TEST BANK FOR
q q
LEADERSHIP ROLES AND MANAGEMENT
q q q
FUNCTIONS IN NURSING 10TH EDITION
q q q q q
MARQUIS HUSTON TEST BANK
q q q q
Chapter q1: qDecision qMaking, qProblem qSolving, qCritical
qThinking, qand qClinical qReasoning: qRequisites qfor qSuccessful
qLeadership qandqManagement
Chapter q2: qClassical qViews qof qLeadership qand qManagement
qChapter q3: qTwenty-First-Century qThinking qAbout qLeadership
qandqManagement
Chapter q4: qEthical qIssues
Chapter q5: qLegal qand qLegislative qIssues
Chapter q6: qPatient, qSubordinate, qWorkplace, qand
qProfessionalqAdvocacy
Chapter q7: qOrganization
qPlanningqChapter q8: qPlanned
qChange qChapter q9: qTime
qManagement
Chapter q10: qFiscal qPlanning qand qHealth-Care
qReimbursementqChapter q11: qCareer qPlanning qand
qDevelopment qin qNursing qChapter q12: qOrganization
qStructure
Chapter q13: qOrganization, qPolitical, qand qPersonal
qPowerqChapter q14: qOrganizing qPatient qCare
Chapter q15: qEmployee qRecruitment, qSelection, qPlacement, qand
qIndoctrinationqChapter q16: qEducating qand qSocializing qStaff qin qa qLearning
qOrganization qChapter q17: qStaffing qNeeds qand qScheduling qPolicies
Chapter q18: qCreating qa qMotivating qClimate
Chapter q19: qOrganization, qInterpersonal, qand qGroup qCommunication qin qTeam
qBuildingqChapter q20: qDelegation
Chapter q21: qConflict, qWorkplace qViolence, qand qNegotiations
Chapter q22: qCollective qBargaining, qUnionization, qand qEmployment
qLawsqChapter q23: qQuality qControl qin qCreating qa qCulture qof qPatient
qSafety qChapter q24: qPerformance qAppraisal
Chapter q25: qProblem qEmployees: qRule qBreakers, qMarginal qEmployees, qand qthe qChemically
qorq
Psychologically qImpaired
,Chapter q1 qDecision qMaking, qProblem qSolving, qCritical qThinking, qand qClinical
qReasoning:q Requisites qfor qsuccessful qleadership qand qmanagement
1. What qstatement qis qtrue qregarding qdecision qmaking?
A) It qis qan qanalysis qof qa qsituation
B) It qis qclosely qrelated qto qevaluation
C) It qinvolves qchoosing qbetween qcourses qof qaction
D) It qis qdependent qupon qfinding qthe qcause qof qa qproblem qAns:
CqFeedback:
q
Decision qmaking qis qa qcomplex qcognitive qprocess qoften qdefined qas qchoosing qa qparticular
qcourseqof qaction. qProblem qsolving qis qpart qof qdecision qmaking qand qis qa qsystematic qprocess
qthat qfocusesqon qanalyzing qa qdifficult qsituation. qCritical qthinking, qsometimes qreferred qto qas
qreflective qthinking, qis qrelated qto qevaluation qand qhas qa qbroader qscope qthan qdecision qmaking
qand qproblem qsolving.
2. What
1. A) qIts qneed qfor qimplementation qtime
2. B) qIts qlack qof qa qstep qrequiring qevaluation qof qresults
3. C) qIts qfailure qto qgather qsufficient qdata
4. D) qIts qfailure qto qevaluate qalternatives
Ans: qA
qFeedback
:
The qtraditional qproblem-solving qmodel qis qless qeffective qwhen qtime qconstraints qare qa
qconsideration. qDecision qmaking qcan qoccur qwithout qthe qfull qanalysis qrequired qin qproblem
qsolving. qBecause qproblem qsolving qattempts qto qidentify qthe qroot qproblem qin qsituations,
qmuchqtime qand qenergy qare qspent qon qidentifying qthe qreal qproblem.
3. Which qof qthe qfollowing qstatements qis qtrue qregarding qdecision qmaking?
1. A) qScientific qmethods qprovide qidentical qdecisions qby qdifferent qindividuals qfor
q theqsame qproblems
, 2. B) qDecisions qare qgreatly qinfluenced qby qeach qpersons qvalue qsystem
3. C) qPersonal qbeliefs qcan qbe qadjusted qfor qwhen qthe qscientific qapproach qto
qproblemqsolving qis qused
4. D) qPast qexperience qhas qlittle qto qdo qwith qthe qquality qof qthe qdecision
Ans: q B
Feedback:
q
Values, qlife qexperience, qindividual qpreference, qand qindividual qways qof qthinking qwill
qinfluence qa qpersons qdecision qmaking. qNo qmatter qhow qobjective qthe qcriteria qwill qbe, qvalue
qjudgments qwill qalways qplay qa qpart qin qa qpersons qdecision qmaking, qeither qconsciously qor
subconsciously.
q
is qa qweakness qof qthe qtraditional qproblem-solving
qmodel?qPage q1
4. What qinfluences qthe qquality qof qa qdecision qmost qoften? qA) qThe qdecision qmakers
immediateqsuperior
q
B) The qtype qof qdecision qthat qneeds qto qbe qmade
C) Questions qasked qand qalternatives qgenerated
D) The qtime qof qday qthe qdecision qis
qmadeqAns: qC
Feedback:
The qgreater qthe qnumber qof qalternatives qthat qcan qbe qgenerated qby qthe qdecision qmaker, qthe
qbetterqthe qfinal qdecision qwill qbe. qThe qalternatives qgenerated qand qthe qfinal qchoices qare qlimited
qby qeachqpersons qvalue qsystem.
5. What
1. A) qGood qdecision qmakers qare qusually qright-brain, qintuitive qthinkers
2. B) qEffective qdecision qmakers qare qsensitive qto qthe qsituation qand qto qothers
3. C) qGood qdecisions qare qusually qmade qby qleft-brain, qlogical qthinkers
4. D) qGood qdecision qmaking qrequires qanalytical qrather qthan qcreative qprocesses
Ans: qB
qFeedback
:
, Good qdecision qmakers qseem qto qhave qantennae qthat qmake qthem qparticularly qsensitive qto qother
q q
LEADERSHIP ROLES AND MANAGEMENT
q q q
FUNCTIONS IN NURSING 10TH EDITION
q q q q q
MARQUIS HUSTON TEST BANK
q q q q
Chapter q1: qDecision qMaking, qProblem qSolving, qCritical
qThinking, qand qClinical qReasoning: qRequisites qfor qSuccessful
qLeadership qandqManagement
Chapter q2: qClassical qViews qof qLeadership qand qManagement
qChapter q3: qTwenty-First-Century qThinking qAbout qLeadership
qandqManagement
Chapter q4: qEthical qIssues
Chapter q5: qLegal qand qLegislative qIssues
Chapter q6: qPatient, qSubordinate, qWorkplace, qand
qProfessionalqAdvocacy
Chapter q7: qOrganization
qPlanningqChapter q8: qPlanned
qChange qChapter q9: qTime
qManagement
Chapter q10: qFiscal qPlanning qand qHealth-Care
qReimbursementqChapter q11: qCareer qPlanning qand
qDevelopment qin qNursing qChapter q12: qOrganization
qStructure
Chapter q13: qOrganization, qPolitical, qand qPersonal
qPowerqChapter q14: qOrganizing qPatient qCare
Chapter q15: qEmployee qRecruitment, qSelection, qPlacement, qand
qIndoctrinationqChapter q16: qEducating qand qSocializing qStaff qin qa qLearning
qOrganization qChapter q17: qStaffing qNeeds qand qScheduling qPolicies
Chapter q18: qCreating qa qMotivating qClimate
Chapter q19: qOrganization, qInterpersonal, qand qGroup qCommunication qin qTeam
qBuildingqChapter q20: qDelegation
Chapter q21: qConflict, qWorkplace qViolence, qand qNegotiations
Chapter q22: qCollective qBargaining, qUnionization, qand qEmployment
qLawsqChapter q23: qQuality qControl qin qCreating qa qCulture qof qPatient
qSafety qChapter q24: qPerformance qAppraisal
Chapter q25: qProblem qEmployees: qRule qBreakers, qMarginal qEmployees, qand qthe qChemically
qorq
Psychologically qImpaired
,Chapter q1 qDecision qMaking, qProblem qSolving, qCritical qThinking, qand qClinical
qReasoning:q Requisites qfor qsuccessful qleadership qand qmanagement
1. What qstatement qis qtrue qregarding qdecision qmaking?
A) It qis qan qanalysis qof qa qsituation
B) It qis qclosely qrelated qto qevaluation
C) It qinvolves qchoosing qbetween qcourses qof qaction
D) It qis qdependent qupon qfinding qthe qcause qof qa qproblem qAns:
CqFeedback:
q
Decision qmaking qis qa qcomplex qcognitive qprocess qoften qdefined qas qchoosing qa qparticular
qcourseqof qaction. qProblem qsolving qis qpart qof qdecision qmaking qand qis qa qsystematic qprocess
qthat qfocusesqon qanalyzing qa qdifficult qsituation. qCritical qthinking, qsometimes qreferred qto qas
qreflective qthinking, qis qrelated qto qevaluation qand qhas qa qbroader qscope qthan qdecision qmaking
qand qproblem qsolving.
2. What
1. A) qIts qneed qfor qimplementation qtime
2. B) qIts qlack qof qa qstep qrequiring qevaluation qof qresults
3. C) qIts qfailure qto qgather qsufficient qdata
4. D) qIts qfailure qto qevaluate qalternatives
Ans: qA
qFeedback
:
The qtraditional qproblem-solving qmodel qis qless qeffective qwhen qtime qconstraints qare qa
qconsideration. qDecision qmaking qcan qoccur qwithout qthe qfull qanalysis qrequired qin qproblem
qsolving. qBecause qproblem qsolving qattempts qto qidentify qthe qroot qproblem qin qsituations,
qmuchqtime qand qenergy qare qspent qon qidentifying qthe qreal qproblem.
3. Which qof qthe qfollowing qstatements qis qtrue qregarding qdecision qmaking?
1. A) qScientific qmethods qprovide qidentical qdecisions qby qdifferent qindividuals qfor
q theqsame qproblems
, 2. B) qDecisions qare qgreatly qinfluenced qby qeach qpersons qvalue qsystem
3. C) qPersonal qbeliefs qcan qbe qadjusted qfor qwhen qthe qscientific qapproach qto
qproblemqsolving qis qused
4. D) qPast qexperience qhas qlittle qto qdo qwith qthe qquality qof qthe qdecision
Ans: q B
Feedback:
q
Values, qlife qexperience, qindividual qpreference, qand qindividual qways qof qthinking qwill
qinfluence qa qpersons qdecision qmaking. qNo qmatter qhow qobjective qthe qcriteria qwill qbe, qvalue
qjudgments qwill qalways qplay qa qpart qin qa qpersons qdecision qmaking, qeither qconsciously qor
subconsciously.
q
is qa qweakness qof qthe qtraditional qproblem-solving
qmodel?qPage q1
4. What qinfluences qthe qquality qof qa qdecision qmost qoften? qA) qThe qdecision qmakers
immediateqsuperior
q
B) The qtype qof qdecision qthat qneeds qto qbe qmade
C) Questions qasked qand qalternatives qgenerated
D) The qtime qof qday qthe qdecision qis
qmadeqAns: qC
Feedback:
The qgreater qthe qnumber qof qalternatives qthat qcan qbe qgenerated qby qthe qdecision qmaker, qthe
qbetterqthe qfinal qdecision qwill qbe. qThe qalternatives qgenerated qand qthe qfinal qchoices qare qlimited
qby qeachqpersons qvalue qsystem.
5. What
1. A) qGood qdecision qmakers qare qusually qright-brain, qintuitive qthinkers
2. B) qEffective qdecision qmakers qare qsensitive qto qthe qsituation qand qto qothers
3. C) qGood qdecisions qare qusually qmade qby qleft-brain, qlogical qthinkers
4. D) qGood qdecision qmaking qrequires qanalytical qrather qthan qcreative qprocesses
Ans: qB
qFeedback
:
, Good qdecision qmakers qseem qto qhave qantennae qthat qmake qthem qparticularly qsensitive qto qother
