Question 1

The Health Insurance Portability and
Accountability Act protects patients’ individually identifiable health
information by

A. prohibiting
release of information by electronic means.

B. requiring
appropriate authorization before its release.

C. allowing
insurers to deny coverage of related claims.

D. making
the receiver liable for any misuse of the information.
Question 2

When a parent’s religious convictions do
not permit a recommended medical treatment for a child, the state

A. will
ask the hospital’s ethics committee to intervene.

B. has
no role in medical decisions between families and physicians.

C. has
an interest in preserving life and protecting innocent third parties.

D. recognizes
that the constitutional guarantees of religious liberty prevail.
Question 3
A company has completed the financial
statements for the current year. The president looks over the balance sheet and
notices that the company building is recorded at $500,000. The company just
paid an appraisal firm to determine the value of the building for a loan
application and it was valued at $700,000. The president wants the building to
reflect this appraised value to make the company appear stronger for the loan
committee. Which of the following is correct according to generally accepted
accounting principles (GAAP)?

A. It
is a violation of the monetary value assumption to report the higher value.

B. It
is a violation of the full disclosure rule to report the higher value.

C. Reporting
the lower value would be expected under the historical cost principle.

D. Reporting
the lower value would be expected under the conservatism principle.
Question 4
A large truck has crossed the median of an
interstate highway and has collided with a school bus. Preliminary reports
indicate several minor injuries, a few children with multiple fractures, but no
fatalities yet noted.

Which phrase best describes the plan and
policy the hospital should adopt and routinely practice?

A. Manage
all injuries as EMS performs on-site triage, since one cannot know what to
expect.

B. Make
all discharge planners accelerate discharges to optimize the number of
available beds.

C. Send
a trauma team from the ER to the accident site to help provide improved
pre-hospital care.

D. Have
trauma teams, crisis intervention teams, logistical support teams and media
teams deploy immediately.
A patient who felt he was treated
negligently might bring a tort for

A. early
discharge.

B. violation
of ethics.

C. poor
health outcomes.

D. breach
of duty for care.
•
Question 6
A reward with valence is one that employees
perceive to be

A. fair.

B. of
value.

C. obtainable.

D. individualized.

Question 7 – The Health Insurance Portability and Accountability Act
A supply-chain management system shared
among units of a healthcare enterprise and its strategic partners cannot be
maximally effective without which of the following characteristics?

A. Activity-based
costing

B. Lowest
cost providers

C. Unit
customization

D. Shared
infrastructure
Question 8
A “no prior condition” clause in the
current health reform law is likely to increase the number of enrollees in

A. group
health insurance markets.

B. individual
health insurance markets.

C. employer-sponsored
health insurance markets.

D. public
health insurance including, Medicaid and Medicare.
Question 9
Activation of an internal disaster plan for
a hospital is subject to the policies of that institution. A manager is working
as the house supervisor on the night shift and the local weather alert
indicates that a tornado has been spotted in the community.

What response below best describes the
manager’s actions?

A. Read
the policy manual for instructions.

B. Call
the local radio station for an update on the status of the tornado.

C. Announce
the proper code for a tornado over the intercom and notify the on-call
administrator.

D. Go
to each unit in the hospital and make sure the staff has taken precautions to
protect visitors and patients.
Question 10
Background:
Virtua Hospital is planning to introduce
Electronic Health Records (EHR) at its various practice locations whereas the
older physicians raise concerns about their ability to use the new system
efficiently, the younger physicians support the implementation of the EHR.
In order to ensure physician compliance
with electronic records what should be changed?

A. Documentation
on employee handbook updates

B. Documentation
on physician evaluations

C. Documentation
on patient feedback

D. Documentation
on cost containment

Question 11
Background:
A rural Medical Center rotates department
directors to present for 10 minutes at each Board Meeting. In December 2010,
the department director for the Surgical Services Department made a
presentation. The Surgery Director included a financial handout consisting of
surgical case volumes, revenue/expense statements, labor utilization reports
and patient satisfaction statements. The Power Point presentation was a
photographic tour of the department and the employees. A prominent surgeon at
the hospital is a Board member, and asked the Director to explain why there was
an increase in turnover with the surgical nursing staff in the past 8 months.
The Director was embarrassed and became defensive, stating that, “I put in a
lot of extra hours, all of the nurses are pushed to the limit, we don’t have
enough nurses to share all of the call time required, and I don’t know what you
really expect out of me; I try my best to make this a great work environment!”

The Director of Human Resources quickly
spoke up and stated, “Yes, you do a very good job in managing your department,
and we can talk off-line about getting some additional help for the
department,” in an attempt to defuse the situation. The CEO stood up and
thanked the Surgery Director for a fine presentation and allowed the Director
to be excused from the rest of the meeting. During the Board meeting, the HR
Director apologized for the defensive nature of the Surgery Director and
assured the Board that the inappropriate behavior would be addressed the very
next day. The Chairman of the Board spoke up and stated that the potential for
burnout in a high stress area was understood and that both the turnover problem
and the Surgery Director’s inappropriate behavior should be addressed.

After the Board meeting, the HR Director
returned to the office and found the Surgery Director. The Surgery Director
apologized for the behavior in the meeting and stated that any corrective
action for the behavior would be accepted, but also added that the surgeon who
was present in the Board meeting is constantly overbearing and demanding. The
Surgery Director stated that there were several written complaints from nurses,
some who have quit, indicating that this particular surgeon is rude, demeaning,
and may be the cause of chronic turnover. The HR Director acknowledged the
contrite manner of the Surgery Director and stated they would get together at 2
PM the next day. The HR Director also told the Surgery Director to strongly
consider what can be done to improve performance.

The Surgery Director was at HR the next
day. The HR Director stated that the Surgery Director was now on a corrective
action plan. The Surgery Director and the HR Director created a plan that
addressed how the Surgery Director would change the behavior and attitude
toward the surgeon, including setting a time to meet with the surgeon and
finding out if there are training or equipment issues driving the surgeon’s
behavior. The Surgery Director must identify what is dissatisfying the surgeon
and the Director will assume autonomy to make decisive corrections in the
surgery department. The Surgery Director is also required to act appropriately
in public settings with Senior Leadership, the Board, patients and family
members. The HR Director required the Surgery Director to work with the ICU
Director, a skilled Management Coach, for 1 hour a week to help lead to success
with the plan. The HR Director reinforced the fact that the ultimate change was
up to the Surgery Director, and that the ICU Director’s role is to facilitate.

The plan included methods to report all
incidents and complaints by the staff, how HR would become involved to support
the Surgery Director with resolving complaints, and an opportunity to send the
Surgery Director to specific training on managing turnover. The Surgery
Director had 6 months to make significant change, at which time there would be
a re-evaluation. If the re-evaluation was positive, the Surgery Director would
have a clean record. If no improvement, the Surgery Director would be asked to
resign.
A collaborative style of conflict
resolution uses which of the following strategies?

Establishing
an experienced management coach with weekly meetings

Requiring
the Surgery Director to problem solve with the surgeon

Defusing
the inappropriate behavior at the Board meeting

Creating
a plan with both consequences and a positive outcome
QUESTION 12
Background:
A rural Medical Center rotates department
directors to present for 10 minutes at each Board Meeting. In December 2010,
the department director for the Surgical Services Department made a
presentation. The Surgery Director included a financial handout consisting of
surgical case volumes, revenue/expense statements, labor utilization reports
and patient satisfaction statements. The Power Point presentation was a
photographic tour of the department and the employees. A prominent surgeon at
the hospital is a Board member, and asked the Director to explain why there was
an increase in turnover with the surgical nursing staff in the past 8 months.

The Health Insurance Portability and Accountability Act