The genesis of Health Management Information Systems (HMIS) goes back to the roots of numerous areas, including:
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computing privacy. |
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information economics |
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multidimensional data sets. |
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medical policies. |
An information-inquiring culture has transparent:
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information discovery. |
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Core values. |
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direct reports. |
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accounting and finances. |
An information-discovery culture ensures:
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critical information about due processes. |
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sharing of insights freely and encourages employees to collaborate. |
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sensitivity for privacy. |
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giving up the power of controlling others. |
The data input phase includes:
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data acquisition and data verification. |
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data storage and data classification. |
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data retrieval and data presentation. |
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data retrieval only |
A healthcare services organization may develop or adopt various types of cultures, including:
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an information-functional culture |
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an information-secrecy culture. |
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an information-blast culture. |
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an information-hording culture. |
Computational functions support:
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further data analysis. |
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data transfer. |
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sensitive data. |
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decreasing costs. |
Emerging trends that are encouraging heathcare executives to become interested in developing innovative, integrative, and cost-beneficial HMIS solutions include:
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wireless, user-friendly portables. |
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tape recordings. |
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X-ray films. |
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accessible records. |
The majority of computerized patient record systems have capabilities to reject invalid data with the use of techniques including:
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batched totals and range checks. |
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mechanically processed coded data. |
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data integrity. |
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patient demographics. |
As a trustworthy leader, the senior executive must have the ability to:
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exude trust from their direct reports and corresponding followers. |
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develop a "top-down" working relationship with followers. |
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articulate how or why certain things are or are not being executed without explanations. |
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dictate to others on how to manage their time. |
The executive largely responsible for articulating the organizational vision and mission is the:
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COO |
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CMO |
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CTO |
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CEO |
Shared values portray:
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the total competencies of the organization. |
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the interactive coordination among the hired employees. |
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the common goals, objectives, and beliefs of most members of the organization. |
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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:
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rules and laws. |
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strategic, tactical, and operational IT competencies. |
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department goals and strategies. |
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efficient business processes. |
he executive who oversees the daily heathcare services delivery operations is the:
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CEO |
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COO |
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CMO |
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DFO |
Because it is an art form, motivation requires that the CIO have special skills and elevated expertise, including:
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turning over goal setting responsibilities to the employees. |
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allowing employees to position specific individuals in the appropriate spaces throughout the organization. |
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being as specific as possible when detailing the goals and objectives for their employees. |
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assuming staff will institute a collaborative spirit with a strong sense of team belonging. |
Defensive strategies come into play when:
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an organization is to be constantly at the leading edge of its product offering. |
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the uniqueness of certain aspects of the business activities is maintained. |
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cost advantage is gained through economies of scale and cost-effectiveness. |
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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:
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can be learned by reading cases in textbooks. |
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are not necessary for learning. |
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can be learned by reading published theories. |
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are not easily replicated. |
URL stands for:
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uniform relocation lab. |
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universal resource locators. |
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uniform restructuring link |
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usability relocation link |
For breast cancer patients who may have distinct needs for care and coping, several researchers have found that these patients:
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typically do not seek information regarding treatment plans. |
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actively engage in online and interpersonal interactions via support groups. |
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tend to disincline investigating medical progress. |
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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:
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increases social isolation often associated with stigmatizing medical conditions. |
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reduces patient-physician interactions. |
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increases deficiencies in the health insurance and registration processes. |
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engages faster diffusion of medical findings. |
The Internet is not void of particular weaknesses for underrepresented population information, such as:
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fragmentation of health information. |
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verifiable facts. |
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credible sources. |
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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:
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restructure the Internet. |
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function as Internet regulating bodies. |
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develop an Internet hub infrastructure. |
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develop a network system. |
Online activities include:
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spreadsheet development. |
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ACCESS reports. |
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communications. |
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PowerPoint presentations. |
Determinants of site success such as Trusera (invitation only), DailyStrength, PatientsLikeMe, and Caring.com rest with a triad of:
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blog ratings, site ratings, and community forum ratings. |
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member numbers, daily hits, and word of mouth. |
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theory, research, and practice. |
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accuracy, veracity, and verifiability. |
Online extraction of relevant health information by both experts and laypersons have proliferated due to:
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decreased computing literacy. |
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less availability. |
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advances in Web-based interface technology. |
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extremely high cost. |
The Internet has facilitated the use of information and communication technology (ICT) to:
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discourage the constant use of the Internet for medical information. |
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sustain patients with a variety of illnesses. |
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increase social isolation. |
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treat diseases. |