MGT 702 FINAL TEST 2025
NEWEST EXAM CURRENTLY
TESTING COMPLETE EXAM
QUESTIONS WITHH
DETAILED VERIFIED
ANSWERS(100% CORRECT
ANSWERS)A+ STUDY
MATERIAL
The orthopedic surgeons are worried. They think they are losing market share to a competing HCO.
The chief of surgery tells the COO, "I think we should do something about it." The COO replies:
"Our marketing director and I will meet with them. Thanks for telling me."
You are on the team preparing for the board's annual retreat. The intern asks you why the HCO uses
"five forces" to structure strategic OFIs, instead of SWOT. You reply, "That's a question that we've
thought about with some care. We've chosen five forces because..."
"...the detail—customers, technology, resources, competitors, and potential changes—helps review all
stakeholder concerns."
At a PIC meeting, a service line with fewer patients than their capacity asks that the HCO do more
general advertising, "getting our name out in front of people, on billboards, TV, internet ads." As VP of
marketing/strategy, you recognize the request as seeking a branding campaign. It's your job to make
clear that branding...
...should be backed by high performance on quality and satisfaction.
Taking over as the new COO, you're checking out media relations. Meeting with the marketing
director, you want to hear that her team...
...has a record of widely read releases, including social networking and crisis communications plans for
negative events, and calls on the COO frequently for quotations.
, The training program for first-line managers should demonstrate that they have learned that
marketing/strategy...
...is available for consultation when questions arise, can help design new patient services, and help
promote associate support of mission, vision, and values.
You give a public talk on your HCO's achievements at the local community college. In the Q&A, a lady
asks, "I've heard the electronic records are not really safe, but you said they were a big success. How
can we be sure our information is protected?" "I understand your concern," you reply. You continue:
"Whether they are paper or electronic, patient records are subject to various risks. We meet or surpass
national privacy standards. Outside auditors have given us a high score. We've met all the auditors'
recommendations."
As the intern in a large HCO, you are alone in an elevator until two patient care techs and two guests
enter. The PCAs are talking about "Ms. Jones," who apparently has some complication to her surgery.
As you hear them, you decide:
To tap one on the shoulder and point to a sign that says, "Do not discuss patient matters in public"
While you're lunching with a group of young nurses, one of them says, "On my unit, we seem to have
had an increase in catheter-associated urinary tract infections (CAUTIs), but the rate on monthly
report does not show it. My nurse manager says not to worry about it. Do you think she's right?" You
respond:
"Maybe not. Do you have any idea why it's changing?"
Your lunch friends—young nurses and doctors—complain steadily about the EHR. "Takes forever" and
"can't find" are common threads. You should:
Find out if there are EHR OFIs about speed and search, and report back to your friends.
You're on the search committee to replace the CIO at a high-performing HCO. The leading candidate
asks you, "How can I be sure that your HCO will provide adequate capital investment funds?" You
reply:
The board's policy is (state what the policy is—so much per year earmarked for IT or to judge IT requests
with all capital needs). Here's our record in recent years."
In your fellowship at a high-performing HCO, the CIO asks, "Is our communication to associates what
it should be? Ideally, every associate should know all the general policies related to their job. How
could we identify communications OFIs? Give me your thoughts on that, to help me decide whether
we should do a more extensive review." You go back to your office and start a list of ways to assess
HCO-to-associate communication. Your initial thoughts include the following options:1—Every PIT
could report to KM planning on what they feel are communication OFIs.2—Add questions to the
employee satisfaction survey.3—Study unexpected-event reports to identify cases where
communication failed.4—Offer all intranet users a voluntary follow-up survey, "Was this the info you
needed?"5—Ask senior management to ask first-line managers on rounds, "What do associates not
know but should?"6—Ask for comments in exit interv
NEWEST EXAM CURRENTLY
TESTING COMPLETE EXAM
QUESTIONS WITHH
DETAILED VERIFIED
ANSWERS(100% CORRECT
ANSWERS)A+ STUDY
MATERIAL
The orthopedic surgeons are worried. They think they are losing market share to a competing HCO.
The chief of surgery tells the COO, "I think we should do something about it." The COO replies:
"Our marketing director and I will meet with them. Thanks for telling me."
You are on the team preparing for the board's annual retreat. The intern asks you why the HCO uses
"five forces" to structure strategic OFIs, instead of SWOT. You reply, "That's a question that we've
thought about with some care. We've chosen five forces because..."
"...the detail—customers, technology, resources, competitors, and potential changes—helps review all
stakeholder concerns."
At a PIC meeting, a service line with fewer patients than their capacity asks that the HCO do more
general advertising, "getting our name out in front of people, on billboards, TV, internet ads." As VP of
marketing/strategy, you recognize the request as seeking a branding campaign. It's your job to make
clear that branding...
...should be backed by high performance on quality and satisfaction.
Taking over as the new COO, you're checking out media relations. Meeting with the marketing
director, you want to hear that her team...
...has a record of widely read releases, including social networking and crisis communications plans for
negative events, and calls on the COO frequently for quotations.
, The training program for first-line managers should demonstrate that they have learned that
marketing/strategy...
...is available for consultation when questions arise, can help design new patient services, and help
promote associate support of mission, vision, and values.
You give a public talk on your HCO's achievements at the local community college. In the Q&A, a lady
asks, "I've heard the electronic records are not really safe, but you said they were a big success. How
can we be sure our information is protected?" "I understand your concern," you reply. You continue:
"Whether they are paper or electronic, patient records are subject to various risks. We meet or surpass
national privacy standards. Outside auditors have given us a high score. We've met all the auditors'
recommendations."
As the intern in a large HCO, you are alone in an elevator until two patient care techs and two guests
enter. The PCAs are talking about "Ms. Jones," who apparently has some complication to her surgery.
As you hear them, you decide:
To tap one on the shoulder and point to a sign that says, "Do not discuss patient matters in public"
While you're lunching with a group of young nurses, one of them says, "On my unit, we seem to have
had an increase in catheter-associated urinary tract infections (CAUTIs), but the rate on monthly
report does not show it. My nurse manager says not to worry about it. Do you think she's right?" You
respond:
"Maybe not. Do you have any idea why it's changing?"
Your lunch friends—young nurses and doctors—complain steadily about the EHR. "Takes forever" and
"can't find" are common threads. You should:
Find out if there are EHR OFIs about speed and search, and report back to your friends.
You're on the search committee to replace the CIO at a high-performing HCO. The leading candidate
asks you, "How can I be sure that your HCO will provide adequate capital investment funds?" You
reply:
The board's policy is (state what the policy is—so much per year earmarked for IT or to judge IT requests
with all capital needs). Here's our record in recent years."
In your fellowship at a high-performing HCO, the CIO asks, "Is our communication to associates what
it should be? Ideally, every associate should know all the general policies related to their job. How
could we identify communications OFIs? Give me your thoughts on that, to help me decide whether
we should do a more extensive review." You go back to your office and start a list of ways to assess
HCO-to-associate communication. Your initial thoughts include the following options:1—Every PIT
could report to KM planning on what they feel are communication OFIs.2—Add questions to the
employee satisfaction survey.3—Study unexpected-event reports to identify cases where
communication failed.4—Offer all intranet users a voluntary follow-up survey, "Was this the info you
needed?"5—Ask senior management to ask first-line managers on rounds, "What do associates not
know but should?"6—Ask for comments in exit interv
