MHA 702 Chapter 10-12: Questions & Solutions
A key difference between succession and career planning is the number of
individuals involved in the future plan. ✔️Ans - True
Succession planning is only useful for CEO positions. ✔️Ans - False
Experts recommend that succession planning should begin four years
before a CEO is expected to step down. ✔️Ans - True
Grooming an internal person to take over has traditionally been considered
a key element of not-for-profit sector succession planning. ✔️Ans - False
Organizations that hire a CEO from the outside usually require six to 12
months before financial performance regains the level that existed prior to
the replacement. ✔️Ans - True
Feedback loops in succession planning are optional. ✔️Ans - False
A successor should always be available, being groomed and ready to step
in. ✔️Ans - True
Succession planning should begin to identify a successor shortly before the
potential successor is set to take over to allow opportunities for significant
developmental assignments. ✔️Ans - False
A clear exit strategy should be developed for an outgoing CEO. ✔️Ans -
True
Developing a succession plan requires time and thought and is a daunting
task. ✔️Ans - False
Which of the following is least accurate regarding succession planning?
A. Where a successor is not immediately apparent, uneasiness is intensified
and may negatively affect organizational performance.
, B. Organizations without succession plans are essentially leaving the
development of their future leaders to chance.
C. Considerable time and effort may be required for outside persons to
understand organizations.
D. Organizations without succession plans are more likely to have
smoother leadership transitions. ✔️Ans - Organizations without
succession plans are more likely to have smoother leadership transitions.
Which of the following statements would be a surprise instruction in
succession planning?
A. CEO succession planning should be a board-driven, collaborative
process.
B. Succession planning should be one of the governing board's two or three
most important tasks.
C. The governing board and CEO should not discuss the process.
D. Any agreements or promises the board makes must be communicated to
the succeeding board leadership and honored. ✔️Ans - The governing
board and CEO should not discuss the process.
Which is least common in grooming a successor?
A. Developmental tasks should be sufficiently diverse to expose the
successor to the entire organization and its departments and operations.
B. Grooming an inside person helps an organization ensure that
institutional memories will be preserved.
C. CEOs who have personally experienced being groomed support this
process.
D. Grooming a successor is costly to an organization ✔️Ans - Grooming a
successor is costly to an organization
A key difference between succession and career planning is the number of
individuals involved in the future plan. ✔️Ans - True
Succession planning is only useful for CEO positions. ✔️Ans - False
Experts recommend that succession planning should begin four years
before a CEO is expected to step down. ✔️Ans - True
Grooming an internal person to take over has traditionally been considered
a key element of not-for-profit sector succession planning. ✔️Ans - False
Organizations that hire a CEO from the outside usually require six to 12
months before financial performance regains the level that existed prior to
the replacement. ✔️Ans - True
Feedback loops in succession planning are optional. ✔️Ans - False
A successor should always be available, being groomed and ready to step
in. ✔️Ans - True
Succession planning should begin to identify a successor shortly before the
potential successor is set to take over to allow opportunities for significant
developmental assignments. ✔️Ans - False
A clear exit strategy should be developed for an outgoing CEO. ✔️Ans -
True
Developing a succession plan requires time and thought and is a daunting
task. ✔️Ans - False
Which of the following is least accurate regarding succession planning?
A. Where a successor is not immediately apparent, uneasiness is intensified
and may negatively affect organizational performance.
, B. Organizations without succession plans are essentially leaving the
development of their future leaders to chance.
C. Considerable time and effort may be required for outside persons to
understand organizations.
D. Organizations without succession plans are more likely to have
smoother leadership transitions. ✔️Ans - Organizations without
succession plans are more likely to have smoother leadership transitions.
Which of the following statements would be a surprise instruction in
succession planning?
A. CEO succession planning should be a board-driven, collaborative
process.
B. Succession planning should be one of the governing board's two or three
most important tasks.
C. The governing board and CEO should not discuss the process.
D. Any agreements or promises the board makes must be communicated to
the succeeding board leadership and honored. ✔️Ans - The governing
board and CEO should not discuss the process.
Which is least common in grooming a successor?
A. Developmental tasks should be sufficiently diverse to expose the
successor to the entire organization and its departments and operations.
B. Grooming an inside person helps an organization ensure that
institutional memories will be preserved.
C. CEOs who have personally experienced being groomed support this
process.
D. Grooming a successor is costly to an organization ✔️Ans - Grooming a
successor is costly to an organization
