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HCA Final Exam Questions with correct Answers 2024/2025( A+ GRADED 100% VERIFIED).
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HCA Final Exam Questions with correct Answers 2024/2025( A+ GRADED 100% VERIFIED).
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HCA Final Examdecision making - ANS complex, cognitive process of choosing a particular course of action;
the thought process of selecting a logical choice form available options
problem solving - ANS part of decision making; systematic process focusing on analyzing a
difficult situation involving higher-order reasoning and evaluation
spend more time finding the cause and treating the cause, like with system failures or high
incidence of med errors
critical thinking - ANS the mental process of actively and skillfully conceptualizing, applying,
analyzing, synthesizing, and evaluating information to reach an answer or conclusion
self reflection and higher level personal thinking
clinical reasoning - ANS integrating and applying different types of knowledge to weigh
evidence, critically think about arguments, and reflect upon the process used to arrive at
diagnosis
collaborative and reflective process that involves content-specific knowledge, engagement of
the patient and family in understanding the clinical problem, and incorporation of critical
contextual factors
leads to deliberative decision making and sound clinical judgement
characteristics of a critical thinker - ANS -insight
-intuition
-empathy
-willingness to take action
-flexible
-observant
-out of box thinker
successful decision makers - ANS -self-aware
-courageous
-sensitive
-energetic
-creative
traditional problem solving process - ANS 1. Identify the problem
,2. Gather data to analyze the causes and consequences of the problem
3. Explore alternative solutions
4. Evaluate the alternatives
5. Select the appropriate solution
6. Implement the solution
7. Evaluate the results
biggest fall back is that it is time consuming
managerial decision making model - ANS 1. Determine the decision and the desired outcome
(set objectives)
2. Research and identify options
3. Compare and contrast these options and their consequences
4. Make a decision
5. Implement an action plan
6. Evaluate results
set objective right in the beginning, more common to see
successful decision maker - ANS Understands:
-Gender (frontal lobe larger in females, men use gray matter more and women use white matter
meaning they can multi-task quicker
-Personal individual values
-Life experience
-Preferences
-Willingness to take risks
-Brain hemisphere dominance
-Predominant thinking style
decision-making tools - ANS -decision grids
-payoff tables
-decision trees
-consequence tables
-logic models
-program evaluation and review technique
decision grids - ANS lets you see all the equipment out there for example, can see alternatives
and compare them against each other
payoff tables - ANS use cost and profit, looking at volume relationships
ie. getting something disposable vs non disposable
,decision trees - ANS compares between the two items and you are looking at the
consequences of them
logic models - ANS higher level management, starting to develop programs, picturing how the
program to look, how are you gonna get it there
PERT - ANS used by the navy, predicts when events and activities must take place in order for
a final result to occur, see in manufacturing a lot
management functions - ANS planning: determining the goals, policies, determining course of
action that occurs
organizing: establishing the structure in which you will carry out the plan/actions
staffing: recruiting, interviewing, hiring, orienting, and team building
directing: delegation, communicating, facilitating, HR roles, discipline, firing
controlling: quality control and fiscal accountability
leaders - ANS -Empower others; maximize workforce effectiveness
-Needed to implement the planned change that is part of system improvement
-art of getting work done through others willingly
-leaders are in the front, moving forward, taking risks, and challenging the status quo
-a job title alone does not make a person a leader, only a person's behavior determines if he or
she occupies a leadership position
don't have formal organization role on organization chart, empower others, make things
effective on the floor, getting work done through others willingly, wider variety of roles than
managers and may hav different personal goals
focus on group process, information gathering, feedback, and empowering others
managers - ANS -guide, direct, and motivate others
-intervene when goals are threatened
-emphasize control
have a formal position, have a legitimate source of power, can discipline and hire, have to carry
out specific functions and responsibilities, have to manipulate the people and environment to
achieve the organization goals
emphasize control, decision making, decision analysis, and results
good leaders - ANS -envision the future
, -communicate their visions
-motivate followers
-lead the way
-influence others to accomplish goals
-inspire confidence
-take risks
-empower followers
-master change
good managers - ANS -coordinate resources
-optimize resource use
-meet organizational goals and objectives
-follow rules
-plan, organize, control, and direct
-use reward and punishment effectively to achieve organizational goals
evolution of leadership theories - ANS -Great Man theory/trait theories
-Behavioral theories (authoritarian, democratic, Laissez-faire)
-situational and contingency leadership theories
-interactional leadership theorieies
-transactional and transformational leadership
-full-range leadership theories
Great Man theory/trait theories - ANS 1900-WWII, some people are just born to lead, natural
born leaders, rise up when the situation arises
authoritarian leader - ANS directed/commanded with coercion, "do it now or else"
democratic leader - ANS "we" instead of "I", decisions involve others on your team, good when
you have cooperating parties, not good if you don't
Laissez-faire leader - ANS permissive, little or no control, little or no direction, place emphasis
on the group and let them decide, good if group is highly motivated (instead of micro managing
situation and contingency leadership - ANS developed in 1950s, change your style based on
the situation
interactional leadership - ANS developed in 70s, leadership behavior is determined by their
personality and the specific situation going on
full-range leadership - ANS combo of transformational, transaction, and Laissez-faire
best leaders - ANS mix of transaction and transformation leadership
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