CH I: HEALTHCARE QUALITY CONCEPTS
1. The "appropriateness" of care is:
A. Primarily a focus of utilization management.
B. A key dimension of quality care.
C. Equivalent to "case management."
D. The degree to which healthcare services are coherent & unbroken.
2. A medication is ordered for a d...
The Healthcare Quality Handbook
Janet A. Brown
2011/2012 (26th Edition)
CH I: HEALTHCARE QUALITY CONCEPTS
1. The "appropriateness" of care is:
A. Primarily a focus of utilization management.
B. A key dimension of quality care.
C. Equivalent to "case management."
D. The degree to which healthcare services are coherent & unbroken.
2. A medication is ordered for a diabetic patient. Its capacity to improve health status, as a dimension of
quality or performance, is its
A. Effectiveness.
B. Potential.
C. Appropriateness.
D. Efficacy.
3. That dimension of quality/performance that is dependent upon evaluation by the recipients and/or
observers of care is
A. Respect/caring.
B. Safety.
C. Continuity.
D. Availability.
4. If, in the continuous quality improvement process, we increase our emphasis on customer satisfaction and
outcomes of care, which two dimensions of quality/performance must be incorporated into all quality
management activities?
A. Availability and respect/caring.
B. Respect/caring and competency.
C. Effectiveness and respect/caring.
D. Continuity and competency.
5. Which of the following key healthcare issues is more problematic for ambulatory care than for inpatient
care?
A. Reimbursement for care.
B. Access to specialty care.
C. Appropriateness of treatment setting.
D. Quality of care provided.
6. Incorporating Total Quality Management (TQM) key concepts, compartmentalization of QM/QI activities
by organizational structure, i.e., by department or discipline, is
A. A weakness in implementing quality improvement.
B. The most efficient structure.
C. Consistent with TQM philosophy.
D. Important for preservation of medical staff autonomy.
,7. One fundamental difference between monitoring product quality and service quality is based upon the
fact that
A. A service is easier to measure and verify in advance.
B. A service is not perishable.
C. A service is more heterogeneous than a product.
D. There are more service delays than product delays.
8. The quality professional can best facilitate the development of a "quality culture" in the organization by
A. Assessing the organization's readiness to commit to change.
B. Preparing a long-range plan for cultural transformation.
C. Encouraging leaders to commit to a culture of excellence.
D. Leading the cultural transformation redesign team.
9. The task of setting up an ambulatory care setting QM/QI program that focuses on "outcomes" as a
measure of treatment effectiveness is difficult because
A. The patient remains in control of treatment.
B. Patient care outcomes are determined by the payer.
C. There are no required medical records.
D. Expected outcomes for ambulatory conditions are too obvious.
10. In developing a program to evaluate the effectiveness of physician care, a primary care clinic would select
which one of the following indicators?
A. The patients will express overall satisfaction with clinic facilities.
B. The contract lab will provide results within 24 hours of sample delivery.
C. The staff complies with all infection control policies and procedures.
D. Newly diagnosed hypertensive patients are controlled within 6 months.
11. The Quality Management Cycle, based on Juran's Quality Trilogy (quality planning, quality control,
quality improvement)
A. Excludes the lab's activities to monitor equipment.
B. Requires a departmentalized approach to quality management.
C. Encompasses only the nonclinical aspects of QM.
D. Incorporates information from strategic planning.
12. The perception of quality by a patient receiving care in an ambulatory health care center is influenced
most by
A. The physical environment.
B. Caring staff and physician.
C. New technology.
D. The physician's technical competence.
13. Total quality management philosophy assumes that
A. Most problems with service delivery result from systems difficulties.
B. Frequent inspection is necessary to improve quality.
C. Most problems with service delivery result from difficulties with individuals.
D. Top management leadership in quality activities disenfranchises employees.
A. Universal ncoverage.
B. Employer-based n coverage.
C. Managed ncare.
D. Managed ncompetition.
15. That nfunction nin nthe nJuran nQuality nManagement nCycle nthat nincludes nthe ninitial
nanalysis nof ndata/ ninformation nis
A. Quality nplanning.
B. Quality ninitiatives.
C. Quality ncontrol/measurement.
D. Quality nimprovement.
16. A npotential nconflict nbetween nthe nphilosophy nof ntotal nquality nmanagement nand nquality
nimprovement nin nhealthcare nis nthe nchallenge nin nDeming's nPrinciples nto
A. Eliminate nnumerical ngoals nfor nmanagement.
B. Cease ndependence non ninspection.
C. Constantly nimprove nevery nprocess.
D. Break ndown nbarriers nbetween nstaff nareas/departments.
A. Prepaid nfinancing.
B. Comprehensive nservices nat nmultiple nlevels nand nsettings.
C. Controlled naccess nto nservices.
D. Broad nchoice nof nproviders.
18. What nis nthe nmost nimportant nrelationship nbetween nstructure, nprocess, nand noutcome nas ntypes
nof nindicators nof nquality?
A. Interdependent: nStructure ndirectly naffects nboth nprocess nand noutcome.
B. Causal: nStructure nleads nto nprocess nand nprocess nleads nto noutcome.
C. Relational: nUseful nfor ncomparisons, nbut nnot ncausal.
D. There nis nno nrelationship; nthey nare ncategories nused nto ngroup nindicators.
19. In norder nto nbuild na npatient-centered nculture, nthe nquality nprofessional nknows:
A. The nmain nrequirement nis npatient ncommitment.
B. A nmandate nfor nstaff ninvolvement nis nrequired.
C. Comprehensive nculture nchange nis nrequired.
D. Access nto ninformation nis nmost nimportant.
A. Outcome nof ncare.
B. Process nof ncare.
C. Structure nof ncare.
D. Administrative n procedure.
27. The nconcept nof nrisk nmanagement nin nU.S. nhealthcare n[Not nfor nCPHQ nExam]
A. Began nin n1965 nas na nconsequence nof nMedicare/Medicaid nlegislation.
B. Is nin nconflict nwith nthe ngoals nof na nseamless ncontinuum nof ncare nand nutilization nmanagement.
C. Permits nan norganization nto nignore nthreats nassociated nwith nincreased ncorporate nliability.
D. Developed nas na nresult nof nincreased nphysician nmalpractice nliability ncosts.
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