MHA 702 Chapter 10-12
Study online at https://quizlet.com/_hsdj3t
1. A key difference between succession and career planning is the number of
individuals involved in the future plan.: True
2. Succession planning is only useful for CEO positions.: False
3. Experts recommend that succession planning should begin four years before
a CEO is expected to step down.: True
4. Grooming an internal person to take over has traditionally been considered
a key element of not-for-profit sector succession planning.: False
5. 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.: True
6. Feedback loops in succession planning are optional.: False
7. A successor should always be available, being groomed and ready to step
in.: True
8. 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.: False
9. A clear exit strategy should be developed for an outgoing CEO.: True
10. Developing a succession plan requires time and thought and is a daunting
task.: False
11. 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 develop-
ment of their future leaders to chance.
C. Considerable time and effort may be required for outside persons to under-
stand organizations.
D. Organizations without succession plans are more likely to have smoother
1/9
, MHA 702 Chapter 10-12
Study online at https://quizlet.com/_hsdj3t
leadership transitions.: Organizations without succession plans are more likely to have smoother leadership
transitions.
12. Which of the following statements would be a surprise instruction in succes-
sion 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.: The governing board and CEO should not discuss
the process.
13. 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: Grooming a successor is costly to an
organization
14. Which of the following should receive a low level of consideration in succes-
sion planning?
A. Inside candidates may have connections to social networks and psychologi-
cal ties within an organization that can complicate efforts to change organiza-
2/9
Study online at https://quizlet.com/_hsdj3t
1. A key difference between succession and career planning is the number of
individuals involved in the future plan.: True
2. Succession planning is only useful for CEO positions.: False
3. Experts recommend that succession planning should begin four years before
a CEO is expected to step down.: True
4. Grooming an internal person to take over has traditionally been considered
a key element of not-for-profit sector succession planning.: False
5. 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.: True
6. Feedback loops in succession planning are optional.: False
7. A successor should always be available, being groomed and ready to step
in.: True
8. 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.: False
9. A clear exit strategy should be developed for an outgoing CEO.: True
10. Developing a succession plan requires time and thought and is a daunting
task.: False
11. 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 develop-
ment of their future leaders to chance.
C. Considerable time and effort may be required for outside persons to under-
stand organizations.
D. Organizations without succession plans are more likely to have smoother
1/9
, MHA 702 Chapter 10-12
Study online at https://quizlet.com/_hsdj3t
leadership transitions.: Organizations without succession plans are more likely to have smoother leadership
transitions.
12. Which of the following statements would be a surprise instruction in succes-
sion 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.: The governing board and CEO should not discuss
the process.
13. 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: Grooming a successor is costly to an
organization
14. Which of the following should receive a low level of consideration in succes-
sion planning?
A. Inside candidates may have connections to social networks and psychologi-
cal ties within an organization that can complicate efforts to change organiza-
2/9
