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

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




TEST BANK N

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TableNofNContents:
UnitNI:N NURSINGNLEADERSHIPNANDNMANAGEMENT.
ChapterN1.NNursingNLeadershipNandNManagement.
ChapterN2.NTheNHealthcareNEnvironment.
ChapterN3.NOrganizationalNBehaviorNandNMagnetNHospitals.
ChapterN4.NBasicNClinicalNHealthcareNEconomics.
ChapterN5.NEvidence-BasedNHealthNCare.
ChapterN6.NNursingNandNHealthcareNInformatics.
ChapterN7.NPopulationNBasedNHealthcareNPractice.
UnitNII:NLEADERSHIPNANDNMANAGEMENTNOFNTHENINTERDISCIPLINARYNTEAM.
ChapterN8.NPersonalNandNInterdisciplinaryNCommunication.
ChapterN9.NPoliticsNandNConsumerNPartnerships.
ChapterN10.NStrategicNPlanningNandNorganizingNPatientNCare.
ChapterN11.NEffectiveNTeamNBuilding.
ChapterN12.NPower.
ChapterN13.NChange,NInnovation,NandNConflictNManagement.
UnitNIII:N LEADERSHIPNANDNMANAGEMENTNOFNPATIENT-NCENTEREDNCARE.
ChapterN14.NBudgetNConceptsNforNPatientNCare.
ChapterN15.NEffectiveNStaffing.
ChapterN16.NDelegationNofNPatientNCare.
ChapterN17.NOrganizationNofNPatientNCareNManagement.
ChapterN18.NTimeNManagementNandNSettingNPatientNCareNPriorities.
ChapterN19.NPatientNandNHealthNCareNEducation.
UnitNIV:NQUALITYNIMPROVEMENTNOFNPATIENTNOUTCOMES.
ChapterN20.NManagingNOutcomesNUsingNanNOrganizationalNQualityNImprovementNModel.
ChapterN21.NEvidenceNBasedNStrategiesNtoNImproveNPatientNCareNOutcomes.
ChapterN22.NDecisionNMakingNandNCriticalNThinking.
ChapterN23.NLegalNAspectsNofNHealthNCare.
ChapterN24.NEthicalNAspectsNofNHealthNCare.
ChapterN25.NCulture,NGenerationalNDifferences,NandNSpirituality.
UnitNV:NLEADERSHIPNANDNMANAGEMENTNOFNSELFNANDNTHENFUTURE.
ChapterN26.NCollectiveNBargaining.
ChapterN27.NCareerNPlanning.
ChapterN28.NNursingNJobNOpportunities.
ChapterN29.NYourNFirstNJob.
ChapterN30.NHealthyNLiving:NBalancingNPersonalNandNProfessionalNNeeds.
ChapterN31.NNCLEXNPreparationNandNProfessionalism
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ChapterN1:NNursingNLeadershipNandNManagement

MULTIPLENCHOICE

1 .NAccordingNtoNHenriNFayol,NtheNfunctionsNofNplanning,Norganizing,Ncoordinating,NandNcontrolling
areNconsideredNwhichNaspectNofNmanagement?

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

ANS:NB,NTheNmanagementNprocessNincludesNplanning,Norganizing,Ncoordinating,NandNcontrolling.NManagementNrolesNinclude
informationNprocessing,NinterpersonalNrelationships,NandNdecisionNmaking.NManagementNfunctionsNincludeNplanning,Norganizing,
staffing,Ndirecting,Ncoordinating,Nreporting,NandNbudgeting.NANtaxonomyNisNaNsystemNthatNordersNprinciplesNintoNaNgroupingNor
classification.

2 .NWhichNofNtheNfollowingNisNconsideredNaNdecisionalNmanagerialNrole?

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

ANS:ND,NTheNdecisionalNmanagerialNrolesNincludeNentrepreneur,NdisturbanceNhandler,NallocatorNofNresources,NandNnegotiator.NThe
informationNprocessingNmanagerialNrolesNincludeNmonitor,Ndisseminator,NandNspokesperson.NTheNinterpersonalNmanagerialNroles
includeNfigurehead,Nleader,NandNliaison.

3 .NANnurseNmanagerNmeetsNregularlyNwithNotherNnurseNmanagers,NparticipatesNonNtheNorganizations
committees,NandNattendsNmeetingsNsponsoredNbyNprofessionalNorganizationsNinNorderNtoNmanage
relationships.NTheseNactivitiesNareNconsideredNwhichNfunctionNofNaNmanager?

a.N Informing
b.N ProblemNsolving
c.N Monitoring
d.N Networking

ANS:ND,NTheNroleNfunctionsNtoNmanageNrelationshipsNareNnetworking,Nsupporting,NdevelopingNandNmentoring,NmanagingNconflict
andNteamNbuilding,NmotivatingNandNinspiring,Nrecognizing,NandNrewarding.NTheNroleNfunctionsNtoNmanageNtheNworkNareNplanningNand
organizing,NproblemNsolving,NclarifyingNrolesNandNobjectives,Ninforming,Nmonitoring,Nconsulting,NandNdelegating.

4 .NANnurseNwasNrecentlyNpromotedNtoNaNmiddle-levelNmanagerNposition.NTheNnursesNtitleNwouldNmost
likelyNbeNwhichNofNtheNfollowing?

a.N First-lineNmanager
b.N Director
c.N ViceN presidentNofNpatientNcareNservices
d.N ChiefNnurseNexecutive

ANS:NB,NANmiddle-levelNmanagerNisNcalledNaNdirector.NANlowNmanagerial-NlevelNjobNisNcalledNtheNfirst-lineNmanager.NANnurseNinNan
executiveNlevelNroleNisNcalledNaNchiefNnurseNexecutiveNorNviceNpresidentNofNpatientNcareNservices.

5 .NANnurseNmanagerNwhoNusesNFrederickNTaylorsNscientificNmanagementNapproach,NwouldNmostNlikely
focusNonNwhichNofNtheNfollowing?

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a.N GeneralNprinciples
b.N PositionalNauthority
c.N LaborNproductivity
d.N ImpersonalNrelations

ANS:NC,NTheNareaNofNfocusNforNscientificNmanagementNisNlaborNproductivity.NInNbureaucraticNtheory,NefficiencyNisNachievedNthrough
impersonalNrelationsNwithinNaNformalNstructureNandNisNbasedNonNpositionalNauthority.NAdministrativeNprincipleNtheoryNconsistsNof
principlesNofNmanagementNthatNareNrelevantNtoNanyNorganization.

6 .NAccordingNtoNVroomsNTheoryNofNMotivation,Nforce:

a.N isNtheNperceivedNpossibilityNthatNtheNgoalNwillNbeNachieved.
b.N describesNtheNamountNofNeffortNoneNwillNexertNtoNreachNonesNgoal.
c.N describesNpeopleNwhoNhaveNfreeNwillNbutNchooseNtoNcomplyNwithNordersNtheyNareNgiven.
d.N isNaNnaturallyNformingNsocialNgroupNthatNcanNbecomeNaNcontributorNtoNanNorganization.

ANS:NB,NAccordingNtoNVroomsNTheoryNofNMotivation,NForceNdescribesNtheNamountNofNeffortNoneNwillNexertNtoNreachNonesNgoal.
ValenceNspeaksNtoNtheNlevelNofNattractivenessNorNunattractivenessNofNtheNgoal.N ExpectancyNisNtheNperceivedNpossibilityNthatNtheNgoal
willNbeNachieved.NVroomsNTheoryNofNMotivationNcanNbeNdemonstratedNinNtheNformNofNanNequation:N ForceN=NValenceNExpectancy
(Vroom,N1964).NTheNtheoryNproposesNthatNthisNequationNcanNhelpNtoNpredictNtheNmotivation,NorNforce,NofNanNindividualNasNdescribed
by NVroom.

7 .NAccordingNtoNR.NN.NLussier,Nmotivation:

a.N isNunconsciouslyNdemonstratedNbyNpeople.
b.N occursNexternallyNtoNinfluenceNbehavior.
c.N isNdeterminedNbyNothersNchoices.
d.N occursNinternallyNtoNinfluenceNbehavior.

ANS:ND,NMotivationNisNaNprocessNthatNoccursNinternallyNtoNinfluenceNandNdirectNourNbehaviorNinNorderNtoNsatisfyNneeds.NMotivationNis
notNexplicitlyNdemonstratedNby Npeople,NbutNratherNitNisNinterpretedNfromNtheirNbehavior.NMotivationNisNwhateverNinfluencesNour
choicesNandNcreatesNdirection,Nintensity,NandNpersistenceNinNourNbehavior.

8 .NAccordingNtoNR.NN.NLussier,NthereNareNcontentNmotivationNtheoriesNandNprocessNmotivationNtheories.
WhichNofNtheNfollowingNisNconsideredNaNprocessNmotivationNtheory?

a.N EquityNtheory
b.N HierarchyNofNneedsNtheory
c.N Existence-relatedness-growthNtheory
d.N HygieneNmaintenanceNandNmotivationNfactors

ANS:NA,NTheNprocessNmotivationNtheoriesNareNequityNtheoryNandNexpectancyNtheory.NTheNcontentNmotivationNtheoriesNinclude
MaslowsNhierarchyNofNneedsNtheory,NAldefersNexistence-Nrelatedness-growthN(ERG)Ntheory,NandNHerzbergsNhygieneNmaintenance
factorsNandNmotivationNfactors.

9 .NTheNtheoryNthatNincludesNmaintenanceNandNmotivationNfactorsNis:

a.N MaslowsNhierarchyNofNneeds.
b.N HerzbergsNtwo-factorNtheory.
c.N McGregorsNtheoryNXNandNtheoryNY.
d.N OuchisNtheoryNZ.