Chapter 12

Question 1

2 things required of an organization when exploring organizational effectiveness

Answer 1

1. tools to align planning strategies with identified goals
2. the willingness to carry out data-driven evaluative efforts in which goals serve as a measure of progress

Question 2

2 components that predict the success/failure of strategies for healthcare organizations

Answer 2

1. ability to carry out the strategy
2. the organizations will to implement it

Question 3

Strategic planning

Answer 3

a process for assessing an organization’s current and anticipated environment and then identifying and implementing the best approaches for succeeding under those conditions

Can define the organizations:
- mission
- vision
- values

Question 4

Mission Statement

Answer 4

state why the organization exists and why it is unique

Question 5

The strategic planning process

Answer 5

• a means to establish new directions
• decisions will focus resources to benefit stakeholders
• is an agent of change for the organization

Question 6

A comprehensive plan must include 4 steps

Answer 6

1. environmental scanning
2. formulation of strategy
3. implementation of strategy
4. evaluation of the change

Question 7

Feedback loops follow what cycle?

Answer 7

plan, do, check, act

Question 8

7 reliable planning tool techniques

Answer 8

• Affinity diagram
• cause & effect diagram
• nominal group techniques
• presentation of quantitative data
• responsibility matrix
• SWOT analysis
• TOWS analysis

Question 9

7 reliable planning tool techniques - Affinity Diagram

Answer 9

• participants develop answers to specific planning prompts
• the notes are placed on a wall
• the members of the group move the notes into similar themed groups
• a discussion is undertaken regarding the themes that emerged

Question 10

7 reliable planning tool techniques - cause & effect diagram

Answer 10

(aka fishbone diagram)
- recognizes factors to particular outcomes
- multiple cause factors leading to outcome

Question 11

7 reliable planning tool techniques - nominal group techniques

Answer 11

• individually rank/prioritize responses to a given prompt
• come together as a group to create a comprehensive list, and prioritize items on a new list
• leader then asks each group for the item on the top of their list
• final rankings formed

Question 12

7 reliable planning tool techniques - Presentation of qualitative data

Answer 12

after data collection and analyzation, the data must be presented in a meaningful way
- graphs
- charts
- tables

Question 13

7 reliable planning tool techniques - responsibility matrix

Answer 13

• accountability and tracking matrix
• keeping record of who is responsible for what
• rows (specific tasks)
• columns (people/group responsible for task)
• may include completion dates

Question 14

7 reliable planning tool techniques - SWOT analysis

Answer 14

(strengths, weaknesses, opportunities, and threats)
- useful during the scanning process
- asks “Who else can perform our function?”
- planning system conscious of external threats

Question 15

7 reliable planning tool techniques - TOWS analysis

Answer 15

• turning opportunities into strengths
• reciprocal of SWOT
• only useful after completion of SWOT
• information gathered in SWOT is put into a TOWS 2x2 matrix

Allows planners to think about strategies that:
- (SO) turn strengths into opportunities
- (ST) employ strengths to avoid threats
- (WO) use opportunities to overcome weaknesses
- WT) act to minimize weaknesses and avoid threats

Question 16

SMART language

Answer 16

Specific, measurable, achievable, results-oriented, and time-bound
- helps groups write meaningful goals and promote change

Question 17

Reasons for Formal Evaluation

Answer 17

1. accountability
2. improvement
3. marketing

Question 18

Accountability - formal evaluation

Answer 18

• confirm objectives are met
• make better decisions about planning and operations
• authorize fiscal payments
• meet grant obligation
• correctly allocate resources

Question 19

Improvement - formal evaluation

Answer 19

• identify program strengths and weaknesses
• increase educational valuse
• enhance competence
• test new ideas
• decrease operational costs
• establish quality standards

Question 20

Marketing - formal evaluation

Answer 20

• advertise and promote program effectiveness
• indicate a track record of successful programming
• promote positive public relations

Question 21

Evaluation approach is based on:

Answer 21

• who does it (internal vs. external)
• the intention of the evaluation (formative vs. summative)

Question 22

Formative Evaluation

Answer 22

• learning how programs can be improved
• conducted as either program development or ongoing program implementation
• less threatening

Question 23

Summative Evaluations

Answer 23

• evaluate the value of a program
• evaluate the need to continue funding to program

Question 24

5 primary categories of program evaluation

Answer 24

1. needs assessment
2. feasibility studies
3. process evaluation
4. outcome evaluation
5. cost analysis

Question 25

5 primary categories of program evaluation - needs assessment

Answer 25

"what gaps in our program need to be filled?" - evaluated program's objectives and desired program goals - may require surveying, interviewing, and observation

Question 26

5 primary categories of program evaluation - Feasibility studies

Answer 26

"given our current limitations, can the program succeed?" - used to determine the likelihood of success for a program based on evaluation data - identifies factors that may impede or assist in delivery of a program

Question 27

5 primary categories of program evaluation - Process evaluation

Answer 27

"hos is the implementation of a program progressing?" - measure gap between the program plan and the actual execution of the program - determines corrections needed as the program is implemented

Question 28

5 primary categories of program evaluation - Outcome evaluation

Answer 28

"were the program goals and objectives achieved?" - looks at what happened to participants as a result of their participation in the program - examines expected results with actual outcomes

Question 29

5 primary categories of program evaluation - Cost analysis

Answer 29

"was the program financially valuable?" - measure the value of a program in comparison to alternative approaches - determines if program will continue, be cut, or be duplicated

Question 30

Methods for collecting evaluation information

Answer 30

- existing data available - people - observational data - videotaping (only possible in certain settings)

Question 31

Data collection methods

Answer 31

- surveys - case studies - interviews - observations - group assessment

Question 32

Generating evaluation report

Answer 32

- consider the target audience - include appropriate details - use caution when reporting findings and conclusions

Question 33

Self-study as an improvement model

Answer 33

- used for accrediting ATEP - organization must examine itself in a critical fashion (internal and external constituents included) - can instigate trigger event

Question 34

System

Answer 34

collection of parts that interact with each other to function as a more comprehensive whole

Question 35

Balance loop

Answer 35

feedback providing stability to a system negating changes

Question 36

reinforcing loop

Answer 36

amplifies loop changes until something is done to change the loop

Question 37

Learning organization

Answer 37

allows people to continually expand their capacity to create the results they desire

Question 38

5 learning Disciplines for a learning organization

Answer 38

1. personal mastery 2. mental models 3. shared vision 4. team learning 5. systems thinking

Question 39

5 learning Disciplines - Personal Mastery

Answer 39

- value growth of the individual - employees create own vision - accept truth - willing to see gap between personal vision and current state

Question 40

5 learning Disciplines - Mental Model

Answer 40

picture of what each person sees things to be

Question 41

5 learning Disciplines - Shared Vision

Answer 41

building a sense of commitment by developing shared images of the future and the principles and guiding practices that are used to get there

Question 42

5 learning Disciplines - Team Learning

Answer 42

- communication and collaberation - use the variety of the talents of a group to complement one another - the whole is greater than the sum of its parts

Question 43

5 learning Disciplines - Systems Thinking

Answer 43

an integration of 4 previous disciplines into a complete practice

Question 44

Organizational Learning Disabilities

Answer 44

I am My Position - focus on "their" job, little sense of responsibility for overall group The enemy is Out There - anything that goes wrong is result of something outside the group (no one takes responsibility) The fixation on events - focus on short-term events, only have short-term explanations The illusion of taking change - combination of "enemy out there" and "fixation on events" (need broader systems thinking)

Question 45

Designer

Answer 45

- construct the organization's social architecture - shape mission and vision

Question 46

Teacher

Answer 46

- facilitation - strategic thinking - foster analyzation

Question 47

Steward

Answer 47

guardian for both the people they lead and the larger purpose of the organization