Kelly Vana's Nursing Leadership and Management 4th Edition by Patricia Kelly Vana & Janice Tazbir TEST BANK Latest Verified Review 2024 Practice Questions and Answers for Exam Preparation, 100% Correct with Explanations, Highly Recommended,

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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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TableloflContents:
UnitlI:l NURSINGlLEADERSHIPlANDlMANAGEMENT.
Chapterl1.lNursinglLeadershiplandlManagement.
Chapterl2.lThelHealthcarelEnvironment.
Chapterl3.lOrganizationallBehaviorlandlMagnetlHospitals.
Chapterl4.lBasiclClinicallHealthcarelEconomics.
Chapterl5.lEvidence-BasedlHealthlCare.
Chapterl6.lNursinglandlHealthcarelInformatics.
Chapterl7.lPopulationlBasedlHealthcarelPractice.
UnitlII:l LEADERSHIPlANDlMANAGEMENTlOFlTHElINTERDISCIPLINARYlTEAM.
Chapterl8.lPersonallandlInterdisciplinarylCommunication.
Chapterl9.lPoliticslandlConsumerlPartnerships.
Chapterl10.lStrategiclPlanninglandlorganizinglPatientlCare.
Chapterl11.lEffectivelTeamlBuilding.
Chapterl12.lPower.
Chapterl13.lChange,lInnovation,landlConflictlManagement.
UnitlIII:l LEADERSHIPlANDlMANAGEMENTlOFlPATIENT-lCENTEREDlCARE.
Chapterl14.lBudgetlConceptslforlPatientlCare.
Chapterl15.lEffectivelStaffing.
Chapterl16.lDelegationloflPatientlCare.
Chapterl17.lOrganizationloflPatientlCarelManagement.
Chapterl18.lTimelManagementlandlSettinglPatientlCarelPriorities.
Chapterl19.lPatientlandlHealthlCarelEducation.
UnitlIV:lQUALITYlIMPROVEMENTlOFlPATIENTlOUTCOMES.
Chapterl20.lManaginglOutcomeslUsinglanlOrganizationallQualitylImprovementlModel.
Chapterl21.lEvidencelBasedlStrategiesltolImprovelPatientlCarelOutcomes.
Chapterl22.lDecisionlMakinglandlCriticallThinking.
Chapterl23.lLegallAspectsloflHealthlCare.
Chapterl24.lEthicallAspectsloflHealthlCare.
Chapterl25.lCulture,lGenerationallDifferences,landlSpirituality.
UnitlV:lLEADERSHIPlANDlMANAGEMENTlOFlSELFlANDlTHElFUTURE.
Chapterl26.lCollectivelBargaining.
Chapterl27.lCareerlPlanning.
Chapterl28.lNursinglJoblOpportunities.
Chapterl29.lYourlFirstlJob.
Chapterl30.lHealthylLiving:lBalancinglPersonallandlProfessionallNeeds.
Chapterl31.lNCLEXlPreparationlandlProfessionalism
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Chapterl1:lNursinglLeadershiplandlManagement

MULTIPLElCHOICE

1 .lAccordingltolHenrilFayol,lthelfunctionsloflplanning,lorganizing,lcoordinating,landlcontrolling
arelconsideredlwhichlaspectloflmanagement?

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

ANS:lB,lThelmanagementlprocesslincludeslplanning,lorganizing,lcoordinating,landlcontrolling.lManagementlroleslinclude
informationlprocessing,linterpersonallrelationships,landldecisionlmaking.lManagementlfunctionslincludelplanning,lorganizing,
staffing,ldirecting,lcoordinating,lreporting,landlbudgeting.lAltaxonomylislalsystemlthatlorderslprincipleslintolalgroupinglor
classification.

2 .lWhichloflthelfollowinglislconsideredlaldecisionallmanageriallrole?

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

ANS:lD,lTheldecisionallmanageriallroleslincludelentrepreneur,ldisturbancelhandler,lallocatorloflresources,landlnegotiator.lThe
informationlprocessinglmanageriallroleslincludelmonitor,ldisseminator,landlspokesperson.lThelinterpersonallmanageriallroles
includelfigurehead,lleader,landlliaison.

3 .lAlnurselmanagerlmeetslregularlylwithlotherlnurselmanagers,lparticipateslonlthelorganizations
committees,landlattendslmeetingslsponsoredlbylprofessionallorganizationslinlorderltolmanage
relationships.lTheselactivitieslarelconsideredlwhichlfunctionloflalmanager?

a.l Informing
b.l Problemlsolving
c.l Monitoring
d.l Networking

ANS:lD,lThelrolelfunctionsltolmanagelrelationshipslarelnetworking,lsupporting,ldevelopinglandlmentoring,lmanaginglconflict
andlteamlbuilding,lmotivatinglandlinspiring,lrecognizing,landlrewarding.lThelrolelfunctionsltolmanagelthelworklarelplanningland
organizing,lproblemlsolving,lclarifyinglroleslandlobjectives,linforming,lmonitoring,lconsulting,landldelegating.

4 .lAlnurselwaslrecentlylpromotedltolalmiddle-levellmanagerlposition.lThelnursesltitlelwouldlmost
likelylbelwhichloflthelfollowing?

a.l First-linelmanager
b.l Director
c.l Vicel presidentloflpatientlcarelservices
d.l Chieflnurselexecutive

ANS:lB,lAlmiddle-levellmanagerlislcalledlaldirector.lAllowlmanagerial-llevelljoblislcalledlthelfirst-linelmanager.lAlnurselinlan
executivellevellrolelislcalledlalchieflnurselexecutivelorlvicelpresidentloflpatientlcarelservices.

5 .lAlnurselmanagerlwholuseslFredericklTaylorslscientificlmanagementlapproach,lwouldlmostllikely
focuslonlwhichloflthelfollowing?

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a.l Generallprinciples
b.l Positionallauthority
c.l Laborlproductivity
d.l Impersonallrelations

ANS:lC,lThelarealoflfocuslforlscientificlmanagementlisllaborlproductivity.l Inlbureaucraticltheory,l efficiencylislachievedlthrough
impersonallrelationslwithinlalformallstructurelandlislbasedlonlpositionallauthority.lAdministrativelprincipleltheorylconsistslof
principlesloflmanagementlthatlarelrelevantltolanylorganization.

6 .lAccordingltolVroomslTheoryloflMotivation,lforce:

a.l islthelperceivedlpossibilitylthatlthelgoallwilllbelachieved.
b.l describeslthelamountlofleffortlonelwilllexertltolreachloneslgoal.
c.l describeslpeoplelwholhavelfreelwilllbutlchooseltolcomplylwithlordersltheylarelgiven.
d.l islalnaturallylforminglsociallgrouplthatlcanlbecomelalcontributorltolanlorganization.

ANS:lB,lAccordingltolVroomslTheoryloflMotivation,lForcel describeslthelamountlofleffortlonelwilllexertltolreachloneslgoal.
Valencelspeaksltolthellevelloflattractivenesslorlunattractivenessloflthelgoal.l Expectancylislthelperceivedlpossibilitylthatlthelgoal
willlbelachieved.lVroomslTheoryloflMotivationlcanlbeldemonstratedlinlthelformloflanlequation:l Forcel=lValencelExpectancy
(Vroom,l 1964).lTheltheorylproposeslthatlthislequationlcanlhelpltolpredictlthelmotivation,lorlforce,loflanlindividuallasldescribed
by lVroom.

7 .lAccordingltolR.lN.lLussier,lmotivation:

a.l islunconsciouslyldemonstratedlbylpeople.
b.l occurslexternallyltolinfluencelbehavior.
c.l isldeterminedlbylotherslchoices.
d.l occurslinternallyltolinfluencelbehavior.

ANS:lD,l Motivationlislalprocesslthatloccurslinternallyltolinfluencelandldirectlourlbehaviorlinlorderltolsatisfylneeds.lMotivationlis
notlexplicitlyldemonstratedlbylpeople,lbutlratherlitlislinterpretedlfromltheirlbehavior.lMotivationlislwhateverlinfluenceslour
choiceslandlcreatesldirection,lintensity,landlpersistencelinlourlbehavior.

8 .lAccordingltolR.lN.lLussier,ltherelarelcontentlmotivationltheorieslandlprocesslmotivationltheories.
Whichloflthelfollowinglislconsideredlalprocesslmotivationltheory?

a.l Equityltheory
b.l Hierarchyloflneedsltheory
c.l Existence-relatedness-growthltheory
d.l Hygienelmaintenancelandlmotivationlfactors

ANS:lA,l Thelprocesslmotivationltheorieslarelequityltheorylandlexpectancyltheory.lThelcontentlmotivationltheorieslinclude
Maslowslhierarchyloflneedsltheory,lAldeferslexistence-lrelatedness-growthl(ERG)ltheory,l andlHerzbergslhygienelmaintenance
factorslandlmotivationlfactors.

9 .lTheltheorylthatlincludeslmaintenancelandlmotivationlfactorslis:

a.l Maslowslhierarchyloflneeds.
b.l Herzbergsltwo-factorltheory.
c.l McGregorsltheorylXlandltheorylY.
d.l OuchisltheorylZ.