This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
The CAHIMS Exam Preparation Course
and the CAHIMS exam are the result of
collaboration between the Life Science
Informatics Center at Bellevue College
and the Healthcare Information and
Management Systems Society (HIMSS).
Significant content found in the CAHIMS
Exam Preparation Course stems from the
Office of the National Coordinator for
Health Information Technology. Creation
of the CAHIMS Exam Preparation Course
and the CAHIMS exam was made
possible through support from the National
Science Foundation (NSF).
Curriculum Team:
Margaret Schulte, DBA
Michèle Royer, PhD
Nathan Savage, MLIS
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Section 8 - Leadership and Planning
Lesson 8.1 - Leadership and Change Management
Assessment Questions Answer Key
Lecture 6
1. According to the lecture, which best describes change management?
a. The systematic process of updating existing technology or implementing new
technology to maintain a competitive edge
b. The methodology that integrates change and the ability to adapt to change in
an organization.
*c. A strategic systematic process for engaging stakeholders during the
metamorphosis of establishing new ideas or practices
d. The reconstructive process of managerial roles to conform to new standards,
procedures and applications
Answer: c. A strategic systematic process for engaging stakeholders during the
metamorphosis of establishing new ideas or practices
Lecture(s)/Slide(s): 6/5
2. According to the lecture, all are characteristic of change management EXCEPT:
a. Anticipation of conflicts and snags
b. Framework design that supports integration of diverse perspectives for goal
achievement
c. Elasticity in maneuvers and outcome model
*d. Ridged approach and task focused
Answer: d. Ridged approach and task focused
Lecture(s)/Slide(s): 6/10
3. The effects of information system change on individuals and organizations
include all EXCEPT:
a. Ambiguity in job descriptions
b. Increased interdependence with duties of others
c. Opportunities for facilitating innovative initiatives
*d. Reliance on successful standard procedures
Answer: d. Reliance on successful standard procedures
Lecture(s)/Slide(s): 6/12
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 1
4. Which of the following represents the most critical question for implementation
teams to ask during the planning stages of change management strategies?
a. What will change?
b. What will remain the same?
*c. Why is there a need for change?
d. How will change occur?
Answer: c. Why is there a need for change?
Lecture(s)/Slide(s): 6/14
5. According to the lecture, which of the following is a catalyst for change when
supported by data and a strategic vision?
a. Charismatic leadership
b. Incentives
c. Technology
*d. Tension
Answer: d. Tension
Lecture(s)/Slide(s): 6/16
6. In which phase of organizational the “CHANGE” model should the
communication plan be developed?
a. A – Articulate Goals
b. C – Create Tension
*c. H – Harness Support
d. N – Nominate Roles
Answer: c. H – Harness Support
Lecture(s)/Slide(s): 6/17
7. Charlotte has twenty-five years of work experience for Historic Hospital. She
perceives appropriate resources for responsibilities. In which phase of
organizational “CHANGE” would she be the greatest asset?
a. A – Articulate Goals
b. G - Grow capability
c. H – Harness Support
*d. N – Nominate Roles
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 2
Answer: d. N – Nominate Roles
Lecture(s)/Slide(s): 6/19
8. Carl communicates statistical and technical information in a manner in which
both technically adept and technically challenged people find pleasurable. In
which two phases of organizational “CHANGE” would Carl’s skill set be most
needed?
a. C and H – Create Tension and Harness Support
b. A and N – Articulate Goals and Nominate Roles
*c. G and E – Grow Capability and Entrench Changes
d. E and C – Entrench Changes and Create Tension
Answer: c. G and E – Grow Capability and Entrench Changes
Lecture(s)/Slide(s): 6/21
9. Which of the following is the primary sign of successful health information
change management?
*a. The change results in better outcomes within an expeditious timeline
b. Entrenched changes are accepted with adequate additional support
c. Patient care becomes the primary focus of technology support
d. Healthcare employees efficiently use technology and readily adapt to future
challenges
Answer: a. The change results in better outcomes within an expeditious timeline
Lecture(s)/Slide(s): 6/22
10. Which of the following best describes what is required to create “organization
nimbleness”?
a. Excellent communication
b. Understanding human behavior
*c. Skillful change management
d. Understanding an organization’s structure
Answer: c. Skillful change management
Lecture(s)/Slide(s): 6/24
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 3
Lectures 1 & 2
11. Managers do all of the following EXCEPT
*a. set direction.
b. bring consistency.
c. reduce chaos.
d. cope with complexity.
Answer: a. set direction.
Lecture(s)/Slide(s): 1/5
12. Leaders and followers have a higher degree of collaboration during which part
of a project?
a. Pre-project Planning
b. Beginning of Project
*c. Middle of Project
d. End of Project
Answer: c. Middle of Project
Lecture(s)/Slide(s): 1/16
13. Grayson and Speckhart believe which of the following about leaders and
followers?
*a. Getting to know the “Number Two” leader is important
b. Followers prefer to be lead
c. Leaders cannot also be followers
d. Followers cannot grow in to good leaders
Answer: a. Getting to know the “Number Two” leader is important
Lecture(s)/Slide(s): 1/12
14. Alignment of leaders and followers is important because
a. followers must have a directive before they can act.
b. followers do not always understand strategic objectives or direction.
*c. most projects have a lot at stake and alignment is crucial to decision making.
d. leaders need to know that the followers will be loyal to them.
Answer: c. Most projects have a lot at stake and alignment is crucial to decision
making.
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 4
Lecture(s)/Slide(s): 1/12
15. Leaders do all of the following EXCEPT
a. cope with change.
b. align resources.
c. set direction.
*d. cope with complexity.
Answer: d. cope with complexity.
Lecture(s)/Slide(s): 1/5
16. Projects can be managed differently according to the environment of an
organization. Which one of the following is NOT an environment described by the
Project Management Institute (PMI)?
a. Functional
b. Matrix
*c. Hybrid
d. Projectized
Answer: c. Hybrid
Lecture(s)/Slide(s): 2/5
17. In a functional organizational environment, who is typically in charge?
a. Project Manager
b. Project Sponsor
c. Project Team
*d. Department Manager
Answer: d. Department Manager
Lecture(s)/Slide(s): 2/6
18. In a matrixed organization, authority for projects is shared between
a. the Project Sponsor and Project Manager.
*b. the Functional Manager and Project Manager.
c. the Functional Manager and Vendor.
d. the Project Manager and Vendor.
Answer: b. the Functional Manager and Project Manager.
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 5
Lecture(s)/Slide(s): 2/9
19. Which reason describes why today’s leaders cannot “expect” followership?
a. Many decisions formerly made by leaders can now easily be made with the
assistance of computers, software and other technology
b. Regulations require equal rights for all workers
*c. More people than ever now have access to information to formulate their own
knowledgeable judgments
d. Information interchange has decreased the need and dependence on a leader
Answer: c. More people than ever now have access to information to formulate
their own knowledgeable judgments
Lecture(s)/Slide(s): 1/10
20. Which option is not a requirement for a HIT implementation manager?
a. Understand complex environments
*b. Use the same project management style to ensure consistent outcomes
c. Maintain working relationships from previous projects
d. Research functional manager’s responsibilities
Answer: b. Use the same project management style to ensure consistent
outcomes
Lecture(s)/Slide(s): 2/17
21. Which option provides items like the schedule of vendor resources, a list of
project resources, and their roles and responsibilities?
*a. Communications Plan
b. Implementation Management Plan
c. Project Update Plan
d. Organization Calendar
Answer: a. Communication Plan
Lecture(s)/Slide(s): 2/19
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 6
22. Which set describes the three key factors for an Implementation Manager’s
success?
a. Stimulate positive attitudes, communicate circumspectly, and clarify authority
roles
b. Make deadlines, deliver services, depart with good relationships
c. Handle stress well, utilize downtime to communicate updates, follow guidelines
*d. Praise accomplishments, take time to understand people, and focus on the
finish line
Answer: d. Praise accomplishments, take time to understand people, and focus
on the finish line
Lecture(s)/Slide(s): 2/22, 23, 24
Lectures 3, 4 & 5
23. In the context of leadership, authority can be defined as
*a. the right to use power legitimately.
b. the ability to convince people to do something they ordinarily would not do.
c. using power to make something happen.
d. the right to control the actions of others.
Answer: a. the right to use power legitimately.
Lecture(s)/Slide(s): 3/6, 7
24. Authority belongs to a role that is
a. defined and communicated.
*b. sanctioned and mutually recognized.
c. recognized and communicated.
d. mutually recognized.
Answer: b. sanctioned and mutually recognized.
Lecture(s)/Slide(s): 3/8
25. All of the following statements are true about charismatic leaders EXCEPT
a. charismatic leaders galvanize their followers through their personalities.
b. charismatic leaders may not always have an official title.
c. charismatic leaders often emerge in crisis situations.
*d. charismatic leaders demand respect from their followers.
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 7
Answer: d. charismatic leaders demand respect from their followers.
Lecture(s)/Slide(s): 3/11
26. Ethnic, racial and religious groups are referred to as
a. minorities.
*b. subcultures.
c. counter-cultures.
d. cultural groups.
Answer: b. subcultures.
Lecture(s): 3/21
27. In order for an organization to foster creativity, it must
*a. encourage creativity at all levels of the organization.
b. institute a creativity-training program.
c. devote portions of each worker’s time to “creative time.”
d. document and measure all creative ideas on a scale.
Answer: a. encourage creativity at all levels of the organization
Lecture(s)/Slide(s): 3/16
28. Self-awareness, one of the four competencies of social intelligence, includes
all of the following traits EXCEPT
a. having an honest view of one’s self.
*b. being prone to outbursts of anger or frustration.
c. having high impulse control.
d. having an understanding of one’s strengths and weaknesses.
Answer: b. being prone to outbursts of anger or frustration.
Lecture(s)/Slide(s): 4/6
29. Being able to sense and perceive emotions other than one’s own means that
one
a. has good social skills.
*b. is socially aware.
c. is self-aware.
d. is self managed.
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 8
Answer: b. is socially aware.
Lecture(s)/Slide(s): 4/9
30. Emotional intelligence refers to
a. the ability of someone to perform well in scholarly work.
*b. the ability for someone to process his/her emotions and the emotions of
others.
c. the ability for someone to be agreeable and optimistic.
d. the ability of someone to perform well in social situations.
Answer: b. the ability for someone to process his/her emotions and the emotions
of others.
Lecture(s)/Slide(s): 4/3
31. A leader with good sense of self-management will have all but which of the
following characteristics?
a. Adaptability
b. Ability to express emotions if they’re warranted
c. Trustworthiness
*d. Impulsivity
Answer: d. Impulsivity
Lecture(s)/Slide(s): 4/8
32. Which of the following is NOT characteristic of a leader with good social
skills?
a. Is influential and communicative
*b. Is polite and cordial
c. Is adept at managing conflict
d. Can develop others and build bonds
Answer: b. Is polite and cordial
Lecture(s)/Slide(s): 4/9
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 9
33. Which is NOT vital for creativity in a healthcare environment?
a. Persistent leaders
*b. Inward focus on patient safety
c. Assessment of the marketplace
d. Tolerant leaders
Answer: b. Inward focus on patient safety
Lecture(s)/Slide(s): 3/19
34. Group leaders should motivate members using which of the following
elements of group dynamics?
a. Strategic thinking
b. Common goals
*c. Individual goals
d. Long-range plans
Answer: c. Individual goals
Lecture(s)/Slide(s): 5/17
35. Examples of intrinsic motivation include all but which of the following?
a. Completing a degree
b. Quitting smoking
*c. Entering a sales contest
d. Completing a marathon
Answer: c. Entering a sales contest
Lecture(s)/Slide(s): 5/5
36. Which of the following is an example of a team?
a. Committee
b. Council
*c. Management
d. Task forces
Answer: c. Management
Lecture(s)/Slide(s): 5/7
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 10
37. Intrinsic motivation is doing something because
a. people will like you.
b. you will be promoted.
*c. it's the right thing to do.
d. you will receive financial gain.
Answer: c. it’s the right thing to do.
Lecture(s)/Slide(s): 5/11
This work is funded by the National Science Foundation
Advanced Technological Education Grant 1003223
Page 11