NU 456 Final Questions With Correct
Answers
1. |A |nurse |is |applying |a |decision-making |process |to |a |clinical |challenge. |When |applying |this |
process, |the |nurse |must: |
a. |analyze |the |root |causes |of |a |situation. |
b. |begin |by |solving |the |underlying |problem. |
c. |choose |between |different |courses |of |action. |
d. |prioritize |the |maximum |good |for |the |maximum |number |of |people. |- |CORRECT |ANSWER✔✔-
ANS: |C |
Feedback: |Decision |making |is |a |complex, |cognitive |process |often |defined |as |choosing |a |
particular |course |of |action. |Problem |solving |is |part |of |decision |making |and |is |a |systematic |
process |that |focuses |on |analyzing |a |difficult |situation. |It |is |not |always |realistic |for |the |nurse |to |
solve |each |of |the |problems |contributing |to |a |larger |challenge, |especially |at |the |beginning |of |
the |decision-making |process. |The |nurse |often |lacks |the |time, |information, |or |resources |to |
analyze |the |root |causes |of |a |situation. |Many |times, |the |nurse |makes |a |decision |that |benefits |
the |largest |number |of |people, |but |this |is |not |always |feasible |or |desirable.
3. |Which |statement |is |true |regarding |decision |making? |
a. |Scientific |methods |provide |identical |decisions |by |different |individuals |for |the |same |
problems. |
b. |Decisions |are |greatly |influenced |by |each |person's |value |system. |
c. |Personal |beliefs |can |be |adjusted |for |when |the |scientific |approach |to |problem |solving |is |
used. |
d. |Past |experience |has |little |to |do |with |the |quality |of |the |decision. |- |CORRECT |ANSWER✔✔-
ANS: |B |
,Feedback: |Values, |life |experience, |individual |preference, |and |individual |ways |of |thinking |will |
influence |a |person's |decision |making. |No |matter |how |objective |the |criteria |will |be, |value |
judgments |will |always |play |a |part |in |a |person's |decision |making, |either |consciously |or |
subconsciously. |It |is |not |possible |for |a |nurse |to |fully |"set |aside" |personal |beliefs |when |making |
a |decision, |even |if |the |nurse |applies |the |principles |of |self-reflection.
4. |The |nurse-manager |of |a |short-staffed |unit |needs |to |make |a |decision |about |a |nurse's |
request |for |an |unpaid |leave |of |absence. |In |order |to |increase |the |chance |of |making |a |good |
decision, |the |manager |should: |
a. |involve |as |many |people |in |the |decision-making |process |as |possible. |
b. |begin |the |decision-making |process |by |presuming |the |status |quo |to |be |the |best |option. |
c. |generate |as |many |different |alternatives |as |possible. |
d. |prioritize |the |option |that |is |most |innovative. |- |CORRECT |ANSWER✔✔-ANS: |C |
Feedback: |The |greater |the |number |of |alternatives |that |can |be |generated |by |the |decision |
maker, |the |better |the |final |decision |will |be. |Generating |multiple |alternatives |may |require |
involving |more |people |in |the |decision-making |process, |but |the |process |can |easily |become |
unwieldy |if |too |many |people |are |involved. |The |manager |should |always |consider |the |status |quo
|as |a |possible |option, |but |this |is |not |always |considered |to |be |the |default |option. |Innovation |is |
often |a |desirable |characteristic, |but |it |would |be |inappropriate |to |choose |an |option |solely |
because |it |is |innovative; |many |other |values |must |be |considered.
An |experienced |nurse-manager |has |been |described |as |being |a |"right-brained |thinker." |Which |
is |an |example |of |this |manager's |decision-making |process? |
a. |Uses |data |sets |to |generate |solutions |
b. |Uses |thinking |that |is |outside |the |normal |standards |to |find |a |solution |
c. |Has |the |ability |to |ask |all |those |involved |in |the |decision |making |
d. |Focuses |on |the |intended |process |to |reach |a |solution |or |goal |- |CORRECT |ANSWER✔✔-ANS: |
B|
,Feedback: |Right-brained |thinkers |have |traditionally |been |characterized |as |creative |and |
intuitive, |and |thinking |outside |of |normal |standards |to |find |a |solution. |Linear |analysis, |such |as |
the |ability |to |generate |solutions |based |on |data |sets, |is |more |closely |aligned |with |left-brained |
thinking. |Transparency, |such |as |getting |all |those |involved, |and |efficiency, |which |focuses |on |the |
process |to |reach |a |goal, |are |desirable |qualities |that |are |not |particularly |aligned |with |either |of |
these |two |paradigms.
19. |What |characteristic |of |a |nurse-manager |best |demonstrates |left-brained |thinking? |
a. |The |manager |highly |values |innovation |and |intuition |when |making |decisions. |
b. |The |manager's |relationships |with |peers |are |prioritized |when |evaluating |decisions. |
c. |The |manager |applies |a |linear, |analytical |model |when |making |a |decision. |
d. |The |manager |is |open |to |feedback |from |staff |when |making |a |decision. |- |CORRECT |
ANSWER✔✔-ANS: |C |
Feedback: |Left-brained |thinkers |process |information |in |a |linear, |analytical |way, |which |is |
different |from |the |creative |and |intuitive |approach |of |right-brained |thinkers. |Placing |a |value |on |
relationships |and |being |open |to |feedback |are |not |specifically |associated |with |one |or |the |other
|side |of |the |brain.
27. |A |nurse-manager |has |to |make |some |difficult |decisions |around |the |allocation |of |vacation |
time |during |the |holiday |season. |When |making |a |decision, |what |should |the |manager |do |first? |
a. |Elicit |ideas |from |as |many |staff |members |as |possible. |
b. |Consider |how |the |issues |have |been |addressed |in |the |past. |
c. |Think |of |as |many |alternatives |as |possible. |
d. |Clearly |identify |each |of |the |desired |objectives |in |the |situation. |- |CORRECT |ANSWER✔✔-
ANS: |D |
Feedback: |Regardless |of |what |decision-making |or |problem-solving |tool |a |manager |is |going |to |
use, |the |process |must |necessarily |begin |with |clear |identification |of |the |objectives. |Once |these |
are |determined, |subsequent |steps |like |engaging |stakeholders, |creating |alternatives, |and |
considering |previous |approaches |can |be |performed.
, 8. |The |clinic |leader |tends |to |make |decisions |independently |and |closely |supervises |and |controls
|the |practice |of |the |nurses |at |the |clinic. |What |type |of |leadership |is |being |exemplified? |
a. |Authoritarian |
b. |Democratic |
c. |Laissez-faire |
d. |Contingency |- |CORRECT |ANSWER✔✔-ANS: |A |
Feedback: |Authoritarianism |is |associated |with |strong |control |and |decision |making |that |does |
not |involve |others. |Democratic |leadership |emphasizes |broad |participation |in |decision |making, |
and |a |laissez-faire |approach |is |highly |permissive |with |low |control. |A |contingency |approach |
emphasizes |the |need |for |flexibility |in |leadership, |not |high |control |and |centralized |decision |
making.
10. |Which |statement |best |depicts |leadership?
|
a. |Strong |leaders |can |coerce |people |into |following |them. |
b. |A |leadership |position |has |a |narrower |scope |than |a |management |position. |
c. |People |will |follow |a |person |in |a |leadership |position |by |choice. |
d. |Leadership |requires |meeting |organizational |goals. |- |CORRECT |ANSWER✔✔-ANS: |C |
Feedback: |Those |individuals |who |choose |to |follow |a |leader |do |so |by |choice, |not |because |they |
have |to; |"followership" |cannot |be |coerced. |Leadership |is |a |much |broader |concept |than |
management, |which |implies |a |more |specific |and |finite |role. |Leadership |is |not |necessarily |
dependent |on |meeting |organizational |goals.
14. |The |nurse |who |manages |an |ambulatory |clinic |is |well |known |as |being |a |visionary |leader |
who |is |skilled |at |empowering |others |with |this |vision. |What |type |of |leader |is |this |nurse? |
a. |Transactional |
Answers
1. |A |nurse |is |applying |a |decision-making |process |to |a |clinical |challenge. |When |applying |this |
process, |the |nurse |must: |
a. |analyze |the |root |causes |of |a |situation. |
b. |begin |by |solving |the |underlying |problem. |
c. |choose |between |different |courses |of |action. |
d. |prioritize |the |maximum |good |for |the |maximum |number |of |people. |- |CORRECT |ANSWER✔✔-
ANS: |C |
Feedback: |Decision |making |is |a |complex, |cognitive |process |often |defined |as |choosing |a |
particular |course |of |action. |Problem |solving |is |part |of |decision |making |and |is |a |systematic |
process |that |focuses |on |analyzing |a |difficult |situation. |It |is |not |always |realistic |for |the |nurse |to |
solve |each |of |the |problems |contributing |to |a |larger |challenge, |especially |at |the |beginning |of |
the |decision-making |process. |The |nurse |often |lacks |the |time, |information, |or |resources |to |
analyze |the |root |causes |of |a |situation. |Many |times, |the |nurse |makes |a |decision |that |benefits |
the |largest |number |of |people, |but |this |is |not |always |feasible |or |desirable.
3. |Which |statement |is |true |regarding |decision |making? |
a. |Scientific |methods |provide |identical |decisions |by |different |individuals |for |the |same |
problems. |
b. |Decisions |are |greatly |influenced |by |each |person's |value |system. |
c. |Personal |beliefs |can |be |adjusted |for |when |the |scientific |approach |to |problem |solving |is |
used. |
d. |Past |experience |has |little |to |do |with |the |quality |of |the |decision. |- |CORRECT |ANSWER✔✔-
ANS: |B |
,Feedback: |Values, |life |experience, |individual |preference, |and |individual |ways |of |thinking |will |
influence |a |person's |decision |making. |No |matter |how |objective |the |criteria |will |be, |value |
judgments |will |always |play |a |part |in |a |person's |decision |making, |either |consciously |or |
subconsciously. |It |is |not |possible |for |a |nurse |to |fully |"set |aside" |personal |beliefs |when |making |
a |decision, |even |if |the |nurse |applies |the |principles |of |self-reflection.
4. |The |nurse-manager |of |a |short-staffed |unit |needs |to |make |a |decision |about |a |nurse's |
request |for |an |unpaid |leave |of |absence. |In |order |to |increase |the |chance |of |making |a |good |
decision, |the |manager |should: |
a. |involve |as |many |people |in |the |decision-making |process |as |possible. |
b. |begin |the |decision-making |process |by |presuming |the |status |quo |to |be |the |best |option. |
c. |generate |as |many |different |alternatives |as |possible. |
d. |prioritize |the |option |that |is |most |innovative. |- |CORRECT |ANSWER✔✔-ANS: |C |
Feedback: |The |greater |the |number |of |alternatives |that |can |be |generated |by |the |decision |
maker, |the |better |the |final |decision |will |be. |Generating |multiple |alternatives |may |require |
involving |more |people |in |the |decision-making |process, |but |the |process |can |easily |become |
unwieldy |if |too |many |people |are |involved. |The |manager |should |always |consider |the |status |quo
|as |a |possible |option, |but |this |is |not |always |considered |to |be |the |default |option. |Innovation |is |
often |a |desirable |characteristic, |but |it |would |be |inappropriate |to |choose |an |option |solely |
because |it |is |innovative; |many |other |values |must |be |considered.
An |experienced |nurse-manager |has |been |described |as |being |a |"right-brained |thinker." |Which |
is |an |example |of |this |manager's |decision-making |process? |
a. |Uses |data |sets |to |generate |solutions |
b. |Uses |thinking |that |is |outside |the |normal |standards |to |find |a |solution |
c. |Has |the |ability |to |ask |all |those |involved |in |the |decision |making |
d. |Focuses |on |the |intended |process |to |reach |a |solution |or |goal |- |CORRECT |ANSWER✔✔-ANS: |
B|
,Feedback: |Right-brained |thinkers |have |traditionally |been |characterized |as |creative |and |
intuitive, |and |thinking |outside |of |normal |standards |to |find |a |solution. |Linear |analysis, |such |as |
the |ability |to |generate |solutions |based |on |data |sets, |is |more |closely |aligned |with |left-brained |
thinking. |Transparency, |such |as |getting |all |those |involved, |and |efficiency, |which |focuses |on |the |
process |to |reach |a |goal, |are |desirable |qualities |that |are |not |particularly |aligned |with |either |of |
these |two |paradigms.
19. |What |characteristic |of |a |nurse-manager |best |demonstrates |left-brained |thinking? |
a. |The |manager |highly |values |innovation |and |intuition |when |making |decisions. |
b. |The |manager's |relationships |with |peers |are |prioritized |when |evaluating |decisions. |
c. |The |manager |applies |a |linear, |analytical |model |when |making |a |decision. |
d. |The |manager |is |open |to |feedback |from |staff |when |making |a |decision. |- |CORRECT |
ANSWER✔✔-ANS: |C |
Feedback: |Left-brained |thinkers |process |information |in |a |linear, |analytical |way, |which |is |
different |from |the |creative |and |intuitive |approach |of |right-brained |thinkers. |Placing |a |value |on |
relationships |and |being |open |to |feedback |are |not |specifically |associated |with |one |or |the |other
|side |of |the |brain.
27. |A |nurse-manager |has |to |make |some |difficult |decisions |around |the |allocation |of |vacation |
time |during |the |holiday |season. |When |making |a |decision, |what |should |the |manager |do |first? |
a. |Elicit |ideas |from |as |many |staff |members |as |possible. |
b. |Consider |how |the |issues |have |been |addressed |in |the |past. |
c. |Think |of |as |many |alternatives |as |possible. |
d. |Clearly |identify |each |of |the |desired |objectives |in |the |situation. |- |CORRECT |ANSWER✔✔-
ANS: |D |
Feedback: |Regardless |of |what |decision-making |or |problem-solving |tool |a |manager |is |going |to |
use, |the |process |must |necessarily |begin |with |clear |identification |of |the |objectives. |Once |these |
are |determined, |subsequent |steps |like |engaging |stakeholders, |creating |alternatives, |and |
considering |previous |approaches |can |be |performed.
, 8. |The |clinic |leader |tends |to |make |decisions |independently |and |closely |supervises |and |controls
|the |practice |of |the |nurses |at |the |clinic. |What |type |of |leadership |is |being |exemplified? |
a. |Authoritarian |
b. |Democratic |
c. |Laissez-faire |
d. |Contingency |- |CORRECT |ANSWER✔✔-ANS: |A |
Feedback: |Authoritarianism |is |associated |with |strong |control |and |decision |making |that |does |
not |involve |others. |Democratic |leadership |emphasizes |broad |participation |in |decision |making, |
and |a |laissez-faire |approach |is |highly |permissive |with |low |control. |A |contingency |approach |
emphasizes |the |need |for |flexibility |in |leadership, |not |high |control |and |centralized |decision |
making.
10. |Which |statement |best |depicts |leadership?
|
a. |Strong |leaders |can |coerce |people |into |following |them. |
b. |A |leadership |position |has |a |narrower |scope |than |a |management |position. |
c. |People |will |follow |a |person |in |a |leadership |position |by |choice. |
d. |Leadership |requires |meeting |organizational |goals. |- |CORRECT |ANSWER✔✔-ANS: |C |
Feedback: |Those |individuals |who |choose |to |follow |a |leader |do |so |by |choice, |not |because |they |
have |to; |"followership" |cannot |be |coerced. |Leadership |is |a |much |broader |concept |than |
management, |which |implies |a |more |specific |and |finite |role. |Leadership |is |not |necessarily |
dependent |on |meeting |organizational |goals.
14. |The |nurse |who |manages |an |ambulatory |clinic |is |well |known |as |being |a |visionary |leader |
who |is |skilled |at |empowering |others |with |this |vision. |What |type |of |leader |is |this |nurse? |
a. |Transactional |
