Nursing Leadership & Management 3rd Edition by Patricia Kelly Test Bank
,Nursing Leadership & Management 3rd Edition by Patricia Kelly Test Bank
Nursing Leadership & Management 3rd Edition by Patricia Kelly Test Bank
Table of Contents:
Unit I: NURSING LEADERSHIP AND MANAGEMENT.
Chapter 1. Nursing Leadership and Management.
Chapter 2. The Healthcare Environment.
Chapter 3. Organizational Behavior and Magnet Hospitals.
Chapter 4. Basic Clinical Healthcare Economics.
Chapter 5. Evidence-Based Health Care.
Chapter 6. Nursing and Healthcare Informatics.
Chapter 7. Population Based Healthcare Practice.
Unit II: LEADERSHIP AND MANAGEMENT OF THE INTERDISCIPLINARY TEAM.
Chapter 8. Personal and Interdisciplinary Communication.
Chapter 9. Politics and Consumer Partnerships.
Chapter 10. Strategic Planning and organizing Patient Care.
Chapter 11. Effective Team Building.
Chapter 12. Power.
Chapter 13. Change, Innovation, and Conflict Management.
Unit III: LEADERSHIP AND MANAGEMENT OF PATIENT- CENTERED CARE.
Chapter 14. Budget Concepts for Patient Care.
Chapter 15. Effective Staffing.
Chapter 16. Delegation of Patient Care.
Chapter 17. Organization of Patient Care Management.
Chapter 18. Time Management and Setting Patient Care Priorities.
Chapter 19. Patient and Health Care Education.
Unit IV: QUALITY IMPROVEMENT OF PATIENT OUTCOMES.
Chapter 20. Managing Outcomes Using an Organizational Quality Improvement Model.
Chapter 21. Evidence Based Strategies to Improve Patient Care Outcomes.
Chapter 22. Decision Making and Critical Thinking.
Chapter 23. Legal Aspects of Health Care.
Chapter 24. Ethical Aspects of Health Care.
Chapter 25. Culture, Generational Differences, and Spirituality.
Unit V: LEADERSHIP AND MANAGEMENT OF SELF AND THE FUTURE.
Chapter 26. Collective Bargaining.
Chapter 27. Career Planning.
Chapter 28. Nursing Job Opportunities.
Chapter 29. Your First Job.
Chapter 30. Healthy Living: Balancing Personal and Professional Needs.
Chapter 31. NCLEX Preparation and Professionalism
.
,Nursing Leadership & Management 3rd Edition by Patricia Kelly Test Bank
Chapter 1: Nursing Leadership and Management
MULTIPLE CHOICE
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and controlling
are considered which aspect of
management?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: B, The management process includes planning, organizing, coordinating, and controlling. Management roles
include
information processing, interpersonal relationships, and decision making. Management functions include planning,
organizing,
staffing, directing, coordinating, reporting, and budgeting. A taxonomy is a system that orders principles into a
g r o up in g or
2 . W h i c h o f the following is considered a decisional managerial
cl a s s if ication.
r o l e?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: D, The decisional managerial roles include entrepreneur, disturbance handler, allocator of resources, and
negotiator. The
information processing managerial roles include monitor, disseminator, and spokesperson. The interpersonal
managerial roles
i n c l u d e f i g u r e h e a d , l e a d e r , a nd lia is on .
3 . A n u r s e m a n a g e r m e e ts re g u larly with other nurse managers, participates on the
c o rmgm
a ni titzeaet iso, nasn d attends meetings sponsored by professional organizations in order to
manage
relationships. These activities are considered which function of a manager?
a. Informing
b. Problem solving
c. Monitoring
d. Networking
ANS: D, The role functions to manage relationships are networking, supporting, developing and mentoring, managing
conflict
and team building, motivating and inspiring, recognizing, and rewarding. The role functions to manage the work are
planning and
o
4r.gAannizuinrgs,eprwoa
blsem
rescoelvnintlgy, cplarorifm
yin
ogterodletso aandmoibdjedcletiv-leesv,einlfomrmainnga,gmeor npitoorsinitgio, cno. nTsh
ule
tinn
gu, ars
ne
d sdetlietlgeatw
ino
g.uld
likmeolys tbe which of the following?
a. First-line manager
b. Director
c. Vice president of patient care
services
d. Chief nurse executive
ANS: B, A middle-level manager is called a director. A low managerial- level job is called the first-line manager. A
nurse in an
executive level role is called a chief nurse executive or vice president of patient care services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most
folickueslyon which of the following?
, Nursing Leadership & Management 3rd Edition by Patricia Kelly Test Bank
a. General principles
b. Positional authority
c. Labor productivity
d. Impersonal relations
ANS: C, The area of focus for scientific management is labor productivity. In bureaucratic theory, efficiency is achieved
through
impersonal relations within a formal structure and is based on positional authority. Administrative principle theory
consists of
p
6r.inAccipcleosrdoifnmgatnoagVermoeonm
t tshaTth
ae
reorreyleo
van
f Mt tootiavnaytioorgna, nfiozarctie
on: .
a. is the perceived possibility that the goal will be achieved.
b. describes the amount of effort one will exert to reach ones goal.
c. describes people who have free will but choose to comply with orders they are
given.
d. is a naturally forming social group that can become a contributor to an
organization.
ANS: B, According to Vrooms Theory of Motivation, Force describes the amount of effort one will exert to reach ones
goal.
Valence speaks to the level of attractiveness or unattractiveness of the goal. Expectancy is the perceived possibility
that the goal
will be achieved. Vrooms Theory of Motivation can be demonstrated in the form of an equation: Force = Valence
Expectancy
(7V. r A
o ocmc ,o1r 9d6i n4 g
) . TtoheRth. eNo .ryLpurospsoiesre,s m
thoattitvhaistieoqnu:ation can help to predict the motivation, or force, of an individual as
described
by Vroom.
a. is unconsciously demonstrated by
people.
b. occurs externally to influence behavior.
cd . ioscd
ce
urte
srim nrendalblyy toothinefrlu
ntie s ecnhcoeices.
behavior.
ANS: D, Motivation is a process that occurs internally to influence and direct our behavior in order to satisfy needs.
Motivation is
not explicitly demonstrated by people, but rather it is interpreted from their behavior. Motivation is whatever influences
our
c ho ic e s a n d c re a te s d ir e ct io n , in t e n s ity , and persistence in our behavior.
8. A c c o r d in g t o R . N. L u s s i er, t he re are content mo tivation theories and process motivation
Wt hei cohr i eosf .the following is considered a process motivation theory?
a. Equity theory
b. Hierarchy of needs theory
c. Existence-relatedness-growth theory
d. Hygiene maintenance and motivation
factors
ANS: A, The process motivation theories are equity theory and expectancy theory. The content motivation theories
include
Maslows hierarchy of needs theory, Aldefers existence- relatedness-growth (ERG) theory, and Herzbergs hygiene
maintenance
f a c to rs a n d m o tiv a ti o n f a ct o r s .
9 . T h e t h e o ry t h a t i n c l u d e s maintenance and motivation factors is:
a. Maslows hierarchy of needs.
b. Herzbergs two-factor theory.
c. McGregors theory X and theory
Y.
d. Ouchis theory Z.
,Nursing Leadership & Management 3rd Edition by Patricia Kelly Test Bank
Nursing Leadership & Management 3rd Edition by Patricia Kelly Test Bank
Table of Contents:
Unit I: NURSING LEADERSHIP AND MANAGEMENT.
Chapter 1. Nursing Leadership and Management.
Chapter 2. The Healthcare Environment.
Chapter 3. Organizational Behavior and Magnet Hospitals.
Chapter 4. Basic Clinical Healthcare Economics.
Chapter 5. Evidence-Based Health Care.
Chapter 6. Nursing and Healthcare Informatics.
Chapter 7. Population Based Healthcare Practice.
Unit II: LEADERSHIP AND MANAGEMENT OF THE INTERDISCIPLINARY TEAM.
Chapter 8. Personal and Interdisciplinary Communication.
Chapter 9. Politics and Consumer Partnerships.
Chapter 10. Strategic Planning and organizing Patient Care.
Chapter 11. Effective Team Building.
Chapter 12. Power.
Chapter 13. Change, Innovation, and Conflict Management.
Unit III: LEADERSHIP AND MANAGEMENT OF PATIENT- CENTERED CARE.
Chapter 14. Budget Concepts for Patient Care.
Chapter 15. Effective Staffing.
Chapter 16. Delegation of Patient Care.
Chapter 17. Organization of Patient Care Management.
Chapter 18. Time Management and Setting Patient Care Priorities.
Chapter 19. Patient and Health Care Education.
Unit IV: QUALITY IMPROVEMENT OF PATIENT OUTCOMES.
Chapter 20. Managing Outcomes Using an Organizational Quality Improvement Model.
Chapter 21. Evidence Based Strategies to Improve Patient Care Outcomes.
Chapter 22. Decision Making and Critical Thinking.
Chapter 23. Legal Aspects of Health Care.
Chapter 24. Ethical Aspects of Health Care.
Chapter 25. Culture, Generational Differences, and Spirituality.
Unit V: LEADERSHIP AND MANAGEMENT OF SELF AND THE FUTURE.
Chapter 26. Collective Bargaining.
Chapter 27. Career Planning.
Chapter 28. Nursing Job Opportunities.
Chapter 29. Your First Job.
Chapter 30. Healthy Living: Balancing Personal and Professional Needs.
Chapter 31. NCLEX Preparation and Professionalism
.
,Nursing Leadership & Management 3rd Edition by Patricia Kelly Test Bank
Chapter 1: Nursing Leadership and Management
MULTIPLE CHOICE
1. According to Henri Fayol, the functions of planning, organizing, coordinating, and controlling
are considered which aspect of
management?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS: B, The management process includes planning, organizing, coordinating, and controlling. Management roles
include
information processing, interpersonal relationships, and decision making. Management functions include planning,
organizing,
staffing, directing, coordinating, reporting, and budgeting. A taxonomy is a system that orders principles into a
g r o up in g or
2 . W h i c h o f the following is considered a decisional managerial
cl a s s if ication.
r o l e?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS: D, The decisional managerial roles include entrepreneur, disturbance handler, allocator of resources, and
negotiator. The
information processing managerial roles include monitor, disseminator, and spokesperson. The interpersonal
managerial roles
i n c l u d e f i g u r e h e a d , l e a d e r , a nd lia is on .
3 . A n u r s e m a n a g e r m e e ts re g u larly with other nurse managers, participates on the
c o rmgm
a ni titzeaet iso, nasn d attends meetings sponsored by professional organizations in order to
manage
relationships. These activities are considered which function of a manager?
a. Informing
b. Problem solving
c. Monitoring
d. Networking
ANS: D, The role functions to manage relationships are networking, supporting, developing and mentoring, managing
conflict
and team building, motivating and inspiring, recognizing, and rewarding. The role functions to manage the work are
planning and
o
4r.gAannizuinrgs,eprwoa
blsem
rescoelvnintlgy, cplarorifm
yin
ogterodletso aandmoibdjedcletiv-leesv,einlfomrmainnga,gmeor npitoorsinitgio, cno. nTsh
ule
tinn
gu, ars
ne
d sdetlietlgeatw
ino
g.uld
likmeolys tbe which of the following?
a. First-line manager
b. Director
c. Vice president of patient care
services
d. Chief nurse executive
ANS: B, A middle-level manager is called a director. A low managerial- level job is called the first-line manager. A
nurse in an
executive level role is called a chief nurse executive or vice president of patient care services.
5. A nurse manager who uses Frederick Taylors scientific management approach, would most
folickueslyon which of the following?
, Nursing Leadership & Management 3rd Edition by Patricia Kelly Test Bank
a. General principles
b. Positional authority
c. Labor productivity
d. Impersonal relations
ANS: C, The area of focus for scientific management is labor productivity. In bureaucratic theory, efficiency is achieved
through
impersonal relations within a formal structure and is based on positional authority. Administrative principle theory
consists of
p
6r.inAccipcleosrdoifnmgatnoagVermoeonm
t tshaTth
ae
reorreyleo
van
f Mt tootiavnaytioorgna, nfiozarctie
on: .
a. is the perceived possibility that the goal will be achieved.
b. describes the amount of effort one will exert to reach ones goal.
c. describes people who have free will but choose to comply with orders they are
given.
d. is a naturally forming social group that can become a contributor to an
organization.
ANS: B, According to Vrooms Theory of Motivation, Force describes the amount of effort one will exert to reach ones
goal.
Valence speaks to the level of attractiveness or unattractiveness of the goal. Expectancy is the perceived possibility
that the goal
will be achieved. Vrooms Theory of Motivation can be demonstrated in the form of an equation: Force = Valence
Expectancy
(7V. r A
o ocmc ,o1r 9d6i n4 g
) . TtoheRth. eNo .ryLpurospsoiesre,s m
thoattitvhaistieoqnu:ation can help to predict the motivation, or force, of an individual as
described
by Vroom.
a. is unconsciously demonstrated by
people.
b. occurs externally to influence behavior.
cd . ioscd
ce
urte
srim nrendalblyy toothinefrlu
ntie s ecnhcoeices.
behavior.
ANS: D, Motivation is a process that occurs internally to influence and direct our behavior in order to satisfy needs.
Motivation is
not explicitly demonstrated by people, but rather it is interpreted from their behavior. Motivation is whatever influences
our
c ho ic e s a n d c re a te s d ir e ct io n , in t e n s ity , and persistence in our behavior.
8. A c c o r d in g t o R . N. L u s s i er, t he re are content mo tivation theories and process motivation
Wt hei cohr i eosf .the following is considered a process motivation theory?
a. Equity theory
b. Hierarchy of needs theory
c. Existence-relatedness-growth theory
d. Hygiene maintenance and motivation
factors
ANS: A, The process motivation theories are equity theory and expectancy theory. The content motivation theories
include
Maslows hierarchy of needs theory, Aldefers existence- relatedness-growth (ERG) theory, and Herzbergs hygiene
maintenance
f a c to rs a n d m o tiv a ti o n f a ct o r s .
9 . T h e t h e o ry t h a t i n c l u d e s maintenance and motivation factors is:
a. Maslows hierarchy of needs.
b. Herzbergs two-factor theory.
c. McGregors theory X and theory
Y.
d. Ouchis theory Z.
