Test Bank Strategic Healthcare Management Planning and Execution, 2nd
Edition Stephen Walston
Test Bank Strategic Healthcare Management Planning and Execution, 2nd
Edition Stephen Walston
,Test Bank Strategic Healthcare Management Planning and Execution, 2nd
Edition Stephen Walston
Strategic Healthcare Management: Planning and Execution 2nd
Edition Stephen L. Walston.
TABLE OF CONTENTS
Chapter 1. Strategy and Strategic Management
Chapter 2. Understanding Market Structure and Strategy
Chapter 3. Business Models and Common Strategies
Chapter 4. Growth and Integration Strategies
Chapter 5. Strategic Alliances
Chapter 6. Stakeholders, Values, Mission, and Vision
Chapter 7. The External Environment and Strategy
Chapter 8. The Internal Environment and Strategy
Chapter 9. Strategic Financial Analysis
Chapter 10. Development and Execution of a Strategic Plan
Chapter 11. Business Plans and Strategic Management
Chapter 12. Organizational Structure and Strategy
Chapter 13. Strategic Change Management
Chapter 14. Strategic Leadership
Chapter 15. Implementing, Monitoring, and Evaluating Strategy
Test Bank Strategic Healthcare Management Planning and Execution, 2nd
Edition Stephen Walston
,Test Bank Strategic Healthcare Management Planning and Execution,
2nd Edition Stephen Walston
Chapter 1
1. Generally, strategy originated as a need in military events.
*a. True
b. False
2. The growth of the importance of strategy in healthcare has been
primarily driven by the growth of HMOs in the United States.
a. True
*b. False
3. Private healthcare organizations rarely employ cooperative
strategies.
a. True
*b. False
4. Strategy can be considered a tool and means for making better
decisions.
*a. True
b. False
5. Prospective strategy is always the most useful in developing and
making strategic decisions.
a. True
*b. False
6. Emergent strategies enable an organization to learn what actions its
competitors might take.
*a. True
b. False
7. Corporate strategy must originate with functional strategy.
a. True
*b. False
8. Business-level strategies focus on specific product lines.
*a. True
b. False
Test Bank Strategic Healthcare Management Planning and Execution,
2nd Edition Stephen Walston
, Test Bank Strategic Healthcare Management Planning and Execution,
2nd Edition Stephen Walston
9. An organization explicitly expresses its business unit strategy in
its functional strategy.
a. True
*b. False
10. Organizations must use either mostly deliberate, prospective
strategies or emergent strategies, not a mix of the two.
a. True
*b. False
11. In terms of the dimensions of competition versus collaboration and
public versus private benefit, a medical equipment company would
probably have
a. high competition and high public benefit
*b. high competition and high private benefit
c. high collaboration and high private benefit
d. high collaboration and high public benefit
13. An organization may use emergent strategies when
a. consumer preferences change over a decade
b. the organization has a clearly defined mission
*c. product and market uncertainty exists
d. an industry has a long period of success
14. Functional strategies should
*a. align with corporate strategies
b. be derived by line workers
c. determine which products will be produced
d. decide which markets to penetrate
15. Strategies are used to
a. guide a company in creating its mission and vision
b. implement personnel policies
*c. guide behaviors to achieve an organization's mission and
goals
d. determine which organizational values are most important
Test Bank Strategic Healthcare Management Planning and Execution,
2nd Edition Stephen Walston
Edition Stephen Walston
Test Bank Strategic Healthcare Management Planning and Execution, 2nd
Edition Stephen Walston
,Test Bank Strategic Healthcare Management Planning and Execution, 2nd
Edition Stephen Walston
Strategic Healthcare Management: Planning and Execution 2nd
Edition Stephen L. Walston.
TABLE OF CONTENTS
Chapter 1. Strategy and Strategic Management
Chapter 2. Understanding Market Structure and Strategy
Chapter 3. Business Models and Common Strategies
Chapter 4. Growth and Integration Strategies
Chapter 5. Strategic Alliances
Chapter 6. Stakeholders, Values, Mission, and Vision
Chapter 7. The External Environment and Strategy
Chapter 8. The Internal Environment and Strategy
Chapter 9. Strategic Financial Analysis
Chapter 10. Development and Execution of a Strategic Plan
Chapter 11. Business Plans and Strategic Management
Chapter 12. Organizational Structure and Strategy
Chapter 13. Strategic Change Management
Chapter 14. Strategic Leadership
Chapter 15. Implementing, Monitoring, and Evaluating Strategy
Test Bank Strategic Healthcare Management Planning and Execution, 2nd
Edition Stephen Walston
,Test Bank Strategic Healthcare Management Planning and Execution,
2nd Edition Stephen Walston
Chapter 1
1. Generally, strategy originated as a need in military events.
*a. True
b. False
2. The growth of the importance of strategy in healthcare has been
primarily driven by the growth of HMOs in the United States.
a. True
*b. False
3. Private healthcare organizations rarely employ cooperative
strategies.
a. True
*b. False
4. Strategy can be considered a tool and means for making better
decisions.
*a. True
b. False
5. Prospective strategy is always the most useful in developing and
making strategic decisions.
a. True
*b. False
6. Emergent strategies enable an organization to learn what actions its
competitors might take.
*a. True
b. False
7. Corporate strategy must originate with functional strategy.
a. True
*b. False
8. Business-level strategies focus on specific product lines.
*a. True
b. False
Test Bank Strategic Healthcare Management Planning and Execution,
2nd Edition Stephen Walston
, Test Bank Strategic Healthcare Management Planning and Execution,
2nd Edition Stephen Walston
9. An organization explicitly expresses its business unit strategy in
its functional strategy.
a. True
*b. False
10. Organizations must use either mostly deliberate, prospective
strategies or emergent strategies, not a mix of the two.
a. True
*b. False
11. In terms of the dimensions of competition versus collaboration and
public versus private benefit, a medical equipment company would
probably have
a. high competition and high public benefit
*b. high competition and high private benefit
c. high collaboration and high private benefit
d. high collaboration and high public benefit
13. An organization may use emergent strategies when
a. consumer preferences change over a decade
b. the organization has a clearly defined mission
*c. product and market uncertainty exists
d. an industry has a long period of success
14. Functional strategies should
*a. align with corporate strategies
b. be derived by line workers
c. determine which products will be produced
d. decide which markets to penetrate
15. Strategies are used to
a. guide a company in creating its mission and vision
b. implement personnel policies
*c. guide behaviors to achieve an organization's mission and
goals
d. determine which organizational values are most important
Test Bank Strategic Healthcare Management Planning and Execution,
2nd Edition Stephen Walston
