TEST BANK
z
Leadership Roles and Management Functions in Nursing: Theory
z z z z z z z
and Application
z z
Bessie L. Marquis, and Carol J. Huston
z z z z z z
9th Edition
z
,Table of Contents
z z
Chapter z 01: z Decision z Making, z Problem z Solving, z Critical z Thinking, z and z Clinical z Reasoning:
Requisites z for z Successful z Leadership z and z Management 1
Chapter z 02: z Classical z Views z of z Leadership z and z Management 8
Chapter z 03: z Twenty-First-Century z Thinking z About z Leadership z and z Management 15
Chapter z 04: z Ethical z Issues 23
Chapter z 05: z Legal z and z Legislative z Issues 31
Chapter z 06: z Patient, z Subordinate, z Workplace, z and z Professional z Advocacy 38
Chapter z 07: z Organizational z Planning 45
Chapter z 08: z Planned z Change 52
Chapter z 09: z Time z Management 58
Chapter z 10: z Fiscal z Planning 65
Chapter z 11: z Career z Planning z and z Development z in z Nursing 72
Chapter z 12: z Organizational z Structure 79
Chapter z 13: z Organizational, z Political, z and z Personal z Power 85
Chapter z 14: z Organizing z Patient z Care 92
Chapter z 15: z Employee z Recruitment, z Selection, z Placement, z and z Indoctrination 98
Chapter z 16: z Socializing z and z Educating z Staff z in z a z Learning z Organization 105
Chapter z 17: z Staffing z Needs z and z Scheduling z Policies 112
Chapter z 18: z Creating z a z Motivating z Climate 119
Chapter z 19: z Organizational, z Interpersonal, z and z Group z Communication 126
Chapter z 20: z Delegation 133
Chapter z 21: z Effective z Conflict z Resolution z and z Negotiation 140
Chapter z 22: z Collective z Bargaining, z Unionization, z and z Employment z Laws 146
Chapter z 23: z Quality z Control 153
Chapter z 24: z Performance z Appraisal 160
Chapter z 25: z Problem z Employees: z Rule z Breakers, z Marginal z Employees, z and z the z Chemically
or z Psychologically z Impaired 167
,Test z Bank z - z Leadership z Roles z and z Management z Functions z in z Nursing: z Theory z and z Application, z 9th z Edition
Chapter 1: Decision Making, Problem Solving, Critical Thinking, and Clinical
z z z z z z z z z
zReasoning: Requisites for Successful Leadership and Management
z z z z z z
MULTIPLE zCHOICE
1. What z statement z is z true z regarding z decision z making?
a. It z is z an z analysis z of z a z situation
b. It z is z closely z related z to z evaluation
c. It z involves z choosing z between z courses z of z action
d. It z is z dependent z upon z finding z the z cause z of z a z problem
ANS: C
Decision z making z is z a z complex z cognitive z process z often z defined z as z choosing z a
z particular z course zof z action. zProblem z solving z is zpart zof zdecision z making zand z is za
zsystematic zprocess z that z focuses z on z analyzing z a z difficult z situation. z Critical z thinking,
z sometimes z referred z to zas z reflective z thinking, z is z related z to z evaluation z and z has z a
z broader z scope z than z decision z making zand zproblem z solving.
2. What z is z a z weakness z of z the z traditional z problem-solving z model?
a. Its z need z for z implementation z time
b. Its z lack z of z a z step z requiring z evaluation z of z results
c. Its z failure z to z gather z sufficient z data
d. Its z failure z to z evaluate z alternatives
ANS: A
The ztraditionalzproblem-szolvinzgWzW
mWozd.e Tl z iBszSlzeMszs.eWfzfSezctive z when ztime zconstraints zare za
zconsideration. z Decision z making z can z occur z without z the z full z analysis z required z in z problem
solving. zBecause zproblem zsolving zattempts zto zidentify zthe zroot zproblem zin zsituations,
z much z time z and z energy z are z spent z on z identifying z the z real z problem.
3. Which z of z the z following z statements z is z true z regarding z decision z making?
a. Scientific zmethods zprovide zidentical zdecisions zby zdifferent zindividuals zfor zthe
zsame zproblems
b. Decisions z are z greatly z influenced z by z each z person's z value z system
c. Personal zbeliefs zcan zbe zadjusted zfor zwhen zthe zscientific zapproach zto
z problem zsolving z is zused
d. Past z experience z has z little z to z do z with z the z quality z of z the z decision
ANS: B
Values, zlife zexperience, z individual zpreference, zand zindividual zways zof zthinking zwill
z influence z a zperson's zdecision z making. zNo z matter zhow zobjective zthe zcriteria zwill z be,
z value z judgments z will z always z play z a z part z in z a z person's z decision z making,
z either zconsciously zor zsubconsciously.
4. What z influences z the z quality z of z a z decision z most z often?
a. The z decision z maker's z immediate z superior
b. The z type z of z decision z that z needs z to z be z made
c. Questions z asked z and z alternatives z generated
d. The z time z of z day z the z decision z is z made
1 z| zP za zg
, Test z Bank z - z Leadership z Roles z and z Management z Functions z in z Nursing: z Theory z and z Application,
z 9th z Edition
ANS: C
The z greater z the z number z of z alternatives z that z can z be z generated z by z the z decision
z maker, z the z better zthe z final z decision zwill z be. zThe z alternatives z generated zand zthe z final
zchoices zare z limited z by zeach zperson's z value zsystem.
5. What z does z knowledge z about z good z decision z making z lead z one z to z believe?
a. Good zdecision z makers z are z usually z right-brain, z intuitive z thinkers
b. Effective z decision z makers z are z sensitive z to z the z situation z and z to z others
c. Good z decisions z are z usually z made z by z left-brain, z logical z thinkers
d. Good zdecision z making z requires z analytical z rather z than z creative z processes
ANS: B
Good zdecision zmakers zseem zto zhave zantennae zthat z make zthem zparticularly zsensitive zto
z other zpeople z and z situations. zLeft-brain zthinkers zare ztypically z better zat zprocessing
z language, z logic, z numbers, zand zsequential zordering, zwhereas zright-brain zthinkers zexcel
zat z nonverbal z ideation zand z holistic z synthesizing.
6. What z is z the z best z definition z of z decision z making?
a. The z planning z process z of z management
b. The z evaluation z phase z of z the z executive z role
c. One z step z in z the z problem-solving z process
d. Required z to z justify z the z need z for z scarce z items
ANS: C
Decision z making z is z a z complex, z cognitive z process z often z defined z as z choosing z a
z particular zcourse zof zaction. zDecision z making, zone zstep z in zthe zproblem-solving zprocess, z is
zan z important z task zthat zrelies z heavily zon zcritical thinking and czl
WWW.TBSM.W Siznical z reasoning
zskills.
7. If z decision z making z is z triggered z by z a z problem z with z what z does z it z end?
a. An z alternative z problem
b. A z chosen z course z of z action
c. An z action z that z guarantees z success
d. A z restatement z of z the z solution
ANS: B
A z decision z is z made z when z a z course z of z action z has z been z chosen. z Problem z solving z is
z part z of zdecision z making z and z is z a z systematic z process z that z focuses z on z analyzing z a
z difficult zsituation. zProblem z solving z always z includes z a z decision-making z step.
8. Why z do z our z values z often z cause z personal z conflict z in z decision z making?
a. Some z values z are z not z realistic z or z healthy
b. Not z all z values z are z of z equal z worth
c. Our z values z remain z unchanged z over z time
d. Our z values z often z collide z with z one z another
ANS: D
Values, zlife zexperience, z individual zpreference, zand zindividual zways zof zthinking zwill
z influence z a zperson's zdecision z making. zNo z matter zhow zobjective zthe zcriteria zwill z be,
z value z judgments z will z always z play z a z part z in z a z person's z decision z making,
z either zconsciously zor zsubconsciously.
2 z| zP za
z g ze
z
Leadership Roles and Management Functions in Nursing: Theory
z z z z z z z
and Application
z z
Bessie L. Marquis, and Carol J. Huston
z z z z z z
9th Edition
z
,Table of Contents
z z
Chapter z 01: z Decision z Making, z Problem z Solving, z Critical z Thinking, z and z Clinical z Reasoning:
Requisites z for z Successful z Leadership z and z Management 1
Chapter z 02: z Classical z Views z of z Leadership z and z Management 8
Chapter z 03: z Twenty-First-Century z Thinking z About z Leadership z and z Management 15
Chapter z 04: z Ethical z Issues 23
Chapter z 05: z Legal z and z Legislative z Issues 31
Chapter z 06: z Patient, z Subordinate, z Workplace, z and z Professional z Advocacy 38
Chapter z 07: z Organizational z Planning 45
Chapter z 08: z Planned z Change 52
Chapter z 09: z Time z Management 58
Chapter z 10: z Fiscal z Planning 65
Chapter z 11: z Career z Planning z and z Development z in z Nursing 72
Chapter z 12: z Organizational z Structure 79
Chapter z 13: z Organizational, z Political, z and z Personal z Power 85
Chapter z 14: z Organizing z Patient z Care 92
Chapter z 15: z Employee z Recruitment, z Selection, z Placement, z and z Indoctrination 98
Chapter z 16: z Socializing z and z Educating z Staff z in z a z Learning z Organization 105
Chapter z 17: z Staffing z Needs z and z Scheduling z Policies 112
Chapter z 18: z Creating z a z Motivating z Climate 119
Chapter z 19: z Organizational, z Interpersonal, z and z Group z Communication 126
Chapter z 20: z Delegation 133
Chapter z 21: z Effective z Conflict z Resolution z and z Negotiation 140
Chapter z 22: z Collective z Bargaining, z Unionization, z and z Employment z Laws 146
Chapter z 23: z Quality z Control 153
Chapter z 24: z Performance z Appraisal 160
Chapter z 25: z Problem z Employees: z Rule z Breakers, z Marginal z Employees, z and z the z Chemically
or z Psychologically z Impaired 167
,Test z Bank z - z Leadership z Roles z and z Management z Functions z in z Nursing: z Theory z and z Application, z 9th z Edition
Chapter 1: Decision Making, Problem Solving, Critical Thinking, and Clinical
z z z z z z z z z
zReasoning: Requisites for Successful Leadership and Management
z z z z z z
MULTIPLE zCHOICE
1. What z statement z is z true z regarding z decision z making?
a. It z is z an z analysis z of z a z situation
b. It z is z closely z related z to z evaluation
c. It z involves z choosing z between z courses z of z action
d. It z is z dependent z upon z finding z the z cause z of z a z problem
ANS: C
Decision z making z is z a z complex z cognitive z process z often z defined z as z choosing z a
z particular z course zof z action. zProblem z solving z is zpart zof zdecision z making zand z is za
zsystematic zprocess z that z focuses z on z analyzing z a z difficult z situation. z Critical z thinking,
z sometimes z referred z to zas z reflective z thinking, z is z related z to z evaluation z and z has z a
z broader z scope z than z decision z making zand zproblem z solving.
2. What z is z a z weakness z of z the z traditional z problem-solving z model?
a. Its z need z for z implementation z time
b. Its z lack z of z a z step z requiring z evaluation z of z results
c. Its z failure z to z gather z sufficient z data
d. Its z failure z to z evaluate z alternatives
ANS: A
The ztraditionalzproblem-szolvinzgWzW
mWozd.e Tl z iBszSlzeMszs.eWfzfSezctive z when ztime zconstraints zare za
zconsideration. z Decision z making z can z occur z without z the z full z analysis z required z in z problem
solving. zBecause zproblem zsolving zattempts zto zidentify zthe zroot zproblem zin zsituations,
z much z time z and z energy z are z spent z on z identifying z the z real z problem.
3. Which z of z the z following z statements z is z true z regarding z decision z making?
a. Scientific zmethods zprovide zidentical zdecisions zby zdifferent zindividuals zfor zthe
zsame zproblems
b. Decisions z are z greatly z influenced z by z each z person's z value z system
c. Personal zbeliefs zcan zbe zadjusted zfor zwhen zthe zscientific zapproach zto
z problem zsolving z is zused
d. Past z experience z has z little z to z do z with z the z quality z of z the z decision
ANS: B
Values, zlife zexperience, z individual zpreference, zand zindividual zways zof zthinking zwill
z influence z a zperson's zdecision z making. zNo z matter zhow zobjective zthe zcriteria zwill z be,
z value z judgments z will z always z play z a z part z in z a z person's z decision z making,
z either zconsciously zor zsubconsciously.
4. What z influences z the z quality z of z a z decision z most z often?
a. The z decision z maker's z immediate z superior
b. The z type z of z decision z that z needs z to z be z made
c. Questions z asked z and z alternatives z generated
d. The z time z of z day z the z decision z is z made
1 z| zP za zg
, Test z Bank z - z Leadership z Roles z and z Management z Functions z in z Nursing: z Theory z and z Application,
z 9th z Edition
ANS: C
The z greater z the z number z of z alternatives z that z can z be z generated z by z the z decision
z maker, z the z better zthe z final z decision zwill z be. zThe z alternatives z generated zand zthe z final
zchoices zare z limited z by zeach zperson's z value zsystem.
5. What z does z knowledge z about z good z decision z making z lead z one z to z believe?
a. Good zdecision z makers z are z usually z right-brain, z intuitive z thinkers
b. Effective z decision z makers z are z sensitive z to z the z situation z and z to z others
c. Good z decisions z are z usually z made z by z left-brain, z logical z thinkers
d. Good zdecision z making z requires z analytical z rather z than z creative z processes
ANS: B
Good zdecision zmakers zseem zto zhave zantennae zthat z make zthem zparticularly zsensitive zto
z other zpeople z and z situations. zLeft-brain zthinkers zare ztypically z better zat zprocessing
z language, z logic, z numbers, zand zsequential zordering, zwhereas zright-brain zthinkers zexcel
zat z nonverbal z ideation zand z holistic z synthesizing.
6. What z is z the z best z definition z of z decision z making?
a. The z planning z process z of z management
b. The z evaluation z phase z of z the z executive z role
c. One z step z in z the z problem-solving z process
d. Required z to z justify z the z need z for z scarce z items
ANS: C
Decision z making z is z a z complex, z cognitive z process z often z defined z as z choosing z a
z particular zcourse zof zaction. zDecision z making, zone zstep z in zthe zproblem-solving zprocess, z is
zan z important z task zthat zrelies z heavily zon zcritical thinking and czl
WWW.TBSM.W Siznical z reasoning
zskills.
7. If z decision z making z is z triggered z by z a z problem z with z what z does z it z end?
a. An z alternative z problem
b. A z chosen z course z of z action
c. An z action z that z guarantees z success
d. A z restatement z of z the z solution
ANS: B
A z decision z is z made z when z a z course z of z action z has z been z chosen. z Problem z solving z is
z part z of zdecision z making z and z is z a z systematic z process z that z focuses z on z analyzing z a
z difficult zsituation. zProblem z solving z always z includes z a z decision-making z step.
8. Why z do z our z values z often z cause z personal z conflict z in z decision z making?
a. Some z values z are z not z realistic z or z healthy
b. Not z all z values z are z of z equal z worth
c. Our z values z remain z unchanged z over z time
d. Our z values z often z collide z with z one z another
ANS: D
Values, zlife zexperience, z individual zpreference, zand zindividual zways zof zthinking zwill
z influence z a zperson's zdecision z making. zNo z matter zhow zobjective zthe zcriteria zwill z be,
z value z judgments z will z always z play z a z part z in z a z person's z decision z making,
z either zconsciously zor zsubconsciously.
2 z| zP za
z g ze
