TEST BANK FOR
NURSING LEADERSHIP AND MANAGEMENT 3RD EDITION
BY BELLA|COMPLETE CHAPTERS 1-31
,TABLE OF CONTENTS
CHAPTER 1: NURSING LEADERSHIP AND MANAGEMENT ............................................................................ 3
CHAPTER 2: THE HEALTH CARE ENVIRONMENT ......................................................................................... 15
CHAPTER 3: ORGANIZATIONAL BEHAVIOR AND MAGNET HOSPITALS ....................................................... 27
CHAPTER 4: BASIC CLINICAL HEALTH CARE ECONOMICS ........................................................................... 38
CHAPTER 5: EVIDENCE-BASED HEALTH CARE ............................................................................................. 49
CHAPTER 6: NURSING AND HEALTH CARE INFORMATICS .......................................................................... 60
CHAPTER 7: POPULATION BASED HEALTH CARE PRACTICE ........................................................................ 73
CHAPTER 8: PERSONAL AND INTERDISCIPLINARY COMMUNICATION ....................................................... 85
CHAPTER 9: POLITICS AND CONSUMER PARTNERSHIPS............................................................................. 99
CHAPTER 10: STRATEGIC PLANNING AND ORGANIZING PATIENT CARE .................................................. 111
CHAPTER 11: EFFECTIVE TEAM BUILDING ................................................................................................ 122
CHAPTER 12: POWER ................................................................................................................................ 134
CHAPTER 13: CHANGE, INNOVATION, AND CONFLICT MANAGEMENT ................................................... 146
CHAPTER 14: BUDGET CONCEPTS FOR PATIENT CARE ............................................................................. 160
CHAPTER 15: EFFECTIVE STAFFING ........................................................................................................... 171
CHAPTER 16: DELEGATION OF PATIENT CARE .......................................................................................... 183
CHAPTER 17: ORGANIZATION OF PATIENT CARE ..................................................................................... 198
CHAPTER 18: TIME MANAGEMENT AND SETTING PATIENT CARE PRIORITIES ......................................... 210
CHAPTER 19: PATIENT AND HEALTH CARE EDUCATION ........................................................................... 224
CHAPTER 20: MANAGING OUTCOMES USING AN ORGANIZATIONAL QUALITY IMPROVEMENT MODEL 236
CHAPTER 21: EVIDENCE-BASED STRATEGIES TO IMPROVE PATIENT CARE OUTCOMES .......................... 249
CHAPTER 22: DECISION MAKING AND CRITICAL THINKING ...................................................................... 263
CHAPTER 23: LEGAL ASPECTS OF HEALTH CARE ....................................................................................... 276
CHAPTER 24: ETHICAL ASPECTS OF HEALTH CARE.................................................................................... 291
CHAPTER 25: CULTURE, GENERATIONAL DIFFERENCES, AND SPIRITUALITY ............................................ 304
CHAPTER 26: COLLECTIVE BARGAINING ................................................................................................... 317
CHAPTER 27: CAREER PLANNING .............................................................................................................. 329
CHAPTER 28: NURSING JOB OPPORTUNITIES ........................................................................................... 342
CHAPTER 29: YOUR FIRST JOB................................................................................................................... 353
CHAPTER 30: HEALTHY LIVING: BALANCING PERSONAL AND PROFESSIONAL NEEDS ............................. 366
CHAPTER 31: NCLEX PREPARATION AND PROFESSIONALISM .................................................................. 378
,CHAPTER 1: NURSING LEADERSHIP AND MANAGEMENT
MULTIPLE CHOICE
1. ACCORDING TO HENRI FAYOL, THE FUNCTIONS OF PLANNING, ORGANIZING, COORDINATING, AND
CONTROLLING ARE CONSIDERED WHICH ASPECT OF MANAGEMENT?
A. ROLES
B. PROCESS
C. FUNCTIONS
D. TAXONOMY
ANSWER:B,
THE MANAGEMENT PROCESS INCLUDES PLANNING, ORGANIZING, COORDINATING, AND
CONTROLLING. MANAGEMENT ROLES INCLUDE INFORMATION PROCESSING, INTERPERSONAL
RELATIONSHIPS, AND DECISION MAKING. MANAGEMENT FUNCTIONS INCLUDE PLANNING,
ORGANIZING, STAFFING, DIRECTING, COORDINATING, REPORTING, AND BUDGETING. A TAXONOMY IS
A SYSTEM THAT ORDERS PRINCIPLES INTO A GROUPING OR CLASSIFICATION.
2. WHICH OF THE FOLLOWING IS CONSIDERED A DECISIONAL MANAGERIAL ROLE?
A. DISSEMINATOR
B. FIGUREHEAD
C. LEADER
D. ENTREPRENEUR
ANSWER:D,
THE DECISIONAL MANAGERIAL ROLES INCLUDE ENTREPRENEUR, DISTURBANCE HANDLER, ALLOCATOR
OF RESOURCES, AND NEGOTIATOR. THE INFORMATION PROCESSING MANAGERIAL ROLES INCLUDE
MONITOR, DISSEMINATOR, AND SPOKESPERSON. THE INTERPERSONAL MANAGERIAL ROLES INCLUDE
FIGUREHEAD, LEADER, AND LIAISON.
3. A NURSE MANAGER MEETS REGULARLY WITH OTHER NURSE MANAGERS, PARTICIPATES ON THE
ORGANIZATIONS COMMITTEES, AND ATTENDS MEETINGS SPONSORED BY PROFESSIONAL
ORGANIZATIONS IN ORDER TO MANAGE RELATIONSHIPS. THESE ACTIVITIES ARE CONSIDERED WHICH
FUNCTION OF A MANAGER?
A. INFORMING
B. PROBLEM SOLVING
C. MONITORING
,D. NETWORKING
ANSWER:D,
THE ROLE FUNCTIONS TO MANAGE RELATIONSHIPS ARE NETWORKING, SUPPORTING, DEVELOPING
AND MENTORING, MANAGING CONFLICT AND TEAM BUILDING, MOTIVATING AND INSPIRING,
RECOGNIZING, AND REWARDING. THE ROLE FUNCTIONS TO MANAGE THE WORK ARE PLANNING AND
ORGANIZING, PROBLEM SOLVING, CLARIFYING ROLES AND OBJECTIVES, INFORMING, MONITORING,
CONSULTING, AND DELEGATING.
4. A NURSE WAS RECENTLY PROMOTED TO A MIDDLE-LEVEL MANAGER POSITION. THE NURSES TITLE
WOULD MOST LIKELY BE WHICH OF THE FOLLOWING?
A. FIRST-LINE MANAGER
B. DIRECTOR
C. VICE PRESIDENT OF PATIENT CARE SERVICES
D. CHIEF NURSE EXECUTIVE
ANSWER:B, A
MIDDLE-LEVEL MANAGER IS CALLED A DIRECTOR. A LOW MANAGERIAL- LEVEL JOB IS CALLED THE
FIRST-LINE MANAGER. A NURSE IN AN EXECUTIVE LEVEL ROLE IS CALLED A CHIEF NURSE EXECUTIVE
OR VICE PRESIDENT OF PATIENT CARE SERVICES.
5. A NURSE MANAGER WHO USES FREDERICK TAYLORS SCIENTIFIC MANAGEMENT APPROACH, WOULD
MOST LIKELY FOCUS ON WHICH OF THE FOLLOWING?
A. GENERAL PRINCIPLES
B. POSITIONAL AUTHORITY
C. LABOR PRODUCTIVITY
D. IMPERSONAL RELATIONS
ANSWER:C,
THE AREA OF FOCUS FOR SCIENTIFIC MANAGEMENT IS LABOR PRODUCTIVITY. IN BUREAUCRATIC
THEORY, EFFICIENCY IS ACHIEVED THROUGH IMPERSONAL RELATIONS WITHIN A FORMAL STRUCTURE
AND IS BASED ON POSITIONAL AUTHORITY. ADMINISTRATIVE PRINCIPLE THEORY CONSISTS OF
PRINCIPLES OF MANAGEMENT THAT ARE RELEVANT TO ANY ORGANIZATION.
,6. ACCORDING TO VROOMS THEORY OF MOTIVATION, FORCE:
A. IS THE PERCEIVED POSSIBILITY THAT THE GOAL WILL BE ACHIEVED.
B. DESCRIBES THE AMOUNT OF EFFORT ONE WILL EXERT TO REACH ONES GOAL.
C. DESCRIBES PEOPLE WHO HAVE FREE WILL BUT CHOOSE TO COMPLY WITH ORDERS THEY ARE
GIVEN.
D. IS A NATURALLY FORMING SOCIAL GROUP THAT CAN BECOME A CONTRIBUTOR TO AN
ORGANIZATION.
ANSWER:B,
ACCORDING TO VROOMS THEORY OF MOTIVATION, FORCE DESCRIBES THE AMOUNT OF EFFORT ONE
WILL EXERT TO REACH ONES GOAL. VALENCE SPEAKS TO THE LEVEL OF ATTRACTIVENESS OR
UNATTRACTIVENESS OF THE GOAL. EXPECTANCY IS THE PERCEIVED POSSIBILITY THAT THE GOAL WILL
BE ACHIEVED. VROOMS THEORY OF MOTIVATION CAN BE DEMONSTRATED IN THE FORM OF AN
EQUATION: FORCE = VALENCE EXPECTANCY (VROOM, 1964). THE THEORY PROPOSES THAT THIS
EQUATION CAN HELP TO PREDICT THE MOTIVATION, OR FORCE, OF AN INDIVIDUAL AS DESCRIBED BY
VROOM.
7. ACCORDING TO R. N. LUSSIER, MOTIVATION:
A. IS UNCONSCIOUSLY DEMONSTRATED BY PEOPLE.
B. OCCURS EXTERNALLY TO INFLUENCE BEHAVIOR.
C. IS DETERMINED BY OTHERS CHOICES.
D. OCCURS INTERNALLY TO INFLUENCE BEHAVIOR.
ANSWER:D,
MOTIVATION IS A PROCESS THAT OCCURS INTERNALLY TO INFLUENCE AND DIRECT OUR BEHAVIOR IN
ORDER TO SATISFY NEEDS. MOTIVATION IS NOT EXPLICITLY DEMONSTRATED BY PEOPLE, BUT RATHER
IT IS INTERPRETED FROM THEIR BEHAVIOR. MOTIVATION IS WHATEVER INFLUENCES OUR CHOICES
AND CREATES DIRECTION, INTENSITY, AND PERSISTENCE IN OUR BEHAVIOR.
8. ACCORDING TO R. N. LUSSIER, THERE ARE CONTENT MOTIVATION THEORIES AND PROCESS
MOTIVATION THEORIES. WHICH OF THE FOLLOWING IS CONSIDERED A PROCESS MOTIVATION THEORY?
A. EQUITY THEORY
B. HIERARCHY OF NEEDS THEORY
, C. EXISTENCE-RELATEDNESS-GROWTH THEORY
D. HYGIENE MAINTENANCE AND MOTIVATION FACTORS
ANSWER:A,
THE PROCESS MOTIVATION THEORIES ARE EQUITY THEORY AND EXPECTANCY THEORY. THE CONTENT
MOTIVATION THEORIES INCLUDE MASLOWS HIERARCHY OF NEEDS THEORY, ALDEFERS EXISTENCE-
RELATEDNESS-GROWTH (ERG) THEORY, AND HERZBERGS HYGIENE MAINTENANCE FACTORS AND
MOTIVATION FACTORS.
9. THE THEORY THAT INCLUDES MAINTENANCE AND MOTIVATION FACTORS IS:
A. MASLOWS HIERARCHY OF NEEDS.
B. HERZBERGS TWO-FACTOR THEORY.
C. MCGREGORS THEORY X AND THEORY Y.
D. OUCHIS THEORY Z.
ANSWER:B,
THE TWO-FACTOR THEORY OF MOTIVATION INCLUDES MOTIVATION AND MAINTENANCE FACTORS.
MASLOWS HIERARCHY OF NEEDS INCLUDES THE FOLLOWING NEEDS: PHYSIOLOGICAL, SAFETY,
SECURITY, BELONGING, AND SELF-ACTUALIZATION. IN THEORY X, EMPLOYEES PREFER SECURITY,
DIRECTION, AND MINIMAL RESPONSIBILITY. IN THEORY Y, EMPLOYEES ENJOY THEIR WORK, SHOW
SELF-CONTROL AND DISCIPLINE, ARE ABLE TO CONTRIBUTE CREATIVELY, AND ARE MOTIVATED BY
TIES TO THE GROUP, ORGANIZATION, AND THE WORK ITSELF. THE FOCUS OF THEORY Z IS COLLECTIVE
DECISION MAKING AND LONG-TERM EMPLOYMENT THAT INVOLVES SLOWER PROMOTIONS AND LESS
DIRECT SUPERVISION.
10. A NURSE IS APPOINTED TO A LEADERSHIP POSITION IN THE LOCAL HOSPITAL. THE NURSES POSITION
WOULD BE CONSIDERED WHICH OF THE FOLLOWING?
A. INFORMAL LEADERSHIP
B. FORMAL LEADERSHIP
C. LEADERSHIP
D. MANAGEMENT
ANSWER:B,
NURSING LEADERSHIP AND MANAGEMENT 3RD EDITION
BY BELLA|COMPLETE CHAPTERS 1-31
,TABLE OF CONTENTS
CHAPTER 1: NURSING LEADERSHIP AND MANAGEMENT ............................................................................ 3
CHAPTER 2: THE HEALTH CARE ENVIRONMENT ......................................................................................... 15
CHAPTER 3: ORGANIZATIONAL BEHAVIOR AND MAGNET HOSPITALS ....................................................... 27
CHAPTER 4: BASIC CLINICAL HEALTH CARE ECONOMICS ........................................................................... 38
CHAPTER 5: EVIDENCE-BASED HEALTH CARE ............................................................................................. 49
CHAPTER 6: NURSING AND HEALTH CARE INFORMATICS .......................................................................... 60
CHAPTER 7: POPULATION BASED HEALTH CARE PRACTICE ........................................................................ 73
CHAPTER 8: PERSONAL AND INTERDISCIPLINARY COMMUNICATION ....................................................... 85
CHAPTER 9: POLITICS AND CONSUMER PARTNERSHIPS............................................................................. 99
CHAPTER 10: STRATEGIC PLANNING AND ORGANIZING PATIENT CARE .................................................. 111
CHAPTER 11: EFFECTIVE TEAM BUILDING ................................................................................................ 122
CHAPTER 12: POWER ................................................................................................................................ 134
CHAPTER 13: CHANGE, INNOVATION, AND CONFLICT MANAGEMENT ................................................... 146
CHAPTER 14: BUDGET CONCEPTS FOR PATIENT CARE ............................................................................. 160
CHAPTER 15: EFFECTIVE STAFFING ........................................................................................................... 171
CHAPTER 16: DELEGATION OF PATIENT CARE .......................................................................................... 183
CHAPTER 17: ORGANIZATION OF PATIENT CARE ..................................................................................... 198
CHAPTER 18: TIME MANAGEMENT AND SETTING PATIENT CARE PRIORITIES ......................................... 210
CHAPTER 19: PATIENT AND HEALTH CARE EDUCATION ........................................................................... 224
CHAPTER 20: MANAGING OUTCOMES USING AN ORGANIZATIONAL QUALITY IMPROVEMENT MODEL 236
CHAPTER 21: EVIDENCE-BASED STRATEGIES TO IMPROVE PATIENT CARE OUTCOMES .......................... 249
CHAPTER 22: DECISION MAKING AND CRITICAL THINKING ...................................................................... 263
CHAPTER 23: LEGAL ASPECTS OF HEALTH CARE ....................................................................................... 276
CHAPTER 24: ETHICAL ASPECTS OF HEALTH CARE.................................................................................... 291
CHAPTER 25: CULTURE, GENERATIONAL DIFFERENCES, AND SPIRITUALITY ............................................ 304
CHAPTER 26: COLLECTIVE BARGAINING ................................................................................................... 317
CHAPTER 27: CAREER PLANNING .............................................................................................................. 329
CHAPTER 28: NURSING JOB OPPORTUNITIES ........................................................................................... 342
CHAPTER 29: YOUR FIRST JOB................................................................................................................... 353
CHAPTER 30: HEALTHY LIVING: BALANCING PERSONAL AND PROFESSIONAL NEEDS ............................. 366
CHAPTER 31: NCLEX PREPARATION AND PROFESSIONALISM .................................................................. 378
,CHAPTER 1: NURSING LEADERSHIP AND MANAGEMENT
MULTIPLE CHOICE
1. ACCORDING TO HENRI FAYOL, THE FUNCTIONS OF PLANNING, ORGANIZING, COORDINATING, AND
CONTROLLING ARE CONSIDERED WHICH ASPECT OF MANAGEMENT?
A. ROLES
B. PROCESS
C. FUNCTIONS
D. TAXONOMY
ANSWER:B,
THE MANAGEMENT PROCESS INCLUDES PLANNING, ORGANIZING, COORDINATING, AND
CONTROLLING. MANAGEMENT ROLES INCLUDE INFORMATION PROCESSING, INTERPERSONAL
RELATIONSHIPS, AND DECISION MAKING. MANAGEMENT FUNCTIONS INCLUDE PLANNING,
ORGANIZING, STAFFING, DIRECTING, COORDINATING, REPORTING, AND BUDGETING. A TAXONOMY IS
A SYSTEM THAT ORDERS PRINCIPLES INTO A GROUPING OR CLASSIFICATION.
2. WHICH OF THE FOLLOWING IS CONSIDERED A DECISIONAL MANAGERIAL ROLE?
A. DISSEMINATOR
B. FIGUREHEAD
C. LEADER
D. ENTREPRENEUR
ANSWER:D,
THE DECISIONAL MANAGERIAL ROLES INCLUDE ENTREPRENEUR, DISTURBANCE HANDLER, ALLOCATOR
OF RESOURCES, AND NEGOTIATOR. THE INFORMATION PROCESSING MANAGERIAL ROLES INCLUDE
MONITOR, DISSEMINATOR, AND SPOKESPERSON. THE INTERPERSONAL MANAGERIAL ROLES INCLUDE
FIGUREHEAD, LEADER, AND LIAISON.
3. A NURSE MANAGER MEETS REGULARLY WITH OTHER NURSE MANAGERS, PARTICIPATES ON THE
ORGANIZATIONS COMMITTEES, AND ATTENDS MEETINGS SPONSORED BY PROFESSIONAL
ORGANIZATIONS IN ORDER TO MANAGE RELATIONSHIPS. THESE ACTIVITIES ARE CONSIDERED WHICH
FUNCTION OF A MANAGER?
A. INFORMING
B. PROBLEM SOLVING
C. MONITORING
,D. NETWORKING
ANSWER:D,
THE ROLE FUNCTIONS TO MANAGE RELATIONSHIPS ARE NETWORKING, SUPPORTING, DEVELOPING
AND MENTORING, MANAGING CONFLICT AND TEAM BUILDING, MOTIVATING AND INSPIRING,
RECOGNIZING, AND REWARDING. THE ROLE FUNCTIONS TO MANAGE THE WORK ARE PLANNING AND
ORGANIZING, PROBLEM SOLVING, CLARIFYING ROLES AND OBJECTIVES, INFORMING, MONITORING,
CONSULTING, AND DELEGATING.
4. A NURSE WAS RECENTLY PROMOTED TO A MIDDLE-LEVEL MANAGER POSITION. THE NURSES TITLE
WOULD MOST LIKELY BE WHICH OF THE FOLLOWING?
A. FIRST-LINE MANAGER
B. DIRECTOR
C. VICE PRESIDENT OF PATIENT CARE SERVICES
D. CHIEF NURSE EXECUTIVE
ANSWER:B, A
MIDDLE-LEVEL MANAGER IS CALLED A DIRECTOR. A LOW MANAGERIAL- LEVEL JOB IS CALLED THE
FIRST-LINE MANAGER. A NURSE IN AN EXECUTIVE LEVEL ROLE IS CALLED A CHIEF NURSE EXECUTIVE
OR VICE PRESIDENT OF PATIENT CARE SERVICES.
5. A NURSE MANAGER WHO USES FREDERICK TAYLORS SCIENTIFIC MANAGEMENT APPROACH, WOULD
MOST LIKELY FOCUS ON WHICH OF THE FOLLOWING?
A. GENERAL PRINCIPLES
B. POSITIONAL AUTHORITY
C. LABOR PRODUCTIVITY
D. IMPERSONAL RELATIONS
ANSWER:C,
THE AREA OF FOCUS FOR SCIENTIFIC MANAGEMENT IS LABOR PRODUCTIVITY. IN BUREAUCRATIC
THEORY, EFFICIENCY IS ACHIEVED THROUGH IMPERSONAL RELATIONS WITHIN A FORMAL STRUCTURE
AND IS BASED ON POSITIONAL AUTHORITY. ADMINISTRATIVE PRINCIPLE THEORY CONSISTS OF
PRINCIPLES OF MANAGEMENT THAT ARE RELEVANT TO ANY ORGANIZATION.
,6. ACCORDING TO VROOMS THEORY OF MOTIVATION, FORCE:
A. IS THE PERCEIVED POSSIBILITY THAT THE GOAL WILL BE ACHIEVED.
B. DESCRIBES THE AMOUNT OF EFFORT ONE WILL EXERT TO REACH ONES GOAL.
C. DESCRIBES PEOPLE WHO HAVE FREE WILL BUT CHOOSE TO COMPLY WITH ORDERS THEY ARE
GIVEN.
D. IS A NATURALLY FORMING SOCIAL GROUP THAT CAN BECOME A CONTRIBUTOR TO AN
ORGANIZATION.
ANSWER:B,
ACCORDING TO VROOMS THEORY OF MOTIVATION, FORCE DESCRIBES THE AMOUNT OF EFFORT ONE
WILL EXERT TO REACH ONES GOAL. VALENCE SPEAKS TO THE LEVEL OF ATTRACTIVENESS OR
UNATTRACTIVENESS OF THE GOAL. EXPECTANCY IS THE PERCEIVED POSSIBILITY THAT THE GOAL WILL
BE ACHIEVED. VROOMS THEORY OF MOTIVATION CAN BE DEMONSTRATED IN THE FORM OF AN
EQUATION: FORCE = VALENCE EXPECTANCY (VROOM, 1964). THE THEORY PROPOSES THAT THIS
EQUATION CAN HELP TO PREDICT THE MOTIVATION, OR FORCE, OF AN INDIVIDUAL AS DESCRIBED BY
VROOM.
7. ACCORDING TO R. N. LUSSIER, MOTIVATION:
A. IS UNCONSCIOUSLY DEMONSTRATED BY PEOPLE.
B. OCCURS EXTERNALLY TO INFLUENCE BEHAVIOR.
C. IS DETERMINED BY OTHERS CHOICES.
D. OCCURS INTERNALLY TO INFLUENCE BEHAVIOR.
ANSWER:D,
MOTIVATION IS A PROCESS THAT OCCURS INTERNALLY TO INFLUENCE AND DIRECT OUR BEHAVIOR IN
ORDER TO SATISFY NEEDS. MOTIVATION IS NOT EXPLICITLY DEMONSTRATED BY PEOPLE, BUT RATHER
IT IS INTERPRETED FROM THEIR BEHAVIOR. MOTIVATION IS WHATEVER INFLUENCES OUR CHOICES
AND CREATES DIRECTION, INTENSITY, AND PERSISTENCE IN OUR BEHAVIOR.
8. ACCORDING TO R. N. LUSSIER, THERE ARE CONTENT MOTIVATION THEORIES AND PROCESS
MOTIVATION THEORIES. WHICH OF THE FOLLOWING IS CONSIDERED A PROCESS MOTIVATION THEORY?
A. EQUITY THEORY
B. HIERARCHY OF NEEDS THEORY
, C. EXISTENCE-RELATEDNESS-GROWTH THEORY
D. HYGIENE MAINTENANCE AND MOTIVATION FACTORS
ANSWER:A,
THE PROCESS MOTIVATION THEORIES ARE EQUITY THEORY AND EXPECTANCY THEORY. THE CONTENT
MOTIVATION THEORIES INCLUDE MASLOWS HIERARCHY OF NEEDS THEORY, ALDEFERS EXISTENCE-
RELATEDNESS-GROWTH (ERG) THEORY, AND HERZBERGS HYGIENE MAINTENANCE FACTORS AND
MOTIVATION FACTORS.
9. THE THEORY THAT INCLUDES MAINTENANCE AND MOTIVATION FACTORS IS:
A. MASLOWS HIERARCHY OF NEEDS.
B. HERZBERGS TWO-FACTOR THEORY.
C. MCGREGORS THEORY X AND THEORY Y.
D. OUCHIS THEORY Z.
ANSWER:B,
THE TWO-FACTOR THEORY OF MOTIVATION INCLUDES MOTIVATION AND MAINTENANCE FACTORS.
MASLOWS HIERARCHY OF NEEDS INCLUDES THE FOLLOWING NEEDS: PHYSIOLOGICAL, SAFETY,
SECURITY, BELONGING, AND SELF-ACTUALIZATION. IN THEORY X, EMPLOYEES PREFER SECURITY,
DIRECTION, AND MINIMAL RESPONSIBILITY. IN THEORY Y, EMPLOYEES ENJOY THEIR WORK, SHOW
SELF-CONTROL AND DISCIPLINE, ARE ABLE TO CONTRIBUTE CREATIVELY, AND ARE MOTIVATED BY
TIES TO THE GROUP, ORGANIZATION, AND THE WORK ITSELF. THE FOCUS OF THEORY Z IS COLLECTIVE
DECISION MAKING AND LONG-TERM EMPLOYMENT THAT INVOLVES SLOWER PROMOTIONS AND LESS
DIRECT SUPERVISION.
10. A NURSE IS APPOINTED TO A LEADERSHIP POSITION IN THE LOCAL HOSPITAL. THE NURSES POSITION
WOULD BE CONSIDERED WHICH OF THE FOLLOWING?
A. INFORMAL LEADERSHIP
B. FORMAL LEADERSHIP
C. LEADERSHIP
D. MANAGEMENT
ANSWER:B,
