Question 1

Hospital Magnet decides against creating a separate department to lead and monitor quality activities because:

Accepted Answer

A)  total organizational involvement is critical to QI. 
B)  data generated by a single, separate department are generally flawed. 
C)  monitoring and commitment to QI can come only from senior-level managers. 
D)  staff resent suggestions for improvement that originate outside of their unit. 
A)  total organizational involvement is critical to QI. 
B)  data generated by a single, separate department are generally flawed. 
C)  monitoring and commitment to QI can come only from senior-level managers. 
D)  staff resent suggestions for improvement that originate outside of their unit.

Question 2

A nurse is explaining the pediatric unit's quality improvement (QI)program to a newly employed nurse.Which of the following would the nurse include as the primary purpose of QI programs?

Accepted Answer

A)  Evaluation of staff members' performances 
B)  Determination of the appropriateness of standards 
C)  Improvement in patient outcomes 
D)  Preparation for accreditation of the organization by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) 
A)  Evaluation of staff members' performances 
B)  Determination of the appropriateness of standards 
C)  Improvement in patient outcomes 
D)  Preparation for accreditation of the organization by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO)

Question 3

The chief executive officer asks the nurse manager of the telemetry unit to justify the disproportionately high number of registered nurses on the telemetry unit.The nurse manager explains that nursing research has validated which statement about a low nurse-to-patient ratio? The low ratio:

Accepted Answer

A)  promotes teamwork among healthcare providers. 
B)  increases adverse events. 
C)  improves patient outcomes. 
D)  contributes to duplication of services. 
A)  promotes teamwork among healthcare providers. 
B)  increases adverse events. 
C)  improves patient outcomes. 
D)  contributes to duplication of services.

Question 4

An example of an effective patient outcome statement is:

Accepted Answer

A)  eighty percent of all patients admitted to the Emergency Department will be seen by a nurse practitioner within 3 hours of presentation in the Emergency Department. 
B)  patients with cardiac diagnoses will be referred to cardiac rehabilitation programs. 
C)  the hospital will reduce costs by 3% through the annual budget process. 
D)  quality is a desired element in patient transactions. 
A)  eighty percent of all patients admitted to the Emergency Department will be seen by a nurse practitioner within 3 hours of presentation in the Emergency Department. 
B)  patients with cardiac diagnoses will be referred to cardiac rehabilitation programs. 
C)  the hospital will reduce costs by 3% through the annual budget process. 
D)  quality is a desired element in patient transactions.

Question 5

A nursing-led classification system that has led to greater reliability and standardization in data utilized for QI processes is:

Accepted Answer

A)  NANDA. 
B)  AHRQ. 
C)  NIOSH. 
D)  nursing process. 
A)  NANDA. 
B)  AHRQ. 
C)  NIOSH. 
D)  nursing process.

Hospital Magnet decides against creating a separate department to lead and monitor quality activities because:

A nurse is explaining the pediatric unit's quality improvement (QI)program to a newly employed nurse.Which of the following would the nurse include as the primary purpose of QI programs?

The chief executive officer asks the nurse manager of the telemetry unit to justify the disproportionately high number of registered nurses on the telemetry unit.The nurse manager explains that nursing research has validated which statement about a low nurse-to-patient ratio? The low ratio:

An example of an effective patient outcome statement is:

A nursing-led classification system that has led to greater reliability and standardization in data utilized for QI processes is:

Leading, Managing, and Following

Clinical Safety: The Core of Leading, managing, and Following

Legal and Ethical Issues

Cultural Diversity and Inclusion in Health Care

Gaining Personal Insight: The Beginning of Being a Leader

Being an Effective Follower

Managing Self: Stress and Time

Communication and Conflict

Power,Politics,and Influence

Healthcare Organizations

Organizational Structures

Care Delivery Strategies

Staffing and Scheduling

Work Force Engagement Through Collective Action and Governance

Making Decisions and Solving Problems

The Impact of Technology

Delegating: Authority, Accountability, Responsibility in Delegation Decisions

Leading Change

Building Effective Teams

Managing Costs and Budgets

Selecting, developing, and Evaluating Staff

Person-Centered Care

Translating Research Into Practice

Managing Personal and Personnel Problems

Role Transition

Managing Your Career

Developing the Role of Leader

Developing the Role of Manager

The Strategic Planning Process

Thriving for the Future

Filters

Exam 23: Managing Quality and Risk

Hospital Magnet decides against creating a separate department to lead and monitor quality activities because:

A nurse is explaining the pediatric unit's quality improvement (QI)program to a newly employed nurse.Which of the following would the nurse include as the primary purpose of QI programs?

The chief executive officer asks the nurse manager of the telemetry unit to justify the disproportionately high number of registered nurses on the telemetry unit.The nurse manager explains that nursing research has validated which statement about a low nurse-to-patient ratio? The low ratio:

An example of an effective patient outcome statement is:

A nursing-led classification system that has led to greater reliability and standardization in data utilized for QI processes is:

Leading, Managing, and Following

Clinical Safety: The Core of Leading, managing, and Following

Legal and Ethical Issues

Cultural Diversity and Inclusion in Health Care

Gaining Personal Insight: The Beginning of Being a Leader

Being an Effective Follower

Managing Self: Stress and Time

Communication and Conflict

Power,Politics,and Influence

Healthcare Organizations

Organizational Structures

Care Delivery Strategies

Staffing and Scheduling

Work Force Engagement Through Collective Action and Governance

Making Decisions and Solving Problems

The Impact of Technology

Delegating: Authority, Accountability, Responsibility in Delegation Decisions

Leading Change

Building Effective Teams

Managing Costs and Budgets

Selecting, developing, and Evaluating Staff

Person-Centered Care

Translating Research Into Practice

Managing Personal and Personnel Problems

Role Transition

Managing Your Career

Developing the Role of Leader

Developing the Role of Manager

The Strategic Planning Process

Thriving for the Future

Filters