Describe the various leadership roles of strategic management.
Explain why strategic management has become crucial in today ’s dynamic health care environment.
What is the rationale for health care organizations’ adoption of strategic management?
Trace the evolution of strategic management. Have the objectives of strategic management changed dramatically over its development?
How is strategic management different from health policy?
Compare and contrast the analytical view of strategic management with the emergent, learning approach. Which is most appropriate for health care managers?
Why are conceptual models of management processes useful for practicing managers?
What is a strategic thinking map? How are strategic thinking maps useful? What are their limitations?
What are the major activities of strategic management? How are they linked together?
Who should be doing strategic thinking? Strategic planning? Managing strategic momentum?
Is strategic thinking enough? Why do we engage in strategic planning? What are the elements of strategic planning?
What is meant by realized strategies? How can strategies be realized if they were never intended?
What can change well-thought-out strategies that were developed using all the steps in strategic planning?
Explain and illustrate the possible benefi ts of strategic management. What types of health care institutions may benefi t most from strategic management?
Why is a “systems approach” helpful to strategic managers?
At what organizational level(s) may a strategy be developed? If at more than one level, how are these levels linked by the planning process?
How has the role of the strategic planner changed over the past several decades?What new skills will be essential for the strategic planner?
Appreciate the signifi cance of the external environment's impact on health care organizations.
Understand and discuss the specifi c goals of external environmental analysis.
Point out some limitations of external environmental analysis.
Describe the various types of organizations in the general and health care environments and how they create issues that are of importance to other organizations.
Identify major general and industry environmental trends aff ecting health care organizations.
Identify key sources of environmental information.
Discuss important techniques used in analyzing the general and health care environments.
Conduct an analysis of the general and industry external environments for a health care organization.
Suggest several questions to initiate strategic thinking concerning the general and industry environments as a part of managing strategic momentum.
What types of changes are likely to occur in the health care environment in the next several years?
Why is environmental analysis important for an organization?
Describe the “setting” for health care management. Is the setting too complex or changing too rapidly to accurately predict future conditions?
Most health care managers would answer “yes” to many of A. H. Mesch 's questions to determine whether an organization needs environmental analysis. Are there other questions that seem to indicate that health care organizations should be performing environmental analysis?
What are the specifi c goals of environmental analysis?
What are the limitations of environmental analysis? Given these limitations, is environmental analysis worth the effort required? Why?
What four processes are involved in environmental analysis? What are their subprocesses?
How does the scanning process create a “window” to the external environment? How does the window concept help in understanding organizations and the types of information they produce?
Why is the process of environmental analysis as important as the product?
Which of the environmental analysis strategic thinking frameworks are most useful?Why?
Using Exhibit 2–6 as an example, develop a “stakeholder map” for a health care organization in your metropolitan area or state. On this map show the important health care organizations and indicate what impact they may have on the industry.
Which of the scenarios in Perspective 2–5 do you think is most likely? Why? Based on today 's issues, develop your own scenario of health care in 2025.
What are an organization 's strategic assumptions? How may the strategic assumptions be evaluated as part of managing strategic momentum?
Understand the importance of service area competitor analysis as well as its purpose.
Understand the relationship between general and health care environmental issue identifi cation and analysis and service area competitor analysis.
Defi ne and analyze the service area for a health care organization or specifi c health service.
Conduct a service area structure analysis for a health care organization.
Understand strategic groups and be able to map competitors’ strategies along important service and market dimensions.
Understand the elements of service area competitor analysis and assess likely competitor strategies.
Aggregate general environmental and health care industry issues with service area and competitor issues and synthesize specifi c strategy implications.
Suggest several questions to initiate strategic thinking concerning the service area and competitors as a part of managing the strategic momentum.
What is entailed in service area competitor analysis? Why should health care organizations engage in competitor analysis? Should not-for-profi t organizations perform competitor analysis?
What is the relationship between general and health care environmental analysis versus service area competitor analysis?
What competitor information categories are useful in competitor analysis? Are these categories appropriate for health care organizations? How can these information categories provide a focus for information gathering and strategic decision making?
What are some obstacles to effective competitor analysis? How may these obstacles be overcome?
Explain the steps or logic of service area competitor analysis.
Why must the service categories be defi ned fi rst in service area competitor analysis for health care organizations?
Why is it important to clearly defi ne the service area? How does managed care penetration affect service area defi nition?
How does the use of Porter ’s fi ve forces framework help to identify the major competitive forces in the service area?
Why is an identifi cation and evaluation of competitor strengths and weaknesses and the determination of strategy essential in service area competitor analysis?
What are the benefi ts of strategic group analysis and strategic mapping?
Why should a health care organization attempt to determine competitors’ strategies and likely strategic responses?
What is the purpose of the synthesis stage of service area competitor analysis?
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