BOG PRACTICE EXAM – FACHE QUESTIONS AND
ANSWERS GRADAD A+
According tto tthe tACHE's tCode tof tEthics, tone tway tthat thealthcare
executives tcan tavoid tor tminimize tthe tnegative timplications tof tconflict tof tinterest tis tto: t
a. tDevelop ta tpublic trelations tplan tto taddress tpotential tconflict-of-interest tscenarios.
b. tNot tparticipate tin tthe tspecific tdecision twhere tconflict tmay texist.
c. tEnsure tmembers tsubmit tannual tlists tof tmajor tactivities tand tholdings tfor tinspections.
d. tMake tthe tconflict tknown tto tthose tin tsuperior tpositions. t- td. tMake tthe tconflict tknown tto tthose tin
tsuperior tpositions
The tprinciples tof tquality timprovement trequire tthat thealthcare texecutives tchange ttheir tmanagement
tphilosophy tfrom:
a. tFinding tfault twith temployees tto tfinding tproblems tin tprocesses.
b. tFinding tfault twith temployees tto tinvolving tthem tin tthe timprovement tof tprocesses.
c. tFocusing ton tenhanced tinspection ttechniques tto tfocusing ton tvariance.
d. tFocusing ton temployees' troles tto tfocusing ton tprocess toutcomes. t- ta. tFinding tfault twith temployees
tto tfinding tproblems tin tprocesses.
What ttype tof tproblem tarises twhen ta thealthcare texecutive tknowingly tallows tthe torganization tto
tcontinue tdouble tbilling?
a. tAn tethical tproblem tfor tthe thealthcare texecutive, tbut tmay tnot tbe tgrounds tfor tdismissal tif
torganizational tpolicy tis tnot tclearly tstated.
b. tAn tactual tconflict tof tinterest, teven tabsent ta tdirect teconomic tbenefit tto tthe thealthcare texecutive.
c. tAn tethical tproblem tfor tthe temployee tif tthe thealthcare texecutive treceives tdirect teconomic tbenefit.
d. tAn tethical tproblem tif tit tclearly tviolates tstate tor tfederal tlaw. t- tb. tAn tactual tconflict tof tinterest,
teven tabsent ta tdirect teconomic tbenefit tto tthe thealthcare texecutive.
Which tof tthe tfollowing tis ta tunit tof tmeasure tcommonly tused tto tdetermine tphysicians' tclinical
tproductivity?
a. tRVU
b. tCMS
c. tIPO
,d. tCPU t- ta. tRVU
Which tof tthe tfollowing tthird-party treimbursement tmethods tprovides tthe tlargest tfinancial tincentive
tfor tthe tprovider tto treduce tcost?
a. tCharge-based
b. tCost-based
c. tProspective tpayment
d. tPer tdiem t- tc. tProspective tpayment
Statements tof tearnings, tfinancial tpositions, tchanges tin tfinancial tposition tand tretained tearnings tare
trequired tto tbe tsubmitted tyearly tby tall:
a. tPublicly towned thealthcare torganizations.
b. tPrivately towned thealthcare torganizations.
c. tGovernment towned thealthcare torganizations.
d. tFaith-based towned thealthcare torganizations. t- ta. tPublicly towned thealthcare torganizations.
Which tof tthe tfollowing tis tan tExample tof ta tcapital texpenditure?
a. tLand tthat tis tpurchased tfor tresale.
b. tSurgical tequipment twith ta tuseful tlife tof tsix tmonths.
c. tA tbuilding twith ta tuseful tlife tof t20 tyears.
d. tMedical tsupplies tused tfor tpatient tcare. t- tc. tA tbuilding twith ta tuseful tlife tof t20 tyears.
What tis tthe tcorrect torder tof tstages tfor taccomplishing torganization tchange?
a. tIdentifying, tplanning, timplementation, tevaluation.
b. tPlanning, tidentifying, tevaluation, timplementation.
c. tEvaluation, tplanning, timplementation, tidentifying.
d. tPlanning, tevaluation, tidentifying, timplementation. t- ta. tIdentifying, tplanning, timplementation,
tevaluation.
Boards tmake tbetter tstrategic tdecisions tif tthey tuse tinformation tthat tis:
a. tReadily tavailable ton tspecial tboard twebsite.
b. tGenerated tfrom tcomputer tstudies tof tdepartmental tactivity treports.
c. tSummarized tin tgraphs tfor tbetter tunderstanding.
d. tFocused ton tmeasurable toutcomes tof tservice tquality tand teconomic tvitality. t- td. tFocused ton
tmeasurable toutcomes tof tservice tquality tand teconomic tvitality.
,The tcentral trole tof tthe thealth tservices torganization tboard tincludes tall tof tthe
following:
a. tSetting tthe tstrategic tplan tand tservice tvalues tof tthe torganization.
b. tSupport tfor tassessing tchanging tmarket tneeds.
c. tSupport tin tmanaging timportant tservice tprograms tor tdepartments.
d. tAssuring tthe trecruitment, thire, tsupport tand treward tof tthe tCEO. t- tc. tSupport tin tmanaging
timportant tservice tprograms tor tdepartments
The tfirst trole tof tthe tgoverning tbody tis tto:
a. tManage tinputs tof tthe thealthcare torganization tto tachieve tthe toutput tthat tare tits tgoals.
b. tRecruit tmembers twho tunderstand tthe thealth tservices tfield.
c. tSet tobjectives tand tdevelop tpolicy tto tguide tthe torganization tin tachieving tits tmission.
d. tDevelop tthe toperating tplan tand tmonitor tdepartmental tperformance. t- tc. tSet tobjectives tand
tdevelop tpolicy tto tguide tthe torganization tin tachieving tits tmission.
Internal tmembers tof tthe thealthcare torganization's tgoverning tbody:
a. tServe ton tan tad thoc tbasis tand tare trarely tvoting tmembers.
b. tAre tkept tto ta tminimum tdue tto tconcerns tregarding tconfidentiality.
c. tOften tinclude tthe tCEO, tmedical tdirector tand tCFO.
d. tOften tinclude tthe texecutive tstaff tin tplanning tand tinformation tmanagement t- tc. tOften tinclude tthe
tCEO, tmedical tdirector tand tCFO.
In tassessing tthe tadvantage tof tusing ta tfocus tgroup tover ta tsurvey tin
evaluating ta tprogram, tone tcould tsay tthat tfocus tgroups:
a. tAre tlikely tto tuse ta tlarger tsample tsize.
b. tAre tmore tuseful tin tdesigning timprovements tto ta tprogram.
c. tAre tmore tprecise tin tdesigning timprovements tto ta tprogram.
d. tAre tuseful tonly twhen tmaintaining tobjectivity tis tnot timportant t- tb. tAre tmore tuseful tin tdesigning
timprovements tto ta tprogram.
From ta tmarketing tviewpoint, tthe tdevelopment tof tstandards tof tpractice, tclinical tpathways, tclinical
tguidelines tand tprotocols tcan tall tbe tviewed tas tefforts tto tdeal twith twhich tunique taspect tof tdelivering
tservices:
a. tInseparability.
b. tIntangibility.
, c. tHeterogeneity.
d. tPerishability. t- tc. tHeterogeneity.
What tpurpose tdo tmarket tplans tfulfill tfor tthe thealthcare torganization?
a. tProvide ta tbusiness tplan t(or tplans) tas ta tsubset tof tthe torganization's tmarketing tplan.
b. tPresent tgeneral tgoals tfor tthe torganization tto tattain tin tthe tnext tthree tto tfive tyears.
c. tDevelop tpromotion tmethods tto tbe tused tin tattaining tthe torganization's tobjectives.
d. tProvide tspecific tobjectives tfor tutilization tattainment tthe tnext tfiscal tyear. t- td. tProvide tspecific
tobjectives tfor tutilization tattainment tthe tnext tfiscal tyear.
The tfive tmajor tfunctions tof tmarketing tare:
a. tIdentifying tmarkets, tpromoting tthe torganization, trecruitment tof tproviders, tmanaging texternal
trelationships, tpatient tselection.
b. tIdentifying tmarkets, thealth tpromotion, tmanaging texternal trelationships, tpatient tselection,
tattracting tcapable tworkers.
c. tIdentifying tmarkets, tpromoting tthe torganization, tmanaging texternal trelationship, tconvincing
tpatients tto tselect tthe torganization, tattracting tcapable tworkers.
d. tIdentifying tmarkets, tpromoting tthe torganization, tmanaging texternal trelationships, tstrategic
tplanning, tphysician trecruitment. t- tc. tIdentifying tmarkets, tpromoting tthe torganization, tmanaging
texternal trelationship, tconvincing tpatients tto tselect tthe torganization, tattracting tcapable tworkers.
Forecasting torganizational tneed tfor thuman tresources tby tfocusing ton
specific tposition topenings tthat tare tlikely tto toccur tand tusing tthese tfor
planning tis tcalled:
a. tDemand-pull tapproach.
b. tSupply-push tapproach.
c. tSuccession tanalysis.
d. tTransition tmatrix. t- ta. tDemand-pull tapproach.
A thealth tservices torganization tshould tuse twhich tof tthe tfollowing tsequential
processes tto thelp testablish thuman tresources t(HR) tobjectives tand tpolicies?
a. tAnalyze tthe tcurrent tHR tsituation, tforecast tHR tdemand, treconcile twith tthe tbudget, tforecast tHR
tsupply.
b. tDesign tHR trecruitment tand tselection tactivities, tdevelop tan tHR tcompensation tplan, tand testablish
tHR tappraisal tsystems.
ANSWERS GRADAD A+
According tto tthe tACHE's tCode tof tEthics, tone tway tthat thealthcare
executives tcan tavoid tor tminimize tthe tnegative timplications tof tconflict tof tinterest tis tto: t
a. tDevelop ta tpublic trelations tplan tto taddress tpotential tconflict-of-interest tscenarios.
b. tNot tparticipate tin tthe tspecific tdecision twhere tconflict tmay texist.
c. tEnsure tmembers tsubmit tannual tlists tof tmajor tactivities tand tholdings tfor tinspections.
d. tMake tthe tconflict tknown tto tthose tin tsuperior tpositions. t- td. tMake tthe tconflict tknown tto tthose tin
tsuperior tpositions
The tprinciples tof tquality timprovement trequire tthat thealthcare texecutives tchange ttheir tmanagement
tphilosophy tfrom:
a. tFinding tfault twith temployees tto tfinding tproblems tin tprocesses.
b. tFinding tfault twith temployees tto tinvolving tthem tin tthe timprovement tof tprocesses.
c. tFocusing ton tenhanced tinspection ttechniques tto tfocusing ton tvariance.
d. tFocusing ton temployees' troles tto tfocusing ton tprocess toutcomes. t- ta. tFinding tfault twith temployees
tto tfinding tproblems tin tprocesses.
What ttype tof tproblem tarises twhen ta thealthcare texecutive tknowingly tallows tthe torganization tto
tcontinue tdouble tbilling?
a. tAn tethical tproblem tfor tthe thealthcare texecutive, tbut tmay tnot tbe tgrounds tfor tdismissal tif
torganizational tpolicy tis tnot tclearly tstated.
b. tAn tactual tconflict tof tinterest, teven tabsent ta tdirect teconomic tbenefit tto tthe thealthcare texecutive.
c. tAn tethical tproblem tfor tthe temployee tif tthe thealthcare texecutive treceives tdirect teconomic tbenefit.
d. tAn tethical tproblem tif tit tclearly tviolates tstate tor tfederal tlaw. t- tb. tAn tactual tconflict tof tinterest,
teven tabsent ta tdirect teconomic tbenefit tto tthe thealthcare texecutive.
Which tof tthe tfollowing tis ta tunit tof tmeasure tcommonly tused tto tdetermine tphysicians' tclinical
tproductivity?
a. tRVU
b. tCMS
c. tIPO
,d. tCPU t- ta. tRVU
Which tof tthe tfollowing tthird-party treimbursement tmethods tprovides tthe tlargest tfinancial tincentive
tfor tthe tprovider tto treduce tcost?
a. tCharge-based
b. tCost-based
c. tProspective tpayment
d. tPer tdiem t- tc. tProspective tpayment
Statements tof tearnings, tfinancial tpositions, tchanges tin tfinancial tposition tand tretained tearnings tare
trequired tto tbe tsubmitted tyearly tby tall:
a. tPublicly towned thealthcare torganizations.
b. tPrivately towned thealthcare torganizations.
c. tGovernment towned thealthcare torganizations.
d. tFaith-based towned thealthcare torganizations. t- ta. tPublicly towned thealthcare torganizations.
Which tof tthe tfollowing tis tan tExample tof ta tcapital texpenditure?
a. tLand tthat tis tpurchased tfor tresale.
b. tSurgical tequipment twith ta tuseful tlife tof tsix tmonths.
c. tA tbuilding twith ta tuseful tlife tof t20 tyears.
d. tMedical tsupplies tused tfor tpatient tcare. t- tc. tA tbuilding twith ta tuseful tlife tof t20 tyears.
What tis tthe tcorrect torder tof tstages tfor taccomplishing torganization tchange?
a. tIdentifying, tplanning, timplementation, tevaluation.
b. tPlanning, tidentifying, tevaluation, timplementation.
c. tEvaluation, tplanning, timplementation, tidentifying.
d. tPlanning, tevaluation, tidentifying, timplementation. t- ta. tIdentifying, tplanning, timplementation,
tevaluation.
Boards tmake tbetter tstrategic tdecisions tif tthey tuse tinformation tthat tis:
a. tReadily tavailable ton tspecial tboard twebsite.
b. tGenerated tfrom tcomputer tstudies tof tdepartmental tactivity treports.
c. tSummarized tin tgraphs tfor tbetter tunderstanding.
d. tFocused ton tmeasurable toutcomes tof tservice tquality tand teconomic tvitality. t- td. tFocused ton
tmeasurable toutcomes tof tservice tquality tand teconomic tvitality.
,The tcentral trole tof tthe thealth tservices torganization tboard tincludes tall tof tthe
following:
a. tSetting tthe tstrategic tplan tand tservice tvalues tof tthe torganization.
b. tSupport tfor tassessing tchanging tmarket tneeds.
c. tSupport tin tmanaging timportant tservice tprograms tor tdepartments.
d. tAssuring tthe trecruitment, thire, tsupport tand treward tof tthe tCEO. t- tc. tSupport tin tmanaging
timportant tservice tprograms tor tdepartments
The tfirst trole tof tthe tgoverning tbody tis tto:
a. tManage tinputs tof tthe thealthcare torganization tto tachieve tthe toutput tthat tare tits tgoals.
b. tRecruit tmembers twho tunderstand tthe thealth tservices tfield.
c. tSet tobjectives tand tdevelop tpolicy tto tguide tthe torganization tin tachieving tits tmission.
d. tDevelop tthe toperating tplan tand tmonitor tdepartmental tperformance. t- tc. tSet tobjectives tand
tdevelop tpolicy tto tguide tthe torganization tin tachieving tits tmission.
Internal tmembers tof tthe thealthcare torganization's tgoverning tbody:
a. tServe ton tan tad thoc tbasis tand tare trarely tvoting tmembers.
b. tAre tkept tto ta tminimum tdue tto tconcerns tregarding tconfidentiality.
c. tOften tinclude tthe tCEO, tmedical tdirector tand tCFO.
d. tOften tinclude tthe texecutive tstaff tin tplanning tand tinformation tmanagement t- tc. tOften tinclude tthe
tCEO, tmedical tdirector tand tCFO.
In tassessing tthe tadvantage tof tusing ta tfocus tgroup tover ta tsurvey tin
evaluating ta tprogram, tone tcould tsay tthat tfocus tgroups:
a. tAre tlikely tto tuse ta tlarger tsample tsize.
b. tAre tmore tuseful tin tdesigning timprovements tto ta tprogram.
c. tAre tmore tprecise tin tdesigning timprovements tto ta tprogram.
d. tAre tuseful tonly twhen tmaintaining tobjectivity tis tnot timportant t- tb. tAre tmore tuseful tin tdesigning
timprovements tto ta tprogram.
From ta tmarketing tviewpoint, tthe tdevelopment tof tstandards tof tpractice, tclinical tpathways, tclinical
tguidelines tand tprotocols tcan tall tbe tviewed tas tefforts tto tdeal twith twhich tunique taspect tof tdelivering
tservices:
a. tInseparability.
b. tIntangibility.
, c. tHeterogeneity.
d. tPerishability. t- tc. tHeterogeneity.
What tpurpose tdo tmarket tplans tfulfill tfor tthe thealthcare torganization?
a. tProvide ta tbusiness tplan t(or tplans) tas ta tsubset tof tthe torganization's tmarketing tplan.
b. tPresent tgeneral tgoals tfor tthe torganization tto tattain tin tthe tnext tthree tto tfive tyears.
c. tDevelop tpromotion tmethods tto tbe tused tin tattaining tthe torganization's tobjectives.
d. tProvide tspecific tobjectives tfor tutilization tattainment tthe tnext tfiscal tyear. t- td. tProvide tspecific
tobjectives tfor tutilization tattainment tthe tnext tfiscal tyear.
The tfive tmajor tfunctions tof tmarketing tare:
a. tIdentifying tmarkets, tpromoting tthe torganization, trecruitment tof tproviders, tmanaging texternal
trelationships, tpatient tselection.
b. tIdentifying tmarkets, thealth tpromotion, tmanaging texternal trelationships, tpatient tselection,
tattracting tcapable tworkers.
c. tIdentifying tmarkets, tpromoting tthe torganization, tmanaging texternal trelationship, tconvincing
tpatients tto tselect tthe torganization, tattracting tcapable tworkers.
d. tIdentifying tmarkets, tpromoting tthe torganization, tmanaging texternal trelationships, tstrategic
tplanning, tphysician trecruitment. t- tc. tIdentifying tmarkets, tpromoting tthe torganization, tmanaging
texternal trelationship, tconvincing tpatients tto tselect tthe torganization, tattracting tcapable tworkers.
Forecasting torganizational tneed tfor thuman tresources tby tfocusing ton
specific tposition topenings tthat tare tlikely tto toccur tand tusing tthese tfor
planning tis tcalled:
a. tDemand-pull tapproach.
b. tSupply-push tapproach.
c. tSuccession tanalysis.
d. tTransition tmatrix. t- ta. tDemand-pull tapproach.
A thealth tservices torganization tshould tuse twhich tof tthe tfollowing tsequential
processes tto thelp testablish thuman tresources t(HR) tobjectives tand tpolicies?
a. tAnalyze tthe tcurrent tHR tsituation, tforecast tHR tdemand, treconcile twith tthe tbudget, tforecast tHR
tsupply.
b. tDesign tHR trecruitment tand tselection tactivities, tdevelop tan tHR tcompensation tplan, tand testablish
tHR tappraisal tsystems.
