TEST BANK For Kelly Vana's Nursing Leadership and Management 4th Edition by Vana & Tazbir, ISBN: 9781119596615, All 31 Chapters Covered, Verified

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TEST BANK Kelly Vana's Nursing Leadership andManagement
4th Edition by Vana & Tazbir
Chapter 1 to 31




TEST BANK

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TableCofCContents:
UnitCI:C NURSINGCLEADERSHIPCANDCMANAGEMENT.
ChapterC1.CNursingCLeadershipCandCManagement.
ChapterC2.CTheCHealthcareCEnvironment.
ChapterC3.COrganizationalCBehaviorCandCMagnetCHospitals.
ChapterC4.CBasicCClinicalCHealthcareCEconomics.
ChapterC5.CEvidence-BasedCHealthCCare.
ChapterC6.CNursingCandCHealthcareCInformatics.
ChapterC7.CPopulationCBasedCHealthcareCPractice.
UnitCII:C LEADERSHIPCANDCMANAGEMENTCOFCTHECINTERDISCIPLINARYCTEAM.
ChapterC8.CPersonalCandCInterdisciplinaryCCommunication.
ChapterC9.CPoliticsCandCConsumerCPartnerships.
ChapterC10.CStrategicCPlanningCandCorganizingCPatientCCare.
ChapterC11.CEffectiveCTeamCBuilding.
ChapterC12.CPower.
ChapterC13.CChange,CInnovation,CandCConflictCManagement.
UnitCIII:C LEADERSHIPCANDCMANAGEMENTCOFCPATIENT-CCENTEREDCCARE.
ChapterC14.CBudgetCConceptsCforCPatientCCare.
ChapterC15.CEffectiveCStaffing.
ChapterC16.CDelegationCofCPatientCCare.
ChapterC17.COrganizationCofCPatientCCareCManagement.
ChapterC18.CTimeCManagementCandCSettingCPatientCCareCPriorities.
ChapterC19.CPatientCandCHealthCCareCEducation.
UnitCIV:CQUALITYCIMPROVEMENTCOFCPATIENTCOUTCOMES.
ChapterC20.CManagingCOutcomesCUsingCanCOrganizationalCQualityCImprovementCModel.
ChapterC21.CEvidenceCBasedCStrategiesCtoCImproveCPatientCCareCOutcomes.
ChapterC22.CDecisionCMakingCandCCriticalCThinking.
ChapterC23.CLegalCAspectsCofCHealthCCare.
ChapterC24.CEthicalCAspectsCofCHealthCCare.
ChapterC25.CCulture,CGenerationalCDifferences,CandCSpirituality.
UnitCV:CLEADERSHIPCANDCMANAGEMENTCOFCSELFCANDCTHECFUTURE.
ChapterC26.CCollectiveCBargaining.
ChapterC27.CCareerCPlanning.
ChapterC28.CNursingCJobCOpportunities.
ChapterC29.CYourCFirstCJob.
ChapterC30.CHealthyCLiving:CBalancingCPersonalCandCProfessionalCNeeds.
ChapterC31.CNCLEXCPreparationCandCProfessionalism
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ChapterC1:CNursingCLeadershipCandCManagement

MULTIPLECCHOICE

1 .CAccordingCtoCHenriCFayol,CtheCfunctionsCofCplanning,Corganizing,Ccoordinating,CandCcontrolling
areCconsideredCwhichCaspectCofCmanagement?

a.C Roles
b.C Process
c.C Functions
d.C Taxonomy

ANS:CB,CTheCmanagementCprocessCincludesCplanning,Corganizing,Ccoordinating,CandCcontrolling.CManagementCrolesCinclude
informationCprocessing,CinterpersonalCrelationships,CandCdecisionCmaking.CManagementCfunctionsCincludeCplanning,Corganizing,
staffing,Cdirecting,Ccoordinating,Creporting,CandCbudgeting.CACtaxonomyCisCaCsystemCthatCordersCprinciplesCintoCaCgroupingCor
classification.

2 .CWhichCofCtheCfollowingCisCconsideredCaCdecisionalCmanagerialCrole?

a.C Disseminator
b.C Figurehead
c.C Leader
d.C Entrepreneur

ANS:CD,CTheCdecisionalCmanagerialCrolesCincludeCentrepreneur,CdisturbanceChandler,CallocatorCofCresources,CandCnegotiator.CThe
informationCprocessingCmanagerialCrolesCincludeCmonitor,Cdisseminator,CandCspokesperson.CTheCinterpersonalCmanagerialCroles
includeCfigurehead,Cleader,CandCliaison.

3 .CACnurseCmanagerCmeetsCregularlyCwithCotherCnurseCmanagers,CparticipatesConCtheCorganizations
committees,CandCattendsCmeetingsCsponsoredCbyCprofessionalCorganizationsCinCorderCtoCmanage
relationships.CTheseCactivitiesCareCconsideredCwhichCfunctionCofCaCmanager?

a.C Informing
b.C ProblemCsolving
c.C Monitoring
d.C Networking

ANS:CD,CTheCroleCfunctionsCtoCmanageCrelationshipsCareCnetworking,Csupporting,CdevelopingCandCmentoring,CmanagingCconflict
andCteamCbuilding,CmotivatingCandCinspiring,Crecognizing,CandCrewarding.CTheCroleCfunctionsCtoCmanageCtheCworkCareCplanningCand
organizing,CproblemCsolving,CclarifyingCrolesCandCobjectives,Cinforming,Cmonitoring,Cconsulting,CandCdelegating.

4 .CACnurseCwasCrecentlyCpromotedCtoCaCmiddle-levelCmanagerCposition.CTheCnursesCtitleCwouldCmost
likelyCbeCwhichCofCtheCfollowing?

a.C First-lineCmanager
b.C Director
c.C ViceC presidentCofCpatientCcareCservices
d.C ChiefCnurseCexecutive

ANS:CB,CACmiddle-levelCmanagerCisCcalledCaCdirector.CAClowCmanagerial-ClevelCjobCisCcalledCtheCfirst-lineCmanager.CACnurseCinCan
executiveClevelCroleCisCcalledCaCchiefCnurseCexecutiveCorCviceCpresidentCofCpatientCcareCservices.

5 .CACnurseCmanagerCwhoCusesCFrederickCTaylorsCscientificCmanagementCapproach,CwouldCmostClikely
focusConCwhichCofCtheCfollowing?

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a.C GeneralCprinciples
b.C PositionalCauthority
c.C LaborCproductivity
d.C ImpersonalCrelations

ANS:CC,CTheCareaCofCfocusCforCscientificCmanagementCisClaborCproductivity.C InCbureaucraticCtheory,C efficiencyCisCachievedCthrough
impersonalCrelationsCwithinCaCformalCstructureCandCisCbasedConCpositionalCauthority.CAdministrativeCprincipleCtheoryCconsistsCof
principlesCofCmanagementCthatCareCrelevantCtoCanyCorganization.

6 .CAccordingCtoCVroomsCTheoryCofCMotivation,Cforce:

a.C isCtheCperceivedCpossibilityCthatCtheCgoalCwillCbeCachieved.
b.C describesCtheCamountCofCeffortConeCwillCexertCtoCreachConesCgoal.
c.C describesCpeopleCwhoChaveCfreeCwillCbutCchooseCtoCcomplyCwithCordersCtheyCareCgiven.
d.C isCaCnaturallyCformingCsocialCgroupCthatCcanCbecomeCaCcontributorCtoCanCorganization.

ANS:CB,CAccordingCtoCVroomsCTheoryCofCMotivation,CForceC describesCtheCamountCofCeffortConeCwillCexertCtoCreachConesCgoal.
ValenceCspeaksCtoCtheClevelCofCattractivenessCorCunattractivenessCofCtheCgoal.C ExpectancyCisCtheCperceivedCpossibilityCthatCtheCgoal
willCbeCachieved.CVroomsCTheoryCofCMotivationCcanCbeCdemonstratedCinCtheCformCofCanCequation:C ForceC=CValenceCExpectancy
(Vroom,C 1964).CTheCtheoryCproposesCthatCthisCequationCcanChelpCtoCpredictCtheCmotivation,CorCforce,CofCanCindividualCasCdescribed
by CVroom.

7 .CAccordingCtoCR.CN.CLussier,Cmotivation:

a.C isCunconsciouslyCdemonstratedCbyCpeople.
b.C occursCexternallyCtoCinfluenceCbehavior.
c.C isCdeterminedCbyCothersCchoices.
d.C occursCinternallyCtoCinfluenceCbehavior.

ANS:CD,C MotivationCisCaCprocessCthatCoccursCinternallyCtoCinfluenceCandCdirectCourCbehaviorCinCorderCtoCsatisfyCneeds.CMotivationCis
notCexplicitlyCdemonstratedCby Cpeople,CbutCratherCitCisCinterpretedCfromCtheirCbehavior.CMotivationCisCwhateverCinfluencesCour
choicesCandCcreatesCdirection,Cintensity,CandCpersistenceCinCourCbehavior.

8 .CAccordingCtoCR.CN.CLussier,CthereCareCcontentCmotivationCtheoriesCandCprocessCmotivationCtheories.
WhichCofCtheCfollowingCisCconsideredCaCprocessCmotivationCtheory?

a.C EquityCtheory
b.C HierarchyCofCneedsCtheory
c.C Existence-relatedness-growthCtheory
d.C HygieneCmaintenanceCandCmotivationCfactors

ANS:CA,C TheCprocessCmotivationCtheoriesCareCequityCtheoryCandCexpectancyCtheory.CTheCcontentCmotivationCtheoriesCinclude
MaslowsChierarchyCofCneedsCtheory,CAldefersCexistence-Crelatedness-growthC(ERG)Ctheory,C andCHerzbergsChygieneCmaintenance
factorsCandCmotivationCfactors.

9 .CTheCtheoryCthatCincludesCmaintenanceCandCmotivationCfactorsCis:

a.C MaslowsChierarchyCofCneeds.
b.C HerzbergsCtwo-factorCtheory.
c.C McGregorsCtheoryCXCandCtheoryCY.
d.C OuchisCtheoryCZ.