TEST BANK n
NURSING DELEGATION
n
AND MANAGEMENT OF
n n n
PATIENT CARE
n n
2nd Edition
n
Motacki |
n n
n Burke
,TESTBANK
n
, Nursing nDelegation nand nManagement nof nPatient nCare n2nd nEdition nMotacki nTest
nBank
Table nof nContents
Section n1: nTRANSFORMATIONAL nLEADERSHIP
Chapter n1. nLeadership nand nManagement
Chapter n2. nOrganizational nStructure nof nHealth nCare
Chapter n3. nStrategic nManagement nand nPlanning
Chapter n4. nFinancial nManagement nin nHealth nCare
Chapter n5. nHealth nCare nRegulatory nand nCertifying nAgencies
Section n2: nSTRUCTURAL nEMPOWERMENT
Chapter n6. nOrganizational nDecision nMaking nand nShared nGovernance
Chapter n7. nProfessional nDecision nMaking nand nAdvocacy
Chapter n8. nCommunication nin nthe nWork nEnvironment
Chapter n9. nPersonnel nPolicies nand nPrograms nin nthe nWorkplace
Section n3: nEXEMPLARY nPROFESSIONAL nPRACTICE
Chapter n10. nProfessional nDevelopment
Chapter n11. nProfessional nPractice nand nCare nDelivery nModels nand nEmerging nPractice nModels
Chapter n12. nStaffing nand nScheduling
Chapter n13. nDelegation nof nNursing nTasks
Chapter n14. nProviding nCompetent nStaff
Chapter n15. nGroup nManagement nfor nEffective nOutcomes
Chapter n16. nHospital nInformation nSystems
Chapter n17. nOrganizational nStructure nof nHealth nCare
Section n4: nNEW nKNOWLEDGE, nINNOVATIONS, nAND nIMPROVEMENTS
Chapter n18. nImproving nOrganizational nPerformance
Chapter n19. nEvidence-Based nPractice
Chapter n20. nMonitoring nOutcomes nand nthe nUse nof nData nfor n Improvement
Section n5: nCONGRATULATIONS
Chapter n21. nThe nImmediate nFuture: nJob nInterviewing, nNCLEX, nand nContinuing nEducation
, Nursing nDelegation nand nManagement nof nPatient nCare n2nd nEdition nMotacki nTest
nBank
Chapter 01: Leadership and Management
n n n n
Motacki: Nursing Delegation and Management of Patient Care, 2nd Edition
n n n n n n n n n
MULTIPLE nCHOICE
1. Nurses ncan nbe nleaders nwithout nbeing nmanagers. nWhich nnursing nactions
demonstrate nleadership?
n
a. Assisting na nnew nnurse nwith nenteral ntube nfeedings
b. Counseling na nnew nnurse nregarding nattendance
c. Adjusting nassignments nafter na nstaff nmember ncalls nin nsick
d. Calling na nphysician nfor nnew norder nclarification
ANS: n A
Leaders nact nas nrole nmodels nand nmentor nnew nstaff. nThe nother noptions nare nincorrect nbecause
nthey nare nmanagement nresponsibilities nand nnot nleadership nroles.
DIF: Cognitive nLevel: nApplication REF: n page n6
2. Which nnursing nactions ndemonstrate nthe nrole nof nmanagement nin nnursing?
a. Encouraging nautonomous ndecision nmaking
b. Observing nthe ndocumentation nof nappropriate ncharges nto npatients
c. Assisting nin na ncode
d. Asking nthe npatient/family nabout nadvance ndirectives
ANS: n B
Managers nare nresponsible nfor nthe nbudget nof ntheir nunits. nThe nother noptions nare nincorrect nbecause
nthose nare nleadership nor nmentoring nroles
DIF: Cognitive nLevel: nApplication REF: n page n6
3. Much nlike na npolitician, na nnurse nmanager nmust nexhibit nleadership nthat ninspires nand
nmotivates. nIn nwhich ninstance nis na nnurse ndemonstrating nleadership nqualities?
a. A nstaff nnurse nbecomes naware nof nincreased ninfection nrates nfollowing ncardiac
surgery. nThe nnurse ntakes nit nupon nherself nto nresearch nthe npossible ncauses nand
n
prevention nmeasures nand nto nmake nsuggestions nto nbetter nprotect npatients.
n
b. A nstaff nnurse nacts nquickly nwhen na ncardiac narrest nis ncalled non nher npatient.
c. A nstaff nnurse nnotifies nanother nstaff nmember nthat nshe nis nbeing n“pulled” ntoday.
d. A nnew nnurse nvolunteers nto nwork nwhen nanother nstaff nmember nmust nleave
nwork nbecause nher nchild nis nill.
ANS: n A
Nurse nleaders nare ninterested nin nchanging npractice nbased non nevidence. nOptions nB nand
nD nare nincorrect nbecause nthey nare nactions ntaken nby nnurses nas npart nof nthe nfunctional
nstructure nof nthe nunit. nOption nC nis nincorrect nbecause nit nis nan naction ntaken nby na
nmanager.
DIF: n n Cognitive nLevel: nAnalysis REF: n page n6
4. A nnurse nmanager nmust nexhibit nqualities nof nefficiency nand norganization. nWhich
nnurse nis ndemonstrating nthe nqualities nnecessary nfor na nmanager?
NURSING DELEGATION
n
AND MANAGEMENT OF
n n n
PATIENT CARE
n n
2nd Edition
n
Motacki |
n n
n Burke
,TESTBANK
n
, Nursing nDelegation nand nManagement nof nPatient nCare n2nd nEdition nMotacki nTest
nBank
Table nof nContents
Section n1: nTRANSFORMATIONAL nLEADERSHIP
Chapter n1. nLeadership nand nManagement
Chapter n2. nOrganizational nStructure nof nHealth nCare
Chapter n3. nStrategic nManagement nand nPlanning
Chapter n4. nFinancial nManagement nin nHealth nCare
Chapter n5. nHealth nCare nRegulatory nand nCertifying nAgencies
Section n2: nSTRUCTURAL nEMPOWERMENT
Chapter n6. nOrganizational nDecision nMaking nand nShared nGovernance
Chapter n7. nProfessional nDecision nMaking nand nAdvocacy
Chapter n8. nCommunication nin nthe nWork nEnvironment
Chapter n9. nPersonnel nPolicies nand nPrograms nin nthe nWorkplace
Section n3: nEXEMPLARY nPROFESSIONAL nPRACTICE
Chapter n10. nProfessional nDevelopment
Chapter n11. nProfessional nPractice nand nCare nDelivery nModels nand nEmerging nPractice nModels
Chapter n12. nStaffing nand nScheduling
Chapter n13. nDelegation nof nNursing nTasks
Chapter n14. nProviding nCompetent nStaff
Chapter n15. nGroup nManagement nfor nEffective nOutcomes
Chapter n16. nHospital nInformation nSystems
Chapter n17. nOrganizational nStructure nof nHealth nCare
Section n4: nNEW nKNOWLEDGE, nINNOVATIONS, nAND nIMPROVEMENTS
Chapter n18. nImproving nOrganizational nPerformance
Chapter n19. nEvidence-Based nPractice
Chapter n20. nMonitoring nOutcomes nand nthe nUse nof nData nfor n Improvement
Section n5: nCONGRATULATIONS
Chapter n21. nThe nImmediate nFuture: nJob nInterviewing, nNCLEX, nand nContinuing nEducation
, Nursing nDelegation nand nManagement nof nPatient nCare n2nd nEdition nMotacki nTest
nBank
Chapter 01: Leadership and Management
n n n n
Motacki: Nursing Delegation and Management of Patient Care, 2nd Edition
n n n n n n n n n
MULTIPLE nCHOICE
1. Nurses ncan nbe nleaders nwithout nbeing nmanagers. nWhich nnursing nactions
demonstrate nleadership?
n
a. Assisting na nnew nnurse nwith nenteral ntube nfeedings
b. Counseling na nnew nnurse nregarding nattendance
c. Adjusting nassignments nafter na nstaff nmember ncalls nin nsick
d. Calling na nphysician nfor nnew norder nclarification
ANS: n A
Leaders nact nas nrole nmodels nand nmentor nnew nstaff. nThe nother noptions nare nincorrect nbecause
nthey nare nmanagement nresponsibilities nand nnot nleadership nroles.
DIF: Cognitive nLevel: nApplication REF: n page n6
2. Which nnursing nactions ndemonstrate nthe nrole nof nmanagement nin nnursing?
a. Encouraging nautonomous ndecision nmaking
b. Observing nthe ndocumentation nof nappropriate ncharges nto npatients
c. Assisting nin na ncode
d. Asking nthe npatient/family nabout nadvance ndirectives
ANS: n B
Managers nare nresponsible nfor nthe nbudget nof ntheir nunits. nThe nother noptions nare nincorrect nbecause
nthose nare nleadership nor nmentoring nroles
DIF: Cognitive nLevel: nApplication REF: n page n6
3. Much nlike na npolitician, na nnurse nmanager nmust nexhibit nleadership nthat ninspires nand
nmotivates. nIn nwhich ninstance nis na nnurse ndemonstrating nleadership nqualities?
a. A nstaff nnurse nbecomes naware nof nincreased ninfection nrates nfollowing ncardiac
surgery. nThe nnurse ntakes nit nupon nherself nto nresearch nthe npossible ncauses nand
n
prevention nmeasures nand nto nmake nsuggestions nto nbetter nprotect npatients.
n
b. A nstaff nnurse nacts nquickly nwhen na ncardiac narrest nis ncalled non nher npatient.
c. A nstaff nnurse nnotifies nanother nstaff nmember nthat nshe nis nbeing n“pulled” ntoday.
d. A nnew nnurse nvolunteers nto nwork nwhen nanother nstaff nmember nmust nleave
nwork nbecause nher nchild nis nill.
ANS: n A
Nurse nleaders nare ninterested nin nchanging npractice nbased non nevidence. nOptions nB nand
nD nare nincorrect nbecause nthey nare nactions ntaken nby nnurses nas npart nof nthe nfunctional
nstructure nof nthe nunit. nOption nC nis nincorrect nbecause nit nis nan naction ntaken nby na
nmanager.
DIF: n n Cognitive nLevel: nAnalysis REF: n page n6
4. A nnurse nmanager nmust nexhibit nqualities nof nefficiency nand norganization. nWhich
nnurse nis ndemonstrating nthe nqualities nnecessary nfor na nmanager?
