test bank for
nursing leadership and management 3rd edition
by bella|complete chapters 1-31
,table of contents
chapter 1: nursing leadership and management ................................................. 3
chapter 2: the health care environment ............................................................ 18
chapter 3: organizational behavior and magnet hospitals ................................ 33
chapter 4: basic clinical health care economics ................................................. 47
chapter 5: evidence-based health care .............................................................. 61
chapter 6: nursing and health care informatics ................................................. 75
chapter 7: population based health care practice.............................................. 90
chapter 8: personal and interdisciplinary communication ............................... 106
chapter 9: politics and consumer partnerships ................................................ 122
chapter 10: strategic planning and organizing patient care ............................ 138
chapter 11: effective team building................................................................. 151
chapter 12: power ........................................................................................... 167
chapter 13: change, innovation, and conflict management ............................. 181
chapter 14: budget concepts for patient care .................................................. 199
chapter 15: effective staffing .......................................................................... 213
chapter 16: delegation of patient care ............................................................ 228
chapter 17: organization of patient care ......................................................... 246
chapter 18: time management and setting patient care priorities................... 261
chapter 19: patient and health care education ................................................ 279
chapter 20: managing outcomes using an organizational quality improvement
model ............................................................................................................. 293
chapter 21: evidence-based strategies to improve patient care outcomes ...... 310
chapter 22: decision making and critical thinking ........................................... 326
chapter 23: legal aspects of health care .......................................................... 344
chapter 24: ethical aspects of health care ....................................................... 362
chapter 25: culture, generational differences, and spirituality ........................ 379
chapter 26: collective bargaining .................................................................... 394
,chapter 27: career planning ............................................................................ 410
chapter 28: nursing job opportunities ............................................................. 426
chapter 29: your first job ................................................................................. 439
chapter 30: healthy living: balancing personal and professional needs ........... 457
chapter 31: nclex preparation and professionalism ......................................... 471
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 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 principles of management that are relevant to any organization.
6. according to vrooms theory of motivation, force:
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 (vroom, 1964). the theory
proposes that this equation can help to predict the motivation, or force, of an
individual as described by vroom.
7. according to r. n. lussier, motivation:
a. is unconsciously demonstrated by people.
b. occurs externally to influence behavior.
c. is determined by others choices.
d. occurs internally to influence 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 choices and creates direction, intensity, and persistence in our
behavior.
8. according to r. n. lussier, there are content motivation theories and
process motivation theories. which of 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
factors and motivation factors.
9. the theory that includes 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.
ans: b,
the two-factor theory of motivation includes motivation and maintenance
factors. maslows hierarchy of needs includes the following needs: physiological,
safety, security, belonging, and self-actualization. in theory x, employees prefer
security, direction, and minimal responsibility. in theory y, employees enjoy their
work, show self-control and discipline, are able to contribute creatively, and are
motivated by ties to the group, organization, and the work itself. the focus of
theory z is collective decision making and long-term employment that involves
slower promotions and less direct supervision.
10. a nurse is appointed to a leadership position in the local hospital. the
nurses position would be considered which of the following?
a. informal leadership
b. formal leadership
c. leadership
d. management
nursing leadership and management 3rd edition
by bella|complete chapters 1-31
,table of contents
chapter 1: nursing leadership and management ................................................. 3
chapter 2: the health care environment ............................................................ 18
chapter 3: organizational behavior and magnet hospitals ................................ 33
chapter 4: basic clinical health care economics ................................................. 47
chapter 5: evidence-based health care .............................................................. 61
chapter 6: nursing and health care informatics ................................................. 75
chapter 7: population based health care practice.............................................. 90
chapter 8: personal and interdisciplinary communication ............................... 106
chapter 9: politics and consumer partnerships ................................................ 122
chapter 10: strategic planning and organizing patient care ............................ 138
chapter 11: effective team building................................................................. 151
chapter 12: power ........................................................................................... 167
chapter 13: change, innovation, and conflict management ............................. 181
chapter 14: budget concepts for patient care .................................................. 199
chapter 15: effective staffing .......................................................................... 213
chapter 16: delegation of patient care ............................................................ 228
chapter 17: organization of patient care ......................................................... 246
chapter 18: time management and setting patient care priorities................... 261
chapter 19: patient and health care education ................................................ 279
chapter 20: managing outcomes using an organizational quality improvement
model ............................................................................................................. 293
chapter 21: evidence-based strategies to improve patient care outcomes ...... 310
chapter 22: decision making and critical thinking ........................................... 326
chapter 23: legal aspects of health care .......................................................... 344
chapter 24: ethical aspects of health care ....................................................... 362
chapter 25: culture, generational differences, and spirituality ........................ 379
chapter 26: collective bargaining .................................................................... 394
,chapter 27: career planning ............................................................................ 410
chapter 28: nursing job opportunities ............................................................. 426
chapter 29: your first job ................................................................................. 439
chapter 30: healthy living: balancing personal and professional needs ........... 457
chapter 31: nclex preparation and professionalism ......................................... 471
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 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 principles of management that are relevant to any organization.
6. according to vrooms theory of motivation, force:
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 (vroom, 1964). the theory
proposes that this equation can help to predict the motivation, or force, of an
individual as described by vroom.
7. according to r. n. lussier, motivation:
a. is unconsciously demonstrated by people.
b. occurs externally to influence behavior.
c. is determined by others choices.
d. occurs internally to influence 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 choices and creates direction, intensity, and persistence in our
behavior.
8. according to r. n. lussier, there are content motivation theories and
process motivation theories. which of 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
factors and motivation factors.
9. the theory that includes 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.
ans: b,
the two-factor theory of motivation includes motivation and maintenance
factors. maslows hierarchy of needs includes the following needs: physiological,
safety, security, belonging, and self-actualization. in theory x, employees prefer
security, direction, and minimal responsibility. in theory y, employees enjoy their
work, show self-control and discipline, are able to contribute creatively, and are
motivated by ties to the group, organization, and the work itself. the focus of
theory z is collective decision making and long-term employment that involves
slower promotions and less direct supervision.
10. a nurse is appointed to a leadership position in the local hospital. the
nurses position would be considered which of the following?
a. informal leadership
b. formal leadership
c. leadership
d. management
