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.
|
