________is directly related to perceived reliability.
A. Performance
B. Process
C. Control
D. Safety
The “four E’s” include all EXCEPT:
A. environment.
B. ecosystem.
C. efficiency.
D. engagement.
Reliability is inextricably linked to ________ and __________ of
patient care.
A. satisfaction, happiness
B. safety, satisfaction
C. effectiveness, expertise
D. safety, effectiveness
A highly functioning HRO team environment must have all of the
following EXCEPT:
A. clearly defined leadership.
B. performance monitoring systems.
C. individual goals.
D. capacity to provide back-up support.
Leaders must view their organizations as part of the larger
healthcare system and, therefore, must work in concert with
others to ensure their organization’s capability to:
A. adapt to change.
B. provide total consumer satisfaction.
C. improve performance.
D. Offer medical leadership to others.
In the ________ dimension of reliability, each hospital, and in fact
each practitioner, will be connected through its patients to the
broader system of care management.
A. empowerment
B. ecosystem
C. efficiency
D. effectiveness
The competing values framework (CVF) highlights the natural
__________ that emerge in any organization.
A. synergies
B. alliances
C. tensions
D. cooperative efforts
__________ is a key factor in beliefs about reliability and may
pertain to personal taste, a need for clarity, or to a failure for a
product or service to meet basic expectations.
A. Medical leadership
B. Process improvement
C. Consumer satisfaction
D. Total quality care
_____________ is essential to overcoming the barriers to
empowerment.
A. Engagement
B. Efficiency
C. Collaboration
D. Reliability
Cost-based reimbursement models, which existed before DRGs
came about in the 1980s, hindered reliability because:
A. it was fee-for-service.
B. there was no financial incentive for healthcare organizations to be efficient.
C. healthcare organizations did not have information
systems they needed to improve reliability.
D. senior managers at that time did not use tools like the
CVF.
_____________ depends on each team member being able to
anticipate the needs of others, adjust to each other’s actions, and
have a shared understanding of how a procedure should happen.
A. Teamwork
B. Efficiency
C. Collaboration
D. Reliability
The development of ACOs represents a step toward melding:
A. quality and efficiency.
B. quality and cost.
C. quality and teamwork.
D. safety and efficiency.
Despite the downsides, the development of ACOs represents a
step toward melding ________and efficiency.
A. performance
B. process
C. control
D. quality
A highly functioning HRO ________ must have clearly defined
leadership, performance monitoring systems, the capacity to
provide back-up support, flexibility to adjust to shifting
circumstances, a collective willingness to subjugate individual
goals for the greater good, a climate of trust, and systems for
feedback.
A. management team
B. team environment C. coordinated effort
D. team orientation
“__________depends on each team member being able to
anticipate the needs of others, adjust to each other’s actions, and
have a shared understanding of how a procedure should happen.”
A. Teamwork
B. Collaboration
C. Reengineering
D. Adaptability
Which of the following is NOT one of five characteristics that,
when taken together, constitute a formidable obstacle to the goal
of achieving empowerment?
A. Centralized decision-making
B. Rule-governed
C. Adaptable
D. Specialized
