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Shortell and Kaluznys Healthcare Management 6th Edition Burns Bradley Weiner Test Bank

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Shortell and Kaluznys Healthcare Management 6th Edition Burns Bradley Weiner Test Bank

ISBN-13: 978-1435488182

ISBN-10: 1435488180

 

 

Description

Shortell and Kaluznys Healthcare Management 6th Edition Burns Bradley Weiner Test Bank

ISBN-13: 978-1435488182

ISBN-10: 1435488180

 

 

 

 

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Free Nursing Test Questions:

CHAPTER 8: Complexity, Learning, and Innovation

 

MULTIPLE CHOICE

 

  1. For managers, one the most perplexing feature of health care organizations is that they frequently exhibit ____ behavior.
a. counter-intuitive c. variable
b. predictable d. costly

 

 

ANS:  A

 

  Feedback
A Correct: For managers, one the most perplexing feature of health care organizations is that they frequently exhibit counter-intuitive behavior.
B Incorrect: For managers, one the most perplexing feature of health care organizations is that they frequently exhibit counter-intuitive behavior.
C Incorrect: For managers, one the most perplexing feature of health care organizations is that they frequently exhibit counter-intuitive behavior.
D Incorrect: For managers, one the most perplexing feature of health care organizations is that they frequently exhibit counter-intuitive behavior.

 

 

PTS:   1

 

  1. ____ is the tendency for interventions to be delayed, diluted, or defeated by the response of the system to the intervention itself.
a. Regulation resistance c. Regulation refusal
b. Policy resistance d. Policy refusal

 

 

ANS:  B

 

  Feedback
A Incorrect: Policy resistance is the tendency for interventions to be delayed, diluted, or defeated by the response of the system to the intervention itself.
B Correct: Policy resistance is the tendency for interventions to be delayed, diluted, or defeated by the response of the system to the intervention itself.
C Incorrect: Policy resistance is the tendency for interventions to be delayed, diluted, or defeated by the response of the system to the intervention itself.
D Incorrect: Policy resistance is the tendency for interventions to be delayed, diluted, or defeated by the response of the system to the intervention itself.

 

 

PTS:   1

 

  1. ____ feedback loops counteract or oppose whatever is happening in a system.
a. Reinforcing c. Task-oriented
b. Balancing d. Combative

 

 

ANS:  B

 

  Feedback
A Incorrect: Balancing feedback loops counteract or oppose whatever is happening in a system.
B Correct: Balancing feedback loops counteract or oppose whatever is happening in a system.
C Incorrect: Balancing feedback loops counteract or oppose whatever is happening in a system.
D Incorrect: Balancing feedback loops counteract or oppose whatever is happening in a system.

 

 

PTS:   1

 

  1. ____ dynamics are a set of concepts and tools developed at Massachusetts Institute of Technology in the 1950s to help corporate managers improve executive decision-making about industrial processes.
a. Structural c. Organizational
b. Systems d. Contemporary

 

 

ANS:  B

 

  Feedback
A Incorrect: Systems dynamics are a set of concepts and tools developed at Massachusetts Institute of Technology in the 1950s to help corporate managers improve executive decision-making about industrial processes.
B Correct: Systems dynamics are a set of concepts and tools developed at Massachusetts Institute of Technology in the 1950s to help corporate managers improve executive decision-making about industrial processes.
C Incorrect: Systems dynamics are a set of concepts and tools developed at Massachusetts Institute of Technology in the 1950s to help corporate managers improve executive decision-making about industrial processes.
D Incorrect: Systems dynamics are a set of concepts and tools developed at Massachusetts Institute of Technology in the 1950s to help corporate managers improve executive decision-making about industrial processes.

 

 

PTS:   1

 

  1. Managers can use “____,” as described by Sterman, to help them understand dynamic complexity and gain insight into sources of policy resistance.
a. corporate models c. management models
b. corporate simulators d. management simulators

 

 

ANS:  D

 

  Feedback
A Incorrect: Managers can use “management simulators,” as described by Sterman, to help them understand dynamic complexity and gain insight into sources of policy resistance.
B Incorrect: Managers can use “management simulators,” as described by Sterman, to help them understand dynamic complexity and gain insight into sources of policy resistance.
C Incorrect: Managers can use “management simulators,” as described by Sterman, to help them understand dynamic complexity and gain insight into sources of policy resistance.
D Correct: Managers can use “management simulators,” as described by Sterman, to help them understand dynamic complexity and gain insight into sources of policy resistance.

 

 

PTS:   1

 

  1. ____ learning is when problem solvers adjust their behavior and work processes in response to changing events or trends.
a. Adaptive c. Organizational
b. Creative d. Generative

 

 

ANS:  A

 

  Feedback
A Correct: Adaptive learning is when problem solvers adjust their behavior and work processes in response to changing events or trends.
B Incorrect: Adaptive learning is when problem solvers adjust their behavior and work processes in response to changing events or trends.
C Incorrect: Adaptive learning is when problem solvers adjust their behavior and work processes in response to changing events or trends.
D Incorrect: Adaptive learning is when problem solvers adjust their behavior and work processes in response to changing events or trends.

 

 

PTS:   1

 

  1. The ____ effect is the tendency to infer specific characteristics of a person or organization from our overall impressions or feelings about that person or organization.
a. abstraction c. perception
b. illusory d. halo

 

 

ANS:  D

 

  Feedback
A Incorrect: The halo effect is the tendency to infer specific characteristics of a person or organization from our overall impressions or feelings about that person or organization.
B Incorrect: The halo effect is the tendency to infer specific characteristics of a person or organization from our overall impressions or feelings about that person or organization.
C Incorrect: The halo effect is the tendency to infer specific characteristics of a person or organization from our overall impressions or feelings about that person or organization.
D Correct: The halo effect is the tendency to infer specific characteristics of a person or organization from our overall impressions or feelings about that person or organization.

 

 

PTS:   1

 

  1. Through ____, innovators learn about possible action alternatives, outcome preferences, and contextual factors.
a. guessing c. discovery
b. actions d. production

 

 

ANS:  C

 

  Feedback
A Incorrect: Through discovery, innovators learn about possible action alternatives, outcome preferences, and contextual factors.
B Incorrect: Through discovery, innovators learn about possible action alternatives, outcome preferences, and contextual factors.
C Correct: Through discovery, innovators learn about possible action alternatives, outcome preferences, and contextual factors.
D Incorrect: Through discovery, innovators learn about possible action alternatives, outcome preferences, and contextual factors.

 

 

PTS:   1

 

  1. According to Plesk and Wilson the four key conditions or parameters required for space for novel ideas, creative solutions, and the emergence of new relationships are ____.
a. discretion, boundaries, permission, and requirements
b. direction, brainstorming, permission, and resources
c. discretion, brainstorming, permission, and resources
d. direction, boundaries, permission, and resources

 

 

ANS:  D

 

  Feedback
A Incorrect: According to Plesk and Wilson the four key conditions or parameters required for space for novel ideas, creative solutions, and the emergence of new relationships are direction, boundaries, permission, and resources.
B Incorrect: According to Plesk and Wilson the four key conditions or parameters required for space for novel ideas, creative solutions, and the emergence of new relationships are direction, boundaries, permission, and resources.
C Incorrect: According to Plesk and Wilson the four key conditions or parameters required for space for novel ideas, creative solutions, and the emergence of new relationships are direction, boundaries, permission, and resources.
D Correct: According to Plesk and Wilson the four key conditions or parameters required for space for novel ideas, creative solutions, and the emergence of new relationships are direction, boundaries, permission, and resources.

 

 

PTS:   1

 

  1. Three common myths or misconceptions about innovation are that (1) innovation is good; (2) there is a formula, and (3) innovation is ____.
a. infinite c. linear
b. finite d. circular

 

 

ANS:  C

 

  Feedback
A Incorrect: Three common myths or misconceptions about innovation are that (1) innovation is good; (2) there is a formula, and (3) innovation is linear.
B Incorrect: Three common myths or misconceptions about innovation are that (1) innovation is good; (2) there is a formula, and (3) innovation is linear.
C Correct: Three common myths or misconceptions about innovation are that (1) innovation is good; (2) there is a formula, and (3) innovation is linear.
D Incorrect: Three common myths or misconceptions about innovation are that (1) innovation is good; (2) there is a formula, and (3) innovation is linear.

 

 

PTS:   1

 

COMPLETION

 

  1. Management theories reflect the “____________________” of their time.

 

ANS:  governing ideas

 

PTS:   1

 

  1. ____________________ are arrangements of interacting, interdependent parts that produce emergent behavior.

 

ANS:  Complex systems

 

PTS:   1

 

  1. When organizations operate at the edge of chaos, new ideas, products, practices, and relationships can spontaneously emerge that are neither predicted nor anticipated by participants or observers. This is known as the phenomenon of ____________________.

 

ANS:  emergence

 

PTS:   1

 

  1. ____________________ involves the acquisition of knowledge or skills through study, instruction, or experience.

 

ANS:  Learning

 

PTS:   1

 

  1. Peter Senge’s 1990 book, The Fifth Discipline, described ____________________ as places where “people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together.”

 

ANS:  learning organizations

 

PTS:   1

 

  1. The noun ____________________ refers to an “idea, practice, or object that is perceived as new by an individual or other unit adopting it.”

 

ANS:  innovation

 

PTS:   1

 

  1. Through ____________________, innovators learn about action-outcome relationships; in particular, they learn through successive experimentation which actions reliably produce desired outcomes.

 

ANS:  testing

 

PTS:   1

 

  1. Investors and top managers who are frequently involved throughout the process of innovation development and often serve a variety of changing and conflicting roles are referred to as ____________________.

 

ANS:  sponsors

 

PTS:   1

 

  1. Innovation efforts within establish organizations require a constant flow of internal “____________________” in the form of human resources, managerial support, and budgetary allocation.

 

ANS:  venture capital

 

PTS:   1

 

  1. Healthcare organizations exhibit three characteristics of complex systems:  interdependence, nonlinearity, and ____________________.

 

ANS:  dynamism

 

PTS:   1

 

MATCHING

 

Match each item with a statement below:

a. dynamic complexity
b. systems thinking
c. bounded instability
d. double-loop learning
e. team learning
f. combinatorial complexity
g. shared vision
h. personal mastery
i. mental models
j. single-loop learning

 

 

  1. Discipline of constantly surfacing, testing, and improving our assumptions about how the world works

 

  1. Discipline of generating a common answer to the question, “What do we want to create?”

 

  1. Discipline of seeing wholes, perceiving the structures that underlie dynamically complex systems, and identifying high-leverage change opportunities

 

  1. Discipline of creating alignment such that team members think insightfully about complex problems, synergize their knowledge and skills, and produce coordinated action

 

  1. Arises from the number of constituent elements of a system or the number of interrelationships that might exist among them

 

  1. Situation where a complex system’s behavior follows an inherently unpredictable path, but it does so within limits

 

  1. Arises from the operation of feedback loops

 

  1. Simple error-and-correction process whereby problem-solvers look for solutions within an organization’s policies, plans, values, and rules

 

  1. Discipline of individual learning, without which organizational learning cannot occur

 

  1. Where problem-solvers attempt to close the gap between desired and actual states of affairs by questioning and modifying the organization’s policies, plans, values, and rules

 

  1. ANS:  I                     PTS:   1

 

  1. ANS:  G                    PTS:   1

 

  1. ANS:  B                    PTS:   1

 

  1. ANS:  E                    PTS:   1

 

  1. ANS:  F                    PTS:   1

 

  1. ANS:  C                    PTS:   1

 

  1. ANS:  A                    PTS:   1

 

  1. ANS:  J                     PTS:   1

 

  1. ANS:  H                    PTS:   1

 

  1. ANS:  D                    PTS:   1

 

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