Questions and Answers of Management And Leadership

Which factors determine what information has been obtained by the end of the initial interview?
Identify the types of information that are gathered during the initial interview.
Describe the routine matters that are discussed during the initial contact.
What occurs during the initial contact between the case manager and the individual seeking services?
What should be accomplished during the assessment phase?
Distinguish between the terms “applicant” and “client.”
What is the expanded definition of case management?
How has the definition of case management changed over the years?
Describe the context in which case management services are delivered today.
Describe how the principles of case management should guide Tom’s decision making when working with Deborah.
What roles might Tom need to assume with respect to service coordination for Deborah?
What issues would you focus on when helping Deborah set goals for her situation?
Describe how each principle influences the delivery of services.
List the principles and goals that guide the case management process.
Trace the client’s participation in the three phases of case management.
Describe why there is the need for documentation and report writing in case management.
Define case review and list its benefits.
Describe the helper’s role in service coordination.
Illustrate the role of data gathering in assessment and planning.
Identify the two activities of the assessment phase.
List the three phases of case management.
Differentiate between traditional case management and case management today
Describe the context in which human service delivery occurs today.
3. What skills will the individual need to act as an effective coach?
2. Identify a learning need within your team and select someone from within your team who could act as a coach.
1. How effective are you as a role model for coaching in your team and how could you become even more effective?
2. Effective managers need to be able to flex their style but most managers will have styles that feel more comfortable than others.At what point on the continuum would you place yourself?Your
1. Identify tasks that you have delegated to two different people recently. For each, tick a point on the continuum below to show how you briefed the person doing the work. How participative was your
2. How well connected are people around you to the vision? How could you help them to be more connected?
1. What is your vision for the future of your area? How does it fit with your organisation’s vision as a whole? How does it serve your stakeholders?
2. How do your beliefs affect your approach to empowerment? Read through each of the following pairs of statements and decide whether you think they apply to your team members. For each pair tick the
1. If people you work with were asked to give feedback on how effectively you empower people, what would they say? Why is this?
2. Imagine that you needed to gain commitment from Jamie and Jo to a major change programme. How might you approach each of them?
1. What is your dominant style? What are the strengths and limitations of this style?
3. Which working relationships do you need to improve? How can you build your referent or expert power? Develop a plan for improving your relationship below.
2. Now analyse the strength of your network:– does it contain at least two people you can trust to give you honest feedback?– are there at least two people at a more senior level to yourself who
1. Create your wheel of influence below by writing down the names of the key relationships that you hold in a circle around you. Include people who report to you, your peers, your managers and key
2. How would you seek to influence decision making within a:♦ power culture♦ task culture♦ role culture♦ person culture
1. Explain the culture in your team or business area using Handy’s model.Is it a:♦ power culture♦ task culture♦ role culture♦ person culture How similar is it to other areas of the
2. How do you as a manager build commitment amongst the team to your organisation’s values?
1. What would you say are the core values that drive behaviour in your organisation? Select one or two of these and think of examples when they have affected your behaviour as a manager. To what
2. Many managers would be uncomfortable with the lack of structure and the level of employee participation at Semco. What is your view?Semco posted a 2005 turnover of well over US$200 million.It has
1. What are the key features of the Semco organisation that has enabled it to achieve its success?Semco posted a 2005 turnover of well over US$200 million.It has no official structure and no head
2. Dave Goleman and his board have drawn up an aggressive vision and identified the critical tasks required to become competitive. They have brought you in to carry out a capability audit in relation
1. You have recently been appointed as a strategic consultant to Wildings.
5. What should you do more of? What should you do less of?
4. When you are leading a team, how do you meet peoples’ needs for meaning and direction, trust, hope and optimism and results?To meet people’s needs for: I do this by:Meaning and direction Trust
3. What other factors affect your leadership style?
2. Now think of two different people that you work with in a leadership role. To what extent do you adapt your leadership style to each personality? Is your approach effective?
1. What would you say are your strengths as a leader? Build on the work that you did in Activities 1 and 2.
4. Imagine you are preparing for a feedback session with your co-worker.Prepare a list of questions and prompts for the session.
3. What does this event tell you about yourself ? What would help you to work with your co-worker more effectively?
2. Now think about one or two significant incidents that have recently occurred between you. Any significant incident(s) from which you can draw conclusions can provide you with an insight into your
1. Identify a co-worker with whom you have frequent interaction and with whom you would like to improve your relationship.
4. What do you need to work on in order to become a more effective managerial leader?
3. What did you learn about your leadership style and performance?Which roles do you fulfill? Where do you focus your time? What kind of manager are you today?
2. Plot your scores onto the matrix below Role Question number Score Question number Score Question number Score Question number Score Total Innovator 6 20 24 31 Broker 9 16 25 32 Producer 1 3 12 27
1. For each of the following statements rate your effectiveness How effectively do you: Ineffective Very effective 1 2 3 4 5 1. maintain a high level of personal energy, motivation and effort 2. set
6. What are some precautions Sam could have taken or specific procedures/systems/technology he could have implemented that would provide evidence that he had implemented an adequate system for
5. What hiring, supervising, and training practices could Sam have provided to meet the standard of care for what a reasonable pharmacy manager would have done?
4. Were the injuries to Jack foreseeable to Sam in this case? Could a reasonable pharmacy manager foresee a potential injury or death due to a failure to properly supervise his employees or failure
3. What standard of care is a pharmacy manager held to when supervising his or her employees?
2. What civil, criminal, and administrative charges could the pharmacist(June) be subject to?
1. What was the pharmacy manager’s duty in the case, how did he breach the duty, and was the breach the cause of the plaintiffs’ damages?
4. In addition to normal pharmacy clinical and dispensing functions, what other staffing do you think you will need to support this automation plan?
3. What does the presence of the e-prescribing module mean for your pharmacy?
2. Will you use different IV pumps in the NICU than in the rest of the hospital? Why or why not?
1. Who are the stakeholders that need to be involved in the decision making around these technologies? For each technology mentioned, identify each and the role that they may play in the decisions.
3. The technology performs delivery according to a preprogrammed route without requiring human attendance.
2. The technology receives orders for items to be prepared or packaged electronically from another system, queues those orders for preparation according to internal rules of priority, and proceeds
1. The technology performs tasks that pharmacists or pharmacy technicians would ordinarily perform by hand, requiring minimal human input while performing those tasks.
5. How will the pharmacy know that the technology has been successfully installed and is meeting its intended purpose?
4. Can the pharmacy provide the physical space and facilities required by the technology?
3. Do the current pharmacy personnel have the requisite skills to operate the technology? If not how will the requisite skills be acquired and maintained?
2. What kind of staffing will be required to install, maintain, and operate the technology?
1. What portion of the workload is the technology expected to carry? Will the technology be able to meet the demands implicit in carrying that workload?This is a function of both workload (the total
4. What would happen to the number of orders per year if the carrying costs decreased to $5 per order?
3. Which method would you recommend AA use to minimize inventory costs?
2. If AA were to use only the 100 tablet bottles, how many should AA order at a time and how many orders per year would AA have to make?What are the annual total inventory costs of this method of
1. If AA was to order the bottles of 30 tables, how many should AA order at a time and how many orders per year would AA have to make? What are the annual total inventory costs for this method of
6. Describe three methods for valuing inventory
5. Calculate inventory turnover rates, calculate economic order quantities, and determine reorder points for pharmaceuticals
4. Explain inventory costs such as procurement cost, carrying cost, and opportunity cost
3. Explain three discount strategies employed by wholesalers
2. Differentiate between prime and secondary vendors
1. Generally discuss the pharmaceutical purchasing process
2. What ratio analyses would you perform to see if the service is cost effective?
1. How do the supply needs differ from a clinical service focused on diabetes versus one focused on immunizations? How would that differ for a hypertensive clinic?
4. How do you account for recruiting costs?
3. How much do benefits cost?
2. What is the current salary in your area for a pharmacist? How does that change if the pharmacist is just entering practice or has been in practice for more than 7 to 10 years?
1. What is the staffing pattern for the service?
6. What do we do if something changes? (contingency plans)
5. How do we know if we are succeeding? (monitors and controls)
4. What are the specific actions that we need to take? (tactics)
3. What is the best route to our desired goal? (strategies)
2. Where do we want to be? (goals and objectives)
1. Where are we now? (situation analysis)
4. Develop a marketing strategy for a retail store?
3. Describe the elements of the marketing mix?

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