CPHQ Practice exam (Answered) Questions And Answers With Rationale, Verified Solution

CPHQ Practice exam (Answered) Questions And Answers With Rationale, Verified Solution 1. Which of the following is the best definition of "vision" in regard to creating an organizational vision statement? a. The ability to see the future b. An ideal future state c. A realistic action plan for future performance d. An outline of future organizational purpose. 1. B: In the creation of an organizational vision statement, vision is a description—realistic or not—of an ideal future state. This description of an ideal future state gives shape to the goals of an organization. A vision statement does not involve detailed descriptions about the specific actions necessary for bringing the vision to fruition. 2. A patient care team is in disagreement over new admissions procedures. What decision-making model should management use? a. Decision criteria b. Consensus c. Invocation d. Tenure influence. 2. A: Decision criteria is a decision-making model that explores all options equally and gives unorthodox or unpopular options a fair chance, even when they are under dispute. Consensus is not the best choice because this approach often reduces decisions to options that everyone likes and discounts the unorthodox or unpopular options that could be appropriate and viable. 3. St. Josephʼs Hospital was recently ranked last in the region in the area of efficiency in transferring patients to inpatient beds. When working on process improvements, what type of data is likely to prove most helpful? a. Internal data b. Historical data c. Quality control data d. Comparative data. 3. D: Comparative data would prove most helpful in improving the processes at St. Josephʼs Hospital. By comparing their data and processes with those of higher ranked medical facilities, process improvement solutions could be derived. A and B are incorrect because internal data, whether historical or contemporary, will not help identify the reasons for the last place ranking and will not help improve processes. C is wrong because quality control data is another internal measure that will only compare the existing processes with established internal standards. 4. Which of the following is a structure designed to help facilitate team or group pursuit of specific goals and objectives? a. Management b. Organization c. Intelligent design d. Delegation. 4. B: An organization is a structure that is designed to bring a group together for the pursuit of specific goals and objectives. While management and delegation are both important, they are not central to the unification of a team or group for goal pursuit. They are aspects of the structure, but not the structure itself. 5. Mrs. Jones waits more than an hour past her scheduled appointment time. She finally leaves in a huff, calling the doctorʼs office a joke and saying she has better things to do. Mrs. Jonesʼ perception of quality in this instance is based on... a. Medical care. b. Statistical anomalies. c. Provider norms. d. Patient care. 5. D: Mrs. Jonesʼ evaluation of the medical office was based entirely on her patient care experience, not the actual quality of the office or staff. 6. If managers fail to make organizational decisions consciously, what generally serves as the basis for outcomes? a. Circumstances b. Organizational policy c. Statistical norms d. Federal regulations. 6. A: When managers do not make conscious organizational decisions, those decisions are made by default according to circumstances. Decision making becomes reactive instead of pro-active, and more and more resources are devoted to managing current problems which could have been prevented, instead of planning for the future. This can lead to the beginning of a negative feedback loop which can be very destructive to an organization. 7. During a surgical procedure, a small medical implement was left inside a patient. The follow-up surgery to remove the implement is an example of... a. Quality improvement. b. Quality control. c. Quality assurance. d. Total quality.. 7. C: Quality assurance is a focus on outputs or quality after the point of production, including any corrective actions necessary to optimize post-production quality, as in the surgery performed to remove the implement left in the patient. A, B, and D are incorrect because they refer to quality processes that take place on different levels and are not corrective in the way that quality assurance is. 8. Which of the following statements about quality in healthcare is true? a. Quality is a conglomerate of lessons, methods, and knowledge. b. Quality directly correlates to patient safety. c. Quality is multifaceted and multidimensional in nature. d. All of the above 8. D: All of the statements presented in A, B, and C are true statements about quality in healthcare. 9. Which of the following is not considered a principle of total quality? a. Competent management b. Customer focus c. Continuous improvement d. Teamwork. 9. A: Competent management is not considered a principle of total quality. Customer focus, continuous improvement, and teamwork are the three principles of total quality. 10. Healthcare organizations are often classified as systems. What is the primary reason for this designation? a. They span several states with a network of providers. b. They are dynamically complex and have multiple levels of management. c. They are a collection of parts that function as an interdependent whole. d. They employ a broad cross-section of the population in various positions.. 10. C: Healthcare organizations are often classified as systems because they are a collection of parts that function as an interdependent whole 11. Mary has a family history of heart disease and type II diabetes. She also has pre-hypertension. Maryʼs doctor recently put her on a diet and exercise program. This is an example of system thinking called... a. Quality control. b. Preemptive medicine. c. Continuous improvement. d. History dependency.. 11. B: System thinking that prescribes preventative actions to help prevent an impending problem is called preemptive medicine 12. How does the World Health Organization Surgical Safety Checklist lead to tight coupling in the operating room? a. It establishes universality for patients. b. It compartmentalizes the procedures. c. It establishes a clear operating room hierarchy. d. It closely aligns the various individuals involved in the process.. 12. D: The World Health Organization Surgical Safety Checklist leads to tight coupling in the operating room by closely aligning the various individuals involved in the surgical process. 13. Who created the hospital information management standard that states, "The hospital maintains the security and integrity of health information?" a. The Baldrige Committee b. The Joint Commission c. The National Institutes of Health d. The ORYX Initiative. 13. B: The Joint Commission set the standard that hospitals are responsible for health information security and integrity. 14. The rate of sick days among employees in the intensive care unit (ICU) falls well within the hospital standard, but the CNAs claim the RNs take too many sick days, and this prevents consistent care relationships between RNs and CNAs. What should management do to investigate this situation? a. Set up surveillance of the department b. Distribute patient surveys throughout the ICU c. Distribute employee surveys throughout the ICU d. Unbundle/disaggregate the data and reanalyze it. 14. D: The best way to understand exactly what is happening in the intensive care unit (ICU) is to unbundle or disaggregate the data and analyze it again, looking for specific challenges with RN sick days. 15. The new administrator of Hospital A implements a top down hand washing policy for all employees and visitors to the hospital. As a result, previously high infection rates drop below national standard levels for the first time. This new policy is an example of... a. Performance measures. b. Quality assurance. c. Risk management. d. Information management. 15. C: Risk management is defined as taking steps to avoid and control risks within an environment to accomplish a desired outcome, and the hand washing policy helps manage the risk of infection. 16. The Baldrige Performance Excellence Program Health Care Criteria remark on the importance of measurement and analysis of data. What can be the downside of a heavy performance data focus? a. Managers can get tunnel vision and overlook nonme assured errors and issues. b. Data far above the national standard can result in inflated self-opinion. c. Data far below the national standard can result in depression and despondency. d. Hospitals with high data scores are held to impossibly high standards.. 16. A: The downside of a heavy data focus can be tunnel vision by managers, which can lead to oversight of non-measured errors. 17. A position has recently opened for a department head in human resources (HR). It is your job to select the best internal candidate to interview for the position. Which of the following candidates possesses the strongest leadership potential? a. An HR supervisor who has been with the organization for 10 years. b. An accounting supervisor who has a perfect quality record. c. An HR employee who mentors new hires and frequently attends voluntary training. d. A supervisor in the maintenance department who wants to try something new.. 17. C: An employee with experience in the field who has emotional intelligence (demonstrated by mentoring new hires) and a quest for new knowledge shows excellent leadership potential. 18. In a large hospital setting, which of the following represents an internal customer? a. An admitted patient b. A physical therapy department assistant c. A medical equipment supplier d. A patientʼs family. 18. B: A physical therapy department assistant is an internal customer because he or she works within the organizational structure. The other choices all represent external customers. 19. Who should be considered when developing process requirements within a healthcare organization? a. Patients b. Internal customers c. Stakeholders d. All of the above. 19. D: Patients, internal customers, and stakeholders should all be considered when developing process requirements within a healthcare organization. 20. What happens right after a Joint Commission-accredited hospital experiences a