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JB ALLEN - DOMAIN 1 MANAGEMENT, GOVERNANCE, LEADERSHIP > LEARNING HOW TO MANAGE THE HEALTH CARE ORGANIZATION > Flashcards

LEARNING HOW TO MANAGE THE HEALTH CARE ORGANIZATION Flashcards

1
Q

The most likely single cause for the series of bankruptcies among larger nursing home chains around the year 2000 was ___.

  1. Too small increases in government reimbursement rates
  2. Paying too much for acquisitions in 1998 and 1999
  3. Not taking advantage of falling interest rates
  4. Thinking too small
A

Paying too much for acquisitions in 1998 and 1999

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2
Q

In a chance conversation with the owner of an eight facility chain, the newly hired administrator for the oldest facility in the chain indicates that, since the mortgage is fully retired, he will concentrate more on being effective than efficient since his Quality Indicators are all at or above his state’s average. The owner would likely ___.

  1. Be pleased
  2. Be distressed
  3. Be content
  4. Praise the newly hired administrator
A

Be distressed

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3
Q

Occupancy of SNF A has been a steady 70% since Prospective Payment System was introduced. Two weeks ago, a new 120 bed equally equipped SNF opened several blocks away. The SNF A administrator tells the admissions counselor to continue the usual recruitment approach. The chain owners ought to ___.

  1. Rest comfortably
  2. Seek a new administrator
  3. Appoint a new admissions counselor
  4. Take no action
A

Seek a new administrator

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4
Q

Bankruptcies among larger nursing home chains prior to 2000 were ___.

  1. Frequent
  2. Ubiquitous
  3. Highly unusual
  4. Routinely declared to avoid too much accumulated debt
A

Highly unusual

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5
Q

Under PPS, nursing facilities’ reimbursed costs ___.

  1. Were about the same as earlier
  2. Were more bundled
  3. Used unbundled cost structure
  4. Were reimbursement for actual costs
A

Were more bundled

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6
Q

In recent years Medicare has ___.

  1. Allowed facilities to make a modes profit
  2. Shifted more costs onto nursing facilities
  3. Eased up on economic pressures previously placed on facilities
  4. Remained relatively unchanged in its reimbursement structure
A

Shifted more costs onto nursing facilities

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7
Q

The nurse newly promoted to Director of Nurses insists on giving four RN hours of patient care each day on the Alzheimer’s wing in the 175 bed facility. The administrator should ___.

  1. Praise the new DON for her resident-centeredness
  2. Appoint an assistant DON
  3. Adapt the job description to fit her pattern
  4. Seek a new DON
A

Seek a new DON

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8
Q

The applicant for the administrator position in a facility near a large teaching hospital who insists that, if hired, as before with his rural facility, he would not let the Medicare reimbursement policies affect his case mix ___.

  1. Should be hired
  2. Is likely to succeed if hired
  3. Can likely succeed in his goals
  4. Is out of touch
A

Is out of touch

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9
Q

The newly hired assistant to the administrator insists the organizational chart line between his position and the Department of Nursing be a solid line. The administrator should ___.

  1. Agree in general
  2. Agree to this special case
  3. Ask the DON for his/her opinion
  4. Be forewarned
A

Be forewarned

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10
Q

The medical supplies provider tells the administrator of a facility that has not paid bills the past 3 months, but is now operating under a bankruptcy judges’ approved plan for restructuring, that no more deliveries will be made until past bills are fully paid. The medical supplies provider ___.

  1. Is smart to cut losses a that point
  2. Does not understand how bankruptcy works
  3. Will now likely get his past due bills paid
  4. Is farsighted
A

Does not understand how bankruptcy

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11
Q

An administrator who adopts the management by walking around (MBWA) approach by walking through the building and intently observing weekly has ___.

  1. Become an effective leader
  2. Chosen a good management style
  3. Failed to understand MBWA
  4. Implemented a useful strategy
A

Failed to understand MBWA

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12
Q

The nursing facility administrator who, using the management by walking around MBWA technique, succeeds in actually making appropriate corrections on the spot during the rounds ___.

  1. Is effectively implementing the concept
  2. Gains additional power through the process
  3. Exhibits appropriate leadership
  4. Doesn’t understand MBWA
A

Doesn’t understand MBWA

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13
Q

The rate of increase in the total number of nursing facilities in the US during the years 2008-2012 is ___.

  1. Likely to be about level
  2. Likely to double
  3. Likely to triple to accommodate the baby boomer generation
  4. Likely to decrease markedly
A

Likely to be about level

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14
Q

The applicant for administrator of the facility insists that he has successfully used democratic leadership to the exclusion of all other leadership styles. The interviewer should ___.

  1. Recommend hiring this candidate
  2. Praise the candidate
  3. Be favorably impressed
  4. Continue to interview candidates
A

Continue to interview candidates

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15
Q

The candidate for administrator said she used a variety of administrator styles, but couldn’t say exactly which she would use in every circumstance. The interviewer should be ___.

  1. Favorably impressed
  2. Unfavorably impressed
  3. Concerned about possible indecisiveness
  4. Looking for one leadership style
A

Favorably impressed

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16
Q

The candidate for administrator indicated that she consistently chased the charismatic type of leadership. This should ___ the interviewer.

  1. Reassure
  2. Alert
  3. Confirm the candidate’s qualifications to
  4. Please
A

Alert

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17
Q

The costs of providing subacute care to nursing home residents ___.

  1. Is perhaps triple that of the more typical patient
  2. Covered by Medicare
  3. Absorbed by Medicaid if Medicare coverage is inadequate
  4. Mostly covered by private insurance
A

Is perhaps triple that of the more typical patient

18
Q

The nurse supervisor who had just been appointed DON announced at the first department head meeting that she had circulated a memo among the nurses that only formal communications were to be allowed in the nursing department. The administrator should ___.

  1. Be relieved
  2. Confirm the decision
  3. Be supportive
  4. Anticipate problems
A

Anticipate problems

19
Q

The department head was not surprised to learn that the employee had only heard his positive comments to the employee and ignored his criticisms. The department head’s grasp of the communication process is ___.

  1. Deficient
  2. Appropriate
  3. Out of focus
  4. Inadequate
A

Appropriate

20
Q

The administrator routinely accepted as his nearly exclusive information source the director of nursing’s positive reports on how nursing was going well. The administrator is ___.

  1. Showing appropriate confidence in the DON
  2. Utilizing the DON properly
  3. Realizing a successful appointment has been made
  4. Placing him at risk
A

Placing him at risk

21
Q

Periodic shortage of nurses available for nursing home employment ___.

  1. Is being solved by community college programs
  2. Is decreasing
  3. Can be readily solved by hiring temporary nurses
  4. Is likely to remain for the foreseeable future
A

Is likely to remain for the foreseeable future

22
Q

Congress and the federal rule makers behave as if the facility will run successfully if Congress and CMS can write enough rules. They are ___.

  1. Incorrect
  2. Correct, according to behavior theory
  3. Pessimistic about the need for rules
  4. Correct, according to emerging management theory
A

Incorrect

23
Q

When the administrator notices that the DON seeks to turn as many duties as possible over to housekeeping, the administrator should conclude that the DON is __.

  1. Behaving normally
  2. Holding a grudge against housekeeping
  3. Unwilling to be cooperative
  4. Wielding power desirably
A

Behaving normally

24
Q

The administrator insists that a timely copy of all reports generated within the facility com across her desk before anyone signs them. The administrator is ___.

  1. Not rationalizing her management information system
  2. Making appropriate and desirable requests
  3. Exercising good judgement
  4. Initiating an appropriate management information system
A

Not rationalizing her management information system

25
Q

The administrator notices that incident reports are being insufficiently filled out, but does nothing believing that the situation will likely correct itself. The administrator is ___.

  1. Practicing effective control
  2. Likely to be correct
  3. Failing to control effectively
  4. Right to monitor the situation for a period of time
A

Failing to control effectively

26
Q

Corporate sends a directive to its flagship facility administrator, directing the administrator’s attention more toward outcome of resident care than cost of resident care during the coming 12 months. Corporate is more concerned with ___ than with ___.

  1. Effectiveness/efficiency
  2. Efficiency/effectiveness
  3. Expenses/inputs
  4. Expenses/throughput
A

Effectiveness/efficiency

27
Q

The long-term care sector receiving increased funding and attention from the federal government is the ___.

  1. Home health care sector
  2. Volunteer hospice group association
  3. Long term care hospital sector
  4. Private insurance industry
A

Home health care sector

28
Q

The concept that nursing homes should be reimbursed by states for their actual costs was part of the ___.

  1. Emerging Medicare approach
  2. Federal administration’s goal as seen in new budgetary appropriations
  3. Hatch Amendment
  4. Goal statements of most state governments
A

Hatch Amendment

29
Q

The intense health care cost shifting efforts among providers such as Medicare, Medicaid, and local governments is ___.

  1. On the wane
  2. Likely to continue
  3. Leading to increased reimbursements
  4. Good for the nursing home profession
A

Likely to continue

30
Q

Worried about the level of actual resident care being achieved in the facility, the administrator directs the nurses to spend less time charting and more time focusing on the effectiveness of care being given to residents. The likely result will be ___.

  1. Better resident care, possibly increased deficiency citations
  2. Better resident care, decreased deficiency citations
  3. No real improvement in resident care, decreased charting
  4. Greater sensitivity to resident need and better documentation
A

Better resident, possibly increased deficiency citations

31
Q

The new social worker informs the head of nursing that admissions is all she has time for and that nursing must monitor and document each resident’s socio-psychological experiences. The new social worker is ___.

  1. Responding appropriately to priorities
  2. Achieving a better balance of assignments within the facility
  3. Responding inappropriately
  4. Likely to improve the case mix dramatically
A

Responding inappropriately

32
Q

Attempting to find the right person for each well defined job is know as the management function of ___.

  1. Personnel work
  2. Interviewing
  3. Staffing
  4. The job search
A

Staffing

33
Q

The administrator who takes steps that assure the goals are accomplished and that each job is done as planned is successfully ___.

  1. Getting results
  2. Improving outputs
  3. Controlling quality
  4. Sensing organizational needs
A

Controlling quality

34
Q

The administrator’s job is to assure that the ___ employees do the tasks of the organization at an acceptable quality level.

  1. Best prepared
  2. Trained
  3. Appropriate
  4. Unmotivated
A

Appropriate

35
Q

The administrator who conducts a national search for a director of nursing position and interview 20 different candidates from 7 different surrounding states by phone is engaged in the managerial function of ___.

  1. Directing personnel development
  2. Staffing
  3. Broad personnel searches
  4. In depth interviewing
A

Staffing

36
Q

In the end, it can be said that the administrator’s responsibility to meet resident care needs and facility financial needs are ___.

  1. Clearly unequal
  2. A mismatch
  3. Both about equal
  4. Unclear
A

Both about equal

37
Q

Superior performance depends on taking exceptional care of residents via superior service and ___.

  1. Constant attention to the bottom line
  2. Constant innovation
  3. Attention to detail
  4. A good attitude
A

Constant innovation

38
Q

Superior performance for a nursing facility comes through ___.

  1. Having all the beds full
  2. Achieving consistent profitability
  3. Innovation in ways to serve residents
  4. Efficient management of the budget
A

Innovation in ways to serve residents

39
Q

The superb nursing facility is superb by virtue of its ___.

  1. Success in attention to consistent profitability
  2. Success in serving the residents
  3. Reputation in the community as a friendly place
  4. Achieving superior ratings
A

Success in serving the residents

40
Q

Answering the phones and resident call bells with common courtesy and doing things that work are examples of ___.

  1. Good sense
  2. Uncommon perceptions
  3. An ability to be practical
  4. A blinding flash of the obvious
A

A blinding flash of the obvious

41
Q

Giving every employee the space to innovate at least a little; listening to residents and acting on their ideas; and wandering around with residents, staff and suppliers are examples of the difficult-to-achieve ___.

  1. Long range goals
  2. Short range goals
  3. Common sense, obvious
  4. Typical facility approach
A

Common sense, obvious

JB ALLEN - DOMAIN 1 MANAGEMENT, GOVERNANCE, LEADERSHIP (11 decks)

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