NORFOLK STATE UNIVERSITY - College of Science, Engineering and

							                  HSM 300-HEALTH SERVICES MANAGEMENT
                       Sample Exam for Chapters 12 to 18

MULTIPLE CHOICE QUESTIONS (2 points each). Select the best answer for each
of the following questions.

   1. Which of the following statements describes the function of organizing?

   a. It is the process of deciding how best to group and relate organizational activities
      and resources.
   b. It is the process of collaborative goal setting by the manager and subordinate
   c. It is the integration of long-range, intermediate, and short-range plans
   d. It is the process by which health care organizations fulfill their responsibilities

   2. Departmentalization is usually done based on

   a.   functions, process, handicap accessibility
   b.   process and equipment, territory, product
   c.   territory, product, customer satisfaction
   d.   customer satisfaction, time, product

   3. When processes and equipment are the basis of departmentalization

   a.   it is similar to functional arrangements
   b.   functional departmentalization cannot exist
   c.   it is rarely seen in healthcare
   d.   activities are different

   4. When functions are the basis of departmentalization

   a.   activities are different and under a scalar chain
   b.   coordination is hindered
   c.   new duties may be added to existing departments
   d.   it is similar to a matrix organization

   5. Once designed, an organizational structure

   a.   rarely changes because change continuously happens
   b.   changes continuously because of changes in the environment
   c.   should be structured as a matrix organization
   d.   should have flexibility to deal with changes in the environment




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6. Matrix organizations provide

a.   for vertical dimensions to the functional organization
b.   for the elimination of the traditional organization
c.   the capacity to conduct several projects simultaneously
d.   for the elimination of a hybrid structure

7. The difference between the formal authority theory and acceptance theory is

a.   that they were developed by two different theorists
b.   that one requires charisma, whereas the other does not
c.   that acceptance theory allows delegation, whereas formal authority does not
d.   the source of authority’s origin

8. Which of the following best matches with division of work?

a.   scope of supervision
b.   supports efficiency
c.   affects effective supervision
d.   right to direct others

9. Which of the following best matches with span of management?

a.   may be complex set of activities
b.   may be delegated
c.   right to direct others
d.   scope of supervision

10. All managers have

a.   functional authority
b.   personal authority
c.   positional authority
d.   expertise

11. One’s span of control can be expanded when

a.   self-directed teams are implemented
b.   staff is incompetent
c.   standard procedures are not met
d.   objective standards are not in effect




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12. Self-directed teams

a.   limit the sharing of authority
b.   encourage team members to compete with each other
c.   take on some of the traditional supervisory duties
d.   require a narrowing span of control

13. Personal authority is synonymous with

a.   functional authority
b.   charismatic authority
c.   positional authority
d.   span of control

14. The route through which authority is delegated is known as

a.   scalar chain
b.   formal structure
c.   division of work
d.   hybrid structure

15. As delegation occurs through the various levels of an organization, it

a.   becomes blurred
b.   narrows
c.   broadens
d.   becomes tedious

16. When assigning duties to a subordinate, the supervisor must

a.   assign all duties to no more than one subordinate
b.   consider whether the subordinate will want to do the assignment
c.   determine how the work is to be divided
d.   consider the pressure of assigning work logically

17. When authority is delegated, responsibility is created. This statement means

a.   the supervisor’s responsibility increases with each delegated task
b.   the subordinate’s position description is expanded with each delegated task
c.   regardless of acceptance, the subordinate is obligated to perform the duties
d.   once accepted, the subordinate is obligated to perform the duties




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18. Successful delegation of authority requires

a.   a willingness by all managers to effectively delegate authority to others
b.   an indoctrination on the philosophy of decentralized authority by human resources
c.   a desire to decentralize authority from the board of trustees
d.   an expansion of the organization’s structure

19. Staff positions are appointed because

a. it is expected that there will be staff positions in any organization
b. staff is needed to support the needs of line managers
c. no manager could possibly have all the expertise and information necessary to
   manage
d. they facilitate the delegation of authority

20. Staff authority is primarily based on

a.   position and job description
b.   expertise and knowledge
c.   technology awareness
d.   research capabilities

21. The distinction between personal staff and specialized staff is

a. personal staff serves as extenders to the supervisor or manager, whereas
   specialized staff serve as advisors
b. specialized staff performs a variety of tasks for an executive or manager, whereas
   personal staff performs a variety of tasks for all management members
c. personal staff has line authority and specialized staff has none
d. specialized staff positions are often training grounds for future managers

22. A staff specialist may override a line manager when

a.   the line manager lacks the expertise in a given function, such as clinical services
b.   functional authority has been assigned by a senior executive
c.   unity of command is not embraced in the organization
d.   problems of a certain type must be minimized in an organization

23. Increasing employee participation is most often affiliated with

a.   job design
b.   job redesign
c.   general supervision
d.   job enrichment




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24. Which of the following is affiliated with downsizing?

a.   cost reduction
b.   career management
c.   mentoring
d.   pay increase

25. Collapsing levels of management is affiliated with

a.   reorganization/downsizing
b.   job enlargement
c.   job enrichment
d.   reengineering

26. Developing a backup supports the supervisor and

a.   is a must to get a promotion
b.   is a sign of poor supervision
c.   is a necessity in a department of any size
d.   can only be hired from external candidates

27. In delegating, one must remember

a. that every subordinate must be delegated some authority for internal equity to be
   present
b. that once a backup is established, this person should do the delegation of authority
   thereafter so as to not interfere with the chain of command
c. delegating authority does not relinquish supervisors of their responsibilities in
   ensuring tasks are performed appropriately
d. minimal delegation will ensure employee participation

28. In selecting a backup, the supervisor should

a.   select someone who is unionized and has seniority
b.   select someone who is older and lives closer to the job site
c.   select someone who is younger with less experience
d.   select someone who is dependable and has experience and training

29. Delegation is considered a

a.   one-time event
b.   an event that must happen continuously along with mentoring
c.   an event that only occurs at times of reengineering
d.   an event that only occurs when demand for services is high




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30. Adding variety to a job is affiliated with the term

a.   job design
b.   job enlargement
c.   job redesign
d.   job enrichment

31. General supervision is

a.   more rewarding to the staff
b.   less motivating to the staff
c.   means possible loss of jobs
d.   means fewer jobs

32. A committee differs from a unit of management in that

a.   management units exist in all organizations but committees do not
b.   committee members normally have other full-time duties in the organization
c.   management has line responsibility, whereas committees do not
d.   management time is less productive for the organization than committee time

33. Issues to consider when establishing a committee include

a.   composition, meeting times, and chairperson
b.   chairperson, size, and conference room space
c.   composition, size, and chairperson
d.   composition, meeting times, and chairperson

34. Which of the following constitutes a good decision by a committee?

a. One that avoids the use of time-consuming tools such as brainstorming
b. One that all participants have agreed on, with or without some concessions and
   compromise
c. One that incorporates only the ideas of the majority in decision making
d. One that incorporates only the ideas of the chairperson and members who are
   outspoken

35. The committee chairperson should not

a.   interfere with dominant people
b.   limit any one participant’s speaking time
c.   express his or her opinions early in the discussion
d.   set mutually agreeable date for the next meeting




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36. Informal group participation provides all of the following except

a.   satisfaction
b.   balance and protection
c.   collective power
d.   formal authority

37. The four status positions within any informal group include

a.   informal leader, primary group, line status, and staff status
b.   informal leader, secondary group, fringe status, and staff status
c.   informal leader, primary group, fringe status, and out of status
d.   informal leader, cluster group, line status, and out status

38. Which of the following describes the pecking order?

a.   The horizontal arrangement of groups in a formal organization
b.   The status of individuals within an informal group
c.   The structure of those members belonging to the out status
d.   The dominant members of a committee

39. If the informal group is involved in decision making, the following should occur

a.   ground rules for the decision-making process should be established
b.   a problem with little consequence to the organization should be chosen
c.   a broad topic with great latitude should be set
d.   the problem must be disciplinary in nature

40. Which of the following statements is correct?

a.   Management should attempt to eliminate the informal organization
b.   Informal organizations have no effect on the formal organization
c.   Formal and informal relationships are essential subsystems of an organization
d.   Informal relationships are of the past and are no longer important

41. Which of the following statements best describes the informal organization?

a.   It serves as a substitute for the formal organization
b.   It can only make a negative contribution to the functioning of an organization
c.   It can only make a positive contribution to the functioning of an organization
d.   It can make a positive or negative contribution to the functioning of an
     organization




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42. Employees join groups

a.   because they have poor self-esteem
b.   to foster career management
c.   because they believe they have a better chance for promotion
d.   because they have certain needs that they would like to have satisfied

43. Which of the following is the most powerful sanction for violating the standards
    of the informal organization?

a.   rejection
b.   exerting pressure
c.   threats
d.   ridicule

44. Which of the following is not true about the informal organization?

a. It is present in all organizations
b. It should be understood and nurtured by the manager and supervisor
c. This organization is always disruptive and interferes with the functioning of an
   organization
d. Management cannot eliminate it

45. A supervisor is wise to

a. ignore the information provided by the informal organization
b. attempt to infiltrate the grapevine with incorrect information to make it less
   credible
c. integrate the interests of the informal organization with the formal organization
d. discredit the informal leader of the informal organization

46. Meeting the needs of customers first is an example of

a.   job enlargement
b.   job design
c.   reengineering
d.   job enrichment

47. All of the following describes delegation except

a.   All authority is surrendered by the supervisor
b.   It is essential in the organization
c.   It is conveyed from a supervisor
d.   The granting of authority to a subordinate




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   48. Authority and accountability are related in that they

   a.   both are management terms
   b.   both relate to the relationship between superior and subordinate
   c.   both determine market share
   d.   both negative terms when we speak of the formal organization

   49. The final step in delegating authority is

   a.   defining the problem
   b.   establishing expected results
   c.   checking the progress of the task
   d.   recognizing the individual for the work completed

   50. The agenda should state the purpose of the meeting and

   a.   any specific goals that needs to be achieved
   b.   the qualifications of every member
   c.   the credentials of the chairperson
   d.   the names of all the people in top management


Answers to sample test (chapters 12-18)

1. a                   22. b          43. a
2. b                   23. d          44. c
3. a                   24. a          45. c
4. c                   25. a          46. c
5. d                   26. c          47. a
6. c                   27. c          48. b
7. d                   28. d          49. d
8. b                   29. b          50. a
9. d                   30. b
10. c                  31. a
11. a                  32. b
12. c                  33. c
13. b                  34. b
14. a                  35. c
15. b                  36. d
16. c                  37. c
17. d                  38. b
18. a                  39. a
19. c                  40. c
20. b                  41. d
21. a                  42. d



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