TEST BANK for Nursing Leadership and Management 3 rd edition by Patricia Kelly all chapters 1-31

TEST BANK
Nursing Leadership and Management
3rd edition by Patricia Kelly
all chapters 1-31

,NursingQLeadershipQ&QManagementQ3rdQEditionQbyQPatriciaQKellyQTestQBank

TableQofQContents:
UnitQI:QNURSINGQLEADERSHIPQANDQMANAGEMENT.
ChapterQ1.QNursingQLeadershipQandQManagement.Q Chapte
rQ2.QTheQHealthcareQEnvironment.
ChapterQ3.QOrganizationalQBehaviorQandQMagnetQHospitals.Q ChapterQ4.
QBasicQClinicalQHealthcareQEconomics.

ChapterQ5.QEvidence-
BasedQHealthQCare.Q ChapterQ6.QNursingQandQHealt
hcareQInformatics.
ChapterQ7.QPopulationQBasedQHealthcareQPractice.
UnitQII:QLEADERSHIPQANDQMANAGEMENTQOFQTHEQINTERDISCIPLINARYQTEAM.
ChapterQ8.QPersonalQandQInterdisciplinaryQCommunication.Q ChapterQ9.Q
PoliticsQandQConsumerQPartnerships.
ChapterQ10.QStrategicQPlanningQandQorganizingQPatientQCare.Q ChapterQ
11.QEffectiveQTeamQBuilding.
ChapterQ12.QPower.
ChapterQ13.QChange,QInnovation,QandQConflictQManagement.
UnitQIII:QLEADERSHIPQANDQMANAGEMENTQOFQPATIENT-QCENTEREDQCARE.
ChapterQ14.QBudgetQConceptsQforQPatientQCare.Q ChapterQ
15.QEffectiveQStaffing.
ChapterQ16.QDelegationQofQPatientQCare.
ChapterQ17.QOrganizationQofQPatientQCareQManagement.
ChapterQ18.QTimeQManagementQandQSettingQPatientQCareQPriorities.Q ChapterQ19
.QPatientQandQHealthQCareQEducation.
UnitQIV:QQUALITYQIMPROVEMENTQOFQPATIENTQOUTCOMES.
ChapterQ20.QManagingQOutcomesQUsingQanQOrganizationalQQualityQImprovementQModel.Q ChapterQ21.QE
videnceQBasedQStrategiesQtoQImproveQPatientQCareQOutcomes.
ChapterQ22.QDecisionQMakingQandQCriticalQThinking.Q Chapt
erQ23.QLegalQAspectsQofQHealthQCare.
ChapterQ24.QEthicalQAspectsQofQHealthQCare.
ChapterQ25.QCulture,QGenerationalQDifferences,QandQSpirituality.
UnitQV:QLEADERSHIPQANDQMANAGEMENTQOFQSELFQANDQTHEQFUTURE.
ChapterQ26.QCollectiveQBargaining.Q ChapterQ2
7.QCareerQPlanning.
ChapterQ28.QNursingQJobQOpportunities.Q Chap
terQ29.QYourQFirstQJob.
ChapterQ30.QHealthyQLiving:QBalancingQPersonalQandQProfessionalQNeeds.Q Chap
terQ31.QNCLEXQPreparationQandQProfessionalism
.

,ChapterQ1:QNursingQLeadershipQandQManagementQQMULTIPLEQCH

OICE

1. AccordingQtoQHenriQFayol,QtheQfunctionsQofQplanning,Qorganizing,Qcoordinating,QandQcontrollingQ areQc
onsideredQwhichQaspectQofQmanagement?

a. Roles
b. Process
c. Functions
d. Taxonomy

ANS:QB,QTheQmanagementQprocessQincludesQplanning,Qorganizing,Qcoordinating,QandQcontrolling.QManagementQrolesQincludeQ informati
onQprocessing,QinterpersonalQrelationships,QandQdecisionQmaking.QManagementQfunctionsQincludeQplanning,Qorganizing,Q staffing,Qdirect
ing,Qcoordinating,Qreporting,QandQbudgeting.QAQtaxonomyQisQaQsystemQthatQordersQprinciplesQintoQaQgroupingQorQ classification.

2. WhichQofQtheQfollowingQisQconsideredQaQdecisionalQmanagerialQrole?

a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur

ANS:QD,QTheQdecisionalQmanagerialQrolesQincludeQentrepreneur,QdisturbanceQhandler,QallocatorQofQresources,QandQnegotiator.QTheQ inf
ormationQprocessingQmanagerialQrolesQincludeQmonitor,Qdisseminator,QandQspokesperson.QTheQinterpersonalQmanagerialQrolesQ include
Qfigurehead,Qleader,QandQliaison.



3. AQnurseQmanagerQmeetsQregularlyQwithQotherQnurseQmanagers,QparticipatesQonQtheQorganizationsQ co
mmittees,QandQattendsQmeetingsQsponsoredQbyQprofessionalQorganizationsQinQorderQtoQmanageQ relation
ships.QTheseQactivitiesQareQconsideredQwhichQfunctionQofQaQmanager?

a. Informing
b. ProblemQsolving
c. Monitoring
d. Networking

ANS:QD,QTheQroleQfunctionsQtoQmanageQrelationshipsQareQnetworking,Qsupporting,QdevelopingQandQmentoring,QmanagingQconflictQQ andQte
amQbuilding,QmotivatingQandQinspiring,Qrecognizing,QandQrewarding.QTheQroleQfunctionsQtoQmanageQtheQworkQareQplanningQandQ organizin
g,QproblemQsolving,QclarifyingQrolesQandQobjectives,Qinforming,Qmonitoring,Qconsulting,QandQdelegating.

4. AQnurseQwasQrecentlyQpromotedQtoQaQmiddle-
levelQmanagerQposition.QTheQnursesQtitleQwouldQmostQ likelyQbeQwhichQofQtheQfollowing?

a. First-lineQmanager
b. Director
c. ViceQpresidentQofQpatientQcareQservices
d. ChiefQnurseQexecutive

ANS:QB,QAQmiddle-levelQmanagerQisQcalledQaQdirector.QAQlowQmanagerial-QlevelQjobQisQcalledQtheQfirst-
lineQmanager.QAQnurseQinQanQ executiveQlevelQroleQisQcalledQaQchiefQnurseQexecutiveQorQviceQpresidentQofQpatientQcareQservices.

5. AQnurseQmanagerQwhoQusesQFrederickQTaylorsQscientificQmanagementQapproach,QwouldQmostQlikelyQ foc
usQonQwhichQofQtheQfollowing?

, a. GeneralQprinciples
b. PositionalQauthority
c. LaborQproductivity
d. ImpersonalQrelations

ANS:QC,QTheQareaQofQfocusQforQscientificQmanagementQisQlaborQproductivity.QInQbureaucraticQtheory,QefficiencyQisQachievedQthroughQ imp
ersonalQrelationsQwithinQaQformalQstructureQandQisQbasedQonQpositionalQauthority.QAdministrativeQprincipleQtheoryQconsistsQofQ principlesQo
fQmanagementQthatQareQrelevantQtoQanyQorganization.

6. AccordingQtoQVroomsQTheoryQofQMotivation,Qforce:

a. isQtheQperceivedQpossibilityQthatQtheQgoalQwillQbeQachieved.
b. describesQtheQamountQofQeffortQoneQwillQexertQtoQreachQonesQgoal.
c. describesQpeopleQwhoQhaveQfreeQwillQbutQchooseQtoQcomplyQwithQordersQtheyQareQgiven.
d. isQaQnaturallyQformingQsocialQgroupQthatQcanQbecomeQaQcontributorQtoQanQorganization.

ANS:QB,QAccordingQtoQVroomsQTheoryQofQMotivation,QForceQdescribesQtheQamountQofQeffortQoneQwillQexertQtoQreachQonesQgoal.Q Valence
QspeaksQtoQtheQlevelQofQattractivenessQorQunattractivenessQofQtheQgoal.QExpectancyQisQtheQperceivedQpossibilityQthatQtheQgoalQ willQbeQa
chieved.QVroomsQTheoryQofQMotivationQcanQbeQdemonstratedQinQtheQformQofQanQequation:QForceQ=QValenceQExpectancyQ (Vroom,Q1964).
QTheQtheoryQproposesQthatQthisQequationQcanQhelpQtoQpredictQtheQmotivation,QorQforce,QofQanQindividualQasQdescribedQ byQVroom.



7. AccordingQtoQR.QN.QLussier,Qmotivation:

a. isQunconsciouslyQdemonstratedQbyQpeople.
b. occursQexternallyQtoQinfluenceQbehavior.
c. isQdeterminedQbyQothersQchoices.
d. occursQinternallyQtoQinfluenceQbehavior.

ANS:QD,QMotivationQisQaQprocessQthatQoccursQinternallyQtoQinfluenceQandQdirectQourQbehaviorQinQorderQtoQsatisfyQneeds.QMotivationQisQ no
tQexplicitlyQdemonstratedQbyQpeople,QbutQratherQitQisQinterpretedQfromQtheirQbehavior.QMotivationQisQwhateverQinfluencesQourQ choicesQandQ
createsQdirection,Qintensity,QandQpersistenceQinQourQbehavior.

8. AccordingQtoQR.QN.QLussier,QthereQareQcontentQmotivationQtheoriesQandQprocessQmotivationQtheories.Q W
hichQofQtheQfollowingQisQconsideredQaQprocessQmotivationQtheory?

a. EquityQtheory
b. HierarchyQofQneedsQtheory
c. Existence-relatedness-growthQtheory
d. HygieneQmaintenanceQandQmotivationQfactors

ANS:QA,QTheQprocessQmotivationQtheoriesQareQequityQtheoryQandQexpectancyQtheory.QTheQcontentQmotivationQtheoriesQincludeQ MaslowsQ
hierarchyQofQneedsQtheory,QAldefersQexistence-Qrelatedness-
growthQ(ERG)Qtheory,QandQHerzbergsQhygieneQmaintenanceQ factorsQandQmotivationQfactors.

9. TheQtheoryQthatQincludesQmaintenanceQandQmotivationQfactorsQis:

a. MaslowsQhierarchyQofQneeds.
b. HerzbergsQtwo-factorQtheory.
c. McGregorsQtheoryQXQandQtheoryQY.
d. OuchisQtheoryQZ.