Download RHIT Exam domain 6 Leadership questions with verified detailed solutions and more Exams Health sciences in PDF only on Docsity!
RHIT || Exam || domain || 6 || Leadership || questions || with || verified ||
detailed || solutions
The || RHIT || supervisor || for || the || filing || and || retrieval || section || of || Community || Clinic || is || developing || a || staffing || schedule || for || the || year. || The || clinic || is || open || 260 || days || per || year || and || has || an || average || of || 600 || clinic || visits || per || day. || The || standard || for || filing || records || is || 60 || records || per || hour. || The || standard || for || retrieval || of || records || is || 40 || records || per || hour. || Given || these || standards, || how || many || filing || hours || will || be || required || daily || to || retrieve || and || file || records || for || each || clinic || day? A. || 6 || hours || per || day B. || 10 || hours || per || day C. || 15 || hours || per || day D. || 25 || hours || per || day || - || ✔✔ 25 || hours || per || day Timeliness || of || the || storage || and || retrieval || processes || can || be || monitored. || In || this || situation, || each || clinic || visit || represents || a || patient || record || that || will || need || to || be || retrieved || (or || pulled) || and || stored || (filed || back), || 600/60 || = || 10; || 600/40 || = || 15; || 10 || + || 15 || = || 25 || hours || per || day. Incorporating || a || workflow || function || in || an || electronic || information || system || would || help || support: A. || Tasks || that || need || to || be || performed || in || a || specific || sequence B. || Moving || patients || from || point || to || point C. || Registration || of || patients D. || Making || computer || output || available || on || laser || disk || - || ✔✔Task || that || need || to || be || performed || in || a || specific || sequence
Workflow || and || process || designs || ensure || the || most || efficient || and || effective || use || of || electronic || information || systems. The || acute || care || hospital || discharges || an || average || of || 55 || patients || per || day. || The || HIM || department || is || open || during || normal || business || hours || only. || The || volume || of || productivity || standard || is || six || records || per || hour || when || coding || 4.5 || hours || per || day. || Assuming || that || standards || are || met, || how || many || FTE || coders || does || the || facility || need || to || have || on || staff || in || order || to || ensure || that || there || is || no || backlog? A. || 2. B. || 5 C. || 14. D. || 27 || - || ✔✔2. 385 || charts || per || week || / || 5 || days/ || 27 || standard || charts || per || day || = || 2.85. Coding || productivity || is || measured || by: A. || Quantity B. || Quality C. || Quantity || and || Quality D. || Volume || - || ✔✔Quantity || and || Quality Coding || productivity || is || measured || by || two || indicators || of || a || coder's || skill || which || are || the || types || of || errors || he || or || she || makes || and || the || speed || at || which || he || or || she || can || work. Quality || standards || for || coding || accuracy || should || be:
performance || standards, || which || establish || expectations || for || how || well || the || job || will || be || done || and || how || much || work || will || be || accomplished; || and || written || policies || and || procedures || explaining || staffing || requirements || and || scheduling, || which || assist || the || supervisor || in || being || fair || and || objective || and || help || the || staff || understand || the || rules. The || people || within || the || organization || who || oversee || the || operation || of || a || broad || scope || of || functions || such || as || coding, || transcriptions, || and || release || of || information || at || the || department || level || are || referred || to || as: A. || Senior || managers B. || The || board || of || directors C. || Supervisory || managers D. || Middle || manager || - || ✔✔Middle || manager Middle || management || involves || the || people || within || the || organization || who || oversee || the || operation || of || a || broad || scope || of || functions; || for || example, || the || HIM || manager || may || oversee || coding, || transcription, || and || release || of || information || at || the || departmental || level || or || they || may || oversee || a || defined || product || or || line || of || service, || such || as || in || the || case || of || a || radiology || department || manager. Which || of || the || following || is || a || problem-solving || technique || that || focuses || on || working || with || individuals || to || find || a || mutually || acceptable || solution? A. || Nominal || group || technique B. || Change || management C. || Brainstorming D. || New || beginnings || - || ✔✔Nominal || group || technique
Using || the || nominal || group || technique, || the || group || writes || down || their || suggestions || anonymously || and || then || votes || on || which || ideas || are || the || most || appropriate || for || the || context || of || the || discussion. || This || technique || focuses || on || finding || a || communally || acceptable || solution. Community || hospital || wants || to || offer || information || technology || services || to || city || hopsital, || another || smaller || hospital || in || the || area. || This || arrangement || will || financially || help || both || institutions. || In || reviewing || the || process || to || establish || this || arrangement, || the || CEO || asks || the || HIM || director || if || there || are || any || barriers || to || establishing || this || relationship || with || regard || to || HIPAA. || In || this || situation, || which || of || the || following || should || the || HIM || director || advise? A. || There || are || no || barriers || prescribed || by || HIPAA || for || this || arrangement. B. || Community || Hospital || needs || to || expand || their || organized || healthcare || arrangement || to || include || the || other || hospital. C. || City || Hospital || should || obtain || a || business || associate || agreement || with || Community || Hospital. D. || Community || Hospital || should || obtain || a || business || associate || agreement || with || City || Hospital. || - || ✔✔City || Hospital || should || obtain || a || business || associate || agreement || with || Community || Hospital In || this || situation, || the || smaller || hospital || should || obtain || a || business || associate || agreement || with || the || facility || providing || the || information || services. To || date, || the || HIM || department || has || not || charged || for || copies || of || records || requested || by || the || patient. || However, || the || policy || is || currently || under || review || for || revision. || One || HIM || committee || member || suggests || using || the || copying || fee || established || by || the || state. || Another || committee || member || thinks || that || HIPAA || will || not || allow || for || copying || fees. || What || input || should || the || HIM || director || provide? A. || HIPAA || does || not || allow || charges || for || copying || of || medical || records. B. || Use || the || state || formula || because || HIPAA || allows || hospitals || to || use || the || state || formula C. || Base || charges || on || the || cost || of || labor || and || supplies || for || copying || and || postage || if || copies || are || mailed || while || following || the || state || copy || fee || schedule
A. || Management || by || design B. || Change || management C. || Process || flow || implementation D. || Visioning || - || ✔✔Change || management Change || management || is || the || formal || process || of || introducing || change, || getting || it || adopted, || and || diffusing || it || throughout || the || organization. Which || of || the || following || is || a || data || collection || tool || that || records || the || workflow || of || current || processes? A. || Flow || chart B. || Force-field || analysis C. || Pareto || chart D. || Scatter || diagram || - || ✔✔Flow || chart Flow || charts || help || all || the || team || members || understand || the || process || in || the || same || way. || The || work || involved || in || developing || the || flow || chart || allows || the || team || to || thoroughly || understand || every || step || in || the || process || as || well || as || the || sequence || of || steps. || The || flow || chart || provides || a || visual || picture || of || each || decision || point || and || each || event || that || must || be || completed. || It || readily || points || out || places || where || there || are || redundancy || and || complex || and || problematic || areas. As || part || of || the || clinic's || performance || improvement || program, || and || HIM || director || wants || to || implement || benchmarking || for || the || transcription || division || at || a || large || physician || clinic. || The || clinic || has || 21 || transcriptionists || who || average || about || 140 || lines || per || hour. || The || transcription || unit || supports || 80 || physicians || at || a || cost || of || 15 || cents || per || line. || What || should || be || the || first || step || that || the || supervisor || takes || to || establish || benchmarks || for || the || transcription || division? A. || Clearly || define || what || is || to || be || studied || and || accomplished || by || instituting || benchmarks. B. || Hold || a || meeting || with || the || transcriptionists || to || announce || the || benchmark || program.
C. || Obtain || benchmarks || from || other || institutions. D. || Hire || a || consultant || to || assist || with || the || process. || - || ✔✔Clearly || define || what || is || to || be || studied || and || accomplished || by || instituting || benchmarks. The || first || step || in || benchmarking || is || to || determine || the || performance || measure || to || be || studied || and || what || is || to || be || accomplished. || Once || a || benchmark || for || a || performance || measure || is || determined, || analyzing || data || collection || results || becomes || more || meaningful. A || standard || of || performance || or || best || practice || for || a || particular || process || or || outcome || is || called || a(n): A. || Performance || measure B. || Benchmark C. || Improvement || opportunity D. || Data || measure || - || ✔✔Benchmark When || an || organization || compares || its || current || performance || measure || to || its || own || internal || historical || data, || or || uses || data || from || similar || external || organizations || across || the || country, || it || helps || establish || a || benchmark || also || known || as || a || standard || of || performance || or || best || practice, || for || particular || process || or || outcome. After || an || outpatient || review, || individual || audit || results || by || coder || should || become || part || of || the: A. || Individual || employee's || performance || evaluation B. || Patient's || health || record C. || Coding || compliance || review || summary D. || Mission || of || the || coding || team || - || ✔✔Individual || employee's || performance || evaluation
D. || Best || practices || with || high || validity || are || included || - || ✔✔Must || be || supported || by || research || and || actual || application || by || multiple || healthcare || systems The || four || criteria || describing || the || basics || of || best || practice || in || CDI || programs || are: || remain || constant || over || time; || be || supported || by || research || or || actual || application || by || more || than || one || healthcare || system; || affect || at || least || two || out || of || three || management || areas; || and || provide || some || measurable || value || to || the || organization. Performance || standards || are || used || to: A. || Communicate || performance || expectations B. || Assign || daily || work C. || Describe || the || elements || of || a || job D. || Prepare || a || job || advertisement || - || ✔✔Communicate || performance || expectations Managers || must || be || able || to || report || on || the || amount, || efficiency, || and || quality || of || work || being || done || in || a || unit. || Employees || need || to || know || what || is || expected || of || them, || and || how || they || are || doing || relative || to || expectations. || Setting || performance || standards || and || measuring || performance || can || address || the || needs || of || both. A || comprehensive || retrospective || review || should || be || conducted || at || least || once || a || year || of || what || aspect || of || the || clinical || documentation || improvement || program? A. || Proficiency || statistics B. || Compliance || issues C. || All || query || opportunities D. || Core || key || measures || - || ✔✔All || query || opportunities
A || standard || should || be || set || that || all || query || opportunities || within || a || CDI || program || should || undergo || comprehensive || review || retrospectively || at || least || once || a || year. A || coding || supervisor || who || makes || up || the || weekly || work || schedule || would || engage || in || what || type || of || planning? A. || Long || range B. || Operational C. || Tactical D. || Strategic || - || ✔✔Operational Operational || planning || is || the || specific || day-to-day || tasks || required || in || operating || a || healthcare || organization || or || an || HIM || department. || Making || up || the || weekly || work || schedule || would || be || part || of || operational || planning. Which || of || the || following || is || one || of || the || five || best || practices || for || management || of || financial || measures || in || the || CDI || program. A. || Track || and || report || on || CC || capture || rates || across || the || organization || and || by || service B. || Build || relationships || with || QIO || and || primary || insurers C. || Publish || data || to || benchmarking || organizations D. || Document || corrective || actions || - || ✔✔Track || and || report || on || CC || capture || rates || across || the || organization || and || by || service. Because || the || financial || impact || of || a || clinical || documentation || improvement || (CDI) || program || in || important || and || because || many || programs || may || lose || their || continued || funding || without || the || ability || to || demonstrate || economic || value, || every || organization || should || have || a || best || practices || approach || to || managing || the || financial || measurement || of || the || CDI || program. || One || of || these || best || practices || is || to || track || and || report || on || MCC || and || CC || capture || rates || across || the || organization || and || by || service.
evaluates || threats || to || those || opportunities). || This || scenario || is || an || example || of || weakness || in || a || SWOT || analysis. The || HIM || department || at || Memorial || hospital || will || install || a || computer-assisted || coding || (CAC) || system || next || month. || Meetings || were || held || with || all || coders || so || they || had || input || into || the || process || and || could || address || any || concerns. || HIM || managers || are || working || together || to || ensure || the || process || is || as || smooth || as || possible. || This || is || an || example || of || what || kind || of || change? A. || Emergent B. || Open-ended C. || Planned D. || Strategic || - || ✔✔Planned Planned || change || is || a || formal || process || that || is || introduced || methodically || and || is || actively || influenced || by || manager || or || change || agents. Clinical || documentation || policies || and || procedures || should: A. || Dictate || the || practices || and || procedures || for || medical || treatment B. || Encompass || nationally || recognized || guidelines C. || Meet || all || the || requirements || of || physician || leaders D. || Be || created || by || and || specifically || for || each || organization || - || ✔✔Be || created || by || and || specifically || for || each || organization In || order || to || be || both || effective || and || efficient, || each || organization || must || be || guided || by || policies || and || procedures || that || are || created || and || specific || to || the || organization. || This || includes || policies || and || procedures || regarding || clinical || documentation.
Dr. || Jones || is || the || first || physician || in || the || practice || to || adopt || the || e-prescribing || application. || He || says || he || likes || to || try || out || new || technologies || and || to || be || a || role || model || for || other || physicians. || Dr. || Jones || is || at || what || step || in || the || innovation || adoption || life || cycle? A. || Early || adopter B. || Early || majority C. || Laggard D. || Late || majority || - || ✔✔Early || adopter Early || adopters || are || a || little || more || cautious || than || the || innovators || but || these || individuals || are || the || change || leaders || within || the || organization. || These || individuals || do || not || require || information || to || change || but || they || like || to || have || how-to-manuals || and || information || sheets || on || how || to || participate || within || the || change, || which || can || be || provided || by || the || change || agents. || In || this || situation, || Dr || Jones || is || an || early || adopter || of || the || e-prescribing || application. Privacy || awareness || and || training || must || be || provided || to || all || employees || in || order || to || prevent || privacy || breaches. || This || requirement || is || covered || under || which || of || the || following || laws? A. || Civil || Rights || Act || of || 1991 B. || Consolidated || Omnibus || Budget || Reconciliation || Act C. || Fair || Labor || Standards || Act D. || Health || Insurance || Portability || and || Accountability || Act || - || ✔✔Health || Insurance || Portability || and || Accountability || Act HIPAA || provides || standards || regarding || administrative || requirements || that || are || important || to || the || health || information || professional, || including || requirements || for || privacy || training. || Every || member || of || the || covered || entity's || workforce || must || be || trained || in || PHI || policies || and || procedures || to || include || maintaining || the || privacy || of || patient || information, || upholding || individual || rights || guaranteed || by || the || Privacy || Rule, || and || reporting || alleged || breaches || and || other || Privacy || Rule || violations.
A. || Planning B. || Organizing C. || Leading D. || Controlling || - || ✔✔Controlling Controlling || is || the || function || in || which || performance || is || monitored || according || to || policies || and || procedures. || In || HIM, || controlling || includes || monitoring || the || performance || of || employees || for || quality, || accuracy, || and || timeliness || of || completion || of || duties. As || the || assistant || director || of || the || HIM || department, || Judy || is || responsible || for || creating || a || job || description || for || the || new || application || specialist || position. || As || part || of || the || data || collection || phase, || Judy || researches || the || AHIMA || Body || of || Knowledge || to || locate || similar || job || descriptions || already || on || file. || The || body || of || knowledge || is || what || source || of || data? A. || Primary B. || Secondary C. || Tertiary D. || The || Body || of || Knowledge || should || not || be || used || as || a || source || of || data || - || ✔✔Secondary Secondary || data || sources || for || job || analysis || are || information || obtained || from || subject || matter || experts, || human || resource || consultants, || job || data || banks, || or || competency || models. || The || AHIMA || Body || of || Knowledge || would || be || considered || data || from || subject || matter || experts. Which || of || the || following || items || on || Abigail's || to || do || list || is || most || likely || to || require || a || critical || conversation? A. || Ask || Thomas || to || act || as || a || coach || for || the || new || scanning || clerk || scheduled || to || start || next || week.
B. || Meet || with || the || director || for || a || discussion || on || whether || I || should || consider || going || back || to || school || for || my || master's || degree C. || Tell || Patricia || she || has || been || selected || for || promotion || to || lead || transcriptionist || to || fill || the || vacancy || left || when || Sara || retired. D. || Place || Daniel || on || probation || due || to || continuing || problems || with || decreasing || coding || productivity || and || coding || accuracy. || - || ✔✔Place || Daniel || on || probation || due || to || continuing || problems || with || decreasing || coding || productivity || and || coding || accuracy. While || managing || conflict, || there || are || time || when || difficult || or || critical || conversations || need || to || take || place || in || order || for || resolution || to || occur || to || move || change || to || the || next || level. || Poor || communication || creates || obstacles || for || managing || critical || conversations || in || conflict || situations. || Critical || or || crucial || conversations || are || about || challenging || issues || where || emotions || are || involved || and || the || outcomes || of || the || conversation || have || a || large || impact || on || relationships || or || workplace || dynamics. Jane || is || responsible || for || developing || the || positions || needed || for || scanning || inactive || records || in || anticipation || of || EHR || implementation. || Since || she || has || no || scanning || experience, || Jane || called || the || supervisors || of || the || scanning || function || at || three || different || facilities || to || pick || their || brains || in || regards || to || scanning || jobs, || This || is || an || example || of || what || type || of || data || collection || in || the || job || analysis || process: A. || Using || external || sources B. || Diary || method C. || Observation || method D. || Work || imaging || - || ✔✔Using || external || sources Managers || can || collect || information || about || a || job || from || a || variety || of || sources. || One || of || these || is || to || use || external || sources' || data || for || job || analysis. || In || this || scenario, || Jane || contacts || other || external || sources || at || other || facilities || in || order || to || use || their || information || to || create || the || scanning || function || requirements.
A || supervisor || wants || to || determine || whether || the || release-of-information || staff || members || are || working || at || optimal || output. || Which || of || the || following || would || be || most || useful || to || determine || this? A. || Review || work || attendance || records || to || see || who || is || absent || from || work || the || most. B. || Walk || through || the || work || area || at || random || times || of || the || day || to || make || sure || that || employees || are || at || their || desks || and || working. C. || Set || productivity || standards || for || the || area, || and || review || results || on || a || regular || basis. D. || Determine || the || backlog || of || work || not || performed || each || day. || - || ✔✔Set || productivity || standards || for || the || area, || and || review || results || on || a || regular || basis. Managers || must || be || able || to || report || on || the || amount, || efficiency, || and || quality || of || work || being || done || in || a || unit. || Employees || need || to || know || what || is || expected || of || them, || and || how || they || are || doing || relative || to || expectations. || Setting || performance || standards || and || measuring || performance || can || address || the || needs || of || both. Charles || is || a || supervisor || of || the || imaging || section || of || the || HIM || department. || In || trying || to || update || scanning || productivity || standards, || Charles || calls || around || to || other || area || hospitals || to || ask || what || their || scanning || standards || are. || This || is || an || example || of || what || source || of || performance || data? A. || Benchmarking B. || Job || Appraisal C. || Observation D. || Work || Sampling || - || ✔✔Benchmarking Comparing || an || organization's || performance || to || the || performance || of || other || organizations || that || provide || the || same || types || of || service || is || known || as || benchmarking. || Internal || benchmarking || is ||
also || important || to || establish || a || baseline || for || the || organization || to || find || ways || to || improve || effectiveness. Delegation || is || a || skill || that || managers || develop || to || show || employees || that || they || trust || them || with || authority || to || perform || certain || projects || on || their || own. || Delegation || falls || under || what || managerial || function? A. || Planning B. || Organizing C. || Leading D. || Controlling || - || ✔✔Organizing Organization || is || coordinating || all || of || the || tasks || and || responsibilities || of || a || department || to || guarantee || the || work || to || be || accomplished || is || completed || correctly. || A || director || or || supervisor || is || responsible || for || the || decisions || concerning || the || division || of || labor || for || the || HIM || department. What || document || outlines || the || work || to || be || performed || by || a || specific || employee || or || group || of || employees || with || the || same || responsibilities? A. || Union || contract B. || Policy || and || Procedure || Manual C. || Job || evaluation D. || Job || description || - || ✔✔Job || description A || job || description, || sometimes || called || a || position || description, || is || a || written || explanation || of || a || job || and || the || duties || it || emails || and || is || based || on || information || provided || by || the || job || analysis. || A || job || description || helps || the || human || resources || department, || hiring || manager, || the || employee's || direct || supervisor || and || the || employee || understand || the || job || duties || and || expectations.
