, LEADERSHIP ROLES AND MANAGEMENT
FUNCTIONS IN NURSING 10TH EDITION
MARQUIS HUSTON TEST BANK
Contents
Chapter 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning:Requisites for successful leadership and
management ......................................................................................................................................................................................... 2
Chapter 2 Classical Views of Leadership and Management ................................................................................................................ 12
Chapter 3 Twenty-First-Century Thinking About Leadership and Management ................................................................................ 22
Chapter 4 Ethical Issues ....................................................................................................................................................................... 34
Chapter 5 Legal and Legislative Issues ................................................................................................................................................ 45
Chapter 6 Patient, Subordinate, Workplace, and Professional Advocacy........................................................................................... 56
Chapter 7 Organizational Planning ...................................................................................................................................................... 67
Chapter 8 Planned Change .................................................................................................................................................................. 77
Chapter 9 Time Management ............................................................................................................................................................. 87
Chapter 10 Fiscal Planning and Health-Care Reimbursement ............................................................................................................ 97
Chapter 11 Career Planning and Development in Nursing\ .............................................................................................................. 108
Chapter 12 Organizational Structure................................................................................................................................................. 120
Chapter 13 Organizational, Political, and Personal Power ................................................................................................................ 130
Chapter 14 Organizing Patient Care .................................................................................................................................................. 141
Chapter 15 Employee Recruitment, Selection, Placement, and Indoctrination ............................................................................... 151
Chapter 16 Educating and Socializing Staff in a Learning Organization ............................................................................................ 163
Chapter 17 Staffing Needs and Scheduling Policies .......................................................................................................................... 174
Chapter 18 Creating a Motivating Climate ........................................................................................................................................ 185
Chapter 19 Organizational, Interpersonal, and Group Communication in Team Building ............................................................... 197
Chapter 20 Delegation....................................................................................................................................................................... 208
Chapter 21 Conflict, Workplace Violence, and Negotiation.............................................................................................................. 219
Chapter 22 Collective Bargaining, Unionization, and Employment Laws.......................................................................................... 230
Chapter 23 Quality Control in Creating a Culture of Patient Safety .................................................................................................. 241
Chapter 24 Performance Appraisal ................................................................................................................................................... 252
Chapter 25 Problem Employees: Rule Breakers, Marginal Employees, and the Chemically orPsychologically Impaired ................ 264
,Chapter 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning:Requisites for
successful leadership and management
1. What is the value of using a structured approach to problem solving for the novice nurse?
1. A) Facilitates effective time management
2. B) Supports the acquisition of clinical reasoning
3. C) Supplements the orientation process
4. D) Encourages professional autonomy
Ans: B
Feedback:
A structured approach to problem solving and decision making increases clinical reasoning
and is the best way to learn how to make quality decisions because it eliminates trial and
error and focuses the learning on a proven process. This is particularly helpful to the novice
nurse with limited clinical experience and intuition. The other options are outcomes of the
possession of critical thinking skills and clinical reasoning.
2. Which situation is characteristic of the weakness of the nursing process?
1. A) The frequent absence of well-written patience-focused objectives
2. B) The confusion created by the existence of numerous nursing diagnoses
3. C) The ever-increasing need for effective assessment skills required of the nurse
4. D) The amount of nursing staff required to implement the patients plans of care
Ans: A
Feedback:
The weakness of the nursing process, like the traditional problem-solving model, is in not
requiring clearly stated objectives. Goals should be clearly stated in the planning phase of the
process, but this step is frequently omitted or obscured. While the remaining options relate to
the nursing process, they are not directly a result of the process itself.
Page 8
3. Which of the following statements is true regarding decision making?
1. A) Scientific methods provide identical decisions by different individuals for the
same problems
, 2. B) Decisions are greatly influenced by each persons value system
3. C) Personal beliefs can be adjusted for when the scientific approach to problem
solving is used
4. D) Past experience has little to do with the quality of the decision
Ans: B
Feedback:
Values, life experience, individual preference, and individual ways of thinking will influence
a persons decision making. No matter how objective the criteria will be, value judgments will
always play a part in a persons decision making, either consciously or subconsciously.
is a weakness of the traditional problem-solving model?
Page 1
4. What influences the quality of a decision most often? A) The decision makers immediate
superior
B) The type of decision that needs to be made
C) Questions asked and alternatives generated
D) The time of day the decision is made
Ans: C
Feedback:
The greater the number of alternatives that can be generated by the decision maker, the better
the final decision will be. The alternatives generated and the final choices are limited by each
persons value system.
5. What
1. A) Good decision makers are usually right-brain, intuitive thinkers
2. B) Effective decision makers are sensitive to the situation and to others
3. C) Good decisions are usually made by left-brain, logical thinkers
4. D) Good decision making requires analytical rather than creative processes
Ans: B
Feedback:
Good decision makers seem to have antennae that make them particularly sensitive to other
FUNCTIONS IN NURSING 10TH EDITION
MARQUIS HUSTON TEST BANK
Contents
Chapter 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning:Requisites for successful leadership and
management ......................................................................................................................................................................................... 2
Chapter 2 Classical Views of Leadership and Management ................................................................................................................ 12
Chapter 3 Twenty-First-Century Thinking About Leadership and Management ................................................................................ 22
Chapter 4 Ethical Issues ....................................................................................................................................................................... 34
Chapter 5 Legal and Legislative Issues ................................................................................................................................................ 45
Chapter 6 Patient, Subordinate, Workplace, and Professional Advocacy........................................................................................... 56
Chapter 7 Organizational Planning ...................................................................................................................................................... 67
Chapter 8 Planned Change .................................................................................................................................................................. 77
Chapter 9 Time Management ............................................................................................................................................................. 87
Chapter 10 Fiscal Planning and Health-Care Reimbursement ............................................................................................................ 97
Chapter 11 Career Planning and Development in Nursing\ .............................................................................................................. 108
Chapter 12 Organizational Structure................................................................................................................................................. 120
Chapter 13 Organizational, Political, and Personal Power ................................................................................................................ 130
Chapter 14 Organizing Patient Care .................................................................................................................................................. 141
Chapter 15 Employee Recruitment, Selection, Placement, and Indoctrination ............................................................................... 151
Chapter 16 Educating and Socializing Staff in a Learning Organization ............................................................................................ 163
Chapter 17 Staffing Needs and Scheduling Policies .......................................................................................................................... 174
Chapter 18 Creating a Motivating Climate ........................................................................................................................................ 185
Chapter 19 Organizational, Interpersonal, and Group Communication in Team Building ............................................................... 197
Chapter 20 Delegation....................................................................................................................................................................... 208
Chapter 21 Conflict, Workplace Violence, and Negotiation.............................................................................................................. 219
Chapter 22 Collective Bargaining, Unionization, and Employment Laws.......................................................................................... 230
Chapter 23 Quality Control in Creating a Culture of Patient Safety .................................................................................................. 241
Chapter 24 Performance Appraisal ................................................................................................................................................... 252
Chapter 25 Problem Employees: Rule Breakers, Marginal Employees, and the Chemically orPsychologically Impaired ................ 264
,Chapter 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning:Requisites for
successful leadership and management
1. What is the value of using a structured approach to problem solving for the novice nurse?
1. A) Facilitates effective time management
2. B) Supports the acquisition of clinical reasoning
3. C) Supplements the orientation process
4. D) Encourages professional autonomy
Ans: B
Feedback:
A structured approach to problem solving and decision making increases clinical reasoning
and is the best way to learn how to make quality decisions because it eliminates trial and
error and focuses the learning on a proven process. This is particularly helpful to the novice
nurse with limited clinical experience and intuition. The other options are outcomes of the
possession of critical thinking skills and clinical reasoning.
2. Which situation is characteristic of the weakness of the nursing process?
1. A) The frequent absence of well-written patience-focused objectives
2. B) The confusion created by the existence of numerous nursing diagnoses
3. C) The ever-increasing need for effective assessment skills required of the nurse
4. D) The amount of nursing staff required to implement the patients plans of care
Ans: A
Feedback:
The weakness of the nursing process, like the traditional problem-solving model, is in not
requiring clearly stated objectives. Goals should be clearly stated in the planning phase of the
process, but this step is frequently omitted or obscured. While the remaining options relate to
the nursing process, they are not directly a result of the process itself.
Page 8
3. Which of the following statements is true regarding decision making?
1. A) Scientific methods provide identical decisions by different individuals for the
same problems
, 2. B) Decisions are greatly influenced by each persons value system
3. C) Personal beliefs can be adjusted for when the scientific approach to problem
solving is used
4. D) Past experience has little to do with the quality of the decision
Ans: B
Feedback:
Values, life experience, individual preference, and individual ways of thinking will influence
a persons decision making. No matter how objective the criteria will be, value judgments will
always play a part in a persons decision making, either consciously or subconsciously.
is a weakness of the traditional problem-solving model?
Page 1
4. What influences the quality of a decision most often? A) The decision makers immediate
superior
B) The type of decision that needs to be made
C) Questions asked and alternatives generated
D) The time of day the decision is made
Ans: C
Feedback:
The greater the number of alternatives that can be generated by the decision maker, the better
the final decision will be. The alternatives generated and the final choices are limited by each
persons value system.
5. What
1. A) Good decision makers are usually right-brain, intuitive thinkers
2. B) Effective decision makers are sensitive to the situation and to others
3. C) Good decisions are usually made by left-brain, logical thinkers
4. D) Good decision making requires analytical rather than creative processes
Ans: B
Feedback:
Good decision makers seem to have antennae that make them particularly sensitive to other
