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MHA 702 Exam 4 Questions And Verified Detailed Answers
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MHA 702 Exam 4 Questions And VerifiedDetailed Answers
Succession planning for middle management is
Commonly depicted as career planning
Succession planning includes
The development of a single, anointed successor to a position
Career planning planning often
Includes developing multiple candidates for a single position, which tends to create a
small group of possible successors
A large group of senior healthcare leaders will
Likely retire over the course of several years
Changes in leadership at the top of any organization causes
Great stress and uncertainty among employees and members of their governing boards
Organizations that have planned succession at the top are more likely to have smoother
transitions in the top positions of their organizations .
Organizations which do not plan for succession development essentially leave the
development of their future leaders to happenstance, rather than making a conscious
and systematic effort to identify and prepare high-potential individuals to take over and
provide the needed leadership.
,Healthcare organizations probably have more to gain from
Succession planning more effectively compared to other business types
Healthcare has attracted numerous individuals due
To its usually stable job environment, and a successful transition of a CEO can help in
retaining both the feel and appearance of stability
A recent survey of over 100 healthcare executives that encouraged their organization to
pursue succession planning
1. The presence of a governing board member or CEO having had a previous
succession panning experience
2. Having a person within the organization initiate and coordinate the effort
3. Recognition of the benefits of succession planning to the organization
Most CEO's remain in their position for no longer than 5 years and experts recommend
that planning should begin 4 years before a CEO is expected to depart so most hospitals
should
Begin succession planning within one year of hiring a new CEO
Human Resources departments can and at times
Step in and be the catalyst for sound succession planning
The trust of the governing board and CEO cannot be bought, but a human resource
director can earn and preserve it.
In the long run, succession planning will save money for organizations
CEO search fees can reach 30% or more of the salary of a new CEO for the first year
Grooming an internal person to take over was traditionally considered one of the key
elements of for-profit sector succession planning
, For-profit organizations that hired external people to replace their CEOs have
Found that maintaining financial stability more difficult than those for-profit who have
groomed internal persons
Those that hire a CEO from the outside
Normally need 6-12 months before the financial performance regain the level that
existed prior to the replacement
Those people have critically important roles to ensure that any succession plan is
successful
The governing board, the current CEO, the incoming successor, and the organization's
Human Resources department
CEO succession planning should
Be a board-driven collaborative process
CEO succession planning must
Be a continuous process
Key leadership criteria and competencies must
Be defined for any potential successor
Building feedback loops into assignments will
Ensure that the successor is receiving the experiences necessary for professional
developmental growth
Goal of succession planning is
To bring the right leader in at the right time
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