Week 10 MHB
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Select 5 questions from each chapter to respond to by 11:59 pm Friday. Respond to at least 2 other classmates’ posts on at least 2 different days.
Chapter 32
- Why should there be a separate recorder appointed for a meeting? Why not have the chairperson fulfill this function and thus keep down the number of essential attendees?
- Why should we not seat antagonists facing each other across a conference table?
- Why and how can the active presence of a devil’s advocate help avoid falling prey to the “Abilene Paradox?”
- What is one form of meeting for which it’s appropriate to expect everyone present to actively participate? And one form of meeting where little or no attendee participation is expected?
- If five to eight people is the ideal range of membership for a group considering various actions, how can a board of, for example, 30 persons effectively do business?
- When you are convening a meeting, why not make your position, opinion, or recommendation clear at the outset to let attendees know where you stand?
- Why are so many regularly scheduled meetings wasteful and inefficient?
- What is the purpose of the practice of setting meeting times at odd hours, for example 9:06 AM?
- How would you handle a meeting participant who behaves as though knowing considerably more about the subject of the meeting than you, the chairperson?
- Do you believe that meetings in general have a “tainted reputation” as claimed in the chapter? Why, or why not?
Chapter 34
- Why is delegation clearly identified as the greatest supervisory time saver?
- What is the strongest force acting to prevent us from improving our use of time? Why is this and what can be done about it?
- Why do some individuals spend time focusing on low-priority tasks even when they know there are more important tasks waiting?
- How might some supervisors feel trapped into over-committing their time?
- Why is it often suggested to begin the workday by first tackling the unpleasant tasks?
- What is the usual fate of material that’s set aside to read “when the time is available?” Why does this occur?
- What particular characteristics might be exhibited by a supervisor who continually seems to become caught up in people problems that should actually be addressed by others?
- What is wrong with the process of gathering more data and opinions than may be needed? Is this not a sound means of ensuring accuracy?
- How can you “learn to say no” when the overload comes via demands of your immediate superior?
- What is fundamentally wrong with reactive management? Doesn’t it ensure that you are working on the most urgent matter of the moment?
- Umiker’s Management Skills for the New Health Care Supervisor 7th edition – Reading
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