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business
total quality management
Questions and Answers of
Total Quality Management
What sort of answers or comments might you hear in an employment interview that might suggest the tendency of an applicant toward violence?
Why is it important to hold crisis-aftermath sessions? What do we want to accomplish with such sessions?
Do you believe that an employer served with a charge of negligent hiring might have recourse against the offending employee’s former employer? Why might this be so?
What kinds of behavior did your boss or fellow workers exhibit that you disliked?
What was the most difficult situation you faced at work? What feelings did you have, and how did you react to them?
When was the last time you became angry at work? What caused it, and how did you react?
What kinds of people do you find difficult to get along with? How do you manage to get along with these people?
Provide law enforcement officials with a telephone system for their use in receiving reports of bomb threats and other crises.
Identify potentially violent or suicidal patients; flagging their charts is encouraged.
Provide easy-to-read identification badges and enforce their use.
Improve lighting in parking areas and provide security escorts for departing employees. Security can also be provided for threatened individuals, especially for victims of domestic violence.
Install bulletproof glass, metal detectors, alarm systems, surveillance cameras, and escape doors in high-risk areas, such as the emergency department and cashiers’ stations.
Provide guidance concerning the handling of certain violent or potentially violent incidents, such as breaking up fights and reacting to bomb threats.
Describe a number of actions the individual supervisor can take to reduce workplace violence.
Outline the essential steps involved in instituting a violence-control program.
Review the laws and standards pertinent to violence in the workplace, and enumerate the responsibilities of management concerning the maintenance of a safe workplace.
Review the effects of workplace violence on victims.
Convey an understanding of the apparent principal causes of violence in the healthcare workplace.
What might you do concerning the charges that someone is “carrying tales to administration”?
Because you have two groups (with overlapping membership) to be concerned with, where would you initially concentrate your efforts?
Can you suggest what might lie in the immediate past that could have rendered these employees unwilling to speak up?
What can you do to get either or both groups to open up in a group setting about what is bothering them?
What do you believe is meant by the claim that team power is based on credibility? How do a team and its leader go about acquiring this power?
What are two significant disadvantages of team action? How can these disadvantages be overcome?
How would you suggest that a generally well-functioning team handle a single nonproductive member?
If you have just inherited a team and must take over today as its leader, how would you go about quickly getting an understanding of the style of the previous leader?
What is the “situational leadership” mentioned in the discussion of leadership style? Explain.
What do you believe is the primary hazard or significant drawback of a permanent team?
Many times we have heard that “A camel is a horse designed by a committee.” Why have so many committees and teams inspired such cynical descriptions?
Fully explain why some conflict is essential to effective team problem solving.
Why is shared authority important to proper team functioning?
What do you believe should be done concerning a team member who monopolizes every meeting? What if the person who monopolizes is the team leader?
Should we learn how others are doing what we are doing?
What barriers do we face, and how can they be eliminated?
How can we provide superior customer service faster or at less cost?
What new objectives and strategies do we need?
What are our strengths, and what needs to be improved?
What past successes have we had in meeting the wants and needs of our customers?
What additional information do we need?
What do our customers want or need?
Briefly consider various means of evaluating and rewarding team performance, recognizing that most evaluation and reward systems focus on individuals, not groups.
Suggest how the manager who inherits a team formed under a previous leader can constructively approach the new assignment.
Enumerate and discuss the responsibilities of team leadership and explore the implications of leadership style for effective team functioning.
Describe the interactive forces involved in the formation, assembly, growth, and functioning of most teams, including team rituals and the relative strength of group norms and their role in a
Examine the more common reasons for team failure.
Establish the characteristics of an effective team.
Enumerate both the benefits and the disadvantages of the use of specialpurpose teams and examine their potential legal pitfalls.
Define the kinds of teams to be found within the organization: those established for specific purposes, departmental teams, and the greater“team” unified by a common goal or directive.
The chapter suggests how autocratic, consultative, and participative managers make decisions. How are bureaucratic managers likely to make decisions?
No matter how simple a decision situation seems to be, why can it be said that there are always at least two alternative choices available?
Isn’t it the responsibility of the boss to make decisions and solve problems? Why push these activities down to employee level?
What is the primary drawback likely to be encountered in making a decision when the problem is not your problem?
In creative idea-generating situations, why should wild or foolish or even downright stupid-sounding ideas not be rejected as soon as they arise?
In diagnosing a problem, it is always necessary to be on guard against mistakenly labeling a problem symptom as the problem itself. What is most likely to happen if what is addressed is a problem
Why might we say that ignoring or even forgetting a problem can itself be considered a decision?
What is the true difference between consultative leadership and participative leadership in decision making?
Briefly explore the role and potential usefulness of group problem-solving activities.
Explore the intuitive process and its key role in problem solving.
Introduce a number of tools useful in problem-solving activities.
Present a generalized process for logically approaching and solving large or complex problems.
Establish the importance of decision making in today’s work organizations and outline its implications for the role of the supervisor.
How would you suggest mobilizing your transcription group to address the quality problem and recommend solutions?
Should you do some research aimed at identifying the more troublesome employees and address their quality problems at the August meeting? Why or why not?
Should you address this continuing problem with the group at large at your August meeting? Why or why not?
What should be the ultimate determinant of how much time and effort is put into any particular decision situation?
What are the essential differences between decision by vote and decision by true consensus?
What would your decision be concerning the sleeping employee if it were not necessary to clear such actions through the director of nursing?
Why is it often suggested to begin the workday by first tackling the unpleasant tasks?
How might some supervisors feel trapped into overcommitting their time?
Why do some individuals spend time focusing on low-priority tasks even when they know there are more important tasks waiting?
What is the strongest force acting to prevent us from improving our use of time? Why is this, and what can be done about it?
Why is delegation clearly identified as the greatest supervisory time saver?
Review some additional elements of personal effectiveness that can affect the supervisor’s use of time.
Suggest how the supervisor can effectively address the abuses of time perpetrated by others.
Offer some practical tips for saving time.
Identify the more commonly encountered time wasters, and suggest how the supervisor can counter these when they arise.
Explore the implications of various factors bearing on the use and management of time by the individual supervisor, suggesting the extent to which the supervisor can conceivably take control of his
If your initial decision is found unworkable or unacceptable, which alternative would be your second choice? Why?
Which alternative appears sufficiently workable to be the first one attempted? And what information do you need to assemble in preparing to justify your decision?
What is the director of nursing actually doing by reserving the right to approve or veto your decisions?
If you feel stuck with the reality of having your personnel decisions approved—or essentially made—by higher management, what information would you assemble and how would you prepare yourself to
Assuming you have indeed “hit a wall” as described in the final paragraph of the case, what would you consider doing to try to get some action or support?
What is the usual fate of material that’s set aside to read “when the time is available”? Why does this occur?
Do you believe that meetings in general have a tainted reputation as claimed in the chapter? Why or why not?
How would you handle a meeting participant who behaves as though he or she knows considerably more about the subject of the meeting than you, the chairperson?
Provide advice for meeting attendees to apply as constructive participants.
Recommend a procedure for the conduct of a meeting.
Review the necessary preparations to be made in advance by the individual who is to chair the meeting.
Identify the principal components of a properly structured meeting.
Review the primary purposes of meetings.
What are the primary advantages of face-to-face communication over communication in writing?
What are the primary advantages of communication in writing over face-to-face communication?
When you happen to be upset about a particular issue, what are the advantages of responding in writing rather than speaking face-to-face with the other party?
What means would you likely use to communicate your observation of a serious ethical breach committed by a licensed professional? Why?
It has been said that most business documents contain from 25–100%more words than needed to properly convey their messages. Granted, this makes for longer documents, but what’s the harm as long
Provide a brief introduction to the subject of grant writing.
Delineate the role of facsimiles and email transmissions in communication via written language.
Suggest how the supervisor should approach the editing of an employee’s written output.
Provide step-by-step guidelines for preparing a document of any nature.
Outline the general steps involved in preparing a document.
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