{"id":47183,"date":"2022-03-30T23:18:39","date_gmt":"2022-03-30T23:18:39","guid":{"rendered":"https:\/\/assignmenttutors.net\/blog\/hca-320-essentials-of-managed-care-unit-final-exam\/"},"modified":"2022-03-30T23:18:39","modified_gmt":"2022-03-30T23:18:39","slug":"hca-320-essentials-of-managed-care-unit-final-exam","status":"publish","type":"post","link":"https:\/\/assignmenttutors.net\/blog\/hca-320-essentials-of-managed-care-unit-final-exam\/","title":{"rendered":"Hca 320 -essentials of managed care unit final exam"},"content":{"rendered":"<div>\n<p>Multiple Choice Questions (Enter your answers on the enclosed answer sheet)<br \/>1. Health care concerns shared by the U.S., China and India include concerns over ____________.<br \/>a. the consolidated financial mechanism<br \/>b. lack of spending at the local level<br \/>c. the low number of specialists<br \/>d. lifestyle issues and behaviors<br \/>2. Investor-owned facilities comprise about ____________ percent of the hospital sector.<br \/>a. 15-20<br \/>b. 30-35<br \/>c. 55-60<br \/>d. 75-80<br \/>3. Organizations within the health care industry have increasingly consolidated into ____________<br \/>\u00a0over the past two decades with the stated objective of being more efficient, but may not operate<br \/>\u00a0as such.<br \/>a. community care centers<br \/>b. corporations<br \/>c. systems<br \/>d. foundations<br \/>4. Schools of management thought have evolved over the past ____________ to provide <br \/>\u00a0conceptual maps of how to deal with internal and external challenges. <br \/>a. century<br \/>b. decade<br \/>c. year<br \/>d. None of the above. <br \/>5. The Human Relations School ascertains that in order to improve productivity, management <br \/>\u00a0must ____________.<br \/>a. implement the top-down control of work<br \/>b. minimize the input of workers<br \/>c. offer monetary incentives<br \/>d. understand the informal organization of workers<\/p>\n<p>6. This school of management is also known as the \u201cNeo Weberian\u201d model: <br \/>a. classical school<br \/>b. human relations school <br \/>c. decision-making school <br \/>d. scientific school <br \/>7. Sociologists have long taken the _____________ in describing the embeddedness of human <br \/>\u00a0behavior in social relationships. <br \/>a. social network approach<br \/>b. systems approach <br \/>c. perspectives approach <br \/>d. None of the above. <br \/>8. The decision-making school is focused on _____________.<br \/>a. physicians<br \/>b. middle managers<br \/>c. top executives<br \/>d. blue collar workers<br \/>9. One school of modern strategic management encompasses an emphasis on _____________.<br \/>a. industry net-worth<br \/>b. top-down decision making<br \/>c. industry structure and competitive forces<br \/>d. deliberate corporate rationality<br \/>10. _____________ (INDs) can fill the structural hole between independent physician groups who <br \/>\u00a0can jointly develop and implement care management practices.<br \/>a. Integrated delivery networks<br \/>b. Independent doctor networks<br \/>c. Interdependent development networks<br \/>d. Independent decision networks<br \/>11. _____________ are a domain in which strong professional forces confront a host of <br \/>\u00a0institutional and market forces.<br \/>a. HPRs<br \/>b. PHOs<br \/>c. ISMs<br \/>d. All of the above. 7<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>12. ____________ can be defined as the process in which one engages others to set and achieve a <br \/>\u00a0common goal, often an organizationally defined goal. <br \/>a. Management<br \/>b. Leadership<br \/>c. Power<br \/>d. None of the above.<br \/>13. ____________ provide supervision directly to care providers. <br \/>a. Front-line mangers<br \/>b. Top managers<br \/>c. Middle managers<br \/>d. All of the above. <br \/>14. ____________ have responsibility for entire units within the health care organization. <br \/>a. Front-line mangers<br \/>b. Top managers<br \/>c. Middle managers<br \/>d. All of the above.<br \/>15. An example work plan is also known as a ____________ Chart.<br \/>a. Gantt <br \/>b. Weber<br \/>c. Levy<br \/>d. management<br \/>16. One of the key roles of the C-Suite is to interact with key ____________.<br \/>a. external stakeholders<br \/>b. managers<br \/>c. union leaders<br \/>d. producers<br \/>17. A critical role of leadership is ____________ setting. <br \/>a. agenda <br \/>b. mission<br \/>c. objective <br \/>d. goal 8<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>18. Which of the following is not a step in the strategic problem solving process? <br \/>a. define the problem<br \/>b. set the overall objective<br \/>c. conduct a root cause analysis<br \/>d. all are steps in the strategic problem solving process<br \/>19. Performance outcomes in health care are classified into three major categories: <br \/>\u00a0(1) patient-related, (2) staff-related, and (3) ____________-related.<br \/>a. community<br \/>b. stakeholder<br \/>c. government<br \/>d. management<br \/>20. The complexity and difficulty of leading health care organizations (HCOs) in a dynamic world <br \/>\u00a0has spurred interest in identifying _____________.<br \/>a. avenues of change<br \/>b. competencies<br \/>c. novel health practices<br \/>d. directives<br \/>21. Studies have identified two types of support that those in leadership roles must provide for <br \/>\u00a0successful change: instrumental and _____________ support.<br \/>a. industrial<br \/>b. proactive<br \/>c. interpersonal<br \/>d. unconventional<br \/>22. Processing the stress related to leadership action is recommended as a routine approach to <br \/>\u00a0self-_____________ in leadership positions.<br \/>a. fulfillment<br \/>b. care<br \/>c. destruction<br \/>d. motivation<br \/>23. Service lines are programs that are organized around _____________.<br \/>a. technologies<br \/>b. diseases<br \/>c. patient populations<br \/>d. All of the above.9<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>24. The purpose of ____________ is to bring people together, while avoiding the negative effects<br \/>\u00a0of differences in power of different participants and of limits in perspectives of each <br \/>\u00a0department and level in the hierarchy.<br \/>a. parallel organization<br \/>b. informed consent<br \/>c. process evaluation<br \/>d. external organization<br \/>25. ____________ is the coordination of activities among organizational units, including the <br \/>\u00a0management of conflicts among the units. <br \/>a. Specialization<br \/>b. Integration<br \/>c. Interdependence<br \/>d. All of the above.<br \/>26. ____________ are programs that are organized around diseases or conditions, patient <br \/>\u00a0population or technologies.<br \/>a. Service lines<br \/>b. Delivery systems<br \/>c. Parallel systems<br \/>d. None of the above.<br \/>27. ____________ organizational structures maintain their traditional functional structures and <br \/>\u00a0create program structures for just one or two programs.<br \/>a. Divergent<br \/>c. Duplicate<br \/>b. Decentralized<br \/>d. Hybrid<br \/>28. ____________ is the specification of the training required to perform work.<br \/>a. Standardization of work<br \/>b. Standardization of skills<br \/>c. Standardization of compliance <br \/>d. Standardization of competence10<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>29. ____________ is\/are the exchange of information about work performance between two people <br \/>\u00a0who are not in a hierarchical relationship.<br \/>a. Consensual agreement<br \/>b. Mutual adjustment<br \/>c. Shared objectives<br \/>d. Alienated forces<br \/>30. _____________ coordination captures aspects of both the programming and feedback <br \/>\u00a0approaches to coordination.<br \/>a. Alliance<br \/>b. Conditioned<br \/>c. Relational<br \/>d. Intuitive<br \/>31. The state of feeling or thinking in which one is energized or aroused to perform a task or <br \/>\u00a0engage in a particular behavior is _____________.<br \/>a. motivation<br \/>b. power<br \/>c. leverage<br \/>d. None of the above. <br \/>32. _____________ can be useful in collecting information about beliefs and attitudes as long as <br \/>\u00a0they are anonymous and there is assurance the results will be acted on.<br \/>a. Interviews<br \/>b. Employee surveys<br \/>c. Public forums<br \/>d. Suggestion boxes<br \/>33. The four central components of expectancy theory are _____________.<br \/>a. job outcomes, victories, implementation and expectancy<br \/>b. job outcomes, valences, instrumentality and expectancy<br \/>c. job security, valences, implementation and eagerness<br \/>d. job security, valences, instrumentality and expectancy<br \/>34. _____________ is the most important defining characteristic of health care professionals.<br \/>a. Autonomy<br \/>b. Determination<br \/>c. Competence<br \/>d. Creativity11<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>35. One of the best ways to motivate physicians include _____________.<br \/>a. distributing guidelines and protocols<br \/>b. financial incentives<br \/>c. traditional medical education programs<br \/>d. reminders and feedback<br \/>36. The causes of motivational problems often fall into three categories: 1) inadequate <br \/>\u00a0definition of the desired performance, 2) impediments to employee performance and <br \/>\u00a03) _____________.<br \/>a. too much autonomy<br \/>b. inadequate performance-reward linkages<br \/>c. internal review structures<br \/>d. behavioral shortcomings<br \/>37. ____________ involves \u201cdirected autonomy\u201d whereby individuals or teams are given an overall <br \/>\u00a0direction yet considerable leeway concerning how they go about following that direction.<br \/>a. Allotment<br \/>c. Enforcement<br \/>b. Engagement<br \/>d. Empowerment<br \/>38. ____________ is when altering certain aspects of the job may satisfy employees\u2019 psychological <br \/>\u00a0needs and motivation.<br \/>a. Job description<br \/>b. Job finalization<br \/>c. Job redesign <br \/>d. All of the above. <br \/>39. Team goals and their accompanying tasks can be categorized according to ____________, <br \/>\u00a0complexity, and diversity.<br \/>a. goal direction<br \/>b. goal clarity<br \/>c. standardization<br \/>d. aptitude<br \/>40. Formal groups are formally recognized, organizational based social systems that are task <br \/>\u00a0oriented with specific purpose and produce measurable _____________. <br \/>a. outcomes<br \/>b. needs <br \/>c. jobs<br \/>d. None of the above.12<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>41. Effective team performance is dependent upon a team\u2019s ability to form ____________ with <br \/>\u00a0other teams in a positive and productive manner.<br \/>a. municipalities<br \/>b. intergroup relationships<br \/>c. intragroup dynamics<br \/>d. independence<br \/>42. ____________ leadership is the legitimate authority given to a team member.<br \/>a. Formal<br \/>b. Official<br \/>c. Informal<br \/>d. Direct<br \/>43. Members carrying out ____________ activities are involved in general scanning for ideas and <br \/>\u00a0information about the external environment.<br \/>a. ambassador<br \/>b. functional<br \/>c. scouting<br \/>d. locating<br \/>44. A ____________ is a member of a team who obtains the benefits of group membership but <br \/>\u00a0does not accept a proportional share of the costs of membership.<br \/>a. slacker<br \/>b. lazy person <br \/>c. free rider<br \/>d. leader <br \/>45. Which theory of motivation model includes hygiene factors?<br \/>a. McClelland\u2019s model<br \/>b. Keller\u2019s model<br \/>c. Maslow\u2019s model<br \/>d. Herzberg\u2019s model<br \/>46. _____________ group technique and Delphi technique elicit group members\u2019 opinions prior to <br \/>\u00a0judgments about those opinions.<br \/>a. Normal<br \/>b. Biased<br \/>c. Unbiased<br \/>d. Nominal13<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>47. The ____________ stage of team development is characterized by disagreement, counter-<br \/>\u00a0independence and the need to manage conflict.<br \/>a. storming<br \/>b. forming<br \/>c. adjourning<br \/>d. performing<br \/>48. ____________ described communication as mostly a linear process.<br \/>a. Plato<br \/>b. Plutarch<br \/>c. Aristotle <br \/>d. Socrates<br \/>49. According to the well-known management theorist, Nitin Nohria, effective leaders know <br \/>\u00a0how and when to use each of ____________ means of persuasion.<br \/>a. Plato\u2019s<br \/>b. Aristotle\u2019s <br \/>c. Plutarch\u2019s<br \/>d. Socrates\u2019s<br \/>50. People respond to ideas that are easy to visualize because they can be recalled from memory <br \/>\u00a0more readily. This is an example of the ____________ phenomenon.<br \/>a. association<br \/>b. photographic<br \/>c. availability <br \/>d. optical<br \/>51. After simplicity, the second most important quality of one\u2019s message is _____________.<br \/>a. complexity<br \/>c. vividness<br \/>b. brevity<br \/>d. uniqueness<br \/>52. One reason that broad involvement of many different stakeholders is crucial to the success of <br \/>\u00a0a communicator is that stakeholders can ______________.<br \/>a. determine their worth<br \/>b. demand better benefits<br \/>c. reluctantly comply<br \/>d. offer their expertise14<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>53. The issue of broad representation generally becomes more important as an organizational <br \/>\u00a0initiative moves into the ___________ phase.<br \/>a. origination<br \/>b. implementation<br \/>c. scouting<br \/>d. planning<br \/>54. A weakness of ____________ is that it is not appropriate for exploring a particular idea or <br \/>\u00a0proposal in depth.<br \/>a. structured interviews<br \/>b. focus groups<br \/>c. open-ended interviews<br \/>d. interview design<br \/>55. _____________ explains how information spreads.<br \/>a. Hierarchy<br \/>b. Collapsing<br \/>c. Contagion<br \/>d. Staggering<br \/>56. Real-time team meetings are venues where _____________ communication takes place.<br \/>a. enhanced<br \/>b. all-channel<br \/>c. structured<br \/>d. circle<br \/>57. Which of the following is not a method used in managing organizational communication? <br \/>a. open-ended interviews <br \/>b. structured interviews<br \/>c. one-minute essays<br \/>d. All the above.<br \/>58. This rests on a fundamental principle that practitioners and institutions that produce the best <br \/>\u00a0outcomes should receive more money than those who underperform.<br \/>a. pay-for-performance <br \/>b. pay-for-outcome<br \/>c. pay-for-efficiency<br \/>d. pay-for-quality15<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>59. Emotional ____________ occurs when emotions are transmitted from one party to another.<br \/>a. reaching<br \/>b. passage<br \/>c. displacement<br \/>d. contagion<br \/>60. ____________ is the tendency for others to exchange equal levels of goods and services.<br \/>a. Bartering<br \/>b. Sharing<br \/>c. Reciprocity<br \/>d. Fairness <br \/>61. _____________ involves acquisition of knowledge or skills through study, instruction or <br \/>\u00a0experience.<br \/>a. Learning<br \/>b. Research <br \/>c. Studying<br \/>d. None of the above.<br \/>62. The three strategies that are the most common when individuals engage another party and <br \/>\u00a0seek resolution are ____________.<br \/>a. compromising, competing, and collaborating<br \/>b. compromising, competing and consistency<br \/>c. creating, combining and consistency<br \/>d. creating, cost-effectiveness and collaborating<br \/>63. _____________ is a negotiation tactic which involves trading off on issues that are of different<br \/>\u00a0value to each party.<br \/>a. Pitching<br \/>b. Compromising<br \/>c. Aggregating<br \/>d. Logrolling<br \/>64. Objective arguments are more effective than subjective arguments because they are rooted <br \/>\u00a0in _____________, not perception, and are therefore more difficult to refute.<br \/>a. rumors<br \/>b. stipulations<br \/>c. logic<br \/>d. arguments16<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>65. BATNA stands for \u201cBest _____________ to a Negotiated Agreement.\u201d<br \/>a. Alternate<br \/>b. Acceleration<br \/>c. Advance<br \/>d. Arrival<br \/>66. Managers can use \u201c____________,\u201d as described by Sterman, to help them understand <br \/>\u00a0dynamic complexity and gain insight into sources of policy resistance.<br \/>a. corporate models<br \/>b. corporate simulators<br \/>c. management models<br \/>d. management simulators<br \/>67. ____________ learning is when problem solvers adjust their behavior and work processes in<br \/>\u00a0response to changing events or trends.<br \/>a. Adaptive<br \/>b. Creative<br \/>c. Organizational<br \/>d. Generative<br \/>68. The ____________ effect is the tendency to infer specific characteristics of a person or <br \/>\u00a0organization from our overall impressions or feelings about that person or organization.<br \/>a. abstraction<br \/>b. illusory<br \/>c. perception<br \/>d. halo<br \/>69. Through _____________, innovators learn about possible action alternatives, outcome <br \/>\u00a0preferences and contextual factors.<br \/>a. guessing<br \/>b. actions<br \/>c. discovery<br \/>d. production<br \/>70. According to Rosenzweig, the pervasive belief that organizational innovativeness could be <br \/>\u00a0replicated through a simple formulae can be attributed to observational bias known as<br \/>\u00a0_____________.<br \/>a. discovery<br \/>b. genesis<br \/>c. the halo effect<br \/>d. adaptation17<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>71. According to Plesk and Wilson, the four key conditions or parameters required for space for <br \/>\u00a0novel ideas, creative solutions, and the emergence of new relationships are _____________.<br \/>a. discretion, boundaries, permission, and requirements<br \/>b. direction, brainstorming, permission, and resources<br \/>c. discretion, brainstorming, permission, and resources<br \/>d. direction, boundaries, permission, and resources<br \/>72. Three common myths or misconceptions about innovation are that (1) innovation is good; <br \/>\u00a0(2) there is a formula, and (3) innovation is ____________.<br \/>a. infinite<br \/>b. finite<br \/>c. linear<br \/>d. circular<br \/>73. _____________ are workforce or human resource practices that have been shown to improve <br \/>\u00a0an organization\u2019s capacity to effectively attract, select, hire, develop, and retain high-<br \/>\u00a0performing employees.<br \/>a. High-Performance Work Practices<br \/>b. Just Culture\/Just Safety Culture<br \/>c. Magnet Status<br \/>d. Pay-For-Performance<br \/>74. Burgeoning medical knowledge and the complexity of health care delivery have resulted in <br \/>\u00a0increasing _____________ in the health care workforce.<br \/>a. organization<br \/>b. professionalism<br \/>c. generalization<br \/>d. specialization<br \/>75. Six Sigma is a quality improvement strategy invented by _____________ in the mid 1980s.<br \/>a. IBM<br \/>b. Sprint<br \/>c. AT&amp;T<br \/>d. Motorola <br \/>76. _____________ identification has effectively limited organizational identification <br \/>\u00a0(i.e., individuals\u2019 sense of alignment with the organization).<br \/>a. Professional<br \/>b. Personal<br \/>c. Self<br \/>d. Group18<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>77. ____________ comprises the fundamental values, assumptions, and beliefs held in common<br \/>by members of an organization.<br \/>a. Strategy<br \/>b. Culture<br \/>c. Structure<br \/>d. Branding<br \/>78. ____________ is the process of providing a lens through which to interpret a situation.<br \/>a. Structuring<br \/>b. Defining<br \/>c. Framing<br \/>d. Aligning<br \/>79. _____________ leadership is defined as influencing followers by \u201cbroadening and elevating<br \/>followers\u2019 goals and providing them with confidence to perform beyond the expectations<br \/>specified in the implicit or explicit exchange agreement.\u201d<br \/>a. Transactional<br \/>b. Transformational<br \/>c. Traditional<br \/>d. Innovative<br \/>80. _____________ can be defined as the creation, implementation, and overall direction for a<br \/>firm.<br \/>a. Strategic management<br \/>b. Competitive advantage<br \/>c. Environmental control<br \/>d. None of the above.<br \/>81. The _____________ Framework has often been employed to understand the competitive forces<br \/>in industries.<br \/>a. Forward Financial<br \/>b. Five Fingers<br \/>c. Five Forces<br \/>d. Forward Forces<br \/>82. ____________ costs are the costs incurred when a customer changes from one supplier or<br \/>product to another.<br \/>a. Detrimental<br \/>b. Rotating<br \/>c. Oscillating<br \/>d. Switching19<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>83. ___________ power is when customers seek to drive down price and improve quality.<br \/>a. Buyer<br \/>b. Intentional<br \/>c. Supplier<br \/>d. Group<br \/>84. The analytical tool used for evaluating organizational capabilities, SWOT, stands for <br \/>\u00a0____________.<br \/>a. strengths, weakness, organization, and teamwork<br \/>b. strengths, weakness, opportunities, and threats<br \/>c. structure, weakness, opportunities and teamwork<br \/>d. structure, weakness, organization and threats<br \/>85. When competing products or services are similar, buyers may obtain value based on the <br \/>\u00a0company\u2019s ____________.<br \/>a. portfolio<br \/>b. image<br \/>c. efficiency<br \/>d. efforts<br \/>86. ____________ analysis compares the value of the strategic business units (SBUs) of firms.<br \/>a. Creative<br \/>b. Systems<br \/>c. Organizational<br \/>d. Portfolio<br \/>87. The physician-hospital relationships fall into three broad categories: noneconomic integration, <br \/>\u00a0economic integration, and ____________ integration.<br \/>a. employee<br \/>b. formal<br \/>c. personal<br \/>d. clinical<br \/>88. Governance mechanisms of alliances include (1) joint ownership in which partners share <br \/>\u00a0control of some or all alliance assets; (2) contracts that specify rights and obligations of <br \/>\u00a0alliance partners; (3) _____________ that rely on trust and goodwill; or (4) some combination <br \/>\u00a0of these.<br \/>a. formal rewards<br \/>b. informal rewards<br \/>c. formal agreements<br \/>d. informal agreements20<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>89. ____________ and conflict-management systems are subsets of relational norms underlying <br \/>\u00a0the process exchange over time.<br \/>a. Trust<br \/>b. Intent<br \/>c. Productivity<br \/>d. Competition<br \/>90. A major difficulty that organizations face in addressing alliance problems is actually their <br \/>\u00a0inability to identify the ____________ correctly.<br \/>a. truth<br \/>b. strengths<br \/>c. problem<br \/>d. structure<br \/>91. An example of an appropriate way to deal with an alliance problem is ____________.<br \/>a. implementing performance monitors<br \/>b. swapping capabilities<br \/>c. creating governing boards<br \/>d. creating a system of checks and balances<br \/>92. To form a successful alliance, the members of the alliance need to be able to learn from their <br \/>\u00a0experience and to build additional _____________ as needed.<br \/>a. lines of evidence<br \/>b. outputs<br \/>c. capital<br \/>d. capabilities<br \/>93. Willingness to put alliance interests first is a key factor of the _____________ stage of a life <br \/>\u00a0cycle model of organizational alliances in health care.<br \/>a. critical crossroads<br \/>b. maturity <br \/>c. emergence<br \/>d. transition<br \/>94. ____________ partners are not particularly interested in the strategic aspirations of the other<br \/>\u00a0partner in the alliance relationship.<br \/>a. Indifferent <br \/>b. Cooperative <br \/>c. Quasi-cooperative <br \/>d. Competitive 21<br \/>Final Examination<br \/>HCA 320 Essentials of Managed Care<br \/>95. The ____________ (HIPAA) limits the ability of new employers to exclude coverage for <br \/>\u00a0preexisting conditions.<br \/>a. Health Insurance Portability and Accountability Act<br \/>b. Health Inspection Portability and Accountability Act<br \/>c. Heath Insurance Preferentially and Accountability Act<br \/>d. Health Inspection Preferentially and Accountability Act<br \/>96. The ____________ of 1986 is designed to prevent institutions from denying care to anyone <br \/>\u00a0seeking emergency medical treatment, regardless of citizenship, insurance status, or ability to<br \/>\u00a0pay.<br \/>a. Emergency Medical Transfer and Litigation Act (EMTALA)<br \/>b. Emergency Medical Treatment and Labor Act (EMTALA)<br \/>c. Emergency Medical Treatment and Litigation Act (EMTALA)<br \/>d. Emergency Medical Transfer and Labor Act (EMTALA)<br \/>97. The ____________ stores information regarding physicians\u2019 and dentists\u2019 professional <br \/>\u00a0competence and conduct.<br \/>a. National Practitioner Data Bank (NPDB)<br \/>b. Network of Competencies Data Bank (NCDB)<br \/>c. National Record of Health Care Provider Competencies (NRHCPC)<br \/>d. Network of Known Practitioner Errors (NKPE)<br \/>98. One approach to aligning the IS function with the rest of the organization includes the <br \/>\u00a0idea that IS function should _____________ that of the organization.<br \/>a. control<br \/>b. unite<br \/>c. supplement<br \/>d. mirror<br \/>99. Successful strategic _____________ should result in a set of IS projects that the organization<br \/>\u00a0has identified as important to its strategic direction or for sustaining existing capabilities.<br \/>a. values<br \/>b. governance<br \/>c. implementation<br \/>d. alignment<br \/>100. The construction phase of the systems development life cycle (SDLC) includes system <br \/>\u00a0design, building, and _____________.<br \/>a. testing<br \/>b. selling<br \/>c. marketing<br \/>d. contracting<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Multiple Choice Questions (Enter your answers on the enclosed answer sheet)1. Health care concerns shared by the U.S., China and India include concerns over ____________.a. the consolidated financial mechanismb. lack of spending at the local levelc. the low number of specialistsd. lifestyle issues and behaviors2. Investor-owned facilities comprise about ____________ percent of the hospital sector.a. 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