Nursing Leadership & Management 4th Edition by Patricia Kelly - Test Bank

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NursinggLeadershipg&gManagementg4thgEditiongbygPatriciagKellygTestgBankg


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TablegofgContents:g
UnitgI:gNURSINGgLEADERSHIPgANDgMANAGEMENT.g
g Chapterg1.gNursinggLeadershipgandgManagement.g
g Chapterg2.gThegHealthcaregEnvironment.g
g Chapterg3.gOrganizationalgBehaviorgandgMagnetgHospitals.g
g Chapterg4.gBasicgClinicalgHealthcaregEconomics.g
g Chapterg5.gEvidence-BasedgHealthgCare.g
g Chapterg6.gNursinggandgHealthcaregInformatics.g
g Chapterg7.gPopulationgBasedgHealthcaregPractice.g
g UnitgII:gLEADERSHIPgANDgMANAGEMENTgOFgTHEgINTERDISCIPLINARYgTEAM.g
g Chapterg8.gPersonalgandgInterdisciplinarygCommunication.g
g Chapterg9.gPoliticsgandgConsumergPartnerships.g
g Chapterg10.gStrategicgPlanninggandgorganizinggPatientgCare.g
g Chapterg11.gEffectivegTeamgBuilding.g
g Chapterg12.gPower.g
g Chapterg13.gChange,gInnovation,gandgConflictgManagement.g
g UnitgIII:gLEADERSHIPgANDgMANAGEMENTgOFgPATIENT-gCENTEREDgCARE.g
g ChapterChaptergg14.15.ggBudgetEffectivegConceptsgStaffing.gforggPatientgCare.g

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Chapterg16.gDelegationgofgPatientgCare.g
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Chapterg17.gOrganizationgofgPatientgCaregManagement.g
g
Chapterg18.gTimegManagementgandgSettinggPatientgCaregPriorities.g
g
Chapterg19.gPatientgandgHealthgCaregEducation.g
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UnitgIV:gQUALITYgIMPROVEMENTgOFgPATIENTgOUTCOMES.g
g Chapterg20.gManaginggOutcomesgUsinggangOrganizationalgQualitygImprovementgModel.g
g Chapterg21.gEvidencegBasedgStrategiesgtogImprovegPatientgCaregOutcomes.g
g Chapterg22.gDecisiongMakinggandgCriticalgThinking.g
g Chapterg23.gLegalgAspectsgofgHealthgCare.g
g Chapterg24.gEthicalgAspectsgofgHealthgCare.g
g Chapterg25.gCulture,gGenerationalgDifferences,gandgSpirituality.g
g UnitgV:gLEADERSHIPgANDgMANAGEMENTgOFgSELFgANDgTHEgFUTURE.g
g Chapterg26.gCollectivegBargaining.g
g Chapterg27.gCareergPlanning.g
g Chapterg28.gNursinggJobgOpportunities.g
g Chapterg29.gYourgFirstgJob.g
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Chapterg30.gHealthygLiving:gBalancinggPersonalgandgProfessionalgNeeds.g
Chapterg31.gNCLEXgPreparationgandgProfessionalismg
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Chapterg1:gNursinggLeadershipgandgManagementg

MULTIPLEgCHOICEg


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1. AccordinggtogHenrigFayol,gthegfunctionsgofgplanning,gorganizing,gcoordinating,gandgcontrolling
garegconsideredgwhichgaspectgofgmanagement?g
g
a. Rolesg
b. Processg
c. Functionsg
d. Taxonomyg
g
ANS:gB,gThegmanagementgprocessgincludesgplanning,gorganizing,gcoordinating,gandgcontrolling.gManagementgrolesginclu
deginformationgprocessing,ginterpersonalgrelationships,gandgdecisiongmaking.gManagementgfunctionsgincludegplanning,gorg
anizing,gstaffing,gdirecting,gcoordinating,greporting,gandgbudgeting.gAgtaxonomygisgagsystemgthatgordersgprinciplesgintogag
groupinggorgclassification.g
g
2. Whichgofgthegfollowinggisgconsideredgagdecisionalgmanagerialgrole?g
g
a. Disseminatorg
b. Figureheadg
c. Leaderg
d. Entrepreneurg
g
ANS:gD,gThegdecisionalgmanagerialgrolesgincludegentrepreneur,gdisturbanceghandler,gallocatorgofgresources,gandgnegotiato
r.gTheginformationgprocessinggmanagerialgrolesgincludegmonitor,gdisseminator,gandgspokesperson.gTheginterpersonalgmana
gerialgrolesgincludegfigurehead,gleader,gandgliaison.g
g
3. Agnursegmanagergmeetsgregularlygwithgothergnursegmanagers,gparticipatesgongthegorganization
sgcommittees,gandgattendsgmeetingsgsponsoredgbygprofessionalgorganizationsgingordergtogmana
gegrelationships.gThesegactivitiesgaregconsideredgwhichgfunctiongofgagmanager?g
g
a. Informingg
b. Problemgsolvingg
c. Monitoringg
d. Networkingg
g
ANS:gD,gThegrolegfunctionsgtogmanagegrelationshipsgaregnetworking,gsupporting,gdevelopinggandgmentoring,gmanaginggconf
lictgandgteamgbuilding,gmotivatinggandginspiring,grecognizing,gandgrewarding.gThegrolegfunctionsgtogmanagegthegworkgaregpl
anninggandgorganizing,gproblemgsolving,gclarifyinggrolesgandgobjectives,ginforming,gmonitoring,gconsulting,gandgdelegating.g
g
4. Agnursegwasgrecentlygpromotedgtogagmiddle-
levelgmanagergposition.gThegnursesgtitlegwouldgmostglikelygbegwhichgofgthegfollowing?g
g
a. First-linegmanagerg
b. Directorg
c. Vicegpresidentgofgpatientgcaregservicesg
d. Chiefgnursegexecutiveg
g
ANS:gB,gAgmiddle-levelgmanagergisgcalledgagdirector.gAglowgmanagerial-glevelgjobgisgcalledgthegfirst-
linegmanager.gAgnursegingangexecutiveglevelgrolegisgcalledgagchiefgnursegexecutivegorgvicegpresidentgofgpatientgcaregservices.
g
g
5. AgnursegmanagergwhogusesgFrederickgTaylorsgscientificgmanagementgapproach,gwouldgmostgli
kelygfocusgongwhichgofgthegfollowing?g
a. Generalgprinciplesg
b. Positionalgauthorityg
c. Laborgproductivityg
d. Impersonalgrelationsgg


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ANS:gC,gThegareagofgfocusgforgscientificgmanagementgisglaborgproductivity.gIngbureaucraticgtheory,gefficiencygisgachievedg
throughgimpersonalgrelationsgwithingagformalgstructuregandgisgbasedgongpositionalgauthority.gAdministrativegprinciplegtheor
ygconsistsgofgprinciplesgofgmanagementgthatgaregrelevantgtoganygorganization.g
g
6. AccordinggtogVroomsgTheorygofgMotivation,gforce:g
g
a. isgthegperceivedgpossibilitygthatgtheggoalgwillgbegachieved.g
b. describesgthegamountgofgeffortgonegwillgexertgtogreachgonesggoal.g
c. describesgpeoplegwhoghavegfreegwillgbutgchoosegtogcomplygwithgordersgtheygareggiven.g
d. isgagnaturallygforminggsocialggroupgthatgcangbecomegagcontributorgtogangorganization.g
g
ANS:gB,gAccordinggtogVroomsgTheorygofgMotivation,gForcegdescribesgthegamountgofgeffortgonegwillgexertgtogreachgonesg
goal.gValencegspeaksgtogtheglevelgofgattractivenessgorgunattractivenessgofgtheggoal.gExpectancygisgthegperceivedgpossibility
gthatgtheggoalgwillgbegachieved.gVroomsgTheorygofgMotivationgcangbegdemonstratedgingthegformgofgangequation:gForceg=
gValencegExpectancyg(Vroom,g1964).gThegtheorygproposesgthatgthisgequationgcanghelpgtogpredictgthegmotivation,gorgforce,
gofgangindividualgasgdescribedgbygVroom.g
g
7. AccordinggtogR.gN.gLussier,gmotivation:g
g
a. isgunconsciouslygdemonstratedgbygpeople.g
b. occursgexternallygtoginfluencegbehavior.g
c. isgdeterminedgbygothersgchoices.g
d. occursginternallygtoginfluencegbehavior.g
g
ANS:gD,gMotivationgisgagprocessgthatgoccursginternallygtoginfluencegandgdirectgourgbehaviorgingordergtogsatisfygneeds.gMoti
vationgisgnotgexplicitlygdemonstratedgbygpeople,gbutgrathergitgisginterpretedgfromgtheirgbehavior.gMotivationgisgwhateverginfl
uencesgourgchoicesgandgcreatesgdirection,gintensity,gandgpersistencegingourgbehavior.g
g
8. AccordinggtogR.gN.gLussier,gtheregaregcontentgmotivationgtheoriesgandgprocessgmotivationgtheo
ries.gWhichgofgthegfollowinggisgconsideredgagprocessgmotivationgtheory?g
g
a. Equitygtheoryg
b. Hierarchygofgneedsgtheoryg
c. Existence-relatedness-growthgtheoryg
d. Hygienegmaintenancegandgmotivationgfactorsg
g
ANS:gA,gThegprocessgmotivationgtheoriesgaregequitygtheorygandgexpectancygtheory.gThegcontentgmotivationgtheoriesginclude
gMaslowsghierarchygofgneedsgtheory,gAldefersgexistence-grelatedness-
growthg(ERG)gtheory,gandgHerzbergsghygienegmaintenancegfactorsgandgmotivationgfactors.g
g
9. Thegtheorygthatgincludesgmaintenancegandgmotivationgfactorsgis:g
g
a. Maslowsghierarchygofgneeds.g
b. Herzbergsgtwo-factorgtheory.g
c. McGregorsgtheorygXgandgtheorygY.g
d. OuchisgtheorygZ.g
ANS:gB,gThegtwo-
factorgtheorygofgmotivationgincludesgmotivationgandgmaintenancegfactors.gMaslowsghierarchygofgneedsgincludesgthegfollowi
nggneeds:gphysiological,gsafety,gsecurity,gbelonging,gandgself-
actualization.gIngtheorygX,gemployeesgprefergsecurity,gdirection,gandgminimalgresponsibility.gIngtheorygY,gemployeesgenjoyg
theirgwork,gshowgself-
controlgandgdiscipline,garegablegtogcontributegcreatively,gandgaregmotivatedgbygtiesgtogtheggroup,gorganization,gandgthegwor
kgitself.gThegfocusgofgtheorygZgisgcollectivegdecisiongmakinggandglong-
termgemploymentgthatginvolvesgslowergpromotionsgandglessgdirectgsupervision.g
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