I need help .. 3rd post, please only reply if you understand... Please.. I need help .. coming up with a multiple choice question after reading the passage.. the question must have 4 options... .

I need a question that you get from reading the paragraph the question must have a multiple choice answer and have 4 options

should perhaps go on to include: "Why, then, decision on the presence or absence of family processes that allow the supervisor to fall into the working trap, and the "sad reflection of point nine does not carry far enough-it fact, discriminatory to base any personnel Point eight simply illustrates the thought responsibilities. can't I get an employee to do a simple job like this within a reasonable timeframe?" Other- wise, it suggests that the supervisor has com- pounded some personal errors and attempted to rationalize them away by tagging the employee with the failure. It is more than likely that such a "failure" is at least half owing to the supervisor of responsibility completely through to the end, we can also say that management has an important responsibility to itself to continually strive to upgrade its capabilities and adapt as necessary to the constantly changing health care environment. Although fulfillment of the foregoing responsibilities may be directed toward a common objective-the preservation or resto ration of health--there is likely to be conflict in their fulfillment. To appreciate the impli- cations of such conflict, felt most severely at management's highest levels, put yourself in the position of our composite "person and furthermore imagine that you must do your job while answering to four or five different bosses. To some extent, healthcare managers at all levels are often forced into conflict situ- ations, many of which involve the needs of the patients, employees, or community, as opposed to the reality of what can or cannot be accom- plished within the limits of available resources. The Responsibilities of Healthcare Management At this juncture our view of management will be broadened to take in the entire body of people who are responsible for directing all activities that move employees toward the organization's goals. Consider "management" to be a single composite "person" responsible for running the organization. This "person" has several major responsibilities. First, management is responsible to the organization's patients to assure that these all-important people receive the best possible care at the lowest possible cost. At the same time, management is responsible to the orga- nization's employees and must recognize their reasonable needs for security, approval, a sense of accomplishment, assurance of their reasons for being there, and fair treatment and fair compensation for their efforts. Management is also responsible to the board of trustees in their legal capacity as guard- ians of the organization's resources. Beyond the trustees, management is responsible to the community for determining how best to meet current healthcare needs. To follow the thread The Nature of Supervision Supervision may differ from one organization to another according to various characteris- tics, and such differences may occur among departments in the same organization. Gener- ally, the style of supervision in health care will be more dependent on people-centered atti- tudes than on production-centered practices. The tasks involved in delivering health care are more variable than repetitive; units of input and output to and from the institution's sys- tems are not specifically definable, and health care includes a relatively high proportion of partially self-directed professional and para- professional workers. Although a manufactur- ing supervisor has every need to focus strongly on people, the repetitive-task environment often forces concentration on processes and techniques. The necessary orientation for the healthcare supervisor is more toward strength in interpersonal skills the reason for your job's existence. If there we dedication to the job is necessary, but should feel it necessary to become holic. The person who gives everything to the using the job as an excuse to fill the truth job to the exclusion of all else is the Rather, the effective healthcare super a person who has a reasonable hiking for the work, who has a sincere interest in die quality patient care, and who can bring to the job the perspective of a private citizen sometimes a consumer of health care, At the end of a management developmen cussed, a supervisor said, "I could really getale of good work done around here if it were for all the problems that pop up every day. Whe you find yourself feeling that kind of frustration, consider this: the problems--those at unanticipated, annoying difficulties that seem to spring up day after day-are a large part of class in which numerous des ene ap pl TL P techniques were di handles the dual role of manager and worker (the "two hats") and about how she has been It was mentioned earlier that the end prod- uct of all business is people. In health care and everywhere else, it is necessary to consider the ultimate customer for a product or service. For a mass-production manufacturing enterprise. the customer is likely to be remote, unseen, and unknown, even though there may be health and safety implications associated with the product or service. In health care, however, the customer is the patient and the patient is present here and now. The service is hands-on and personal; as such, it is of immediate impor- tance to the patient. In health care, then, much more so than in most other endeavors, there is an immediate focus on the customer and some immediate quality considerations. Patients are people and employees are people. To the healthcare supervisor, patients and employees exist in the here and now, in a face-to-face relationship with the supervi- sor. Since the vast majority of the problems of healthcare supervision are people problems, fewer problems, fewer supervisors would be the nature of healthcare supervision can truly needed. To a considerable extent, the supervi. be described as getting things done through sor is a frustration fighter; if the frustrations did people. not exist, necessary tasks might well be accom That phrase-getting things done through plished without supervisory intervention. The peopleis not only descriptive of the role of day-to-day problems do exist, however, and the first-line supervisor, it is also the simplest, hour-to-hour and moment-to-moment operat- most all-encompassing definition of manage ing decisions have to be made. And the person ment. In addition, it holds an important clue who must make most of these decisions is the to the source of the frustrations Sandra Dolan first-line supervisor-the final link between is experiencing in "Paid to Make Decisions?" the best intentions of the organization and the Rather than getting things done through peo actual performance of patient care. ple, Sandra is attempting to get people to do things. Sandra knows where she wants the staff to go, and in all likelihood the directions she has chosen are best in the long run. However, Truly Paid to Make Sandra is trying to send them there rather than Decisions? take them there. The difference between get- ting things done through people and getting Concerning the frustrations encountered by people to do things is as fundamental as the Sandra Dolan in "For Consideration" a few difference between leading and pushing. observations can be offered in addition to Regardless of the organizational environ what has already been said about the way ment within which supervision is practiced, successful supervision comes only through conscientious effort. A considerable degree of trying to get staff to respond to her. she