PART 1 The genesis of Health Management Information Systems (HMIS) goes back to the roots of numerous areas, including: [removed] computing privacy. [removed] information economics [removed] multidimensional data sets. [removed] medical policies. An information-inquiring culture has transparent: [removed] information discovery. [removed] Core values. [removed] direct reports. [removed] accounting and finances. An information-discovery culture ensures: [removed] critical information about due processes. [removed] sharing of insights freely and encourages employees to collaborate. [removed] sensitivity for privacy. [removed] giving up the power of controlling others. The data input phase includes: [removed] data acquisition and data verification. [removed] data storage and data classification. [removed] data retrieval and data presentation. [removed] data retrieval only A healthcare services organization may develop or adopt various types of cultures, including: [removed] an information-functional culture [removed] an information-secrecy culture. [removed] an information-blast culture. [removed] an information-hording culture. Computational functions support: [removed] further data analysis. [removed] data transfer. [removed] sensitive data. [removed] decreasing costs. Emerging trends that are encouraging heathcare executives to become interested in developing innovative, integrative, and cost-beneficial HMIS solutions include: [removed] wireless, user-friendly portables. [removed] tape recordings. [removed] X-ray films. [removed] accessible records. The majority of computerized patient record systems have capabilities to reject invalid data with the use of techniques including: [removed] batched totals and range checks. [removed] mechanically processed coded data. [removed] data integrity. [removed] patient demographics. As a trustworthy leader, the senior executive must have the ability to: [removed] exude trust from their direct reports and corresponding followers. [removed] develop a “top-down” working relationship with followers. [removed] articulate how or why certain things are or are not being executed without explanations. [removed] dictate to others on how to manage their time. The executive largely responsible for articulating the organizational vision and mission is the: [removed] COO [removed] CMO [removed] CTO [removed] CEO Shared values portray: [removed] the total competencies of the organization. [removed] the interactive coordination among the hired employees. [removed] the common goals, objectives, and beliefs of most members of the organization. [removed] 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: [removed] rules and laws. [removed] strategic, tactical, and operational IT competencies. [removed] department goals and strategies. [removed] efficient business processes. The executive who oversees the daily heathcare services delivery operations is the: [removed] CEO [removed] COO [removed] CMO [removed] DFO Because it is an art form, motivation requires that the CIO have special skills and elevated expertise, including: [removed] turning over goal setting responsibilities to the employees. [removed] allowing employees to position specific individuals in the appropriate spaces throughout the organization. [removed] being as specific as possible when detailing the goals and objectives for their employees. [removed] assuming staff will institute a collaborative spirit with a strong sense of team belonging. Defensive strategies come into play when: [removed] an organization is to be constantly at the leading edge of its product offering. [removed] the uniqueness of certain aspects of the business activities is maintained. [removed] cost advantage is gained through economies of scale and cost-effectiveness. [removed…
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