Question $8(1$ point$)$

People's reaction to disaster planning is usually a form of denial: $"$It can't happen here, so why should I take the disaster procedures seriously?" As a representative of management, you need several good answers on the tip of your tongue. They include:

Question $8$ options:

$1)$

$"$It can happen here. It's happened in dozens of places, in ways you never expect."

$2)$

$"$If we do it right, we'll save lives. If we're not prepared, those lives will be lost."

$3)$

"It's part of our accreditation requirements, and our friends and neighbors expect us to be ready."

$4)$

All of the above

Question $9(1$ point$)$

PT has come in with a solid forecast of increased demand. Moving Social Service and expanding PT will meet their needs. If they get the new space, they are committed to making substantial gains in patient satisfaction and improvements in some patient outcomes. The orthopedics surgery service passed a resolution that expansion is a must. Social Service must move to a location on the second floor, and farther from the main entrance. Social Service is very upset. "Our patients need easy access, too," the chief says. "You're just giving it to PT because they make money and we don't. Our HCO's value of compassion is being ignored!" You reply:

Question $9$ options:

$1)$

"I understand. I'll have the space management team go over the decision again."

$2)$

"I understand. Let's ask the senior management team to review the decision. Kate Strate, in internal consulting, works on space planning. She can help you prepare your case."

$3)$

"I understand, but the PT proposal is carefully documented. It will increase our income, but it also will help a lot of patients recover fully. I don't think you have a case for further review."

$4)$

"I understand, but you made those points to space management when the proposal was being developed. We're sympathetic with your concerns, but the alternatives are painful, too."

Question $10(1$ point$)$

You meet weekly with the COO, who seems to be preparing you for promotion. One day she says, $"$We buy most environment of care services from outside vendors, but we have a few services that we make. Why should we make those? What are the criteria that determine whether we make or buy a specific service?" You reply, "Well, of course we want low cost, but just low cost could get us into trouble. Let me think about it till next week." Which approach should you use at your next meeting?

Question $10$ options:

$1)$

"Fail$-$safe service is more important than cost. The contract should go to the provider closest to fail$-$safe$$us or a vendor, in spite of costs."

$2)$

"Maybe our outside vendor policy is wrong. We could end up getting trapped with a short list of very expensive bidders. We should make it ourselves unless there are two or more fail$-$safe vendors."

$3)$

"Supplier change $($either way$)$ is an OFI if there's a substantial price advantage or a reliability advantage, or if we are far from benchmark costs."

$4)$

$"$We should always go with the lowest cost supplier that can meet fail$-$safe standards."