Understanding Healthcare Financial Management 5th Edition Louis C. Gapenski - Solutions

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Do you consider different types of change can be managed more effectively by adopting different approaches to change?
Reflecting on your personality, in what ways might you be drawn to the different approaches?
What effects do you notice that increased uncertainty and instability in the world are having on:• your life and the way you lead it?• an organization you know well and the way leaders are leading it?• your local community and how people are contributing to it?
What might support those in the above situations, who appear to be fearful or anxious, to be able to focus on what needs to be done and contribute more effectively and responsibly?
Think of a major decision that you had to make recently. Reflect on the way you made the decision and identify which of the four modes of understanding you used to make that decision(sensing, intuition, thinking and/or feeling). If you used one or two modes less, explain how you might improve your
Identify a ‘big act’ that a senior manager initiated in your organization recently (see Nevis’s definition above). How might this have been approached as a series of smaller actions and what impact, positive or negative, might this have had on the organization in the long term?
Interview five senior leaders in your organization (or observe them from afar if that’s easier) and find out how they might mark themselves out of 10 on each of the above five skills for leading through uncertainty. What conclusions do you draw about the type of development needed to support
And how would you rate yourself? What development might you need?
A new piece of software arrives in the office or in your home. How do you go about learning about it?• Do you install it and start trying it out? (Activist)• Do you watch as others show you how to use it? (Reflector)• Do you learn about the background to it and the similarities with other
What rewards and what punishments operate in your organization?How effective are they in bringing about change?
What are the underlying assumptions built into the behaviourist philosophy, and how do they compare to McGregor’s theories?
In a change programme based on the behaviourist approach, what added insights would Herzberg’s ideas bring?
If one of your team members is not good at giving presentations, how would you address this using behaviourist ideas?
What might the main benefits be of a cognitive approach?
What do you see as some of the limitations of this approach?
Think of a current or recent change in your organization.• Can you map the progress of the change on to Satir’s or Weinberg’s model?• At what points did the change falter?• At what points did it accelerate?• What factors contributed in each case?
Use the Gestalt curve to describe how a manager moves from a concern about the team’s performance to launching and executing a change initiative.
Use the Myers-Briggs quadrants to identify your reactions to change:• In what ways do you fit the various profiles and in what ways do you differ?• How would you deal with someone like this when going through a challenging change process?• How do you like to be managed through change?
Within your working life, what teams are you a member of and to which groups do you belong?
Within your personal life, what teams are you a member of and to which groups do you belong?
In what ways was it easier to answer in your personal life, and in what ways more difficult?
Of the teams of which you are a member, which are more suitable to lead change and which more suitable to implement change?Justify your answer.
Using the five elements above, what is your current team effectiveness?
What needs to change, and how would you go about it?
Imagine that you are one of a team of five GPs working at a local practice. You want to initiate some changes in the way the team approaches non-traditional medical approaches such as counselling, homeopathy and osteopathy. The GPs meet monthly for one hour to discuss finances and review medical
What team role(s) are you likely to use?
What are the advantages and disadvantages of each of the eight roles?
Which view of organizational life is most prevalent in your organization?What are the implications of this for the organization’s ability to change?
Which view are you most drawn to personally?What are the implications for you as a leader of change?
Which views are being espoused here?
Reflect on an organizational change in which you were involved.How much planning was done at the start? What contribution did this make to the success or otherwise of the change?
Compare the Nadler and Tushman congruence model with William Bridges’ ideas on managing transitions. How are these ideas the same? How are they different?
Reflect on an organizational change in which you were involved that failed to achieve hoped-for results. What were the balancing forces that acted against the change? Use Senge et al’s ideas to prompt your thinking.
Which model of organizational change would help you to move forward with each of the following changes:• Combining two well-respected universities to form one excellent seat of learning.• Turning the Boston Philharmonic Orchestra into the Boston Improvisational Jazz Band.• Evolving a group of
A fast food organization introduced a set of values recently which were well communicated and enthusiastically welcomed. The senior management team publicly endorsed the values and said: ‘This is where we want to be in 12 months’ time so that we are ready for industry consolidation. You will
If Stacey and Shaw have ‘got it right’ with their ideas about how change emerges naturally, does that make books such as this one redundant? Answers on a postcard!
Name your top five contemporary leaders and say why you chose each one. Reflect on how important visionary leadership is to you.
What are the most significant changes that have happened in the world since your childhood? Who was responsible for leading these? Did visionary leadership play a key role?
Draw up a table identifying the pros and cons of:• visionary leadership;• adaptive leadership;• connective leadership.
Re-read Kotter’s (1996) comparison of 20th and 21st century organizational structures, systems and cultures. Then fill in your own ideas about leadership of change.
Use Mary Beth O’Neill’s four roles to analyse a change process in your organization. Who performed which role? How well were the roles performed? What contribution did the performance of these roles make to the level of success of the changes?
Draw a pie chart that represents your own use of Goleman’s six leadership styles. Are you using them in the right proportion? If not, what do you plan to do differently and why? Try this exercise again, but this time use the framework to help someone else to focus on his or her leadership style.
Reflect on an organizational change in which you were involved.Did the ‘sticky moments’ suggested by Rosabeth Moss Kanter arise, and how were they dealt with? What could have been done differently by those leading the change?
Imagine that the organization you work for as a line manager is about to be taken over by one of your key competitors. You have been told that everyone in your area will still have a job, but you will have to learn about the other organization’s way of doing business and drop many of the products
Identify the top five inner leadership strengths that you believe the headmaster or headmistress of an underperforming school needs to have. Use the ideas of Bennis and Covey in the section above, and consider also Goleman’s emotional competencies.Justify your choices. How could these areas be
Reflect on your own leadership using Covey’s seven habits. What are your strengths and weak areas?
Imagine you have just been asked to lead a cultural change programme in a 10,000-strong organization based throughout Europe and the United States. The organization is a microelectronics company that has grown through acquisition and now wants to strengthen its unique culture as one organization
Reviewing Caldwell’s framework, can you identify different change scenarios that you have experienced or observed that use all or some of the leadership, management, consultancy and team models?
In what ways was the use of the model(s) effective and ineffective?
Review Table 5.4, ‘The consulting process and the range of knowledge, skills and behaviours’ and identify some areas of strength and some areas you need to develop. For the latter draw up a number of possible next steps you could take to improve.
Review Table 5.5, ‘Differences between internal and external consultants’ and list the pros and cons of using each type for a particular change intervention you have in mind. What are the implications for the organization and the key questions for the change agent?
As you work through the various phases of the consulting process, where do your strengths lie and what knowledge, skills and understanding do you need to develop?
Think of a current or future change you are involved in: what are the individual, team and organizational challenges that you face?
What cultural sensitivities do you need to be aware of and how might you plan your interventions to be aligned with the current or future culture?
Review Table 5.8, ‘Knowledge and skill requirements of the organization development practitioner’, highlight the knowledge and the skills that you consider to be essential and produce a mini-personal development plan for those aspects you consider you need to develop.
Which aspects of this section ‘Deeper aspects of being a change agent’ do you find intriguing and what might you do to develop your expertise in those particular areas?
Jaap Boonstra, in Dynamics of Organizational Change and Learning (2004) asks a series of penetrating questions of change agents that help raise self-awareness, challenge assumptions, and identify potential areas for further growth and development.Read through the list of questions below and see
Think of an organization you know well. Taking Dent’s theory of shifting from traditional to emerging world views (Table 10.1), discuss with a colleague how a shift in world view might change what happens in this organization.
How would a greater belief in self-organization change your actions as a manager, coach or OD practitioner?
Consider the paradoxes that exist in your own life as it shifts and changes, or those that exist in an organization you know that is going through a change process. How can these be managed well?
How could you use open space technology or World Café to good effect in your organization or local community?
Imagine yourself in a leadership role in your organization. Maybe you are in one already. What is your area’s core purpose? What is the whole organization’s core purpose? This needs to reflect some value that is being created in the world. What are the few simple principles that apply to work
The goal in this exercise is to conduct a multisource feedback system regarding your performance in this class. First, create a list of competencies that are related to the performance of a student taking a performance management course. Second, create a rating form including these competencies.
The state of Georgia's Department of Human Resources (DHR) updated its performance management system. The performance management process is used for all employees who are to receive performance evaluations. The following outlines the critical features of this system:- Manager training. Prior to
The table below summarizes the key characteristics of an ideal performance management system, as discussed in this chapter. Think about a performance management system you know. This could be the one implemented at your current (or most recent) job. If you do not have information about such a
Watch the 13-minute Ted Talk on Extreme Ownership by Jocko Willink delivered at the University of Nevada. It is available on YouTube at https://www.youtube.com/watch?v=ljqra3BcqWM. Then, think about a recent situation in which your own performance was not satisfactory. This could involve a
What is a well-diversified portfolio?
How is corporate risk defined?
How is market risk defined?
How does risk affect interest rates?
What is the purpose of a bond pool?
How is bond insurance priced?
How would the values of voting and nonvoting stock differ?
What is a rights offering?
What are the primary advantages of going public?
Are there any conflicts that might arise between the issuer and the investment banker when setting the offering price on a stock issue?
What is a sale and leaseback?
What is a combination lease?
What is a tax-exempt lease?
In your view, which of the assumptions used in the models is most likely to cause the models to be invalid?
How is the choice made?
Briefly, describe net present value (NPV), internal rate of return(IRR), and modified IRR (MIRR).
Why should high profitability projects be viewed with some skepticism?
Describe the net present social value model of capital budgeting.
What is a post-audit?
What are the three types of project risk?
How is each type of project risk measured?
What type of risk is being assessed initially?
Why does it work?
How has this role changed over time?
What are some important issues facing healthcare managers today?
What are the three major forms of business organization, and how do they differ?
What are some different types of partnerships?
What are some different types of corporations?
What are the major differences between investor-owned and not-for-profit corporations?
What pressures have been placed on not-for-profit hospitals to ensure that they meet their charitable mission?
What are the advantages and disadvantages of the holding company form of organization?
What is the difference between horizontal and vertical integration?
What are integrated delivery systems, how are they created, and what is the driving force behind them? What are the challenges faced by integrated delivery systems?
What is the moral hazard problem?

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Understanding Healthcare Financial Management 5th Edition Louis C. Gapenski - Solutions

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