CPHQ Practice exam (Answered) Questions And
Answers With Rationale, Verified Solution
1. Which of the following is the best definition of "vision" in regard to creating an
organizational vision
statement?
a. The ability to see the future
b. An ideal future state
c. A realistic action plan for
future performance
d. An outline of future
organizational purpose.
1. B: In the creation of an organizational vision statement, vision is a description—
realistic or not—of an ideal future state. This description of an ideal future state gives
shape to the goals of an organization. A vision statement does not involve detailed
descriptions about the specific actions necessary for bringing the vision to fruition.
2. A patient care team is in disagreement over new admissions procedures. What
decision-making model should management use?
a. Decision criteria
b. Consensus
c. Invocation
d. Tenure influence.
2. A: Decision criteria is a decision-making model that explores all options equally
and gives unorthodox or unpopular options a fair chance, even when they are under
dispute. Consensus is not the best choice because this approach often reduces
decisions to options that everyone likes and discounts the unorthodox or unpopular
options that could be appropriate and viable.
3. St. Josephʼ s Hospital was recently ranked last in the region in the area of
efficiency in transferring patients to inpatient beds. When working on process
improvements,
what type of data is likely to prove most helpful?
a. Internal data
b. Historical data
c. Quality control data
d. Comparative data.
3. D: Comparative data would prove most helpful in improving the processes at St.
Josephʼs Hospital. By comparing their data and processes with those of higher
ranked medical facilities, process improvement solutions could be derived. A and B are
incorrect because internal data, whether historical or contemporary, will not help identify
the reasons for the last place ranking and will not help improve processes. C is wrong
because quality control data is another internal measure that will only compare the
existing processes with established internal standards.
4. Which of the following is a structure designed to help
facilitate team or group pursuit of specific goals and objectives?
a. Management
,b. Organization
c. Intelligent design
d. Delegation.
4. B: An organization is a structure that is designed to bring a group together for the
pursuit of specific goals and objectives. While management and delegation are
both important, they are not central to the unification of a team or group for goal
pursuit. They are aspects of the structure, but not the structure itself.
5. Mrs. Jones waits more than an hour past her scheduled appointment time. She
finally
leaves in a huff, calling the doctorʼ s office a joke and saying she has better things
to do. Mrs. Jonesʼ perception of quality in this instance is based on...
a. Medical care.
b. Statistical anomalies.
c. Provider norms.
d. Patient care.
5. D: Mrs. Jonesʼ evaluation of
the medical office was based
entirely on her patient
care experience, not the
actual quality of the office or
staff.
6. If managers fail to make
organizational decisions
consciously, what generally
serves
as the basis for outcomes?
a. Circumstances
b. Organizational policy
c. Statistical norms
d. Federal regulations.
6. A: When managers do not make conscious organizational decisions, those decisions
are made by default according to circumstances. Decision making becomes
reactive instead of pro-active, and more and more resources are devoted to managing
current problems which could have been prevented, instead of planning for the future.
This can lead to the beginning of a negative feedback loop which can be very
destructive to an organization.
7. During a surgical procedure, a small medical implement was left inside a
patient. The follow-up surgery to remove the implement is an example of...
a. Quality improvement.
b. Quality control.
c. Quality assurance.
d. Total quality..
7. C: Quality assurance is a focus on outputs or quality after
the point of production, including any corrective actions necessary to optimize
post-production quality, as in the surgery performed to remove the implement left in the
,patient. A, B, and D are incorrect because they refer to quality processes that
take place on different levels and are not corrective in the way that quality assurance is.
8. Which of the following statements about quality in healthcare is true?
a. Quality is a conglomerate
of lessons, methods, and
knowledge.
b. Quality directly correlates
to patient safety.
c. Quality is multifaceted and
multidimensional in nature.
d. All of the above
8. D: All of the statements
presented in A, B, and C are true
statements about quality
in healthcare.
9. Which of the following is
not considered a principle of total
quality?
a. Competent management
b. Customer focus
c. Continuous improvement
d. Teamwork.
9. A: Competent management
is not considered a principle of
total quality. Customer
focus, continuous
improvement, and teamwork are
the three principles of total
quality.
10. Healthcare organizations are often classified as systems. What is the primary
reason for this designation?
a. They span several states with a network of providers.
b. They are dynamically complex and have multiple levels
of management.
c. They are a collection of parts that function as an
interdependent whole.
d. They employ a broad cross-section of the population in
various positions..
10. C: Healthcare
organizations are often classified
as systems because they are a
collection of parts that
function as an interdependent
whole
11. Mary has a family history of heart disease and type II diabetes. She also has
pre-hypertension. Maryʼ s doctor recently put her on a diet and exercise program.
, This
is an example of system thinking called...
a. Quality control.
b. Preemptive medicine.
c. Continuous improvement.
d. History dependency..
11. B: System thinking that
prescribes preventative actions
to help prevent an impending
problem is called
preemptive medicine
12. How does the World Health Organization Surgical Safety Checklist lead to
tight
coupling in the operating room?
a. It establishes universality for patients.
b. It compartmentalizes the procedures.
c. It establishes a clear operating room hierarchy.
d. It closely aligns the various individuals involved in the process..
12. D: The World Health
Organization Surgical Safety
Checklist leads to tight coupling
in the operating room by
closely aligning the various
individuals involved in the
surgical process.
13. Who created the hospital
information management
standard that states, "The
hospital
maintains the security and
integrity of health information?"
a. The Baldrige Committee
b. The Joint Commission
c. The National Institutes of
Health
d. The ORYX Initiative.
13. B: The Joint Commission
set the standard that hospitals
are responsible for health
information security and
integrity.
14. The rate of sick days among employees in the intensive care unit (ICU) falls
well within the hospital standard, but the CNAs claim the RNs take too many sick
days,
and this prevents consistent care relationships between RNs and CNAs. What
should
Answers With Rationale, Verified Solution
1. Which of the following is the best definition of "vision" in regard to creating an
organizational vision
statement?
a. The ability to see the future
b. An ideal future state
c. A realistic action plan for
future performance
d. An outline of future
organizational purpose.
1. B: In the creation of an organizational vision statement, vision is a description—
realistic or not—of an ideal future state. This description of an ideal future state gives
shape to the goals of an organization. A vision statement does not involve detailed
descriptions about the specific actions necessary for bringing the vision to fruition.
2. A patient care team is in disagreement over new admissions procedures. What
decision-making model should management use?
a. Decision criteria
b. Consensus
c. Invocation
d. Tenure influence.
2. A: Decision criteria is a decision-making model that explores all options equally
and gives unorthodox or unpopular options a fair chance, even when they are under
dispute. Consensus is not the best choice because this approach often reduces
decisions to options that everyone likes and discounts the unorthodox or unpopular
options that could be appropriate and viable.
3. St. Josephʼ s Hospital was recently ranked last in the region in the area of
efficiency in transferring patients to inpatient beds. When working on process
improvements,
what type of data is likely to prove most helpful?
a. Internal data
b. Historical data
c. Quality control data
d. Comparative data.
3. D: Comparative data would prove most helpful in improving the processes at St.
Josephʼs Hospital. By comparing their data and processes with those of higher
ranked medical facilities, process improvement solutions could be derived. A and B are
incorrect because internal data, whether historical or contemporary, will not help identify
the reasons for the last place ranking and will not help improve processes. C is wrong
because quality control data is another internal measure that will only compare the
existing processes with established internal standards.
4. Which of the following is a structure designed to help
facilitate team or group pursuit of specific goals and objectives?
a. Management
,b. Organization
c. Intelligent design
d. Delegation.
4. B: An organization is a structure that is designed to bring a group together for the
pursuit of specific goals and objectives. While management and delegation are
both important, they are not central to the unification of a team or group for goal
pursuit. They are aspects of the structure, but not the structure itself.
5. Mrs. Jones waits more than an hour past her scheduled appointment time. She
finally
leaves in a huff, calling the doctorʼ s office a joke and saying she has better things
to do. Mrs. Jonesʼ perception of quality in this instance is based on...
a. Medical care.
b. Statistical anomalies.
c. Provider norms.
d. Patient care.
5. D: Mrs. Jonesʼ evaluation of
the medical office was based
entirely on her patient
care experience, not the
actual quality of the office or
staff.
6. If managers fail to make
organizational decisions
consciously, what generally
serves
as the basis for outcomes?
a. Circumstances
b. Organizational policy
c. Statistical norms
d. Federal regulations.
6. A: When managers do not make conscious organizational decisions, those decisions
are made by default according to circumstances. Decision making becomes
reactive instead of pro-active, and more and more resources are devoted to managing
current problems which could have been prevented, instead of planning for the future.
This can lead to the beginning of a negative feedback loop which can be very
destructive to an organization.
7. During a surgical procedure, a small medical implement was left inside a
patient. The follow-up surgery to remove the implement is an example of...
a. Quality improvement.
b. Quality control.
c. Quality assurance.
d. Total quality..
7. C: Quality assurance is a focus on outputs or quality after
the point of production, including any corrective actions necessary to optimize
post-production quality, as in the surgery performed to remove the implement left in the
,patient. A, B, and D are incorrect because they refer to quality processes that
take place on different levels and are not corrective in the way that quality assurance is.
8. Which of the following statements about quality in healthcare is true?
a. Quality is a conglomerate
of lessons, methods, and
knowledge.
b. Quality directly correlates
to patient safety.
c. Quality is multifaceted and
multidimensional in nature.
d. All of the above
8. D: All of the statements
presented in A, B, and C are true
statements about quality
in healthcare.
9. Which of the following is
not considered a principle of total
quality?
a. Competent management
b. Customer focus
c. Continuous improvement
d. Teamwork.
9. A: Competent management
is not considered a principle of
total quality. Customer
focus, continuous
improvement, and teamwork are
the three principles of total
quality.
10. Healthcare organizations are often classified as systems. What is the primary
reason for this designation?
a. They span several states with a network of providers.
b. They are dynamically complex and have multiple levels
of management.
c. They are a collection of parts that function as an
interdependent whole.
d. They employ a broad cross-section of the population in
various positions..
10. C: Healthcare
organizations are often classified
as systems because they are a
collection of parts that
function as an interdependent
whole
11. Mary has a family history of heart disease and type II diabetes. She also has
pre-hypertension. Maryʼ s doctor recently put her on a diet and exercise program.
, This
is an example of system thinking called...
a. Quality control.
b. Preemptive medicine.
c. Continuous improvement.
d. History dependency..
11. B: System thinking that
prescribes preventative actions
to help prevent an impending
problem is called
preemptive medicine
12. How does the World Health Organization Surgical Safety Checklist lead to
tight
coupling in the operating room?
a. It establishes universality for patients.
b. It compartmentalizes the procedures.
c. It establishes a clear operating room hierarchy.
d. It closely aligns the various individuals involved in the process..
12. D: The World Health
Organization Surgical Safety
Checklist leads to tight coupling
in the operating room by
closely aligning the various
individuals involved in the
surgical process.
13. Who created the hospital
information management
standard that states, "The
hospital
maintains the security and
integrity of health information?"
a. The Baldrige Committee
b. The Joint Commission
c. The National Institutes of
Health
d. The ORYX Initiative.
13. B: The Joint Commission
set the standard that hospitals
are responsible for health
information security and
integrity.
14. The rate of sick days among employees in the intensive care unit (ICU) falls
well within the hospital standard, but the CNAs claim the RNs take too many sick
days,
and this prevents consistent care relationships between RNs and CNAs. What
should
