Ch.10 Monitoring, Fine-Tuning and Changing the + Exam Prep - Test Bank | Health Biz Strategy 2e Moseley by George B. Moseley. DOCX document preview.
CHAPTER 10 TEST BANK
Chapter 10. Monitoring, Fine-Tuning, and Changing the Strategy
1. Exactly what is an organization paying attention to through its strategic monitoring program?
2. What are some of the elements and trends in the health care industry that make strategic monitoring especially important?
3. List 10 significant developments or changes in an organization's competitive or market environment that might be discovered by a good strategic monitoring program.
4. Compare and contrast the monitoring of trends and events in the past, the present, and the future. Explain how monitoring can occur in each of those three time frames and their significance to the strategy implementation process.
5. Describe the steps that a managed care organization might follow in setting up a strategic monitoring program. Explain how those steps and the resulting program might differ in a small physician group practice.
6. What are the differences in strategic monitoring programs at the level of multi--SBU corporations and individual SBU's?
7. What are some metrics that the strategic monitoring program of a multi-SBU corporation might want to track?
8. List seven metrics that a pharmaceutical company (or a health plan, or a large multispecialty group practice) would want to follow through its strategic monitoring program.
9. What policies or procedures might a health care organization use to decide when changes in its external environment require some type of change or adjustment in its strategies?
10. Discuss some of the changes that an organization might make to an ongoing strategy in response to developments it has observed in its external environment.
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