TEST BANK LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN NURSING:
THEORY AND APPLICATION 11TH ED BY CAROL J. HUSTON (CHAPTER 1-25)
,TABLE OF CONTENTS
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND
MANAGEMENT ...................................................................................................... 4
CHAPTER 02: CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT .............. 29
CHAPTER 03: TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND
MANAGEMENT .................................................................................................... 54
CHAPTER 04: ETHICAL ISSUES.............................................................................. 81
CHAPTER 05: LEGAL AND LEGISLATIVE ISSUES .................................................. 108
CHAPTER 06: PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL
ADVOCACY ........................................................................................................ 134
CHAPTER 07: ORGANIZATIONAL PLANNING ..................................................... 161
CHAPTER 08: PLANNED CHANGE....................................................................... 186
CHAPTER 09: TIME MANAGEMENT ................................................................... 211
CHAPTER 10: FISCAL PLANNING ........................................................................ 236
CHAPTER 11: CAREER PLANNING AND DEVELOPMENT IN NURSING ................ 260
CHAPTER 12: ORGANIZATIONAL STRUCTURE ................................................... 284
CHAPTER 13: ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER ............ 309
CHAPTER 14: ORGANIZING PATIENT CARE........................................................ 334
CHAPTER 15: EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND
INDOCTRINATION.............................................................................................. 358
CHAPTER 16: SOCIALIZING AND EDUCATING STAFF IN A LEARNING
ORGANIZATION ................................................................................................. 384
CHAPTER 17: STAFFING NEEDS AND SCHEDULING POLICIES ............................ 409
CHAPTER 18: CREATING A MOTIVATING CLIMATE ........................................... 435
CHAPTER 19: ORGANIZATIONAL, INTERPERSONAL, AND GROUP
COMMUNICATION ............................................................................................ 459
CHAPTER 20: DELEGATION ................................................................................ 484
CHAPTER 21: EFFECTIVE CONFLICT RESOLUTION AND NEGOTIATION .............. 508
,CHAPTER 22: COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT
LAWS ................................................................................................................. 533
CHAPTER 23: QUALITY CONTROL ...................................................................... 558
CHAPTER 24: PERFORMANCE APPRAISAL ......................................................... 583
CHAPTER 25: PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES,
AND THE CHEMICALLY OR PSYCHOLOGICALLY IMPAIRED ................................ 609
, CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND
MANAGEMENT
1. THE NURSE IS APPLYING A DECISION-MAKING PROCESS TO A CLINICAL
CHALLENGE. WHEN APPLYING THIS PROCESS, THE NURSE MUST:
A. ANALYZE THE ROOT CAUSES OF A SITUATION.
B. BEGIN BY SOLVING THE UNDERLYING PROBLEM.
C. CHOOSE BETWEEN DIFFERENT COURSES OF ACTION.
D. PRIORITIZE THE MAXIMUM GOOD FOR THE MAXIMUM NUMBER OF
PEOPLE.
ANSWER>> C
FEEDBACK: DECISION MAKING IS A COMPLEX, COGNITIVE PROCESS OFTEN
DEFINED AS CHOOSING A PARTICULAR COURSE OF ACTION. PROBLEM SOLVING IS
PART OF DECISION MAKING AND IS A SYSTEMATIC PROCESS THAT FOCUSES ON
ANALYZING A DIFFICULT SITUATION. IT IS NOT ALWAYS REALISTIC FOR THE NURSE
TO SOLVE EACH OF THE PROBLEMS CONTRIBUTING TO A LARGER CHALLENGE,
ESPECIALLY AT THE BEGINNING OF THE DECISION-MAKING PROCESS. THE NURSE
OFTEN LACKS THE TIME, INFORMATION, OR RESOURCES TO ANALYZE THE ROOT
CAUSES OF A SITUATION. MANY TIMES, THE NURSE MAKES A DECISION THAT
BENEFITS THE LARGEST NUMBER OF PEOPLE, BUT THIS IS NOT ALWAYS FEASIBLE
OR DESIRABLE.
PTS: 1 DIF: MODERATE REF: PAGE: 3 OBJ: 1 NAT: CLIENT NEEDS:
SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING,
CRITICAL THINKING, AND CLINICAL REASONING KEY: INTEGRATED PROCESS:
NURSING PROCESS BLM: COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
THEORY AND APPLICATION 11TH ED BY CAROL J. HUSTON (CHAPTER 1-25)
,TABLE OF CONTENTS
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND
MANAGEMENT ...................................................................................................... 4
CHAPTER 02: CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT .............. 29
CHAPTER 03: TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND
MANAGEMENT .................................................................................................... 54
CHAPTER 04: ETHICAL ISSUES.............................................................................. 81
CHAPTER 05: LEGAL AND LEGISLATIVE ISSUES .................................................. 108
CHAPTER 06: PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL
ADVOCACY ........................................................................................................ 134
CHAPTER 07: ORGANIZATIONAL PLANNING ..................................................... 161
CHAPTER 08: PLANNED CHANGE....................................................................... 186
CHAPTER 09: TIME MANAGEMENT ................................................................... 211
CHAPTER 10: FISCAL PLANNING ........................................................................ 236
CHAPTER 11: CAREER PLANNING AND DEVELOPMENT IN NURSING ................ 260
CHAPTER 12: ORGANIZATIONAL STRUCTURE ................................................... 284
CHAPTER 13: ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER ............ 309
CHAPTER 14: ORGANIZING PATIENT CARE........................................................ 334
CHAPTER 15: EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND
INDOCTRINATION.............................................................................................. 358
CHAPTER 16: SOCIALIZING AND EDUCATING STAFF IN A LEARNING
ORGANIZATION ................................................................................................. 384
CHAPTER 17: STAFFING NEEDS AND SCHEDULING POLICIES ............................ 409
CHAPTER 18: CREATING A MOTIVATING CLIMATE ........................................... 435
CHAPTER 19: ORGANIZATIONAL, INTERPERSONAL, AND GROUP
COMMUNICATION ............................................................................................ 459
CHAPTER 20: DELEGATION ................................................................................ 484
CHAPTER 21: EFFECTIVE CONFLICT RESOLUTION AND NEGOTIATION .............. 508
,CHAPTER 22: COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT
LAWS ................................................................................................................. 533
CHAPTER 23: QUALITY CONTROL ...................................................................... 558
CHAPTER 24: PERFORMANCE APPRAISAL ......................................................... 583
CHAPTER 25: PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES,
AND THE CHEMICALLY OR PSYCHOLOGICALLY IMPAIRED ................................ 609
, CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND
MANAGEMENT
1. THE NURSE IS APPLYING A DECISION-MAKING PROCESS TO A CLINICAL
CHALLENGE. WHEN APPLYING THIS PROCESS, THE NURSE MUST:
A. ANALYZE THE ROOT CAUSES OF A SITUATION.
B. BEGIN BY SOLVING THE UNDERLYING PROBLEM.
C. CHOOSE BETWEEN DIFFERENT COURSES OF ACTION.
D. PRIORITIZE THE MAXIMUM GOOD FOR THE MAXIMUM NUMBER OF
PEOPLE.
ANSWER>> C
FEEDBACK: DECISION MAKING IS A COMPLEX, COGNITIVE PROCESS OFTEN
DEFINED AS CHOOSING A PARTICULAR COURSE OF ACTION. PROBLEM SOLVING IS
PART OF DECISION MAKING AND IS A SYSTEMATIC PROCESS THAT FOCUSES ON
ANALYZING A DIFFICULT SITUATION. IT IS NOT ALWAYS REALISTIC FOR THE NURSE
TO SOLVE EACH OF THE PROBLEMS CONTRIBUTING TO A LARGER CHALLENGE,
ESPECIALLY AT THE BEGINNING OF THE DECISION-MAKING PROCESS. THE NURSE
OFTEN LACKS THE TIME, INFORMATION, OR RESOURCES TO ANALYZE THE ROOT
CAUSES OF A SITUATION. MANY TIMES, THE NURSE MAKES A DECISION THAT
BENEFITS THE LARGEST NUMBER OF PEOPLE, BUT THIS IS NOT ALWAYS FEASIBLE
OR DESIRABLE.
PTS: 1 DIF: MODERATE REF: PAGE: 3 OBJ: 1 NAT: CLIENT NEEDS:
SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING,
CRITICAL THINKING, AND CLINICAL REASONING KEY: INTEGRATED PROCESS:
NURSING PROCESS BLM: COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
