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CPHQ Practice Exam With Latest Updated Questions And Answers 2024
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CPHQ Practice Exam With Latest Updated Questions And Answers 2024
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CPHQ Practice Exam With Latest UpdatedQuestions And Answers 2024
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. .- .correct .answer.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. .- .correct .answer.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. .Josephʼs .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. .- .correct .answer.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. .- .correct .answer.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 .doctorʼs .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. .- .correct .answer.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. .- .correct .answer.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.. .- .correct .answer.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 .- .correct .answer.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. .- .correct .answer.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.. .- .correct .answer.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. .Maryʼs .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.. .- .correct .answer.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.. .- .correct .answer.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
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