MHA 702 Chapter 10-12
A clear exit strategy should be developed for an outgoing CEO. - ANS -True
\A department manager should continually compare observed performance with expectations in the ongoing assessment
of training needs. - ANS -True
\A department's better performers are more likely to remain with the organization if they see available training and
development opportunities available to them. - ANS -True
\A health care provider organization's new-employee orientation plans are mandated by accreditation and regulatory
agencies. - ANS -True
\A key difference between succession and career planning is the number of individuals involved in the future plan. - ANS
-True
\A manager who privately and confidentially shares opinions about an ex-employee with a peer at another facility is
making his or her own organization vulnerable to certain legal charges. - ANS -True
\A successor should always be available, being groomed and ready to step in. - ANS -True
\Because so many organizations respond to reference requests minimally or not at all, much effort expended to check
references is wasted. - ANS -False
\Chronic customer complaints about a particular aspect of a department's service could indicate either a need for remedial
training or application of disciplinary action. - ANS -True
\Developing a succession plan requires time and thought and is a daunting task. - ANS -False
\Experts recommend that succession planning should begin four years before a CEO is expected to step down. - ANS
-True
\Feedback loops in succession planning are optional. - ANS -False
\From the department manager's perspective the ideal recruiting system is one under which human resources makes the
final decision on who to hire. - ANS -False
\Grooming an internal person to take over has traditionally been considered a key element of not-for-profit sector
succession planning. - ANS -False
, \Human resources should provide constant support for the manager in recruiting for any open position regardless of how
long it takes to find the ideal candidate. - ANS -False
\In addition to attending to continuing education requirements, for what is education critically important to the department
manager?
A. Attending to the inevitable needs for cross-training that arise in every department
B. Instructing employees in their roles in participative budgeting
C. Conducting new-employee orientations for the department
D. Providing detailed instructions when delegating assignments - ANS -Providing detailed instructions when delegating
assignments
\In most instances of hiring there is little need to ever interview more than about five or six applicants. - ANS -True
\In what is referred to as a "seller's market" it is often relatively easy to find qualified applicants for a job. - ANS -True
\It is important for the manager or human resources to conduct all of a department's training sessions; it is inappropriate
for non-managerial staff to teach other non-managerial staff. - ANS -False
\It is important that the interviewing manager be the person to extend the formal offer of employment. - ANS -False
\It is marginally easier to measure the cost-versus-benefits results of education than it is to measure cost savings in most
other areas of organizational activity. - ANS -False
\It is usually preferable to first recruit externally for new talent before opening up an available job to present employees. -
ANS -False
\One important reason for frequently cutting education from the budget is that there are no important external
requirements for continuing staff education. - 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
\Overall, compared with overseeing out the work of the department, employee development is one of the least important
aspects of a manager's role. - ANS -False
A clear exit strategy should be developed for an outgoing CEO. - ANS -True
\A department manager should continually compare observed performance with expectations in the ongoing assessment
of training needs. - ANS -True
\A department's better performers are more likely to remain with the organization if they see available training and
development opportunities available to them. - ANS -True
\A health care provider organization's new-employee orientation plans are mandated by accreditation and regulatory
agencies. - ANS -True
\A key difference between succession and career planning is the number of individuals involved in the future plan. - ANS
-True
\A manager who privately and confidentially shares opinions about an ex-employee with a peer at another facility is
making his or her own organization vulnerable to certain legal charges. - ANS -True
\A successor should always be available, being groomed and ready to step in. - ANS -True
\Because so many organizations respond to reference requests minimally or not at all, much effort expended to check
references is wasted. - ANS -False
\Chronic customer complaints about a particular aspect of a department's service could indicate either a need for remedial
training or application of disciplinary action. - ANS -True
\Developing a succession plan requires time and thought and is a daunting task. - ANS -False
\Experts recommend that succession planning should begin four years before a CEO is expected to step down. - ANS
-True
\Feedback loops in succession planning are optional. - ANS -False
\From the department manager's perspective the ideal recruiting system is one under which human resources makes the
final decision on who to hire. - ANS -False
\Grooming an internal person to take over has traditionally been considered a key element of not-for-profit sector
succession planning. - ANS -False
, \Human resources should provide constant support for the manager in recruiting for any open position regardless of how
long it takes to find the ideal candidate. - ANS -False
\In addition to attending to continuing education requirements, for what is education critically important to the department
manager?
A. Attending to the inevitable needs for cross-training that arise in every department
B. Instructing employees in their roles in participative budgeting
C. Conducting new-employee orientations for the department
D. Providing detailed instructions when delegating assignments - ANS -Providing detailed instructions when delegating
assignments
\In most instances of hiring there is little need to ever interview more than about five or six applicants. - ANS -True
\In what is referred to as a "seller's market" it is often relatively easy to find qualified applicants for a job. - ANS -True
\It is important for the manager or human resources to conduct all of a department's training sessions; it is inappropriate
for non-managerial staff to teach other non-managerial staff. - ANS -False
\It is important that the interviewing manager be the person to extend the formal offer of employment. - ANS -False
\It is marginally easier to measure the cost-versus-benefits results of education than it is to measure cost savings in most
other areas of organizational activity. - ANS -False
\It is usually preferable to first recruit externally for new talent before opening up an available job to present employees. -
ANS -False
\One important reason for frequently cutting education from the budget is that there are no important external
requirements for continuing staff education. - 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
\Overall, compared with overseeing out the work of the department, employee development is one of the least important
aspects of a manager's role. - ANS -False
