C432 WGU Healthcare Management and Strategy + Pre
Assessment COMPLETE QUESTIONS AND CORRECT
DETAILED ANSWERS \VERIFIED 100% ALREADY
GRADED A+ BRAND NEW!!
Networks Joint ventures and alliances between established
organizations for growth purposes. By forming
networks, organizations can enter a market more
quickly and with minimal risk.
Related Diversification Expansion into a different business that uses similar
technologies (also called concentric diversification) or
adds new products or services to an organization's
existing offerings (also called horizontal
diversification).
Transaction Cost Economics A theory that suggests organizational boundaries are
influenced by organizations' efforts to mitigate the
costs of transactions and contractual hazards that are
incurred by buying and selling assets and services.
Transfer Pricing The "price" charged for intra-organization trade. (ex.
the sale or transfer of goods and services within an
organization).
Unrelated (conglomerate or lateral) The addition of new products or services that have
Diversification little or no overlap with an organization's current
products/services and assets.
Vertical Expansion Acquisition of a business that is a source of supplies
for the acquiring organization (backward expansion)
or that purchases from the acquiring organization
(forward expansion).
Vertical Integration Assimilation of the vertical components of an
organization through greater internal control and
,Network Outsource Alliance An arrangement in which a core organization
outsources functions to contract organizations. For
example, some pharmaceutical companies use this
type of alliance for drug discovery and clinical
trials.
Physician-Hospital Organization A strategic alliance between a hospital and its
(PHO) medical staff, established to develop new services
and compete effectively for managed care business.
Pooled Interdependence An arrangement in which organizational subunits group
their resources but mostly have their own separate
processes and require little coordination.
Pooled Service Alliance An arrangement in which the resources of a large
number of organizations are grouped to produce
value for member organizations. Group purchasing
organizations (GPOs) are an example of this type of
alliance.
Reciprocal Interdependence An arrangement in which organizational subunits
have multiple interactions and make multiple
exchanges of outputs/products among
organizational subunits
prior to producing a final outcome. Complex
products that necessitate constant learning and
communication are developed through reciprocal
interdependence.
Resource Interdependence The relationships, dependencies, and interactions
among organizational resources.
Sequential Interdependence An arrangement in which resources/tasks are handed
off from one organizational subunit to another.
Information, materials, products, and resources must
be highly coordinated among organizational subunits
because these exchanges occur in a particular
order.
Strategic Alliance A mutually beneficial, long-term, formal relationship
formed between two or
more parties to pursue a set of common goals or to
meet a critical business need while remaining
independent organizations. Also called quasi-firm
and hybrid
arrangement.
, Stakeholders Persons whom have a claim to or obtain some benefit
from an organizations.
Strategic Intent Statements expressing the ethics that guide an
organization's actions and processes and the
organization's standards for behavior among its
staff.
Values Statements expressing the ethics that guide an
organization's actions and processes and the
organization's standards for behavior among its
staff.
Vision A statement of the desired future state of the
organization.
Barriers to Entry Obstacles that impede an organization from entering a
market.
Delphi Group Technique A method of achieving consensus among members
of a group. Content experts make forecasts, develop
solutions, or identify issues, and then these inputs
are summarized, re-reviewed, and revised until a
general consensus is reached.
Economies of Scale a proportionate saving in costs gained by an increased
level of production.
Exit Barriers The costs an organization will incur if it exits a market.
Force Field Analysis A technique used to evaluate whether environmental
influences support or undermine an organization's
decisions/plans.
Group Purchasing Organizations Alliances formed to give member organizations greater
(GPOs) negotiating power and concessions on price, delivery
times, and quality when purchasing
products/services.
Mobility Barriers Intra-industry obstacles that impede organizations in a
strategic group from
joining and competing in another group. Examples
of mobility barriers include advertising,
expenditures on research and development,
distribution channels, breadth of product lines,
and patents.
Nominal Group Technique (NGT) A group method of identifying an issue or choosing a
Assessment COMPLETE QUESTIONS AND CORRECT
DETAILED ANSWERS \VERIFIED 100% ALREADY
GRADED A+ BRAND NEW!!
Networks Joint ventures and alliances between established
organizations for growth purposes. By forming
networks, organizations can enter a market more
quickly and with minimal risk.
Related Diversification Expansion into a different business that uses similar
technologies (also called concentric diversification) or
adds new products or services to an organization's
existing offerings (also called horizontal
diversification).
Transaction Cost Economics A theory that suggests organizational boundaries are
influenced by organizations' efforts to mitigate the
costs of transactions and contractual hazards that are
incurred by buying and selling assets and services.
Transfer Pricing The "price" charged for intra-organization trade. (ex.
the sale or transfer of goods and services within an
organization).
Unrelated (conglomerate or lateral) The addition of new products or services that have
Diversification little or no overlap with an organization's current
products/services and assets.
Vertical Expansion Acquisition of a business that is a source of supplies
for the acquiring organization (backward expansion)
or that purchases from the acquiring organization
(forward expansion).
Vertical Integration Assimilation of the vertical components of an
organization through greater internal control and
,Network Outsource Alliance An arrangement in which a core organization
outsources functions to contract organizations. For
example, some pharmaceutical companies use this
type of alliance for drug discovery and clinical
trials.
Physician-Hospital Organization A strategic alliance between a hospital and its
(PHO) medical staff, established to develop new services
and compete effectively for managed care business.
Pooled Interdependence An arrangement in which organizational subunits group
their resources but mostly have their own separate
processes and require little coordination.
Pooled Service Alliance An arrangement in which the resources of a large
number of organizations are grouped to produce
value for member organizations. Group purchasing
organizations (GPOs) are an example of this type of
alliance.
Reciprocal Interdependence An arrangement in which organizational subunits
have multiple interactions and make multiple
exchanges of outputs/products among
organizational subunits
prior to producing a final outcome. Complex
products that necessitate constant learning and
communication are developed through reciprocal
interdependence.
Resource Interdependence The relationships, dependencies, and interactions
among organizational resources.
Sequential Interdependence An arrangement in which resources/tasks are handed
off from one organizational subunit to another.
Information, materials, products, and resources must
be highly coordinated among organizational subunits
because these exchanges occur in a particular
order.
Strategic Alliance A mutually beneficial, long-term, formal relationship
formed between two or
more parties to pursue a set of common goals or to
meet a critical business need while remaining
independent organizations. Also called quasi-firm
and hybrid
arrangement.
, Stakeholders Persons whom have a claim to or obtain some benefit
from an organizations.
Strategic Intent Statements expressing the ethics that guide an
organization's actions and processes and the
organization's standards for behavior among its
staff.
Values Statements expressing the ethics that guide an
organization's actions and processes and the
organization's standards for behavior among its
staff.
Vision A statement of the desired future state of the
organization.
Barriers to Entry Obstacles that impede an organization from entering a
market.
Delphi Group Technique A method of achieving consensus among members
of a group. Content experts make forecasts, develop
solutions, or identify issues, and then these inputs
are summarized, re-reviewed, and revised until a
general consensus is reached.
Economies of Scale a proportionate saving in costs gained by an increased
level of production.
Exit Barriers The costs an organization will incur if it exits a market.
Force Field Analysis A technique used to evaluate whether environmental
influences support or undermine an organization's
decisions/plans.
Group Purchasing Organizations Alliances formed to give member organizations greater
(GPOs) negotiating power and concessions on price, delivery
times, and quality when purchasing
products/services.
Mobility Barriers Intra-industry obstacles that impede organizations in a
strategic group from
joining and competing in another group. Examples
of mobility barriers include advertising,
expenditures on research and development,
distribution channels, breadth of product lines,
and patents.
Nominal Group Technique (NGT) A group method of identifying an issue or choosing a
