3. The _______ budget is a projection of cash balance at the end of each month throughout the budget year.a. capital c. incremental b. revenue and expense d. cash4. _______ budgeting is the practice of involving operating unit managers and supervisors in the development of forecasts of expenditures and revenues for their respective units.a. Cash c. Incremental b. Grassroots d. CapitalQuestions 5–18: Indicate whether each statement is True or False.______ 5. Controlling is the process of giving directives.______ 6. Controlling is most closely related to the planning function.______ 7. The purpose of the controlling process is to ensure that performance is consistent withplans and that plans and standards are being followed.______ 8. Controlling is one of the preparatory steps for the work to get done.______ 9. E-mail fuels the grapevine.(Continued)Health Care Management50Self-Check 8______ 10. Anticipatory control is a mechanism that alerts the user to discrepancies after aprocess is completed.______ 11. Benchmarking establishes goals by comparing performance to others.______ 12. Observation can’t be used as a technique for measurement.______ 13. Benchmarking is the process of seeking best practices so that the organization remainscompetitive in the marketplace.______ 14. Budgeting isn’t a planning function but an administrative function.______ 15. Budgetary control refers to the use of budgets to control the department’s daily operations.______ 16. What-if analysis manipulates variables in a budget to see how the results change.
______ 17. A date isn’t needed in a budget.______ 18. When preparing a budget, a manager must locate internal competition for funds.Check your answers with those on page 65.ASSIGNMENT 9—LABOR RELATIONS Read this introduction, then read Chapters 27–29 in your text- book, Health Care Management.The Labor Union and the SupervisorThe nature of the job means that managers have the most contact with the unions. The supervisors deal with the union- ized employees, and the managers make the decisions thatLesson 4 51affect the employees. Managers must accept and respect the employees’ decision and right to join the union. Labor laws dictate things that managers can and can’t do during union organizing. For example, managers can’t interrogate employees to find out whether they’re for or against the union. They also can’t threaten, coerce, or intimidate any employee because of union activity. It’s important to avoid saying anything that might be construed as an attempt to circumvent this rule. Managers can tell employees that the organization doesn’t believe that they need union representation. A list ofdo’s and don’ts for managers appears on page 636 of your textbook.Regardless of whether their employees are in the union or not, managers should continue to strive tobe effective leaders. They should continue to give clear and reasonable directives and keep morale high amongst staff. They should keep employee files up to date, including any disciplinary actions taken against employees, as that information may be needed during union negotiations and grievances.