ACHE BOG EXAM SAMPLE TEST -100 QUESTIONS AND CORRECT ANSWERS

ACHE BOG EXAM SAMPLE TEST -100
QUESTIONS AND CORRECT ANSWERS

CEOA2CompensationA2shouldA2beA2basedA2on:
a.A2theA2compensationA2arrangementA2withA2priorA2CEO
b.A2executiveA2compensationA2inA2localA2corporationsA2withA2similarA2grossA2revenues
c.A2presentA2dayA2salaryA2plusA2cost-ofA2livingA2adjustment
d.A2whatA2theA2institutionA2wouldA2haveA2toA2payA2forA2aA2similarlyA2preparedA2personA2ifA2t
hatA2personA2wereA2employedA2elsewhereA2-A2Ans--
d.A2whatA2theA2institutionA2wouldA2haveA2toA2payA2forA2aA2similarlyA2preparedA2personA2ifA2t
hatA2personA2wereA2employedA2elsewhere

AnA2essentialA2functionA2ofA2theA2governingA2boardA2isA2to:
a.A2approveA2theA2mission,A2vision,A2andA2long-rangeA2plan
b.A2focusA2onA2strategicA2planning
c.A2prepareA2theA2operatingA2plan
d.A2reviewA2theA2performanceA2ofA2departmentalA2managersA2-A2Ans--
a.A2approveA2theA2mission,A2vision,A2andA2long-rangeA2plan

TheA2keyA2toA2enhancingA2boardA2effectivenessA2is:
a.A2gettingA2theA2rightA2peopleA2toA2serveA2onA2theA2board
b.A2supportingA2andA2selectingA2theA2rightA2CEO
c.A2orientatingA2andA2trainingA2theA2CEO
d.A2organizingA2theA2board'sA2workA2-A2Ans--d.A2organizingA2theA2board'sA2work

MembersA2ofA2theA2medicalA2staffA2areA2eligibleA2forA2fullA2membershipA2onA2theA2governi
ngA2boardA2inA2theA2sameA2mannerA2asA2otherA2individuals:
a.A2whenA2notA2legallyA2prohibited
b.A2whenA2theyA2doA2notA2activelyA2practiceA2inA2theA2organization
c.A2whenA2theyA2areA2notA2full-timeA2employees
d.A2ifA2theyA2areA2notA2foreignA2nationalsA2-A2Ans--a.A2whenA2notA2legallyA2prohibited

TheA2ChiefA2ExecutiveA2Officer:
a.A2isA2aA2memberA2ofA2theA2board
b.A2representsA2theA2boardA2internallyA2andA2externally
c.A2isA2notA2aA2memberA2ofA2theA2board
d.A2hasA2aA2contractA2withA2theA2boardA2-A2Ans--
b.A2representsA2theA2boardA2internallyA2andA2externally

RegardingA2theA2budget,A2theA2board:
a.A2doesA2notA2useA2theA2budgetA2exerciseA2asA2aA2wayA2toA2improveA2qualityA2andA2prod
uctivity
b.A2getsA2involvedA2inA2preparingA2budgetsA2forA2allA2operationalA2units

,c.A2decidesA2whichA2personnelA2areA2neededA2inA2topA2management
d.A2establishesA2guidelinesA2andA2makesA2finalA2choicesA2amongA2competingA2opportuniti
esA2-A2Ans--
d.A2establishesA2guidelinesA2andA2makesA2finalA2choicesA2amongA2competingA2opportuniti
es

TheA2individualA2orA2groupA2responsibleA2forA2establishingA2policy,A2maintainingA2qualityA2
ofA2care,A2andA2providingA2forA2institutionalA2managementA2planningA2isA2the:
a.A2COO
b.A2MedicalA2StaffA2MedicalA2Committee
c.A2GoverningA2Body
d.A2CEOA2-A2Ans--c.A2GoverningA2Body

AA2correctA2statementA2regardingA2trusteeA2servingA2asA2fiduciariesA2isA2thatA2theyA2can:
a.A2beA2indictedA2forA2allegedA2theftA2ofA2facilityA2fundsA2andA2improperA2expendituresA2ofA
2facilityA2fundsA2forA2personalA2reasons.
b.A2beA2releasedA2fromA2responsibilityA2byA2givingA2theA2auditA2committeeA2finalA2authority
A2inA2highA2riskA2areasA2ofA2financialA2matters,A2withoutA2anyA2actionA2byA2theA2wholeA2bo
ard
c.A2beA2heldA2personallyA2liableA2forA2wrongfulA2actsA2orA2omissionsA2byA2corporateA2offic
ersA2orA2co-trusteesA2byA2virtueA2ofA2theirA2positionA2asA2trustees
d.A2waiveA2theirA2fiduciaryA2responsibilityA2asA2aA2communityA2organizationA2-A2Ans--
a.A2beA2indictedA2forA2allegedA2theftA2ofA2facilityA2fundsA2andA2improperA2expendituresA2ofA
2facilityA2fundsA2forA2personalA2reasons.


UltimateA2responsibilityA2forA2theA2missionA2statementA2restsA2withA2the:
a.A2CEOA2andA2medicalA2staff
b.A2GoverningA2Board
c.A2CommunityA2andA2CEO
d.A2CEOA2-A2Ans--b.A2GoverningA2Board

AA2keyA2reasonA2forA2choosingA2boardA2membersA2isA2because:
a.A2otherA2boardA2membersA2wantA2toA2listenA2toA2theirA2opinions.
b.A2ofA2whatA2theyA2canA2doA2forA2theA2organization
c.A2haveA2highA2statusA2inA2theA2community
c.A2physiciansA2willA2listenA2toA2themA2theyA2canA2-A2Ans--
b.A2ofA2whatA2theyA2canA2doA2forA2theA2organization

TheA2bylawsA2ofA2healthcareA2organizationA2shouldA2includeA2whichA2ofA2theA2following?
a.A2CommitteeA2scopeA2andA2function
b.A2TheA2privilegesA2ofA2theA2medicalA2staff
c.A2TheA2namesA2ofA2theA2stockholdersA2inA2theA2organization
c.A2CompositionA2ofA2theA2governingA2board,A2committee,A2andA2officersA2-A2Ans--
c.A2CompositionA2ofA2theA2governingA2board,A2committee,A2andA2officers

SuccessfulA2approachesA2toA2strategicA2planningA2include:

, a.A2aA2well-writtenA2missionA2statement,A2long-
rangeA2plane,A2andA2fiscalA2planA2plusA2theA2historyA2andA2discussionA2surroundingA2them
b.A2avoidanceA2ofA2highA2riskA2decision
c.A2notA2payingA2attentionA2toA2competitor'sA2activity
d.A2usingA2rulesA2andA2pastA2experiencesA2asA2aA2guideA2toA2futureA2actionA2-A2Ans--
a.A2aA2well-writtenA2missionA2statement,A2long-
rangeA2plane,A2andA2fiscalA2planA2plusA2theA2historyA2andA2discussionA2surroundingA2them

TheA2primaryA2challengeA2facingA2aA2prospectorA2is:
a.A2protectingA2andA2increasingA2currentA2servicesA2(product)A2orA2marketA2shareA2throug
hA2technicalA2efficiency,A2costA2improvements,A2orA2differentiationA2strategies
b.A2managingA2diversificationA2successfully,A2toA2guardA2againstA2expandingA2tooA2rapidly
A2orA2intoA2areasA2theyA2haveA2littleA2knowledge
c.A2managingA2simultaneouslyA2theA2difficultA2taskA2ofA2pursuingA2newA2marketsA2andA2se
rvicesA2whileA2avoidingA2erosionA2ofA2currentA2servicesA2inA2existingA2markets
d.A2creatingA2stabilityA2byA2stickingA2withA2strategicA2planA2longA2enoughA2toA2accumulateA
2experienceA2andA2toA2developA2consistentA2leadershipA2avoidingA2randomA2diversificatio
nA2efforts.A2-A2Ans--
b.A2managingA2diversificationA2successfully,A2toA2guardA2againstA2expandingA2tooA2rapidly
A2orA2intoA2areasA2theyA2haveA2littleA2knowledge


InA2theA2introductoryA2stageA2ofA2aA2productA2lifeA2cycle:
a.A2theA2introductoryA2stageA2canA2beA2short
b.A2theA2introductoryA2stageA2canA2beA2long
c.A2salesA2andA2revenueA2growthA2isA2slow
c.A2allA2ofA2theA2aboveA2-A2Ans--c.A2allA2ofA2theA2above

TheA2primaryA2taskA2ofA2marketingA2isA2to:
a.A2bringA2aboutA2voluntaryA2andA2involuntaryA2exchangesA2ofA2value
b.A2attractA2newA2advertiser
c.A2bringA2aboutA2exchangesA2ofA2values
d.A2advertiseA2newA2andA2existingA2servicesA2-A2Ans--
c.A2bringA2aboutA2exchangesA2ofA2values

ItA2wouldA2beA2incorrectA2toA2sayA2that:
a.A2anA2organization'sA2imageA2isA2aA2functionA2ofA2allA2thatA2theA2organizationA2hasA2don
eA2asA2wellA2asA2whatA2itA2hasA2attemptedA2toA2communicate
b.A2people'sA2imagesA2ofA2anA2organizationA2alwaysA2reflectsA2theirA2trueA2attitudesA2towa
rdA2theA2organization
c.A2anA2organization'sA2imageA2isA2largelyA2theA2resultA2ofA2publicA2relations,A2advertising,
A2selling,A2andA2communicationA2efforts.
d.A2responsibilityA2forA2theA2creationA2ofA2theA2organization'sA2imageA2doesA2notA2lieA2mer
elyA2withA2theA2marketerA2-A2Ans--
c.A2anA2organization'sA2imageA2isA2largelyA2theA2resultA2ofA2publicA2relations,A2advertising,
A2selling,A2andA2communicationA2efforts.