TEST BANK
q
Leadership Roles and Management Functions in Nursing:
q q q q q q
Theory and Application
q q q
Bessie L. Marquis, and Carol J. Huston
q q q q q q
9th Edition
q
,Table of Contents
q q
Chapter q01: qDecision qMaking, qProblem qSolving, qCritical qThinking, qand qClinical qReasoning:
Requisites qfor qSuccessful qLeadership qand qManagement 1
Chapter q02: qClassical qViews qof qLeadership qand qManagement 8
Chapter q03: qTwenty-First-Century qThinking qAbout qLeadership qand qManagement 15
Chapter q04: qEthical qIssues 23
Chapter q05: qLegal qand qLegislative qIssues 31
Chapter q06: qPatient, qSubordinate, qWorkplace, qand qProfessional qAdvocacy 38
Chapter q07: qOrganizational qPlanning 45
Chapter q08: qPlanned qChange 52
Chapter q09: qTime qManagement 58
Chapter q10: qFiscal qPlanning 65
Chapter q11: qCareer qPlanning qand qDevelopment qin qNursing 72
Chapter q12: qOrganizational qStructure 79
Chapter q13: qOrganizational, qPolitical, qand qPersonal qPower 85
Chapter q14: qOrganizing qPatient qCare 92
Chapter q15: qEmployee qRecruitment, qSelection, qPlacement, qand qIndoctrination 98
Chapter q16: qSocializing qand qEducating qStaff qin qa qLearning qOrganization 105
Chapter q17: qStaffing qNeeds qand qScheduling qPolicies 112
Chapter q18: qCreating qa qMotivating qClimate 119
Chapter q19: qOrganizational, qInterpersonal, qand qGroup qCommunication 126
Chapter q20: qDelegation 133
Chapter q21: qEffective qConflict qResolution qand qNegotiation 140
Chapter q22: qCollective qBargaining, qUnionization, qand qEmployment qLaws 146
Chapter q23: qQuality qControl 153
Chapter q24: qPerformance qAppraisal 160
Chapter q25: qProblem qEmployees: qRule qBreakers, qMarginal qEmployees, qand qthe qChemically
or qPsychologically qImpaired 167
,Test qBank q- qLeadership qRoles qand qManagement qFunctions qin qNursing: qTheory qand qApplication, q9th qEdition
q(Marquis, q2018)
Chapter q1: qDecision qMaking, qProblem qSolving, qCritical qThinking, qand qClinical
qReasoning: qRequisites qfor qSuccessful qLeadership qand qManagement
MULTIPLE qCHOICE
1. What qstatement qis qtrue qregarding qdecision qmaking?
a. It qis qan qanalysis qof qa qsituation
b. It qis qclosely qrelated qto qevaluation
c. It qinvolves qchoosing qbetween qcourses qof qaction
d. It qis qdependent qupon qfinding qthe qcause qof qa qproblem
ANS: q q C
Decision qmaking qis qa qcomplex qcognitive qprocess qoften qdefined qas qchoosing qa qparticular
qcourse qof qaction. qProblem qsolving qis qpart qof qdecision qmaking qand qis qa qsystematic qprocess
qthat qfocuses qon qanalyzing qa qdifficult qsituation. qCritical qthinking, qsometimes qreferred qto
qas qreflective qthinking, qis qrelated qto qevaluation qand qhas qa qbroader qscope qthan qdecision
qmaking qand qproblem qsolving.
2. What qis qa qweakness qof qthe qtraditional qproblem-solving qmodel?
a. Its qneed qfor qimplementation qtime
b. Its qlack qof qa qstep qrequiring qevaluation qof qresults
c. Its qfailure qto qgather qsufficient qdata
d. Its qfailure qto qevaluate qalternatives
ANS: q q A
The qtraditional qproblem-s o l v i n gWW
mWo d.eTl qiBs Sl eMs s.eWffSe ct i ve qwhen qtime qconstraints qare qa
qconsideration. qDecision qmaking qcan qoccur qwithout qthe qfull qanalysis qrequired qin qproblem
solving. qBecause qproblem qsolving qattempts qto qidentify qthe qroot qproblem qin qsituations,
qmuch qtime qand qenergy qare qspent qon qidentifying qthe qreal qproblem.
3. Which qof qthe qfollowing qstatements qis qtrue qregarding qdecision qmaking?
a. Scientific qmethods qprovide qidentical qdecisions qby qdifferent qindividuals qfor qthe
qsame qproblems
b. Decisions qare qgreatly qinfluenced qby qeach qperson's qvalue qsystem
c. Personal qbeliefs qcan qbe qadjusted qfor qwhen qthe qscientific qapproach qto
qproblem qsolving qis qused
d. Past qexperience qhas qlittle qto qdo qwith qthe qquality qof qthe qdecision
ANS: q q B
Values, qlife qexperience, qindividual qpreference, qand qindividual qways qof qthinking qwill
qinfluence qa qperson's qdecision qmaking. qNo qmatter qhow qobjective qthe qcriteria qwill qbe,
qvalue qjudgments qwill qalways qplay qa qpart qin qa qperson's qdecision qmaking, qeither
qconsciously qor qsubconsciously.
4. What qinfluences qthe qquality qof qa qdecision qmost qoften?
a. The qdecision qmaker's qimmediate qsuperior
b. The qtype qof qdecision qthat qneeds qto qbe qmade
c. Questions qasked qand qalternatives qgenerated
d. The qtime qof qday qthe qdecision qis qmade
1 q| qP qa qg
qe
, Test qBank q- qLeadership qRoles qand qManagement qFunctions qin qNursing: qTheory qand qApplication, q9th qEdition
q(Marquis, q2018)
ANS: q q C
The qgreater qthe qnumber qof qalternatives qthat qcan qbe qgenerated qby qthe qdecision qmaker, qthe
qbetter qthe qfinal qdecision qwill qbe. qThe qalternatives qgenerated qand qthe qfinal qchoices qare
qlimited qby qeach qperson's qvalue qsystem.
5. What qdoes qknowledge qabout qgood qdecision qmaking qlead qone qto qbelieve?
a. Good qdecision qmakers qare qusually qright-brain, qintuitive qthinkers
b. Effective qdecision qmakers qare qsensitive qto qthe qsituation qand qto qothers
c. Good qdecisions qare qusually qmade qby qleft-brain, qlogical qthinkers
d. Good qdecision qmaking qrequires qanalytical qrather qthan qcreative qprocesses
ANS: q q B
Good qdecision qmakers qseem qto qhave qantennae qthat qmake qthem qparticularly qsensitive qto
qother qpeople qand qsituations. qLeft-brain qthinkers qare qtypically qbetter qat qprocessing
qlanguage, qlogic, qnumbers, qand qsequential qordering, qwhereas qright-brain qthinkers qexcel qat
qnonverbal qideation qand qholistic qsynthesizing.
6. What qis qthe qbest qdefinition qof qdecision qmaking?
a. The qplanning qprocess qof qmanagement
b. The qevaluation qphase qof qthe qexecutive qrole
c. One qstep qin qthe qproblem-solving qprocess
d. Required qto qjustify qthe qneed qfor qscarce qitems
ANS: q q C
Decision qmaking qis qa qcomplex, qcognitive qprocess qoften qdefined qas qchoosing qa qparticular
qcourse qof qaction. qDecision qmaking, qone qstep qin qthe qproblem-solving qprocess, qis qan
qimportant qtask qthat qrelies qheavily qon qcritical thinking andq c l i n i c a l qreasoning qskills.
WWW.TBSM.W S
7. If qdecision qmaking qis qtriggered qby qa qproblem qwith qwhat qdoes qit qend?
a. An qalternative qproblem
b. A qchosen qcourse qof qaction
c. An qaction qthat qguarantees qsuccess
d. A qrestatement qof qthe qsolution
ANS: q q B
A qdecision qis qmade qwhen qa qcourse qof qaction qhas qbeen qchosen. qProblem qsolving qis qpart qof
qdecision qmaking qand qis qa qsystematic qprocess qthat qfocuses qon qanalyzing qa qdifficult
qsituation. qProblem qsolving qalways qincludes qa qdecision-making qstep.
8. Why qdo qour qvalues qoften qcause qpersonal qconflict qin qdecision qmaking?
a. Some qvalues qare qnot qrealistic qor qhealthy
b. Not qall qvalues qare qof qequal qworth
c. Our qvalues qremain qunchanged qover qtime
d. Our qvalues qoften qcollide qwith qone qanother
ANS: q q D
Values, qlife qexperience, qindividual qpreference, qand qindividual qways qof qthinking qwill
qinfluence qa qperson's qdecision qmaking. qNo qmatter qhow qobjective qthe qcriteria qwill qbe,
qvalue qjudgments qwill qalways qplay qa qpart qin qa qperson's qdecision qmaking, qeither
qconsciously qor qsubconsciously.
2 q| qP qa qg qe
q
Leadership Roles and Management Functions in Nursing:
q q q q q q
Theory and Application
q q q
Bessie L. Marquis, and Carol J. Huston
q q q q q q
9th Edition
q
,Table of Contents
q q
Chapter q01: qDecision qMaking, qProblem qSolving, qCritical qThinking, qand qClinical qReasoning:
Requisites qfor qSuccessful qLeadership qand qManagement 1
Chapter q02: qClassical qViews qof qLeadership qand qManagement 8
Chapter q03: qTwenty-First-Century qThinking qAbout qLeadership qand qManagement 15
Chapter q04: qEthical qIssues 23
Chapter q05: qLegal qand qLegislative qIssues 31
Chapter q06: qPatient, qSubordinate, qWorkplace, qand qProfessional qAdvocacy 38
Chapter q07: qOrganizational qPlanning 45
Chapter q08: qPlanned qChange 52
Chapter q09: qTime qManagement 58
Chapter q10: qFiscal qPlanning 65
Chapter q11: qCareer qPlanning qand qDevelopment qin qNursing 72
Chapter q12: qOrganizational qStructure 79
Chapter q13: qOrganizational, qPolitical, qand qPersonal qPower 85
Chapter q14: qOrganizing qPatient qCare 92
Chapter q15: qEmployee qRecruitment, qSelection, qPlacement, qand qIndoctrination 98
Chapter q16: qSocializing qand qEducating qStaff qin qa qLearning qOrganization 105
Chapter q17: qStaffing qNeeds qand qScheduling qPolicies 112
Chapter q18: qCreating qa qMotivating qClimate 119
Chapter q19: qOrganizational, qInterpersonal, qand qGroup qCommunication 126
Chapter q20: qDelegation 133
Chapter q21: qEffective qConflict qResolution qand qNegotiation 140
Chapter q22: qCollective qBargaining, qUnionization, qand qEmployment qLaws 146
Chapter q23: qQuality qControl 153
Chapter q24: qPerformance qAppraisal 160
Chapter q25: qProblem qEmployees: qRule qBreakers, qMarginal qEmployees, qand qthe qChemically
or qPsychologically qImpaired 167
,Test qBank q- qLeadership qRoles qand qManagement qFunctions qin qNursing: qTheory qand qApplication, q9th qEdition
q(Marquis, q2018)
Chapter q1: qDecision qMaking, qProblem qSolving, qCritical qThinking, qand qClinical
qReasoning: qRequisites qfor qSuccessful qLeadership qand qManagement
MULTIPLE qCHOICE
1. What qstatement qis qtrue qregarding qdecision qmaking?
a. It qis qan qanalysis qof qa qsituation
b. It qis qclosely qrelated qto qevaluation
c. It qinvolves qchoosing qbetween qcourses qof qaction
d. It qis qdependent qupon qfinding qthe qcause qof qa qproblem
ANS: q q C
Decision qmaking qis qa qcomplex qcognitive qprocess qoften qdefined qas qchoosing qa qparticular
qcourse qof qaction. qProblem qsolving qis qpart qof qdecision qmaking qand qis qa qsystematic qprocess
qthat qfocuses qon qanalyzing qa qdifficult qsituation. qCritical qthinking, qsometimes qreferred qto
qas qreflective qthinking, qis qrelated qto qevaluation qand qhas qa qbroader qscope qthan qdecision
qmaking qand qproblem qsolving.
2. What qis qa qweakness qof qthe qtraditional qproblem-solving qmodel?
a. Its qneed qfor qimplementation qtime
b. Its qlack qof qa qstep qrequiring qevaluation qof qresults
c. Its qfailure qto qgather qsufficient qdata
d. Its qfailure qto qevaluate qalternatives
ANS: q q A
The qtraditional qproblem-s o l v i n gWW
mWo d.eTl qiBs Sl eMs s.eWffSe ct i ve qwhen qtime qconstraints qare qa
qconsideration. qDecision qmaking qcan qoccur qwithout qthe qfull qanalysis qrequired qin qproblem
solving. qBecause qproblem qsolving qattempts qto qidentify qthe qroot qproblem qin qsituations,
qmuch qtime qand qenergy qare qspent qon qidentifying qthe qreal qproblem.
3. Which qof qthe qfollowing qstatements qis qtrue qregarding qdecision qmaking?
a. Scientific qmethods qprovide qidentical qdecisions qby qdifferent qindividuals qfor qthe
qsame qproblems
b. Decisions qare qgreatly qinfluenced qby qeach qperson's qvalue qsystem
c. Personal qbeliefs qcan qbe qadjusted qfor qwhen qthe qscientific qapproach qto
qproblem qsolving qis qused
d. Past qexperience qhas qlittle qto qdo qwith qthe qquality qof qthe qdecision
ANS: q q B
Values, qlife qexperience, qindividual qpreference, qand qindividual qways qof qthinking qwill
qinfluence qa qperson's qdecision qmaking. qNo qmatter qhow qobjective qthe qcriteria qwill qbe,
qvalue qjudgments qwill qalways qplay qa qpart qin qa qperson's qdecision qmaking, qeither
qconsciously qor qsubconsciously.
4. What qinfluences qthe qquality qof qa qdecision qmost qoften?
a. The qdecision qmaker's qimmediate qsuperior
b. The qtype qof qdecision qthat qneeds qto qbe qmade
c. Questions qasked qand qalternatives qgenerated
d. The qtime qof qday qthe qdecision qis qmade
1 q| qP qa qg
qe
, Test qBank q- qLeadership qRoles qand qManagement qFunctions qin qNursing: qTheory qand qApplication, q9th qEdition
q(Marquis, q2018)
ANS: q q C
The qgreater qthe qnumber qof qalternatives qthat qcan qbe qgenerated qby qthe qdecision qmaker, qthe
qbetter qthe qfinal qdecision qwill qbe. qThe qalternatives qgenerated qand qthe qfinal qchoices qare
qlimited qby qeach qperson's qvalue qsystem.
5. What qdoes qknowledge qabout qgood qdecision qmaking qlead qone qto qbelieve?
a. Good qdecision qmakers qare qusually qright-brain, qintuitive qthinkers
b. Effective qdecision qmakers qare qsensitive qto qthe qsituation qand qto qothers
c. Good qdecisions qare qusually qmade qby qleft-brain, qlogical qthinkers
d. Good qdecision qmaking qrequires qanalytical qrather qthan qcreative qprocesses
ANS: q q B
Good qdecision qmakers qseem qto qhave qantennae qthat qmake qthem qparticularly qsensitive qto
qother qpeople qand qsituations. qLeft-brain qthinkers qare qtypically qbetter qat qprocessing
qlanguage, qlogic, qnumbers, qand qsequential qordering, qwhereas qright-brain qthinkers qexcel qat
qnonverbal qideation qand qholistic qsynthesizing.
6. What qis qthe qbest qdefinition qof qdecision qmaking?
a. The qplanning qprocess qof qmanagement
b. The qevaluation qphase qof qthe qexecutive qrole
c. One qstep qin qthe qproblem-solving qprocess
d. Required qto qjustify qthe qneed qfor qscarce qitems
ANS: q q C
Decision qmaking qis qa qcomplex, qcognitive qprocess qoften qdefined qas qchoosing qa qparticular
qcourse qof qaction. qDecision qmaking, qone qstep qin qthe qproblem-solving qprocess, qis qan
qimportant qtask qthat qrelies qheavily qon qcritical thinking andq c l i n i c a l qreasoning qskills.
WWW.TBSM.W S
7. If qdecision qmaking qis qtriggered qby qa qproblem qwith qwhat qdoes qit qend?
a. An qalternative qproblem
b. A qchosen qcourse qof qaction
c. An qaction qthat qguarantees qsuccess
d. A qrestatement qof qthe qsolution
ANS: q q B
A qdecision qis qmade qwhen qa qcourse qof qaction qhas qbeen qchosen. qProblem qsolving qis qpart qof
qdecision qmaking qand qis qa qsystematic qprocess qthat qfocuses qon qanalyzing qa qdifficult
qsituation. qProblem qsolving qalways qincludes qa qdecision-making qstep.
8. Why qdo qour qvalues qoften qcause qpersonal qconflict qin qdecision qmaking?
a. Some qvalues qare qnot qrealistic qor qhealthy
b. Not qall qvalues qare qof qequal qworth
c. Our qvalues qremain qunchanged qover qtime
d. Our qvalues qoften qcollide qwith qone qanother
ANS: q q D
Values, qlife qexperience, qindividual qpreference, qand qindividual qways qof qthinking qwill
qinfluence qa qperson's qdecision qmaking. qNo qmatter qhow qobjective qthe qcriteria qwill qbe,
qvalue qjudgments qwill qalways qplay qa qpart qin qa qperson's qdecision qmaking, qeither
qconsciously qor qsubconsciously.
2 q| qP qa qg qe
