What Do You Know About Planning

Deciding in advance what must be done in the future    

deciding what must be done in emergency situations    

Projecting potential cash flows for a coming year    

None of the above

Rules    

Methods    

Procedures    

all of the above    

Well-defined budget    

Prompt accounting system    

Knowledge of external environmental threats    

(a) and (b)

Three to five; one to three    

Three to ten; three    

Three to ten; one    

three to five; one to two    

Senior management has insight only into the future.    

Plan implementation may be difficult if senior management has no input.    

Subordinates may not be in the best position to view the future.    

Plan implementation may be difficult if subordinates have little or no input.

requires justification for new equipment, positions, and programs    

Is a conservative method of planning    

(a) and (b)    

none of the above

Requires justification for new equipment, positions, and programs    

Assumes all current operations, equipment, and positions are essential to the mission of the organization    

occurs on a monthly basis by department managers    

is used only by specialized committees for ad hoc projects    

Strategic planning, operational planning, budgeting, capital budgeting    

Operational planning, zero-based planning, incremental planning, budgeting    

Capital budgeting, zero-based planning, operational planning, strategic planning    

Budgeting, capital budgeting, incremental planning, operational planning    

The process used to convert the strategic plan into budgets for capital expenditures    

The process used to budget for anticipated capital expenditures for the next fiscal year    

The process used to convert the operational plan into budgets for capital expenditures    

The process used to budget for capital expenditures three to five years out    

Assess the internal and external environments    

Engage physicians in the process    

Establish strategic goals    

Validate the mission and strategic interpretations    

National trends    

The direction of local markets    

External threats to the organization    

All of the above    

To identify the organization’s position in the market relative to its competitors    

To identify the organization’s strengths and weaknesses    

To identify the organization’s opportunities and threats    

To identify proactive strategies the organization may take against national trends    

Broad statements of significant results the organization wants to achieve    

Specific statements of significant results the organization wants to achieve    

Broad benchmarks an organization wants to achieve relative to its mission    

Specific factors that set an organization apart from its competitors

Strategic plan; capital budgeting plan    

operational plan; budget    

strategic plan; operational plan    

budget; capital budgeting plan    

The participants in the planning process    

The objectives of the planning process    

The planning horizon    

All of the above

Subordinates propose objectives to management    

Converge

Proposed objectives are negotiated until a decision is made    

Diverge

The manager provides subordinates with a general overview of the work to be accomplished in the following year    

All of the above

Flexibility    

Consistency    

Clear communication    

All of the above    

Detailed, uniform instructions with predictable outcomes    

guides to action    

Statements that either require or forbid an action    

guides to thinking

guides to action    

Detailed, uniform instructions with predictable outcomes    

Guides to thinking    

statements that either require or forbid an action

Every three to five years    

Semiannually    

On an annual basis    

Every two years