FULL TEST BANK FOR
LEADERSHIP AND NURSING CARE
MANAGEMENT 6TH EDITION
BY DIANE L.HUBER|CHAPTERS 1-40
,TABLE OF CONTENTS
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES ......................................................... 4
CHAPTER 02: CRITICAL THINKING AND DECISION-MAKING SKILLS .............................................. 18
CHAPTER 03: COMMUNICATION LEADERSHIP ............................................................................. 32
CHAPTER 04: POWER AND CONFLICT ........................................................................................... 47
CHAPTER 05: MANAGING TIME AND STRESS ............................................................................... 60
CHAPTER 06: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS .................................. 75
CHAPTER 07: DELEGATION ........................................................................................................... 89
CHAPTER 08: BUDGETING, PRODUCTIVITY AND COSTING OUT NURSING................................. 102
CHAPTER 09: CHANGE AND INNOVATION .................................................................................. 112
CHAPTER 10: LEGAL AND ETHICAL ISSUES .................................................................................. 126
CHAPTER 11: ORGANIZATIONAL STRUCTURE ............................................................................. 140
CHAPTER 12: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS ..................... 154
CHAPTER 13: MEASURING AND MANAGING OUTCOMES .......................................................... 168
CHAPTER 14: STRATEGIC MANAGEMENT ................................................................................... 176
CHAPTER 15: DATA MANAGEMENT AND CLINICAL INFORMATICS ............................................ 190
CHAPTER 16: PROFESSIONAL PRACTICE MODELS ...................................................................... 205
CHAPTER 17: QUALITY AND SAFETY ........................................................................................... 218
CHAPTER 18: MANAGERIAL DECISION MAKING ......................................................................... 235
CHAPTER 19: DECENTRALIZATION AND SHARED GOVERNANCE................................................ 250
CHAPTER 20: STAFFING AND SCHEDULING ................................................................................ 264
CHAPTER 21: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING................................ 277
CHAPTER 22: MANAGING TIME AND STRESS ............................................................................. 288
CHAPTER 23: PROFESSIONAL PRACTICE MODELS ...................................................................... 302
CHAPTER 24: CASE AND POPULATION HEALTH MANAGEMENT ................................................ 315
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS ............................................. 329
CHAPTER 26: ORGANIZATIONAL CLIMATE AND CULTURE ......................................................... 344
CHAPTER 27: WORKPLACE DIVERSITY ........................................................................................ 357
CHAPTER 28: ORGANIZATIONAL STRUCTURE ............................................................................. 371
CHAPTER 29: WORKPLACE DIVERSITY ........................................................................................ 384
CHAPTER 30: GROUP MANAGEMENT FOR EFFECTIVE OUTCOMES ........................................... 399
,CHAPTER 31: POWER AND CONFLICT ......................................................................................... 408
CHAPTER 32: GROUP MANAGEMENT FOR EFFECTIVE OUTCOMES ........................................... 423
CHAPTER 33: PERSONNEL POLICIES AND PROGRAMS IN THE WORKPLACE .............................. 432
CHAPTER 34: PERSONNEL POLICIES AND PROGRAMS IN THE WORKPLACE .............................. 453
CHAPTER 35: COMMUNICATION IN THE WORK ENVIRONMENT ............................................... 475
CHAPTER 36: DELEGATION OF NURSING TASKS ......................................................................... 487
CHAPTER 37: PREVENTION OF WORKPLACE VIOLENCE ............................................................. 501
CHAPTER 38: COMMUNICATION LEADERSHIP ........................................................................... 514
CHAPTER 39: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS ................................ 528
CHAPTER 40: DELEGATION IN NURSING ..................................................................................... 542
,CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
MULTIPLE CHOICE
1. LEADERSHIP IS BEST DEFINED AS:
A. AN INTERPERSONAL PROCESS OF PARTICIPATING BY ENCOURAGING FELLOWSHIP.
B. DELEGATION OF AUTHORITY AND RESPONSIBILITY AND THE COORDINATION OF
ACTIVITIES.
C. INSPIRING PEOPLE TO ACCOMPLISH GOALS THROUGH SUPPORT AND CONFIDENCE
BUILDING.
D. THE INTEGRATION OF RESOURCES THROUGH PLANNING, ORGANIZING, AND DIRECTING.
ANSWER: C
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGE 4
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
2. A MEDICAL-SURGICAL UNIT REPORTS HIGHER RATES OF PATIENT SATISFACTION COUPLED
WITH HIGH RATES OF STAFF SATISFACTION AND PRODUCTIVITY. WHICH OF THE FOLLOWING IS
ATTRIBUTED TO THE DATA?
A. EFFECTIVE LEADERSHIP
B. MANAGEMENT INVOLVEMENT
C. MENTORING
D. REWARDS AND RECOGNITION
ANSWER: A
,EFFECTIVE LEADERSHIP IS IMPORTANT IN NURSING BECAUSE OF THE IMPACT ON NURSES’
WORK LIVES, IT BEING A STABILIZING INFLUENCE DURING CHANGE, AND FOR NURSES’
PRODUCTIVITY AND QUALITY OF CARE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
REF: PAGE 1
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
3. A STAFF REGISTERED NURSE (RN) IS LEADING A MULTIDISCIPLINARY CLINICAL PATHWAY
TEAM IN THE DEVELOPMENT OF CARE FOR PATIENTS WITH TOTAL KNEE REPLACEMENT. WHICH
OF THE FOLLOWING STATEMENTS WOULD EXEMPLIFY LEADERSHIP BEHAVIORS IN A CLINICAL
PATHWAY TEAM MEETING?
A. “NURSING IS RESPONSIBLE FOR PAIN CONTROL OF THE TOTAL KNEE REPLACEMENT
PATIENT.”
B. “OUR PHARMACIST HAS PROVIDED SOME EXCELLENT PAIN CONTROL LITERATURE.”
C. “PHYSICAL THERAPY’S EXPERTISE IS IN REHABILITATION, NOT PAIN CONTROL.”
D. “TOTAL KNEE REPLACEMENT PATIENTS REQUIRE OPTIMAL PAIN CONTROL.”
ANSWER: B
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS. THE CORRECT ANSWER IS SUPPORTIVE OF
A TEAM MEMBER’S WORK AND DEPICTS SOME SKILL AT INTERPERSONAL RELATIONSHIPS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
REF: PAGES 3-4 TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: PHARMACOLOGICAL AND PARENTERAL
THERAPIES
4. WHICH OF THE FOLLOWING IS TRUE OF MANAGEMENT ACTIVITIES?
A. INSPIRING A VISION IS A MANAGEMENT FUNCTION.
B. MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
C. MANAGEMENT IS MORE FOCUSED ON HUMAN RELATIONSHIPS.
D. MANAGEMENT IS MORE IMPORTANT THAN LEADERSHIP.
,ANSWER: B
MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGES 2-3
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
5. DURING A STAFF MEETING, A GROUP OF RNS HAS COMPLAINED THAT MEDICATIONS ARE
NOT ARRIVING TO THE UNIT IN A TIMELY MANNER. THE NURSE MANAGER SUGGESTS THAT THE
GROUP RESOLVE THIS ISSUE THROUGH THE DEVELOPMENT AND WORK OF A
MULTIDISCIPLINARY TEAM LED BY ONE OF THESE RNS. THIS SCENARIO DEMONSTRATES:
A. ADAPTATION.
B. EMPOWERMENT.
C. FLEXIBILITY.
D. RELATIONSHIP MANAGEMENT.
ANSWER: B
EMPOWERMENT IS THE GIVING OF AUTHORITY, RESPONSIBILITY, AND THE FREEDOM TO ACT.
IN THIS SITUATION, THE MANAGER HAS GIVEN AUTHORITY, RESPONSIBILITY, AND THE
FREEDOM TO ACT IN THE INVESTIGATION AND RESOLUTION OF THIS ISSUE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
REF: PAGE 5
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
6. A NURSE IS CARING FOR AN ELDERLY PATIENT WHO WAS ADMITTED AFTER SUSTAINING A
FALL AT HOME. WHEN CREATING A CARE PLAN FOR THE PATIENT, SHE REQUESTS THAT THE
DOCTOR ORDER A HOME HEALTH VISIT TO ASSESS FOR HOME SAFETY AND MEDICATION
COMPLIANCE. IN ADDITION, THE NURSE IS CONCERNED ABOUT THE NUTRITION OF THE
PATIENT AND REQUESTS A DIETITIAN EVALUATION. THE NURSE IS DEMONSTRATING WHICH OF
THE FOLLOWING LEADERSHIP SKILLS?
A. CARE PROVIDER
,B. BUSINESS PRINCIPLES
C. CARE COORDINATION
D. CHANGE MANAGEMENT
ANSWER: C
CARE COORDINATION IS THE DELIVERY OF NURSING SERVICES THAT INVOLVES THE
ORGANIZATION AND COORDINATION OF COMPLEX ACTIVITIES. THE NURSE USES
MANAGERIAL AND LEADERSHIP SKILLS TO FACILITATE DELIVERY OF QUALITY CARE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
REF: PAGE 3 TOP: NURSING PROCESS: PLANNING
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: REDUCTION OF RISK POTENTIAL
7. INTERPERSONAL COMMUNICATION AND THE ABILITY TO APPLY_____ ARE TWO CRITICAL
SKILLS EVERY NURSE NEEDS TO ENHANCE PROFESSIONAL PRACTICE.
A. VISION
B. SUPERVISION
C. DELEGATION
D. PROBLEM SOLVING
ANSWER: D
EVERY NURSE NEEDS TWO CRITICAL SKILLS TO ENHANCE PROFESSIONAL PRACTICE. ONE IS A
SKILL AT INTERPERSONAL RELATIONSHIPS. THIS IS FUNDAMENTAL TO LEADERSHIP AND THE
WORK OF NURSING. THE SECOND SKILL IS APPLYING THE PROBLEM-SOLVING PROCESS. THIS
INVOLVES CRITICAL THINKING, PROBLEM IDENTIFICATION, AND THE DEVELOPMENT OF
OBJECTIVITY.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGE 4
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
, 8. GOOD LEADERS NEED TO BE ABLE TO DEMONSTRATE AN INTUITIVE SKILL OF EMPATHY AND
EXPRESSIVENESS WHEN DEALING WITH OTHERS IN THE WORKPLACE. THIS REQUIRES
SENSITIVITY AND AWARENESS OF THE EMOTIONS AND MOODS OF OTHERS AND IS KNOWN AS:
A. SOCIAL AWARENESS.
B. SELF-AWARENESS.
C. SELF-MANAGEMENT.
D. RELATIONSHIP MANAGEMENT.
ANSWER: A
SOCIAL AWARENESS IS AN INTUITIVE SKILL OF EMPATHY AND EXPRESSIVENESS IN BEING
SENSITIVE AND AWARE OF THE EMOTIONS AND MOODS OF OTHERS.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGE 4
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
9. THE MANAGER OF THE EMERGENCY DEPARTMENT IN A LARGE HOSPITAL FOCUSES ON
CUSTOMER SERVICE, EXUDES THE NURSING CODE OF ETHICS, AND SEES HIS OR HER JOB AS AN
OCCUPATION WITH A LIFETIME COMMITMENT. THIS IS A CONCEPT KNOWN AS:
A. LEADERSHIP.
B. MANAGEMENT.
C. PROFESSIONALISM.
D. VISION.
ANSWER: C
PROFESSIONALISM IS AN APPROACH TO AN OCCUPATION THAT DISTINGUISHES IT FROM
BEING MERELY A JOB, FOCUSES ON SERVICE AS THE HIGHEST IDEAL, FOLLOWS A CODE OF
ETHICS, AND IS SEEN AS A LIFETIME COMMITMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGE 5 TOP: NURSING PROCESS: IMPLEMENTATION
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
LEADERSHIP AND NURSING CARE
MANAGEMENT 6TH EDITION
BY DIANE L.HUBER|CHAPTERS 1-40
,TABLE OF CONTENTS
CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES ......................................................... 4
CHAPTER 02: CRITICAL THINKING AND DECISION-MAKING SKILLS .............................................. 18
CHAPTER 03: COMMUNICATION LEADERSHIP ............................................................................. 32
CHAPTER 04: POWER AND CONFLICT ........................................................................................... 47
CHAPTER 05: MANAGING TIME AND STRESS ............................................................................... 60
CHAPTER 06: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS .................................. 75
CHAPTER 07: DELEGATION ........................................................................................................... 89
CHAPTER 08: BUDGETING, PRODUCTIVITY AND COSTING OUT NURSING................................. 102
CHAPTER 09: CHANGE AND INNOVATION .................................................................................. 112
CHAPTER 10: LEGAL AND ETHICAL ISSUES .................................................................................. 126
CHAPTER 11: ORGANIZATIONAL STRUCTURE ............................................................................. 140
CHAPTER 12: EVIDENCE-BASED PRACTICE: STRATEGIES FOR NURSING LEADERS ..................... 154
CHAPTER 13: MEASURING AND MANAGING OUTCOMES .......................................................... 168
CHAPTER 14: STRATEGIC MANAGEMENT ................................................................................... 176
CHAPTER 15: DATA MANAGEMENT AND CLINICAL INFORMATICS ............................................ 190
CHAPTER 16: PROFESSIONAL PRACTICE MODELS ...................................................................... 205
CHAPTER 17: QUALITY AND SAFETY ........................................................................................... 218
CHAPTER 18: MANAGERIAL DECISION MAKING ......................................................................... 235
CHAPTER 19: DECENTRALIZATION AND SHARED GOVERNANCE................................................ 250
CHAPTER 20: STAFFING AND SCHEDULING ................................................................................ 264
CHAPTER 21: BUDGETING, PRODUCTIVITY, AND COSTING OUT NURSING................................ 277
CHAPTER 22: MANAGING TIME AND STRESS ............................................................................. 288
CHAPTER 23: PROFESSIONAL PRACTICE MODELS ...................................................................... 302
CHAPTER 24: CASE AND POPULATION HEALTH MANAGEMENT ................................................ 315
CHAPTER 25: EMERGENCY MANAGEMENT AND PREPAREDNESS ............................................. 329
CHAPTER 26: ORGANIZATIONAL CLIMATE AND CULTURE ......................................................... 344
CHAPTER 27: WORKPLACE DIVERSITY ........................................................................................ 357
CHAPTER 28: ORGANIZATIONAL STRUCTURE ............................................................................. 371
CHAPTER 29: WORKPLACE DIVERSITY ........................................................................................ 384
CHAPTER 30: GROUP MANAGEMENT FOR EFFECTIVE OUTCOMES ........................................... 399
,CHAPTER 31: POWER AND CONFLICT ......................................................................................... 408
CHAPTER 32: GROUP MANAGEMENT FOR EFFECTIVE OUTCOMES ........................................... 423
CHAPTER 33: PERSONNEL POLICIES AND PROGRAMS IN THE WORKPLACE .............................. 432
CHAPTER 34: PERSONNEL POLICIES AND PROGRAMS IN THE WORKPLACE .............................. 453
CHAPTER 35: COMMUNICATION IN THE WORK ENVIRONMENT ............................................... 475
CHAPTER 36: DELEGATION OF NURSING TASKS ......................................................................... 487
CHAPTER 37: PREVENTION OF WORKPLACE VIOLENCE ............................................................. 501
CHAPTER 38: COMMUNICATION LEADERSHIP ........................................................................... 514
CHAPTER 39: TEAM BUILDING AND WORKING WITH EFFECTIVE GROUPS ................................ 528
CHAPTER 40: DELEGATION IN NURSING ..................................................................................... 542
,CHAPTER 01: LEADERSHIP AND MANAGEMENT PRINCIPLES
MULTIPLE CHOICE
1. LEADERSHIP IS BEST DEFINED AS:
A. AN INTERPERSONAL PROCESS OF PARTICIPATING BY ENCOURAGING FELLOWSHIP.
B. DELEGATION OF AUTHORITY AND RESPONSIBILITY AND THE COORDINATION OF
ACTIVITIES.
C. INSPIRING PEOPLE TO ACCOMPLISH GOALS THROUGH SUPPORT AND CONFIDENCE
BUILDING.
D. THE INTEGRATION OF RESOURCES THROUGH PLANNING, ORGANIZING, AND DIRECTING.
ANSWER: C
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGE 4
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
2. A MEDICAL-SURGICAL UNIT REPORTS HIGHER RATES OF PATIENT SATISFACTION COUPLED
WITH HIGH RATES OF STAFF SATISFACTION AND PRODUCTIVITY. WHICH OF THE FOLLOWING IS
ATTRIBUTED TO THE DATA?
A. EFFECTIVE LEADERSHIP
B. MANAGEMENT INVOLVEMENT
C. MENTORING
D. REWARDS AND RECOGNITION
ANSWER: A
,EFFECTIVE LEADERSHIP IS IMPORTANT IN NURSING BECAUSE OF THE IMPACT ON NURSES’
WORK LIVES, IT BEING A STABILIZING INFLUENCE DURING CHANGE, AND FOR NURSES’
PRODUCTIVITY AND QUALITY OF CARE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
REF: PAGE 1
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
3. A STAFF REGISTERED NURSE (RN) IS LEADING A MULTIDISCIPLINARY CLINICAL PATHWAY
TEAM IN THE DEVELOPMENT OF CARE FOR PATIENTS WITH TOTAL KNEE REPLACEMENT. WHICH
OF THE FOLLOWING STATEMENTS WOULD EXEMPLIFY LEADERSHIP BEHAVIORS IN A CLINICAL
PATHWAY TEAM MEETING?
A. “NURSING IS RESPONSIBLE FOR PAIN CONTROL OF THE TOTAL KNEE REPLACEMENT
PATIENT.”
B. “OUR PHARMACIST HAS PROVIDED SOME EXCELLENT PAIN CONTROL LITERATURE.”
C. “PHYSICAL THERAPY’S EXPERTISE IS IN REHABILITATION, NOT PAIN CONTROL.”
D. “TOTAL KNEE REPLACEMENT PATIENTS REQUIRE OPTIMAL PAIN CONTROL.”
ANSWER: B
LEADERSHIP IS THE PROCESS OF INFLUENCING PEOPLE TO ACCOMPLISH GOALS BY INSPIRING
CONFIDENCE AND SUPPORT AMONG FOLLOWERS. THE CORRECT ANSWER IS SUPPORTIVE OF
A TEAM MEMBER’S WORK AND DEPICTS SOME SKILL AT INTERPERSONAL RELATIONSHIPS.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
REF: PAGES 3-4 TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: PHARMACOLOGICAL AND PARENTERAL
THERAPIES
4. WHICH OF THE FOLLOWING IS TRUE OF MANAGEMENT ACTIVITIES?
A. INSPIRING A VISION IS A MANAGEMENT FUNCTION.
B. MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
C. MANAGEMENT IS MORE FOCUSED ON HUMAN RELATIONSHIPS.
D. MANAGEMENT IS MORE IMPORTANT THAN LEADERSHIP.
,ANSWER: B
MANAGEMENT IS FOCUSED ON TASK ACCOMPLISHMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGES 2-3
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
5. DURING A STAFF MEETING, A GROUP OF RNS HAS COMPLAINED THAT MEDICATIONS ARE
NOT ARRIVING TO THE UNIT IN A TIMELY MANNER. THE NURSE MANAGER SUGGESTS THAT THE
GROUP RESOLVE THIS ISSUE THROUGH THE DEVELOPMENT AND WORK OF A
MULTIDISCIPLINARY TEAM LED BY ONE OF THESE RNS. THIS SCENARIO DEMONSTRATES:
A. ADAPTATION.
B. EMPOWERMENT.
C. FLEXIBILITY.
D. RELATIONSHIP MANAGEMENT.
ANSWER: B
EMPOWERMENT IS THE GIVING OF AUTHORITY, RESPONSIBILITY, AND THE FREEDOM TO ACT.
IN THIS SITUATION, THE MANAGER HAS GIVEN AUTHORITY, RESPONSIBILITY, AND THE
FREEDOM TO ACT IN THE INVESTIGATION AND RESOLUTION OF THIS ISSUE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
REF: PAGE 5
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
6. A NURSE IS CARING FOR AN ELDERLY PATIENT WHO WAS ADMITTED AFTER SUSTAINING A
FALL AT HOME. WHEN CREATING A CARE PLAN FOR THE PATIENT, SHE REQUESTS THAT THE
DOCTOR ORDER A HOME HEALTH VISIT TO ASSESS FOR HOME SAFETY AND MEDICATION
COMPLIANCE. IN ADDITION, THE NURSE IS CONCERNED ABOUT THE NUTRITION OF THE
PATIENT AND REQUESTS A DIETITIAN EVALUATION. THE NURSE IS DEMONSTRATING WHICH OF
THE FOLLOWING LEADERSHIP SKILLS?
A. CARE PROVIDER
,B. BUSINESS PRINCIPLES
C. CARE COORDINATION
D. CHANGE MANAGEMENT
ANSWER: C
CARE COORDINATION IS THE DELIVERY OF NURSING SERVICES THAT INVOLVES THE
ORGANIZATION AND COORDINATION OF COMPLEX ACTIVITIES. THE NURSE USES
MANAGERIAL AND LEADERSHIP SKILLS TO FACILITATE DELIVERY OF QUALITY CARE.
DIF: COGNITIVE LEVEL: APPLY (APPLICATION)
REF: PAGE 3 TOP: NURSING PROCESS: PLANNING
MSC: CLIENT NEEDS: PHYSIOLOGICAL INTEGRITY: REDUCTION OF RISK POTENTIAL
7. INTERPERSONAL COMMUNICATION AND THE ABILITY TO APPLY_____ ARE TWO CRITICAL
SKILLS EVERY NURSE NEEDS TO ENHANCE PROFESSIONAL PRACTICE.
A. VISION
B. SUPERVISION
C. DELEGATION
D. PROBLEM SOLVING
ANSWER: D
EVERY NURSE NEEDS TWO CRITICAL SKILLS TO ENHANCE PROFESSIONAL PRACTICE. ONE IS A
SKILL AT INTERPERSONAL RELATIONSHIPS. THIS IS FUNDAMENTAL TO LEADERSHIP AND THE
WORK OF NURSING. THE SECOND SKILL IS APPLYING THE PROBLEM-SOLVING PROCESS. THIS
INVOLVES CRITICAL THINKING, PROBLEM IDENTIFICATION, AND THE DEVELOPMENT OF
OBJECTIVITY.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGE 4
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
, 8. GOOD LEADERS NEED TO BE ABLE TO DEMONSTRATE AN INTUITIVE SKILL OF EMPATHY AND
EXPRESSIVENESS WHEN DEALING WITH OTHERS IN THE WORKPLACE. THIS REQUIRES
SENSITIVITY AND AWARENESS OF THE EMOTIONS AND MOODS OF OTHERS AND IS KNOWN AS:
A. SOCIAL AWARENESS.
B. SELF-AWARENESS.
C. SELF-MANAGEMENT.
D. RELATIONSHIP MANAGEMENT.
ANSWER: A
SOCIAL AWARENESS IS AN INTUITIVE SKILL OF EMPATHY AND EXPRESSIVENESS IN BEING
SENSITIVE AND AWARE OF THE EMOTIONS AND MOODS OF OTHERS.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGE 4
TOP: NURSING PROCESS: ASSESSMENT
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
9. THE MANAGER OF THE EMERGENCY DEPARTMENT IN A LARGE HOSPITAL FOCUSES ON
CUSTOMER SERVICE, EXUDES THE NURSING CODE OF ETHICS, AND SEES HIS OR HER JOB AS AN
OCCUPATION WITH A LIFETIME COMMITMENT. THIS IS A CONCEPT KNOWN AS:
A. LEADERSHIP.
B. MANAGEMENT.
C. PROFESSIONALISM.
D. VISION.
ANSWER: C
PROFESSIONALISM IS AN APPROACH TO AN OCCUPATION THAT DISTINGUISHES IT FROM
BEING MERELY A JOB, FOCUSES ON SERVICE AS THE HIGHEST IDEAL, FOLLOWS A CODE OF
ETHICS, AND IS SEEN AS A LIFETIME COMMITMENT.
DIF: COGNITIVE LEVEL: REMEMBER (KNOWLEDGE)
REF: PAGE 5 TOP: NURSING PROCESS: IMPLEMENTATION
MSC: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
