QUESTIONS TO DEBATE Chapter 3, Instructor’s Manual

Slides:



Advertisements
Similar presentations
. . . a step-by-step guide to world-class internal auditing
Advertisements

What is an M and E Plan?. Organizing the Work of M and E An M and E System -- the 12 components as a whole – Sets out broad vision at national level An.
The HR Paradigm Shift Discover Stakeholder Value for the Human Resources Function.
Accreditation Process Overview Presented By: The Saint John Vianney Accreditation Team Chris Gordon Pam Pyzyk Courtney Albright Dan Demeter Gloria Goss.
FIGURES Chapter 4, Instructor’s Manual. FIGURE 4.1 Identifying Management Contributions to the Patient Care Team © 2006 by John R. Griffith and Kenneth.
FIGURES Chapter 8, Instructor’s Manual. © 2006 by John R. Griffith and Kenneth R. White.
TUSCALOOSA COUNTY SCHOOLS Where Students Learn, Grow, and Achieve.
McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved. 2 2 Chapter Title 15/e PPT The Managerial Process of Crafting and Executing.
Chapter #3 Strategic HRM and the HR Scorecard. HR must develop systems that support the firm’s mission statement – strategic goals and direction – By.
Chapter 12 Incorporating Ethics and Social Responsibility into the Business.
1 SAISD Vision 2009: Fulfilling the Promise SAISD Board Presentation October – 2006 District Improvement Plan: District Performance Objectives.
QUESTIONS TO DEBATE Chapter 2, Instructor’s Manual.
Principles of Management Core Principles
Chapter 2: Creating a Vision for Learning
Implementing and Auditing Ethics Programs
BA 5201 Organization and Management Goals and effectiveness Instructor: Ça ğ rı Topal 1.
Key Leader Orientation 5- Key Leader Orientation 5-1.
QUESTIONS TO DEBATE Chapter 6, Instructor’s Manual
Strategic Improvement Planning A Continuous Improvement Model 1.
Planning with INTENT Do I really need a Vision & Mission?
The Changing Business Environment: A Manager’s Perspective 18.
Nevada Division of Conservation Districts Agenda - Ideas and methods to recruit District board members. How the District decides what it needs in a new.
CIVIC ENGAGEMENT: A ROLE FOR STUDENTS. What does it mean to engage a learner in school? How do you know when civics is a part of what happens in every.
HP 10 HP 10 = HIGH PERFORMANCE BOARD LEADERSHIP n Hire appropriate chief executive n Passion for the vision n Policy formation and review n Positioning.
Academic and Community MCH Partnerships: Academic Perspective Karen A McDonnell, PhD.
0-1 Introduction Applying Innovation By David O’Sullivan and Lawrence Dooley © Sage Publications 2008.
Strategic Planning A Tool for “Charting our Future” Strategic Planning Team May 24-25, 2012.
GATHERING REQUIRED SCORECARD INFORMATION. CHOOSING YOUR PERSPECTIVES HOW MANY PERSPECTIVES IN THE BS? –Four perspectives are the most common: Financial,
Oregon’s Future Starts Here Superintendents’ vision for turning our good schools into great schools.
Anderson County Schools. 1. Providing technology to support instruction and to assist with stakeholder communication. 2. Identifying and providing new.
Succession Planning Ray Scott, CFPIM, CIRM President, APICS – St. Louis Chapter Ensuring Continued Success for Your Chapter.
QUESTIONS TO DEBATE Chapter 14, Instructor’s Manual
QUESTIONS TO DEBATE Chapter 11, Instructor’s Manual.
QUESTIONS TO DEBATE Chapter 13, Instructor’s Manual.
Building the Board Your Organization Needs Presented by Indiana Youth Institute Community Foundation of Howard County 3/8/2007.
© International Institute of Business Analysis 1 Mentor Program Baltimore IIBA Chapter Protégé Guide.
REPORT OF THE PROVINCIAL GRADE 3, 6, AND 9 ASSESSMENTS.
THE NATIONAL QUALITY FORUM EMPLOYER & HEALTH PLAN INITIATIVES IN HEALTHCARE QUALITY IMPROVEMENT & MEDICAL ERROR REDUCTION AUDIOCONFERENCE Sponsored by.
QUESTIONS TO DEBATE Chapter 7, Instructor’s Manual.
QUESTIONS TO DEBATE Chapter 10, Instructor’s Manual.
Strategy, Balanced Scorecards and Incentive Systems
QUESTIONS TO DEBATE Chapter 8, Instructor’s Manual.
Board Leadership Seminar: The Corporation & Its Board September 15, 2015.
STRATEGIC MANAGEMENT IN TIMES OF CHANGE Strategic control.
QUESTIONS TO DEBATE Chapter 4, Instructor’s Manual.
Community Room Presentations. Introduction Your management team submits a presentation to its CEO and Executive Committee covering the operating and strategic.
WHY = How. 1.You take control of an aspect in your life: HOW? Why Set Goals?
New York State Education Department Office of Curriculum and Instruction Science Update March 2015.
BOARD OF DIRECTORS Roles and Responsibilities. GENERAL RESPONSIBILITIES GOVERNANCE - Vision/Direction - Oversight/Evaluate LEADERSHIP - Partnership with.
QUESTIONS TO DEBATE Chapter 5, Instructor’s Manual.
Keep Education Vital In Neighborhoods Dane County Chapter of S.T.O.P - Safe Tables Our Priority Getting Involved In Your Community & Starting a Local Chapter.
FIGURES Chapter 5, Instructor’s Manual. © 2006 by John R. Griffith and Kenneth R. White FIGURE 5.1 Decision Tree for Evaluating Surgical Treatment for.
Table 1: Comparison of Management and Financial Accounting.
Board Structure & Responsibilities Governing Board Online Training Module.
STRATEGIC MANAGEMENT Class 2 October 8, Chapter Objectives 1.Describe the nature and role of vision and mission statements in strategic management.
FIGURES Chapter 15, Instructor’s Manual. © 2006 by John R. Griffith and Kenneth R. White FIGURE 15.1 Major Marketing Directions.
1 Balanced Scorecard Philosophy, Basics, Fundamentals, and Functions.
PREPARING for PAST GOVERNOR
Well Trained International
The Managerial Process of Crafting and Executing Strategy
Chapter 12: Growing Toward the Teaching Profession
Chapter10 Professional ethics
QUESTIONS TO DEBATE Chapter 9, Instructor’s Manual
Chapter 6: Goals and Objectives Learning Objectives
STRATEGIC MANAGEMENT IN TIMES OF CHANGE
QUESTIONS TO DEBATE Chapter 12, Instructor’s Manual
Literacy Research Memory Skill Practice Stretch!
Northside Learning Center State of School
MGT 521 AID Dreams Come True / mgt521aid.com. MGT 521 Assignment Apply Week 1 Target Case Study Analysis FOR MORE CLASSES VISIT Assignment.
Presentation transcript:

QUESTIONS TO DEBATE Chapter 3, Instructor’s Manual

Should every community have its own HCO with its own mission, or should hospitals be like Wal-Mart, where the mission is set once for the world? If there is a virtue to individual community missions, what is it, and how should a local governing board establish a mission? © 2006 by John R. Griffith and Kenneth R. White

2. How would stakeholders’ lives change if an HCO made no statement of vision or values? If the vision and values were passed by the board but otherwise ignored? © 2006 by John R. Griffith and Kenneth R. White

3. What are the critical skills a CEO brings 3. What are the critical skills a CEO brings? What are the professional obligations of the CEO? How does the board know that those skills are present and those obligations fulfilled? What makes the relationship effective, and what erodes the relationship? © 2006 by John R. Griffith and Kenneth R. White

4. Would you add or take away any dimensions to the balanced scorecard 4. Would you add or take away any dimensions to the balanced scorecard? What happens if the board ignores a dimension? Can management prepare plans that improve all dimensions of the scorecard, or are some dimensions permanently in conflict? What should the board do if a dimension is below benchmark and is not improving? © 2006 by John R. Griffith and Kenneth R. White

5. Why should the governing board evaluate its own performance 5. Why should the governing board evaluate its own performance? How does a board “build in” evaluation so that it is not overlooked? Should a board use both the balanced scorecard and the “Ten Measures” (Figure 3.11) to evaluate its work? © 2006 by John R. Griffith and Kenneth R. White