TEST BANK @okl
Kelly Vana's Nursing Leadership and Management: Includes
@okl @okl @okl @okl @okl @okl
Website 4th Edition by R.N. Vana, Patricia Kelly
@okl @okl @okl @okl @okl @okl @okl @okl
TEST BANK!!! @okl
,Nursing @oklLeadership @okl& @oklManagement @okl4th @oklEdition @oklby @oklPatricia
Kelly @oklTest @oklBank @oklTable @oklof @oklContents:
@okl
Unit @oklI: @oklNURSING @oklLEADERSHIP @oklAND @oklMANAGEMENT.
Chapter @okl1. @oklNursing @oklLeadership @okland @oklManagement.
Chapter @okl2. @oklThe @oklHealthcare @oklEnvironment.
Chapter @okl3. @oklOrganizational @oklBehavior @okland @oklMagnet @oklHospitals.
Chapter @okl4. @oklBasic @oklClinical @oklHealthcare @oklEconomics.
Chapter @okl5. @oklEvidence-Based @oklHealth @oklCare.
Chapter @okl6. @oklNursing @okland @oklHealthcare @oklInformatics.
Chapter @okl7. @oklPopulation @oklBased @oklHealthcare @oklPractice.
Unit @oklII: @oklLEADERSHIP @oklAND @oklMANAGEMENT @oklOF @oklTHE @oklINTERDISCIPLINARY
@oklTEAM.
Chapter @okl8. @oklPersonal @okland @oklInterdisciplinary @oklCommunication.
Chapter @okl9. @oklPolitics @okland @oklConsumer @oklPartnerships.
Chapter @okl10. @oklStrategic @oklPlanning @okland @oklorganizing @oklPatient @oklCare.
Chapter @okl11. @oklEffective @oklTeam @oklBuilding.
Chapter @okl12. @oklPower.
Chapter @okl13. @oklChange, @oklInnovation, @okland @oklConflict @oklManagement.
Unit @oklIII: @oklLEADERSHIP @oklAND @oklMANAGEMENT @oklOF @oklPATIENT- @oklCENTERED
@oklCARE.
Chapter @okl14. @oklBudget @oklConcepts @oklfor @oklPatient @oklCare.
Chapter @okl15. @oklEffective @oklStaffing.
Chapter @okl16. @oklDelegation @oklof @oklPatient @oklCare.
Chapter @okl17. @oklOrganization @oklof @oklPatient @oklCare @oklManagement.
Chapter @okl18. @oklTime @oklManagement @okland @oklSetting @oklPatient @oklCare @oklPriorities.
Chapter @okl19. @oklPatient @okland @oklHealth @oklCare @oklEducation.
Unit @oklIV: @oklQUALITY @oklIMPROVEMENT @oklOF @oklPATIENT @oklOUTCOMES.
Chapter @okl20. @oklManaging @oklOutcomes @oklUsing @oklan @oklOrganizational @oklQuality @oklImprovement
@oklModel.
Chapter @okl21. @oklEvidence @oklBased @oklStrategies @oklto @oklImprove @oklPatient @oklCare @oklOutcomes.
Chapter @okl22. @oklDecision @oklMaking @okland @oklCritical @oklThinking.
Chapter @okl23. @oklLegal @oklAspects @oklof @oklHealth @oklCare.
Chapter @okl24. @oklEthical @oklAspects @oklof @oklHealth @oklCare.
Chapter @okl25. @oklCulture, @oklGenerational @oklDifferences, @okland @oklSpirituality.
Unit @oklV: @oklLEADERSHIP @oklAND @oklMANAGEMENT @oklOF @oklSELF @oklAND @oklTHE
@oklFUTURE.
Chapter @okl26. @oklCollective @oklBargaining.
Chapter @okl27. @oklCareer @oklPlanning.
Chapter @okl28. @oklNursing @oklJob @oklOpportunities.
. Chapter @okl29. @oklYour @oklFirst @oklJob.
Chapter @okl30. @oklHealthy @oklLiving: @oklBalancing @oklPersonal @okland @oklProfessional @oklNeeds.
Chapter @okl31. @oklNCLEX @oklPreparation @okland @oklProfessionalism
,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 grouping or
classification.
2. Which of the following is considered a decisional managerial role?
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
include figurehead, leader, and liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the organizations
committees, and 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
organizing, problem solving, clarifying roles and objectives, informing, monitoring, consulting, and delegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses title would most
likely be 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 likely
focus on which of the following?
, a. General @oklprinciples
b. Positional @oklauthority
c. Labor @oklproductivity
d. Impersonal @oklrelations
ANS: @oklC, @oklThe @oklarea @oklof @oklfocus @oklfor @oklscientific @oklmanagement @oklis @okllabor @oklproductivity. @oklIn @oklbureaucratic @okltheory,
@oklefficiency @oklis @oklachieved @oklthrough @oklimpersonal @oklrelations @oklwithin @okla @oklformal @oklstructure @okland @oklis @oklbased @oklon
@oklpositional @oklauthority. @oklAdministrative @oklprinciple @okltheory @oklconsists @oklof @oklprinciples @oklof @oklmanagement @oklthat @oklare
@oklrelevant @oklto @oklany @oklorganization.
6. According @oklto @oklVrooms @oklTheory @oklof @oklMotivation, @oklforce:
a. is @oklthe @oklperceived @oklpossibility @oklthat @oklthe @oklgoal @oklwill @oklbe @oklachieved.
b. describes @oklthe @oklamount @oklof @okleffort @oklone @oklwill @oklexert @oklto @oklreach @oklones @oklgoal.
c. describes @oklpeople @oklwho @oklhave @oklfree @oklwill @oklbut @oklchoose @oklto @oklcomply @oklwith @oklorders @oklthey
@oklare @oklgiven.
d. is @okla @oklnaturally @oklforming @oklsocial @oklgroup @oklthat @oklcan @oklbecome @okla @oklcontributor @oklto @oklan
@oklorganization.
ANS: @oklB, @oklAccording @oklto @oklVrooms @oklTheory @oklof @oklMotivation, @oklForce @okldescribes @oklthe @oklamount @oklof @okleffort
@oklone @oklwill @oklexert @oklto @oklreach @oklones @oklgoal. @oklValence @oklspeaks @oklto @oklthe @okllevel @oklof @oklattractiveness @oklor
@oklunattractiveness @oklof @oklthe @oklgoal. @oklExpectancy @oklis @oklthe @oklperceived @oklpossibility @oklthat @oklthe @oklgoal @oklwill @oklbe
@oklachieved. @oklVrooms @oklTheory @oklof @oklMotivation @oklcan @oklbe @okldemonstrated @oklin @oklthe @oklform @oklof @oklan @oklequation:
@oklForce @okl= @oklValence @oklExpectancy @okl(Vroom, @okl1964). @oklThe @okltheory @oklproposes @oklthat @oklthis @oklequation @oklcan @oklhelp
@oklto @oklpredict @oklthe @oklmotivation, @oklor @oklforce, @oklof @oklan @oklindividual @oklas @okldescribed @oklby @oklVroom.
7. According @oklto @oklR. @oklN. @oklLussier, @oklmotivation:
a. is @oklunconsciously @okldemonstrated @oklby @oklpeople.
b. occurs @oklexternally @oklto @oklinfluence @oklbehavior.
c. is @okldetermined @oklby @oklothers @oklchoices.
d. occurs @oklinternally @oklto @oklinfluence @oklbehavior.
ANS: @oklD, @oklMotivation @oklis @okla @oklprocess @oklthat @okloccurs @oklinternally @oklto @oklinfluence @okland @okldirect @oklour @oklbehavior @oklin
@oklorder @oklto @oklsatisfy @oklneeds. @oklMotivation @oklis @oklnot @oklexplicitly @okldemonstrated @oklby @oklpeople, @oklbut @oklrather @oklit
@oklis @oklinterpreted @oklfrom @okltheir @oklbehavior. @oklMotivation @oklis @oklwhatever @oklinfluences @oklour @oklchoices @okland @oklcreates
@okldirection, @oklintensity, @okland @oklpersistence @oklin @oklour @oklbehavior.
8. According @oklto @oklR. @oklN. @oklLussier, @oklthere @oklare @oklcontent @oklmotivation @okltheories @okland @oklprocess
@oklmotivation @okltheories. @oklWhich @oklof @oklthe @oklfollowing @oklis @oklconsidered @okla @oklprocess
@oklmotivation @okltheory?
a. Equity @okltheory
b. Hierarchy @oklof @oklneeds @okltheory
c. Existence-relatedness-growth @ o k l theory
d. Hygiene @oklmaintenance @okland @oklmotivation @oklfactors
ANS: @oklA, @oklThe @oklprocess @oklmotivation @okltheories @oklare @oklequity @okltheory @okland @oklexpectancy @okltheory. @oklThe
@oklcontent @oklmotivation @okltheories @oklinclude @oklMaslows @oklhierarchy @oklof @oklneeds @okltheory, @oklAldefers @oklexistence-
@oklrelatedness-growth @okl(ERG) @okltheory, @okland @oklHerzbergs @oklhygiene @oklmaintenance @oklfactors @okland @oklmotivation @oklfactors.
9. The @okltheory @oklthat @oklincludes @oklmaintenance @okland @oklmotivation @oklfactors @oklis:
a. Maslows @oklhierarchy @oklof @oklneeds.
b. Herzbergs @okltwo-factor @okltheory.
c. McGregors @okltheory @oklX @okland @okltheory @oklY.
Kelly Vana's Nursing Leadership and Management: Includes
@okl @okl @okl @okl @okl @okl
Website 4th Edition by R.N. Vana, Patricia Kelly
@okl @okl @okl @okl @okl @okl @okl @okl
TEST BANK!!! @okl
,Nursing @oklLeadership @okl& @oklManagement @okl4th @oklEdition @oklby @oklPatricia
Kelly @oklTest @oklBank @oklTable @oklof @oklContents:
@okl
Unit @oklI: @oklNURSING @oklLEADERSHIP @oklAND @oklMANAGEMENT.
Chapter @okl1. @oklNursing @oklLeadership @okland @oklManagement.
Chapter @okl2. @oklThe @oklHealthcare @oklEnvironment.
Chapter @okl3. @oklOrganizational @oklBehavior @okland @oklMagnet @oklHospitals.
Chapter @okl4. @oklBasic @oklClinical @oklHealthcare @oklEconomics.
Chapter @okl5. @oklEvidence-Based @oklHealth @oklCare.
Chapter @okl6. @oklNursing @okland @oklHealthcare @oklInformatics.
Chapter @okl7. @oklPopulation @oklBased @oklHealthcare @oklPractice.
Unit @oklII: @oklLEADERSHIP @oklAND @oklMANAGEMENT @oklOF @oklTHE @oklINTERDISCIPLINARY
@oklTEAM.
Chapter @okl8. @oklPersonal @okland @oklInterdisciplinary @oklCommunication.
Chapter @okl9. @oklPolitics @okland @oklConsumer @oklPartnerships.
Chapter @okl10. @oklStrategic @oklPlanning @okland @oklorganizing @oklPatient @oklCare.
Chapter @okl11. @oklEffective @oklTeam @oklBuilding.
Chapter @okl12. @oklPower.
Chapter @okl13. @oklChange, @oklInnovation, @okland @oklConflict @oklManagement.
Unit @oklIII: @oklLEADERSHIP @oklAND @oklMANAGEMENT @oklOF @oklPATIENT- @oklCENTERED
@oklCARE.
Chapter @okl14. @oklBudget @oklConcepts @oklfor @oklPatient @oklCare.
Chapter @okl15. @oklEffective @oklStaffing.
Chapter @okl16. @oklDelegation @oklof @oklPatient @oklCare.
Chapter @okl17. @oklOrganization @oklof @oklPatient @oklCare @oklManagement.
Chapter @okl18. @oklTime @oklManagement @okland @oklSetting @oklPatient @oklCare @oklPriorities.
Chapter @okl19. @oklPatient @okland @oklHealth @oklCare @oklEducation.
Unit @oklIV: @oklQUALITY @oklIMPROVEMENT @oklOF @oklPATIENT @oklOUTCOMES.
Chapter @okl20. @oklManaging @oklOutcomes @oklUsing @oklan @oklOrganizational @oklQuality @oklImprovement
@oklModel.
Chapter @okl21. @oklEvidence @oklBased @oklStrategies @oklto @oklImprove @oklPatient @oklCare @oklOutcomes.
Chapter @okl22. @oklDecision @oklMaking @okland @oklCritical @oklThinking.
Chapter @okl23. @oklLegal @oklAspects @oklof @oklHealth @oklCare.
Chapter @okl24. @oklEthical @oklAspects @oklof @oklHealth @oklCare.
Chapter @okl25. @oklCulture, @oklGenerational @oklDifferences, @okland @oklSpirituality.
Unit @oklV: @oklLEADERSHIP @oklAND @oklMANAGEMENT @oklOF @oklSELF @oklAND @oklTHE
@oklFUTURE.
Chapter @okl26. @oklCollective @oklBargaining.
Chapter @okl27. @oklCareer @oklPlanning.
Chapter @okl28. @oklNursing @oklJob @oklOpportunities.
. Chapter @okl29. @oklYour @oklFirst @oklJob.
Chapter @okl30. @oklHealthy @oklLiving: @oklBalancing @oklPersonal @okland @oklProfessional @oklNeeds.
Chapter @okl31. @oklNCLEX @oklPreparation @okland @oklProfessionalism
,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 grouping or
classification.
2. Which of the following is considered a decisional managerial role?
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
include figurehead, leader, and liaison.
3. A nurse manager meets regularly with other nurse managers, participates on the organizations
committees, and 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
organizing, problem solving, clarifying roles and objectives, informing, monitoring, consulting, and delegating.
4. A nurse was recently promoted to a middle-level manager position. The nurses title would most
likely be 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 likely
focus on which of the following?
, a. General @oklprinciples
b. Positional @oklauthority
c. Labor @oklproductivity
d. Impersonal @oklrelations
ANS: @oklC, @oklThe @oklarea @oklof @oklfocus @oklfor @oklscientific @oklmanagement @oklis @okllabor @oklproductivity. @oklIn @oklbureaucratic @okltheory,
@oklefficiency @oklis @oklachieved @oklthrough @oklimpersonal @oklrelations @oklwithin @okla @oklformal @oklstructure @okland @oklis @oklbased @oklon
@oklpositional @oklauthority. @oklAdministrative @oklprinciple @okltheory @oklconsists @oklof @oklprinciples @oklof @oklmanagement @oklthat @oklare
@oklrelevant @oklto @oklany @oklorganization.
6. According @oklto @oklVrooms @oklTheory @oklof @oklMotivation, @oklforce:
a. is @oklthe @oklperceived @oklpossibility @oklthat @oklthe @oklgoal @oklwill @oklbe @oklachieved.
b. describes @oklthe @oklamount @oklof @okleffort @oklone @oklwill @oklexert @oklto @oklreach @oklones @oklgoal.
c. describes @oklpeople @oklwho @oklhave @oklfree @oklwill @oklbut @oklchoose @oklto @oklcomply @oklwith @oklorders @oklthey
@oklare @oklgiven.
d. is @okla @oklnaturally @oklforming @oklsocial @oklgroup @oklthat @oklcan @oklbecome @okla @oklcontributor @oklto @oklan
@oklorganization.
ANS: @oklB, @oklAccording @oklto @oklVrooms @oklTheory @oklof @oklMotivation, @oklForce @okldescribes @oklthe @oklamount @oklof @okleffort
@oklone @oklwill @oklexert @oklto @oklreach @oklones @oklgoal. @oklValence @oklspeaks @oklto @oklthe @okllevel @oklof @oklattractiveness @oklor
@oklunattractiveness @oklof @oklthe @oklgoal. @oklExpectancy @oklis @oklthe @oklperceived @oklpossibility @oklthat @oklthe @oklgoal @oklwill @oklbe
@oklachieved. @oklVrooms @oklTheory @oklof @oklMotivation @oklcan @oklbe @okldemonstrated @oklin @oklthe @oklform @oklof @oklan @oklequation:
@oklForce @okl= @oklValence @oklExpectancy @okl(Vroom, @okl1964). @oklThe @okltheory @oklproposes @oklthat @oklthis @oklequation @oklcan @oklhelp
@oklto @oklpredict @oklthe @oklmotivation, @oklor @oklforce, @oklof @oklan @oklindividual @oklas @okldescribed @oklby @oklVroom.
7. According @oklto @oklR. @oklN. @oklLussier, @oklmotivation:
a. is @oklunconsciously @okldemonstrated @oklby @oklpeople.
b. occurs @oklexternally @oklto @oklinfluence @oklbehavior.
c. is @okldetermined @oklby @oklothers @oklchoices.
d. occurs @oklinternally @oklto @oklinfluence @oklbehavior.
ANS: @oklD, @oklMotivation @oklis @okla @oklprocess @oklthat @okloccurs @oklinternally @oklto @oklinfluence @okland @okldirect @oklour @oklbehavior @oklin
@oklorder @oklto @oklsatisfy @oklneeds. @oklMotivation @oklis @oklnot @oklexplicitly @okldemonstrated @oklby @oklpeople, @oklbut @oklrather @oklit
@oklis @oklinterpreted @oklfrom @okltheir @oklbehavior. @oklMotivation @oklis @oklwhatever @oklinfluences @oklour @oklchoices @okland @oklcreates
@okldirection, @oklintensity, @okland @oklpersistence @oklin @oklour @oklbehavior.
8. According @oklto @oklR. @oklN. @oklLussier, @oklthere @oklare @oklcontent @oklmotivation @okltheories @okland @oklprocess
@oklmotivation @okltheories. @oklWhich @oklof @oklthe @oklfollowing @oklis @oklconsidered @okla @oklprocess
@oklmotivation @okltheory?
a. Equity @okltheory
b. Hierarchy @oklof @oklneeds @okltheory
c. Existence-relatedness-growth @ o k l theory
d. Hygiene @oklmaintenance @okland @oklmotivation @oklfactors
ANS: @oklA, @oklThe @oklprocess @oklmotivation @okltheories @oklare @oklequity @okltheory @okland @oklexpectancy @okltheory. @oklThe
@oklcontent @oklmotivation @okltheories @oklinclude @oklMaslows @oklhierarchy @oklof @oklneeds @okltheory, @oklAldefers @oklexistence-
@oklrelatedness-growth @okl(ERG) @okltheory, @okland @oklHerzbergs @oklhygiene @oklmaintenance @oklfactors @okland @oklmotivation @oklfactors.
9. The @okltheory @oklthat @oklincludes @oklmaintenance @okland @oklmotivation @oklfactors @oklis:
a. Maslows @oklhierarchy @oklof @oklneeds.
b. Herzbergs @okltwo-factor @okltheory.
c. McGregors @okltheory @oklX @okland @okltheory @oklY.
