Healthcare Leadership PDF

Healthcare Leadership A hospital generally has a unique structure comprised of a "triangle." Which three entities make up the triangle? a. Governing body, administration, finance b. Administration, department managers, medical staff c. Governing body, administration/management, medical staff d. Ad...

Healthcare Leadership A hospital generally has a unique structure comprised of a "triangle." Which three entities make up the triangle? a. Governing body, administration, finance b. Administration, department managers, medical staff c. Governing body, administration/management, medical staff d. Administration, medical staff, nursing Janet - CH 2 - Leadership Autocratic leadership A- make decision and announce them B- limiting setting interfering in decision Janet - CH 2 - Leadership The leadership style that is said to motivate employees, and that optimizes the introduction of change, is a. autocratic. b. consultative. c. participatory. d. democratic Janet - CH 2 - Leadership The key to creating sustained value in the organization is to a. delegate policy-making and oversight to the quality council. b. develop a strategy that derives from the vision, strategic goals, and cost-benefit analyses. c. adopt an organizational ethics policy and code linked to mission,vision, and values. d. act on predictive performance measures aligned to strategic goals and department objectives. Janet - CH 2 - Leadership The person/group legally responsible for maintaining quality patient care is the a. governing body. b. quality improvement council. c. chief executive officer. d. medical/professional staff. * Keyword for Governing Body: Legally – Final – Ultimate …. Janet - CH 2 - Leadership Hospital medical/professional staff bylaws a. relate only to members. b. are subject to governing body approval. c. are required only if the staff is departmentalized. d. are required only if the facility is not incorporated. Janet - CH 2 - Leadership "Organization-wide functions" refer to a. key governance, management, clinical, and support activities. b. functions of the governing body. c. cross-functional team activities. d. legal and fiduciary obligations to patients. Janet - CH 2 - Leadership The authority and responsibility of each level of the organization with respect to quality management mechanisms must be specified in the a. administrative policies and procedures. b. medical/professional staff bylaws. c. corporate bylaws. d. organizational plan for the provision of patient care. Janet - CH 2 - Leadership In participative management the manager a. relinquishes decision-making responsibility to the staff. b. retains the final decision-making responsibility. c. presents a final decision to the staff. d. permits staff participation only with noncritical issues Janet - CH 2 - Leadership Which of the following statements refers only to strategic planning and not to the former traditional "master planning"? a. Planning focuses primarily on producing new services. b. Planning begins with the statement of mission. c. Planning is an integral part of management. d. Planning ignores the political environment of the organization Janet - CH 2 - Leadership The best evidence of the incorporation of quality planning into the organizationwide strategic planning process might be a. successful quality initiatives. b. the organizationwide plan for provision of patient care. c. the quality management/quality improvement plan. d. the quality management/quality improvement budget Janet - CH 2 - Leadership Which of the following is the best way to determine if a quality improvement initiative is successful? A. Present findings to the Quality Council. B. Conduct a retrospective review. C. Compare outcomes with pre-established goals. D. Survey patients and customers Janet - CH 2 - Leadership Strategic planning is best described as a. a long-term focus, projecting the present into the future. b. a set of top-level performance measures. c. a statement of mission, vision, and values. d. an ongoing look into the future Janet - CH 2 - Leadership Which of the following best describe vision statement? A. It is used as a marketing strategy B. It is define the structure of the institution C. It describe organization strategic plans D. It reflect the organization culture Janet - CH 2 - Leadership Which of the following is most important to the successful implementation of quality improvement activities? a. Financial commitment and written quality management plan b. Leadership commitment and organizationwide collaboration c. Leadership commitment and financial commitment d. Information management system and department collaboration Janet - CH 2 - Leadership The mission statement of the organization describes a. where the organization is going. b. the purpose of the organization. c. the strategic direction of the organization. d. the long-term goals of the organization Janet - CH 2 - Leadership You have joined the newly merged Preferred Health, a for-profit integrated delivery system (IDS), as Vice President for Quality. You are responsible for reengineering or otherwise integrating the QM/QI function across the provider network. Based on your understanding of systems, corporate culture, ethics, quality, leadership's influence, and strategic planning, answer questions II-14 through II-17: Which of the following statements and documents are most likely to reveal the organization's underlying or true value system? a. Mission, ethics policy, strategic initiatives b. Vision, ethics policy, corporate bylaws c. Values, QM/QI Plan, utilization management pland. Mission, vision, values d. Mission, Vision, Values Janet - CH 2 - Leadership You have joined the newly merged Preferred Health, a for-profit integrated delivery system (IDS), as Vice President for Quality. You are responsible for reengineering or otherwise integrating the QM/QI function across the provider network. Based on your understanding of systems, corporate culture, ethics, quality, leadership's influence, and strategic planning, answer questions II-14 through II-17: In working with the hospitals and physician practice groups (medical groups and IPAs) on QM/QI redesign, one of the important tasks to accomplish first will be to a. evaluate current compliance with data collection and reporting. b. develop a draft corporate QM/QI plan for the providers to review and revise as necessary. c. establish a cross-functional planning team. d. commit physician leaders to participate in the planning phase. Janet - CH 2 - Leadership You have joined the newly merged Preferred Health, a for-profit integrated delivery system (IDS), as Vice President for Quality. You are responsible for reengineering or otherwise integrating the QM/QI function across the provider network. Based on your understanding of systems, corporate culture, ethics, quality, leadership's influence, and strategic planning, answer questions II-14 through II-17: The best way to incorporate the concept of alignment into reengineering is to: a. learn the organizational structure of each provider organization. b. have one QM/QI Plan document for the IDS. c. evaluate the QM/QI initiatives of each provider organization in the light of corporate strategic goals. d. create a centralized database that assures the security, confidentiality, and accuracy of all QM/QI reports Janet - CH 2 - Leadership You have joined the newly merged Preferred Health, a for-profit integrated delivery system (IDS), as Vice President for Quality. You are responsible for reengineering or otherwise integrating the QM/QI function across the provider network. Based on your understanding of systems, corporate culture, ethics, quality, leadership's influence, and strategic planning, answer questions II-14 through II-17: Of the following, the measures most indicative of the IDS' ability to provide value to its stakeholders are a. improvements in patient outcomes and reduced costs of care. b. an annual report with a positive bottom line. c. improvements in patient outcomes and patient satisfaction. d. reduced costs of care and competitive pricing. Janet - CH 2 - Leadership You are going to make major changes in the billing system in the organization. To increase the acceptance of the staff to change: A. medical staff education. B. long range plan C. pilot project Janet - CH 2 - Leadership A team has been selected from all linked services in several healthcare organizations in the WeCare Healthplan [MCO] network to address information management. The term that best describes such a team is a. departmental. b. service-line. c. interdepartmental. d. cross-functional. Janet - CH 2 - Leadership In an organizationwide QI model, the person or group usually accountable for continuously assessing and improving performance at the department level is the a. cross-functional QI team. b. quality council. c. department director. d. department team. Janet - CH 2 - Leadership Strategic leadership is linked to success in meeting a. budget requirements. b. intended objectives. c. governing body policy. d. contract requirements Janet - CH 2 - Leadership In a crisis situation, when a manager must make a rapid decision, the most effective leadership style is a. consultative. b. participatory. c. autocratic. d. democratic Janet - CH 2 - Leadership In the "quality-based strategic planning" model a. representatives from each active QI team form the strategic planning team. b. the steering council leads strategic planning as an ongoing activity. c. licensed independent practitioners lead the strategic planning effort and formulate the performance measures. d. input from management and staff is the key assessment activity. Janet - CH 2 - Leadership  As a performance measurement system, the key value of the "balanced scorecard" concept is its ability to a. serve as a comparative "report card" with like organizations. b. focus the organization on financial measures of survival and success. c. encompass all the organization's clinical and non-clinical measures. d. align measurement with the vision and strategy of the organization ttps://www.youtube.com/watch?v=AdXt8BfiGJg Janet - CH 2 - Leadership Which of the following statements about the balanced scorecard is FALSE a) It is a strategic performance management tool. b) It presents a mixture of financial and non-financial measures. c) The overall score on the balanced scorecard gives a summary of the organization's performance d) Each measure in the balanced score card has a target Janet - CH 2 - Leadership In the Balanced Scorecard, the Perspective that measures human, informational, and operational capital is a. Operations/Internal. b. Financial. c. Innovation and Growth. d. Customer. Janet - CH 2 - Leadership healthcare quality program had prepared a balanced score card that displayed patient satisfaction was 98%, financial target has been met , medication error had been increased by 30% and heart surgery rate decreased 3% , what additional information the governing body may ask for? a) type of medication error b)heart surgery case. c)patient satisfaction data. d)review patient compliant Janet - CH 2 - Leadership The best way to facilitate leadership education about the role of ethics in the organization is to understand that a. each leader's personal value system drives decision making. b. the organization's written Code of Ethics drives decision making. c. the organization can have both good and bad ethics. d. accountability for organizational ethics is primarily internal, not public. Janet - CH 2 - Leadership Leadership during a lengthy period of crisis in the organization is a. based on the leader's position in the organization. b. a participative activity performed by anyone committed to lead. c. dependent on a set of personal characteristics. d. an autocratic style with decisions made solely by the leader. Janet - CH 2 - Leadership Having management pay attention to workers’ activities results in a. Decreased anxiety b. Decreased productivity c. Increased anxiety d. Increased productivity Janet - CH 2 - Leadership You are new to your position as Director of Healthcare Quality. You know you need to identify the “quality champions” who can help lead the quality strategy you are asked to implement. Use this information to answer questions II-27 and II-28: You understand that the most effective quality champions are a. the strategic decision makers. b. participants on the QI Council. c. committed to the mission, vision, and values. d. governing body members active in the community Janet - CH 2 - Leadership You are new to your position as Director of Healthcare Quality. You know you need to identify the “quality champions” who can help lead the quality strategy you are asked to implement. Use this information to answer questions II-27 and II-28: In the clinical arena, which of the following criteria is most consistent with your understanding of a key quality champion? a. Long-term relationship with the organization b. Experience with data analysis c. A leadership position d. Best practices Janet - CH 2 - Leadership In the "language" of strategic planning, the "strategies" of the organization can also be called a. objectives. b. critical success factors. c. goals. d. the dashboard Janet - CH 2 - Leadership The organization's governing body and CEO are being urged to make a commitment to a culture of quality. The ideal role of the healthcare quality professional is to serve as the: a. quality champion. b. facilitator. c. visionary. d. data expert. Janet - CH 2 - Leadership An acute care facility has found that the incidence rate of pressure ulcer cases, although low, is not as low as the incidence rate reported by comparable organizations. Because the incidence of pressure ulcers may detract from the organization's reputation for giving good care, management decides to take this matter seriously and assigns a project manager and analyst. On review of the records, the project team decides that the existing policy is the right one and something is going wrong in the implementation. Which of the following options is most appropriate? A. Develop a new policy. B. Failure modes and effects analysis. C. Root cause analysis. D. Review the data on pressure ulcers. Janet - CH 2 - Leadership