MHA 705 Exam 6 Q&A with absolute solution

MHA 705 Exam 6 Q&A with absolute solution 1. Dashboards: are reports of process measures that help leaders know what is currently going on so that they can plan strategically where they want to go next 2. Scorecards: are reports of outcomes measures to help leaders know what they have accomplished. 3. Structure indicators: measure the attributes of the setting, such as number and qualifications of the staff, adequacy of equipment and facilities, and adequacy of organizational policies and procedures. 4. Process indicators: measure the actions by which services are provided, that is, the things people or devices do, from conducting appropriate tests to making a diagnosis to actually carrying out a treatment. 5. Outcome indicators: measure the actual results of care for patients and popu- lations, including patient and family satisfaction. 6. performance improvement (PI): is a "process for involving personnel in planning and executing a continuous flow of improvements to provide quality healthcare that meets or exceeds expectations" 7. The focus of performance improvement should be on:: the customers 8. Fifty percent of an HIM department's staff have a nationally recognized credential. This is an example of what type of indicator: Structure indicator 9. True or False: An outcome indicator measures results of care provided to the patient.: True 10. Performance monitoring is:: - data driven, based on internal and external data 11. Performance improvement is based on several fundamental principles, including the following:: - The structure of a system determines its performance. Therefore, problems are more often within systems than within individual people. - All systems demonstrate variation. Some variation occurs because of common causes and some because of special causes - Improvements rely on the collection and analysis of data that increase knowledge. - PI requires the commitment and support of top administration. - PI works best when leaders and employees know and share the organization's mission, vision, and values. - PI efforts take time and require a big investment in people. - Excellent teamwork is essential. - Communication must be open, honest, and multidirectional. - Success must be celebrated to encourage more success 12. Staff members adapt to change more readily when:: They have been a part of the decision 13. In order to expedite basic performance improvement team functioning, the team should:: Ground rules 14. Which of the following is the most important to guide the performance improvement team's process?: 15. The team's success depends on the following seven elements:: - Establish- ing ground rules - Stating the team's purpose or mission - Identifying customers and their requirements - Documenting current processes and identifying barriers - Collecting and analyzing data - Identifying possible solutions by brainstorming or using other PI techniques - Making recommendations for changes in the process 16. Governing board of directors (BOD) or board of trustees (BOT):: has overall responsibility and accountability for the successful operation of the organization's quality and PI activities and should include membership from the communities of interest, the medical staff, and top organizational administration. The governing board should regularly review current status of quality and PI initiatives and approve all strategic decisions and organizational expenditures of resources concerning them. 17. Quality management board (QMB): has responsibility for the PI program across all subunits of the organization and should include membership from top administration, medical staff officers, top clinical operations staff, and top quality management staff. It should be facilitating all proposals for quality and PI initia- tives, making recommendations to the governing board regarding strategic quality direction. It should monitor the progress of all initiatives, providing assistance and advisement as necessary to keep initiatives moving along to completion 18. Quality management liaison group (QMLG): has responsibility for dissemi- nating information about the organization's quality and PI initiatives throughout the middle management of the organization, for educating managers regarding their roles and the roles of their organizational units in quality and PI initiatives, and for developing crossfunctional coordination and communication across organizational units in order to accomplish quality and PI initiatives. In many organizations this type of group is also responsible for maintaining the organization in continuous readiness for accreditation and licensure survey. 19. The is ultimately responsible for quality improvement activ- ities in an organization.: Quality management department