Test Bank - Management in Physical Therapy Practices, 2nd Edition (Page, 2016), Chapter 1-17 | All Chapters

TEST BANK
Management in Physical Therapy Practices


Catherine G. Page
2nd Edition

,Table of Contents

Chapter 01 Becoming a Healthcare Manager 1
Chapter 02 Managers and Leaders in Contemporary Healthcare Organizations 4
Chapter 03 Healthcare Organizations 9
Chapter 04 Introduction to Healthcare as a Unique Insurance-based Business 12
Chapter 05 Responsibility for Vision, Mission, and Goal Setting 16
Chapter 06 Responsibility for Policies and Procedures 19
Chapter 07 Responsibility for Marketing 22
Chapter 08 Staffing Responsibilities 25
Chapter 09 Responsibility for Patient Care 29
Chapter 10 Financial Responsibilities 31
Chapter 11 Risk Management, Legal, and Ethical Responsibilities 33
Chapter 12 Communication Responsibilities 35
Chapter 13 Management Issues in Long-Term Care 38
Chapter 14 Management Issues in Out-Patient Settings 40
Chapter 15 Management Issues in School-Based Settings 43
Chapter 16 Management Issues in Home Care Organizations 46
Chapter 17 Management Issues in Hospitals and Health Systems 49

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Test Bank - Management in Physical Therapy Practices, 2nd Edition (Page, 2016)




Chapter 1: Becoming a Healthcare Manager



Multiple Choice



1. Which of the following factors best represents clinicians who become managers?
A. Their promotion means they have strong managerial skills
B. Their promotion leads to a separation from their professions
C. Their clinical skills are critical to their new positions
D. Their clinical skills are a strong foundation for managerial skills

ANS: D
Rationale: Promotions may be decisions based on convenience and expedience rather than “best skills”.
It is often difficult for clinicians to leave their professional loyalties behind. Their specialized direct
patient care clinical skills are not as important as their generic management skills that come with patient
care responsibilities



2. Which of the following transitions are typically necessary for clinicians who become managers?
A. A move from circumstantial control to autonomous control
B. A move to focusing from comprehensive goals to definitive criteria
C. A move from self-direction of work to selfless service of others
D. A move from circumstantial control of work to autonomous control of work

ANS: C
Rationale: Except for “a move from self-direction of work to selfless service of other”, all the moves are
reversed.



3. Which type of mentor is most likely to be important to a new regional rehabilitation manager for a
national chain of nursing homes?
A. Coach
B. Exposer
C. Protector
D. Sponsor

ANS: A
Rationale: A mentor in this situation is probably of most value when he or she coaches the new person
about the job. It is less likely that the new manager needs to be exposed to opportunities for promotion,
protected or sponsored because they are already in a new management position.



4. Which of the following proportions best describes how managers typically spend their time?
A. 65% administrivia, 10% finances, 25% people
B. 65% people, 10% finances, 25% administrivia



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Test Bank - Management in Physical Therapy Practices, 2nd Edition (Page, 2016)




C. 65% finances, 10% people, 25% administrivia
D. 65% finances, 10% administrivia, 25% people

ANS: B
Rationale: The major focus of managers is people management. The other answer options reflect
common mistaken notions that management is either busy work or numbers work.



5. The role of a manager to balance continuity and change in an organization is best described as:
A. Communicator
B. Entrepreneur
C. Stabilizer
D. Future leader

ANS: C
Rationale: These are all roles of managers. In the stabilizer role the manager balances continuity and
change. In the communicator role, a manager is responsible for written and oral communication. As
entrepreneur, a manager initiates and implements new programs. As future leader, a manager anticipates
and supports change.



6. Which of the following actions best describes the industrious manager?
A. Working 80 hours per week
B. Taking initiative
C. Avoiding delegation
D. On-call while vacationing

ANS: B
Rationale: Busyness is often the opposite of industriousness. Appropriate delegation is essential to
industriousness, and the ability to have things continue to run while away is a reflection of good
management and delegation. That leaves taking initiative as the only component of industriousness in
this list—working to get the job done.



7. Under which of the following conditions should a manager delegate responsibility for a task?
A. It involves planning to solve a new problem
B. It involves challenges that will help people grow
C. It involves rewards or discipline
D. It involves coaching and motivating

ANS: B
Rationale: Rewards, discipline, coaching and motivating are all managerial tasks that involve people
management with potentially serious outcomes, so managers must assume responsibility for them. It
would be best to include others in problem solving, but would likely slow down the solution to have
someone else plan the problem solving process. Challenging to help people grow is the sign of a manager
that knows how to delegate properly.




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