HSA 203 Comprehensive Exam (Graded A+)
100% QUESTIONS AND ANSWERS
Starting premise - In considering communication, whether in the work organization or elsewhere, it is
helpful to remember one implicit assumption upon which human beings function: Individually, we all
believe we are better communicators than we really are. The individual who can remain aware of this
as a built-in shortcoming will usually put conscientious effort into communicating.
Feedback - The essential characteristic of human interchange that defines two-way communication.
Without feedback for confirmation or verification to "close the loop," the opportunity for
misunderstanding is significant and true communication has not occurred
Communication Distance - The physical distance between parties in a communication mode, varying
according to the nature of the contact, the characteristics of the parties, the circumstances, and
other considerations.
Strategic planning - The process of determining long-term objectives along with the strategies for
accomplishing them; the activities and objectives lead to action today and require an appreciation of
what the outcomes should be in the future.
Annual Report - A detailed summary of the organization's efforts throughout the designated fiscal
year, reflecting the annual plan that was derived from the long range master plan.
Development Officer - Individual designated to coordinate project proposals, monitor funding
availability, and initiate contacts with potential donors
Business Plan - Foundational document detailing the purpose of a proposed business, describing its
products or services and its potential clientele, and providing forecasts of revenue and expenses;
often used in the effort to secure funding for a venture
Due diligence review (DDR): - Intense review of legal and financial matters intended to prevent
undue harm to either party to either of the parties considering involvement in an arrangement with
significant legal and financial implications.
Orientation - A new-employee orientation is essential in helping an individual adapt to the
organizational environment (see Chapter 9 as well). This is especially true in healthcare organizations,
, where there are numerous requirements that employees must legally be advised of, as well as the
individuals' needs to consider. Weak or inadequate orientation is often a contributor to early
turnover.
Motivation - It bears remembering that one cannot "motivate" another person as such, so managers
cannot truly motivate employees. Motivation comes from within, so the best a manager can do is
provide the appropriate circumstances under which an individual can become self-motivated.
Conflict - It is necessary to recognize that conflict is normal, natural, and inevitable in essentially any
human endeavor, and that conflict frequently is a mark of progress. However, since conflict often
includes destructive potential, it is the task of the manager to contain and control conflict and
whenever possible help resolve it productively
Motivators - Forces, existing largely in the form of opportunities, found primarily in the work itself
rather than in supporting factors such as salary and benefits.
Dissatisfiers - Factors that can potentially have an adverse effect on employee morale and motivation
if they are not maintained at a level acceptable to the employees.
Appreciative inquiry - An approach to organizational change and development that begins with
examination of what is working well and appreciation through active recognition and expression.
Orientation: - The two-stage process of providing each employee with essential information about
the organization as a whole and the individual's place within it, as well as specific departmental
policies and practices.
Training objectives - Formally stated learning objectives specifically developed for each individual
position: usually includes a statement of the primary purpose of the position, the level of
performance expected, and any specific conditions or requirements governing the work
Employee development - A fundamental responsibility of every manager of people, essential to
employee growth, employee retention, and the manager's overall effectiveness and promotability.
Standards of conduct and behavior - An organization's code of ethics applicable to all employees, the
observance of which is ordinarily a requirement of employment; usually embodied in an employee
handbook or personnel policy and procedure
100% QUESTIONS AND ANSWERS
Starting premise - In considering communication, whether in the work organization or elsewhere, it is
helpful to remember one implicit assumption upon which human beings function: Individually, we all
believe we are better communicators than we really are. The individual who can remain aware of this
as a built-in shortcoming will usually put conscientious effort into communicating.
Feedback - The essential characteristic of human interchange that defines two-way communication.
Without feedback for confirmation or verification to "close the loop," the opportunity for
misunderstanding is significant and true communication has not occurred
Communication Distance - The physical distance between parties in a communication mode, varying
according to the nature of the contact, the characteristics of the parties, the circumstances, and
other considerations.
Strategic planning - The process of determining long-term objectives along with the strategies for
accomplishing them; the activities and objectives lead to action today and require an appreciation of
what the outcomes should be in the future.
Annual Report - A detailed summary of the organization's efforts throughout the designated fiscal
year, reflecting the annual plan that was derived from the long range master plan.
Development Officer - Individual designated to coordinate project proposals, monitor funding
availability, and initiate contacts with potential donors
Business Plan - Foundational document detailing the purpose of a proposed business, describing its
products or services and its potential clientele, and providing forecasts of revenue and expenses;
often used in the effort to secure funding for a venture
Due diligence review (DDR): - Intense review of legal and financial matters intended to prevent
undue harm to either party to either of the parties considering involvement in an arrangement with
significant legal and financial implications.
Orientation - A new-employee orientation is essential in helping an individual adapt to the
organizational environment (see Chapter 9 as well). This is especially true in healthcare organizations,
, where there are numerous requirements that employees must legally be advised of, as well as the
individuals' needs to consider. Weak or inadequate orientation is often a contributor to early
turnover.
Motivation - It bears remembering that one cannot "motivate" another person as such, so managers
cannot truly motivate employees. Motivation comes from within, so the best a manager can do is
provide the appropriate circumstances under which an individual can become self-motivated.
Conflict - It is necessary to recognize that conflict is normal, natural, and inevitable in essentially any
human endeavor, and that conflict frequently is a mark of progress. However, since conflict often
includes destructive potential, it is the task of the manager to contain and control conflict and
whenever possible help resolve it productively
Motivators - Forces, existing largely in the form of opportunities, found primarily in the work itself
rather than in supporting factors such as salary and benefits.
Dissatisfiers - Factors that can potentially have an adverse effect on employee morale and motivation
if they are not maintained at a level acceptable to the employees.
Appreciative inquiry - An approach to organizational change and development that begins with
examination of what is working well and appreciation through active recognition and expression.
Orientation: - The two-stage process of providing each employee with essential information about
the organization as a whole and the individual's place within it, as well as specific departmental
policies and practices.
Training objectives - Formally stated learning objectives specifically developed for each individual
position: usually includes a statement of the primary purpose of the position, the level of
performance expected, and any specific conditions or requirements governing the work
Employee development - A fundamental responsibility of every manager of people, essential to
employee growth, employee retention, and the manager's overall effectiveness and promotability.
Standards of conduct and behavior - An organization's code of ethics applicable to all employees, the
observance of which is ordinarily a requirement of employment; usually embodied in an employee
handbook or personnel policy and procedure
