,ProductTYDescription
LeadershipTYRolesTYandTYManagementTYFunctionsTYinTYNursingTY9thTYEditionTYMarquis,TYHus
tonTYTestTYBank
ISBN-
10:1496349792TYISBN-
13:9781496349798
TableTYofTYContents
ChapterTY1TYDecisionTYMaking,TYProblemTYSolving,TYCriticalTYThinking,TYandTYClinicalTYReasoning:TYRequisitesTYforTYSuccessfulTYLeadershipTYandTYMan
agement
ChapterTY2TYClassicalTYViewsTYofTYLeadershipTYandTYManagement
ChapterTY3TYTwenty-First-CenturyTYThinkingTYAboutTYLeadershipTYandTYManagement
ChapterTY4TYEthicalTYIssues
ChapterTY5TYLegalTYandTYLegislativeTYIssues
ChapterTY6TYPatient,TYSubordinate,TYWorkplace,TYandTYProfessionalTYAdvocacy
ChapterTY7TYOrganizationalTYPlanning
ChapterTY8TYPlannedTYChange
ChapterTY9TYTimeTYManagement
ChapterTY10TYFiscalTYPlanning
ChapterTY11TYCareerTYPlanningTYandTYDevelopmentTYinTYNursing
ChapterTY12TYOrganizationalTYStructure
ChapterTY13TYOrganizational,TYPolitical,TYandTYPersonalTYPower
ChapterTY14TYOrganizingTYPatientTYCare
,ChapterTY15TYEmployeeTYRecruitment,TYSelection,TYPlacement,TYandTYIndoctrination
ChapterTY16TYSocializingTYandTYEducatingTYStaffTYinTYaTYLearningTYOrganization
ChapterTY17TYStaffingTYNeedsTYandTYSchedulingTYPolicies
ChapterTY18TYCreatingTYaTYMotivatingTYClimate
ChapterTY19TYOrganizational,TYInterpersonal,TYandTYGroupTYCommunication
ChapterTY20TYDelegation
ChapterTY21TYEffectiveTYConflictTYResolutionTYandTYNegotiation
ChapterTY22TYCollectiveTYBargaining,TYUnionization,TYandTYEmploymentTYLaws
ChapterTY23TYQualityTYControl
ChapterTY24TYPerformanceTYAppraisal
ChapterTY25TYProblemTYEmployees:TYRuleTYBreakers,TYMarginalTYEmployees,TYandTYtheTYChemicallyTYorTYPsychologicallyTYImpaired
, TESTTYBANKTYFORTYLEADERSHIPTYROLESTYANDTYMANAGEMENTTYFUNCTIONSTYINTYNURSINGTY9THTYEDITIONTYBYTYMARQUIS
1. WhatTYstatementTYisTYtrueTYregardingTYdecisionTYmaking?
A) ItTYisTYanTYanalysisTYofTYaTYsituation
B) ItTYisTYcloselyTYrelatedTYtoTYevaluation
C) ItTYinvolvesTYchoosingTYbetweenTYcoursesTYofTYaction
D) ItTYisTYdependentTYuponTYfindingTYtheTYcauseTYofTYaTYpr
oblemTYAns:T Y C
Feedback:
DecisionTYmakingTYisTYaTYcomplexTYcognitiveTYprocessTYoftenTYdefinedTYasTYchoosingTYaTYp
articularTYcourseTYofTYaction.TYProblemTYsolvingTYisTYpartTYofTYdecisionTYmakingTYandTYisTYaT
YsystematicTYprocessTYthatTYfocusesTYonTYanalyzingTYaTYdifficultTYsituation.TYCriticalTYthinki
ng,TYsometimesTYreferredTYtoTYasTYreflectiveTYthinking,TYisTYrelatedTYtoTYevaluationTYandTYhas
TYaTYbroaderTYscopeTYthanTYdecisionT Y makingTYandTYproblemTYsolving.
2. WhatTYisTYaTYweaknessTYofTYtheTYtraditionalTYproblem-solvingTYmodel?
A) ItsTYneedTYforTYimplementationTYtime
B) ItsTYlackTYofTYaTYstepTYrequiringTYevaluationTYofTYresults
C) ItsTYfailureTYtoTYgatherTYsufficientTYdata
D) ItsTYfailureTYtoTYevaluateTYalternati
vesTYAns:T Y A
Feedback:
TheTYtraditionalTYproblem-
solvingTYmodelTYisTYlessTYeffectiveTYwhenTYtimeTYconstraintsTYareTYaTYconsideration.TYDecis
ionTYmakingTYcanTYoccurTYwithoutTYtheTYfullTYanalysisTYrequiredTYinTYproblemTYsolving.TYBec
auseTYproblemTYsolN ving TYattemptsTYtoTYidentifyTYtheTYrootTYproblemTYinTYsituations,TYmuch
TYtimeTYandTYenergyTYareTYspentTYonTYidentifyingTYtheTYrealTYproblem.
3. WhichTYofTYtheTYfollowingTYstatementsTYisTYtrueTYregardingTYdecisionTYmaking?
A) ScientificTYmethodsTYprovideTYidenticalTYdecisionsTYbyTYdifferentTYindividualsTYf
orTYtheTYsameTYproblems
B) DecisionsTYareTYgreatlyTYinfluencedTYbyTYeachTYperson'sTYvalueTYsystem
C) PersonalTYbeliefsTYcanTYbeTYadjustedTYforTYwhenTYtheTYscientificTYapproachTYtoTY
problemTYsolvingTYisTYused
D) PastTYexperienceTYhasTYlittleTYtoTYdoTYwithTYtheTYqualityTYofTYtheTY
decisionTYAns:T Y B
Feedback:
Values,TYlifeTYexperience,TYindividualTYpreference,TYandTYindividualTYwaysTYofTYthinkingTY
willTYinfluenceTYaTYperson'sTYdecisionTYmaking.TYNoTYmatterTYhowTYobjectiveTYtheTYcriteriaTY
willTYbe,TYvalueTYjudgmentsTYwillTYalwaysTYplayTYaTYpartTYinTYaTYperson'sTYdecisionTYmaking,
TYeitherTYconsciouslyTYorTYsubconsciously.
Page 1 of 232
LeadershipTYRolesTYandTYManagementTYFunctionsTYinTYNursingTY9thTYEditionTYMarquis,TYHus
tonTYTestTYBank
ISBN-
10:1496349792TYISBN-
13:9781496349798
TableTYofTYContents
ChapterTY1TYDecisionTYMaking,TYProblemTYSolving,TYCriticalTYThinking,TYandTYClinicalTYReasoning:TYRequisitesTYforTYSuccessfulTYLeadershipTYandTYMan
agement
ChapterTY2TYClassicalTYViewsTYofTYLeadershipTYandTYManagement
ChapterTY3TYTwenty-First-CenturyTYThinkingTYAboutTYLeadershipTYandTYManagement
ChapterTY4TYEthicalTYIssues
ChapterTY5TYLegalTYandTYLegislativeTYIssues
ChapterTY6TYPatient,TYSubordinate,TYWorkplace,TYandTYProfessionalTYAdvocacy
ChapterTY7TYOrganizationalTYPlanning
ChapterTY8TYPlannedTYChange
ChapterTY9TYTimeTYManagement
ChapterTY10TYFiscalTYPlanning
ChapterTY11TYCareerTYPlanningTYandTYDevelopmentTYinTYNursing
ChapterTY12TYOrganizationalTYStructure
ChapterTY13TYOrganizational,TYPolitical,TYandTYPersonalTYPower
ChapterTY14TYOrganizingTYPatientTYCare
,ChapterTY15TYEmployeeTYRecruitment,TYSelection,TYPlacement,TYandTYIndoctrination
ChapterTY16TYSocializingTYandTYEducatingTYStaffTYinTYaTYLearningTYOrganization
ChapterTY17TYStaffingTYNeedsTYandTYSchedulingTYPolicies
ChapterTY18TYCreatingTYaTYMotivatingTYClimate
ChapterTY19TYOrganizational,TYInterpersonal,TYandTYGroupTYCommunication
ChapterTY20TYDelegation
ChapterTY21TYEffectiveTYConflictTYResolutionTYandTYNegotiation
ChapterTY22TYCollectiveTYBargaining,TYUnionization,TYandTYEmploymentTYLaws
ChapterTY23TYQualityTYControl
ChapterTY24TYPerformanceTYAppraisal
ChapterTY25TYProblemTYEmployees:TYRuleTYBreakers,TYMarginalTYEmployees,TYandTYtheTYChemicallyTYorTYPsychologicallyTYImpaired
, TESTTYBANKTYFORTYLEADERSHIPTYROLESTYANDTYMANAGEMENTTYFUNCTIONSTYINTYNURSINGTY9THTYEDITIONTYBYTYMARQUIS
1. WhatTYstatementTYisTYtrueTYregardingTYdecisionTYmaking?
A) ItTYisTYanTYanalysisTYofTYaTYsituation
B) ItTYisTYcloselyTYrelatedTYtoTYevaluation
C) ItTYinvolvesTYchoosingTYbetweenTYcoursesTYofTYaction
D) ItTYisTYdependentTYuponTYfindingTYtheTYcauseTYofTYaTYpr
oblemTYAns:T Y C
Feedback:
DecisionTYmakingTYisTYaTYcomplexTYcognitiveTYprocessTYoftenTYdefinedTYasTYchoosingTYaTYp
articularTYcourseTYofTYaction.TYProblemTYsolvingTYisTYpartTYofTYdecisionTYmakingTYandTYisTYaT
YsystematicTYprocessTYthatTYfocusesTYonTYanalyzingTYaTYdifficultTYsituation.TYCriticalTYthinki
ng,TYsometimesTYreferredTYtoTYasTYreflectiveTYthinking,TYisTYrelatedTYtoTYevaluationTYandTYhas
TYaTYbroaderTYscopeTYthanTYdecisionT Y makingTYandTYproblemTYsolving.
2. WhatTYisTYaTYweaknessTYofTYtheTYtraditionalTYproblem-solvingTYmodel?
A) ItsTYneedTYforTYimplementationTYtime
B) ItsTYlackTYofTYaTYstepTYrequiringTYevaluationTYofTYresults
C) ItsTYfailureTYtoTYgatherTYsufficientTYdata
D) ItsTYfailureTYtoTYevaluateTYalternati
vesTYAns:T Y A
Feedback:
TheTYtraditionalTYproblem-
solvingTYmodelTYisTYlessTYeffectiveTYwhenTYtimeTYconstraintsTYareTYaTYconsideration.TYDecis
ionTYmakingTYcanTYoccurTYwithoutTYtheTYfullTYanalysisTYrequiredTYinTYproblemTYsolving.TYBec
auseTYproblemTYsolN ving TYattemptsTYtoTYidentifyTYtheTYrootTYproblemTYinTYsituations,TYmuch
TYtimeTYandTYenergyTYareTYspentTYonTYidentifyingTYtheTYrealTYproblem.
3. WhichTYofTYtheTYfollowingTYstatementsTYisTYtrueTYregardingTYdecisionTYmaking?
A) ScientificTYmethodsTYprovideTYidenticalTYdecisionsTYbyTYdifferentTYindividualsTYf
orTYtheTYsameTYproblems
B) DecisionsTYareTYgreatlyTYinfluencedTYbyTYeachTYperson'sTYvalueTYsystem
C) PersonalTYbeliefsTYcanTYbeTYadjustedTYforTYwhenTYtheTYscientificTYapproachTYtoTY
problemTYsolvingTYisTYused
D) PastTYexperienceTYhasTYlittleTYtoTYdoTYwithTYtheTYqualityTYofTYtheTY
decisionTYAns:T Y B
Feedback:
Values,TYlifeTYexperience,TYindividualTYpreference,TYandTYindividualTYwaysTYofTYthinkingTY
willTYinfluenceTYaTYperson'sTYdecisionTYmaking.TYNoTYmatterTYhowTYobjectiveTYtheTYcriteriaTY
willTYbe,TYvalueTYjudgmentsTYwillTYalwaysTYplayTYaTYpartTYinTYaTYperson'sTYdecisionTYmaking,
TYeitherTYconsciouslyTYorTYsubconsciously.
Page 1 of 232
