CPHQ Exam 2 (Answered) Verified Solution
100%
Strategy
A planned action toward a goal
Strategic Management Process
A six-step process that encompasses strategic planning, implementation, and
evaluation
Strategic Planning
A set of procedures for making decisions about the organization's long-term goals and
strategies. Consider what the company wants to do, what it should do, and what it can
do.
mission statement
a short, specific written statement of the reason a business exists.
Vision Statement
Expresses what the organization should become, where it wants to go strategically
Guiding Principles
Define the organizations attitudes and policies for employees and thereby help to direct
the vision.
SMART goals
goals that are specific, measurable, attainable, realistic, and timely
How to determine "what an organization should do"
Assess the external environment
How to determine " what an organization can do"
Assess the internal environment
structural variables
Subsystems of an organizations
Hoshin
A Japanese word meaning statement of objectives.
Hoshin Kanri planning
policy deployment through a strategic planning process that utilizes project-based
improvement. Planning typically performed at three levels: general (senior
management), intermediate (middle management), and detailed (implementation
teams).
Bears ultimate responsibility for setting policy, financial and strategic direction,
and the quality of care and service provided by all of its practitioners
An organization's governing body
Leadership
The ability to influence an individual or group toward achievement of goals. Determining
the correct direction or path.
Management
Doing the correct things to stay on the correct path.
Continuous survey readiness (CSR)
Preparation for accreditation surveys
100%
Strategy
A planned action toward a goal
Strategic Management Process
A six-step process that encompasses strategic planning, implementation, and
evaluation
Strategic Planning
A set of procedures for making decisions about the organization's long-term goals and
strategies. Consider what the company wants to do, what it should do, and what it can
do.
mission statement
a short, specific written statement of the reason a business exists.
Vision Statement
Expresses what the organization should become, where it wants to go strategically
Guiding Principles
Define the organizations attitudes and policies for employees and thereby help to direct
the vision.
SMART goals
goals that are specific, measurable, attainable, realistic, and timely
How to determine "what an organization should do"
Assess the external environment
How to determine " what an organization can do"
Assess the internal environment
structural variables
Subsystems of an organizations
Hoshin
A Japanese word meaning statement of objectives.
Hoshin Kanri planning
policy deployment through a strategic planning process that utilizes project-based
improvement. Planning typically performed at three levels: general (senior
management), intermediate (middle management), and detailed (implementation
teams).
Bears ultimate responsibility for setting policy, financial and strategic direction,
and the quality of care and service provided by all of its practitioners
An organization's governing body
Leadership
The ability to influence an individual or group toward achievement of goals. Determining
the correct direction or path.
Management
Doing the correct things to stay on the correct path.
Continuous survey readiness (CSR)
Preparation for accreditation surveys
