Module 2 Quiz

Module2 Quiz

Module2 Quiz

  1. In the tale of two units, Unit B functioned much more smoothly than Unit A.

(a).Whatis the nature of task interdependence among staff in the patient careunits in the “tale of two units”?

Thenature of task interdependence in the two units is not observed. Ifthe two units worked in conjunction with each other, there would bemore of coordination as opposed to independence. Also, if the twounits worked as a team, it would be impossible to come to theconclusion that Unit B functioned more smoothly as compared to unitA. The bottom line, therefore, is that the two units are notinterdependent of each other (Burns et al., 2012).

  1. Identify the micro-level coordination mechanisms used in Unit B that were not used in Unit A.

Dueto the coordination mechanisms used in Unit B, the unit runs smoothlyas compared to Unit A. Firstly, Unit B has a great way of employingcommunication among the staff members, and patients. Lack ofcommunication in Unit A is among the reasons why there was nocoordination in the unit. Moreover, the staff members are wellorganized in teams, and it is in this manner that they bring abouteffective services (Burns et al., 2012).

  1. In the VA case study, reorganizing this integrated delivery system into regional networks (VISNs) and decentralizing authority to the VISN directors seemed to have contributed to a substantial improvement in organization performance. What are the negative aspects of the reorganized structure and decentralization?

Reorganizationof the integrated delivery system not only had affirmative aspectsbut, also negative ones. The salient negative aspect observed is thatof competition. Each and every hospital is allocated the requiredresources but, there is a scramble when it comes to the resources.Also, there is another problem in regard to lack of uniqueness. Thosehospitals that were adjacent to one another often provide more orless, the same services (Burns et al., 2012).

  1. Describe alternatives for a service line structure internal to each VISN in the VA case.

Servicelines are those programs structured around various disorders orconditions. In the VA case, there was reorganization of the VISNs ina bid to improve the quality of services offered. Other thanreorganization, there was the option of educating the staff members,and motivating them to create a better organizational structure.Also, there was another alternative of bringing in new staff membersin lieu of reorganizing the VISNs (Burns et al., 2012).

  1. Why is the hierarchical structure limited in its capability to facilitate coordination in health care organizations?

Ithas been observed that there are few health organizations whose needfor coordination can be met using the hierarchical structure. Thereis a limitation in this approach because of the arrangement of thehierarchical structure. Those units that are interdependent on eachother should often be placed adjacent to one another, and under thesame supervisor. Failure to that, the hierarchical structure would beless functional hence the limitation (Burns et al., 2012).

  1. How can managers distinguish a motivational problem from other factors that affect an individual’s performance?

Inany organization, the management is required to motivate the staffmembers in order to improve their performance. It is however, notsimple for a manager to determine the motivational problems. For thisreason, the management develops a connection with the staff membersin which they communicate on a personal level. In this manner, theyencourage the employees to open up to them as they offer as listeningear. The managers distinguish the problems, and then come up withsuitable solutions (Burns et al., 2012).

  1. In situations such as the ICU faced in “A Cry for Help” (In Practice), what role can managers and clinical leaders play to improve staff morale and motivation?

Inthis situation, it is important to note that managers and clinicalleaders should take into greatly consider staff motivation. Theleaders should frequently engage the employees and ensure that theylook into their needs as well. Moreover, the leaders may opt to carryout exercises such as asking their employees questions, andencouraging them to open up and share their needs. If the staffmembers are motivated, it is inevitable that they will be loyal tothe organization (Burns et al., 2012).

  1. What approaches other than a productivity bonus could the management team at the community health center have used to change Dr. Smith’s practice patterns (see In Practice, Motivating a Primary Care Physician in a Community Health Center)?

Otherthan a productivity bonus, the management could have given Dr. Smithbroad knowledge in regard to ethics in business. There were setguidelines that the doctor was required to follow. However, the moneyseemed more important to her because she was afraid that she wouldtreat lesser patients if she followed the guidelines. In such ascenario, if the management had offered information on ethics, thedoctor would put the needs of her patients before her personal needs(Burns et al., 2012).

  1. If you wanted to implement a Must Haves program in your organization, what elements would you include in your implementation plan? What metrics would you use to measure the success of the initiative?

Inmy implementation, I would ensure that I have the most importantelements such as staff motivation, knowledge on ethics, and rewardsand compensation. For the success of the first two elements, I wouldsee to it that the management staff connects, and frequentlysocializes with the subordinate staff. As a result, the staff will bewell motivated, and informed. Additionally, I would ensure that Ihave compensated the members of staff according to the labor each onehas offered.


Burns,L. R., Bradley, E. H., Weiner, B. J., Shortell, S. M., &amp Kaluzny,A. D. (2012). Shortelland Kaluzny`s health care management: Organization, design, andbehavior.Clifton Park, NY: Delmar Cengage Learning.