PART 1
The genesis of Health Management Information Systems (HMIS) goes back to the roots of numerous areas, including:
| [removed] | computing privacy. | |
| [removed] | information economics | |
| [removed] | multidimensional data sets. | |
| [removed] | medical policies. |
An information-inquiring culture has transparent:
| [removed] | information discovery. | |
| [removed] | Core values. | |
| [removed] | direct reports. | |
| [removed] | accounting and finances. |
An information-discovery culture ensures:
| [removed] | critical information about due processes. | |
| [removed] | sharing of insights freely and encourages employees to collaborate. | |
| [removed] | sensitivity for privacy. | |
| [removed] | giving up the power of controlling others. |
The data input phase includes:
| [removed] | data acquisition and data verification. | |
| [removed] | data storage and data classification. | |
| [removed] | data retrieval and data presentation. | |
| [removed] | data retrieval only |
A healthcare services organization may develop or adopt various types of cultures, including:
| [removed] | an information-functional culture | |
| [removed] | an information-secrecy culture. | |
| [removed] | an information-blast culture. | |
| [removed] | an information-hording culture. |
Computational functions support:
| [removed] | further data analysis. | |
| [removed] | data transfer. | |
| [removed] | sensitive data. | |
| [removed] | decreasing costs. |
Emerging trends that are encouraging heathcare executives to become interested in developing innovative, integrative, and cost-beneficial HMIS solutions include:
| [removed] | wireless, user-friendly portables. | |
| [removed] | tape recordings. | |
| [removed] | X-ray films. | |
| [removed] | accessible records. |
The majority of computerized patient record systems have capabilities to reject invalid data with the use of techniques including:
| [removed] | batched totals and range checks. | |
| [removed] | mechanically processed coded data. | |
| [removed] | data integrity. | |
| [removed] | patient demographics. |
As a trustworthy leader, the senior executive must have the ability to:
| [removed] | exude trust from their direct reports and corresponding followers. | |
| [removed] | develop a “top-down” working relationship with followers. | |
| [removed] | articulate how or why certain things are or are not being executed without explanations. | |
| [removed] | dictate to others on how to manage their time. |
The executive largely responsible for articulating the organizational vision and mission is the:
| [removed] | COO | |
| [removed] | CMO | |
| [removed] | CTO | |
| [removed] | CEO |
Shared values portray:
| [removed] | the total competencies of the organization. | |
| [removed] | the interactive coordination among the hired employees. | |
| [removed] | the common goals, objectives, and beliefs of most members of the organization. | |
| [removed] | morals of the employees of an organization. |
The role of the CEO or CIO to oversee the use of HMIS in any healthcare services organization requires that the individual has been trained and has experience and mastered a certain set of:
| [removed] | rules and laws. | |
| [removed] | strategic, tactical, and operational IT competencies. | |
| [removed] | department goals and strategies. | |
| [removed] | efficient business processes. |
The executive who oversees the daily heathcare services delivery operations is the:
| [removed] | CEO | |
| [removed] | COO | |
| [removed] | CMO | |
| [removed] | DFO |
Because it is an art form, motivation requires that the CIO have special skills and elevated expertise, including:
| [removed] | turning over goal setting responsibilities to the employees. | |
| [removed] | allowing employees to position specific individuals in the appropriate spaces throughout the organization. | |
| [removed] | being as specific as possible when detailing the goals and objectives for their employees. | |
| [removed] | assuming staff will institute a collaborative spirit with a strong sense of team belonging. |
Defensive strategies come into play when:
| [removed] | an organization is to be constantly at the leading edge of its product offering. | |
| [removed] | the uniqueness of certain aspects of the business activities is maintained. | |
| [removed] | cost advantage is gained through economies of scale and cost-effectiveness. | |
| [removed] | when the stage of the industry and/or product life cycle is experiencing a steady decline due to its ongoing maturity. |
Real-world HMIS practices:
| [removed] | can be learned by reading cases in textbooks. | |
| [removed] | are not necessary for learning. | |
| [removed] | can be learned by reading published theories. | |
| [removed] | are not easily replicated. |
URL stands for:
| [removed] | uniform relocation lab. | |
| [removed] | universal resource locators. | |
| [removed] | uniform restructuring link | |
| [removed] | usability relocation link |
For breast cancer patients who may have distinct needs for care and coping, several researchers have found that these patients:
| [removed] | typically do not seek information regarding treatment plans. | |
| [removed] | actively engage in online and interpersonal interactions via support groups. | |
| [removed] | tend to disincline investigating medical progress. | |
| [removed] | do not require the normal level of emotional support from medical staff. |
Online health information seeking should be of concern for health administrators for myriad reasons, including that it:
| [removed] | increases social isolation often associated with stigmatizing medical conditions. | |
| [removed] | reduces patient-physician interactions. | |
| [removed] | increases deficiencies in the health insurance and registration processes. | |
| [removed] | engages faster diffusion of medical findings. |
The Internet is not void of particular weaknesses for underrepresented population information, such as:
| [removed] | fragmentation of health information. | |
| [removed] | verifiable facts. | |
| [removed] | credible sources. | |
| [removed] | wealth of information. |
The primary purposes of the Internet Engineering Task Force (IETF), Internet Architecture Board (IAB), and Internet Engineering Steering Group (IESG) are to:
| [removed] | restructure the Internet. | |
| [removed] | function as Internet regulating bodies. | |
| [removed] | develop an Internet hub infrastructure. | |
| [removed] | develop a network system. |
Online activities include:
| [removed] | spreadsheet development. | |
| [removed] | ACCESS reports. | |
| [removed] | communications. | |
| [removed] | PowerPoint presentations. |
Determinants of site success such as Trusera (invitation only), DailyStrength, PatientsLikeMe, and Caring.com rest with a triad of:
| [removed] | blog ratings, site ratings, and community forum ratings. | |
| [removed] | member numbers, daily hits, and word of mouth. | |
| [removed] | theory, research, and practice. | |
| [removed] | accuracy, veracity, and verifiability. |
Online extraction of relevant health information by both experts and laypersons have proliferated due to:
| [removed] | decreased computing literacy. | |
| [removed] | less availability. | |
| [removed] | advances in Web-based interface technology. | |
| [removed] | extremely high cost. |
The Internet has facilitated the use of information and communication technology (ICT) to:
| [removed] | discourage the constant use of the Internet for medical information. | |
| [removed] | sustain patients with a variety of illnesses. | |
| [removed] | increase social isolation. | |
| [removed] | treat diseases. |
PART 2
Customer relationship management (CRM) software must be designed with the following in mind.
| [removed] | An in-depth recognition of its customers’ specific needs. | |
| [removed] | Strategic communication is for different types of software. | |
| [removed] | Enhancement of existing programs and services. | |
| [removed] | Creative services that would progress and fulfill the organizational long-term goals. |
The goal for ERP is:
| [removed] | to achieve single data-entry points throughout the organization. | |
| [removed] | to maintain non-standardized, unique processes. | |
| [removed] | to succeed even with the lack of business process reengineering. | |
| [removed] | to maintain the use of paper-based orders. |
The primary goals of supply chain management (SCM) are:
| [removed] | to achieve increased efficiencies with regard to information flows and exchanges between the organization and its external parties. | |
| [removed] | to satisfy the need for economies of scale. | |
| [removed] | to increase the volume of daily purchasing. | |
| [removed] | to decrease efficiencies with regard to information flows and exchanges. |
How can ERP software be used to facilitate data integration?
| [removed] | Maintaining separate processes as previously developed. | |
| [removed] | Using insurance companies to sort it out. | |
| [removed] | Amalgamating existing business processes in an organization. | |
| [removed] | Using health professional associations. |
Primary storage, or main memory is:
| [removed] | the central processing unit (CPU) of a computer. | |
| [removed] | the program instructions and data provides the CPU with a working storage area. | |
| [removed] | random-access memory (RAM). | |
| [removed] | read-only memory (ROM). |
A key high-profile enterprise software system that has emerged in the HMIS landscape is:
| [removed] | supply chain management (SCM). | |
| [removed] | just-in-time (JIT) inventory. | |
| [removed] | health maintenance organization (HMO). | |
| [removed] | Internet explorer (IE). |
What has often been referred to as the “brain” or “heart” of a computer?
| [removed] | CPU | |
| [removed] | RAM | |
| [removed] | CU | |
| [removed] | ROM |
Customer relationship management (CRM) is a major HMIS enterprise software system that:
| [removed] | has a predetermined budget. | |
| [removed] | can enable owners to personalize their heathcare services benefits online. | |
| [removed] | has a set listing of highly recommended and non-participating physicians and specialists. | |
| [removed] | does not maintain research information on prescription drugs. |
Issues that may arise with a RHINO setup like the Mayo Clinic’s include problems with:
| [removed] | maintaining separate processes as previously developed. | |
| [removed] | using insurance companies to iron out problems. | |
| [removed] | difficulties with patients. | |
| [removed] | data shadowing and the need for creating interfaces to communicate among disparate platforms and software. |
The rapid advancements of e-commerce and managed care placed new demands on the healthcare industry in the 1990s to:
| [removed] | establish information infrastructures that work with the Foxfire browser. | |
| [removed] | establish information infrastructures that facilitate timely and interoperable patient formation. | |
| [removed] | establish information that works with Internet explorer (IE). | |
| [removed] | establish information that does not contain firewalls. |
Consolidation, sometimes purported as a “market-sheltering activity” occurs when:
| [removed] | the central processing unit (CPU) of a computer is shared. | |
| [removed] | the program instructions and data provides the CPU with a working storage area. | |
| [removed] | two or more comparable healthcare services organizations combine to augment or preserve market power. | |
| [removed] | read-only memory (ROM) is shared. |
One definition of community health information networks (CHIN) is:
| [removed] | A network of stakeholders within a defined region who are committed to improving the quality, safety access, and efficiency of healthcare through the use of HIT. | |
| [removed] | A special interest group (SPIG). | |
| [removed] | Improved efficiency and effectiveness of healthcare services delivery. | |
| [removed] | A not-for-profit organization. |
One definition of regional health information organizations (RHINO):
| [removed] | A network of stakeholders within a defined region who are committed to improving the quality, safety access, and efficiency of healthcare through the use of HIT. | |
| [removed] | A special interest group (SPIG). | |
| [removed] | Improved efficiency and effectiveness of healthcare services delivery. | |
| [removed] | For-profit organization. |
Open systems, as characterized by the Internet, electronic data interchange (EDI), and extranets, offer:
| [removed] | two-way access for external agencies. | |
| [removed] | eliminate the need for the exchange of standard-formatted transactions. | |
| [removed] | no requirement for electronic ordering. | |
| [removed] | no requirement for electronic invoicing through EDI. |
For practice management systems delivered from private healthcare organizations and hospitals, electronic billing and patient scheduling are being developed for numerous benefits, including:
| [removed] | keeping manual follow-up procedures. | |
| [removed] | reducing, or possibly eliminating, all paper-based forms for which healthcare services organizations are especially vulnerable. | |
| [removed] | increase the accuracy of billing/coding. | |
| [removed] | eliminating electronic order processing. |
What is the ultimate and primary goal for the CHIN evolution and the RHINO movement?
| [removed] | Consumer privacy. | |
| [removed] | Internal policies. | |
| [removed] | The development of Health maintenance organizations (HMOs). | |
| [removed] | The establishment of a national health information network (NHIN). |
EHR will be one of the most costly project expenditures that a healthcare services organization will undertake, with regard to the investments of time and money and the resultant challenge of returns on investments (ROI). This is due to:
| [removed] | the significance of the returns to be realized from an EHR implementation remains a concern for many healthcare executives. | |
| [removed] | the program instructions provide the CPU with a working storage area. | |
| [removed] | two or more comparable healthcare services organizations combine to augment or preserve market power. | |
| [removed] | read-only memory (ROM) is shared. |
A Web-based PHR system will empower patients with:
| [removed] | remote patient monitoring for older patients that cannot be added since patients do not need to be concerned about their chronic states of health. | |
| [removed] | access to their own records and help them take a more active role in managing their own health. | |
| [removed] | privacy since physicians will be the only people allowed to view records. | |
| [removed] | accessibility for all caregivers since the records are open for viewing. |
Possible risks in trusting all your personal health records with a carrier such as Google Health include:
| [removed] | a network of stakeholders within a defined region who are committed to improving the quality, safety access, and efficiency of healthcare through the use of HIT. | |
| [removed] | information that could be sold to, or mined by, people from organizations that are unknown to the patient. | |
| [removed] | improved efficiency and effectiveness of healthcare services delivery. | |
| [removed] | a not-for-profit organization could safe keep your records. |
Healthcare databases have been in existence for as long as there have been data storage devices, and in addition to a computer data-processing database, they can include.
| [removed] | the volumes of patient files lining the shelves of a physician’s clinic. | |
| [removed] | healthcare organizational policies and decisions. | |
| [removed] | query languages such as SQL. | |
| [removed] | processes as outlined in a documentation manual. |
Google Health pays particular attention to security and privacy issues, which clearly restricts:
| [removed] | infrastructures that work with the Foxfire browser. | |
| [removed] | information that facilitates timely and interoperable patient data. | |
| [removed] | the transmission or release of the subscriber’s information to third parties without the subscriber’s consent. | |
| [removed] | information that does not contain firewalls or other protections. |
When combined with various other workflow tools, computerized physician order entry (CPOE) can also be useful in providing information about:
| [removed] | manual follow-up procedures. | |
| [removed] | reducing paper-based forms. | |
| [removed] | patient scheduling. | |
| [removed] | eliminating electronic orders. |
Electronic health records can:
| [removed] | improve upon unique non-standardized processes. | |
| [removed] | eliminate single data-entry points throughout the organization. | |
| [removed] | significantly increase the risk for medical errors. | |
| [removed] | enhance the quality of healthcare services delivery. |
Closely related to, and often functioning as part of, EHR, a computerized physician order entry (CPOE) system is basically:
| [removed] | a competitive system within an amalgamation of systems. | |
| [removed] | an internal policies document approved by the Board of Directors. | |
| [removed] | automated order-entry system that captures the instructions of physicians with regard to the care of their patients. | |
| [removed] | information on research of prescription drugs. |
Three categories of healthcare data are required, almost universally, by healthcare services
organizations for supporting their planning and decision-making activities, and one of these is:
| [removed] | vital statistics. | |
| [removed] | environmental statistics. | |
| [removed] | census statistics. | |
| [removed] | consensus statistics. |
