TEST BANK FOR LEADERSHIP ROLES AND
MANAGEMENT FUNCTION IN NURSING 11TH
EDITION BY MARQUIS
,TABLE OF CONTENT
UNIT I The Critical Triad: Decision Making, Management, and Leadership
Chapter 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning:
Requisites for Successful Leadership and Management
Chapter 2 Classical Views of Leadership and Management
Chapter 3 Twenty-First-Century Thinking About Leadership and Management
UNIT II Foundation for Effective Leadership and Management: Ethics, Law, and
Advocacy
Chapter 4 Ethical Issues
Chapter 5 Legal and Legislative Issues
Chapter 6 Patient, Subordinate, Workplace, and Professional Advocacy
UNIT III Roles and Functions in Planning
Chapter 7 Organizational Planning
Chapter 8 Planned Change
Chapter 9 Time Management
Chapter 10 Fiscal Planning and Health Care Reimbursement
Chapter 11 Career Planning and Development in Nursing
UNIT IV Roles and Functions in Organizing
Chapter 12 Organizational Structure
Chapter 13 Organizational, Political, and Personal Power
Chapter 14 Organizing Patient Care
UNIT V Roles and Functions in Staffing
Chapter 15 Employee Recruitment, Selection, Placement, and Onboarding
Chapter 16 Educating and Socializing Staff in a Learning Organization
Chapter 17 Staffing Needs and Scheduling Policies
UNIT VI Roles and Functions in Directing
Chapter 18 Creating a Motivating Climate
Chapter 19 Organizational, Interpersonal, and Group Communication in Team Building
Chapter 20 Delegation
Chapter 21 Conflict, Workplace Violence, and Negotiation
Chapter 22 Collective Bargaining, Unionization, and Employment Laws
UNIT VII Roles and Functions in Controlling
Chapter 23 Quality Control in Creating a Culture of Patient Safety
Chapter 24 Performance Appraisal
Chapter 25 Problem Employees: Rule Breakers, Marginal Employees, and Those With
Substance Use Disorder
,Chapter 01: Decision making, problem solving critical thinking and
clinical reasoning: request for successful management and leadership
MULTIPLE QUESTIONS
1. What fstatement fis ftrue fregarding fdecision fmaking?
A) It fis fan fanalysis fof fa fsituation
B) It fis fclosely frelated fto fevaluation
C) It finvolves fchoosing fbetween fcourses fof faction
D) It fis fdependent fupon ffinding fthe fcause fof fa
fproblem fANSWER: fC
Feedback:
Decision fmaking fis fa fcomplex fcognitive fprocess foften fdefined fas fchoosing fa
fparticular fcourse fof faction. fProblem fsolving fis fpart fof fdecision fmaking fand fis fa
fsystematic fprocess fthat ffocuses fon fanalyzing fa fdifficult fsituation. fCritical fthinking,
fsometimes freferred fto fas freflective fthinking, fis frelated fto fevaluation fand fhas fa
fbroader fscope fthan fdecision fmaking fand fproblem fsolving.
2. What fis fa fweakness fof fthe ftraditional fproblem-solving fmodel?
A) Its fneed ffor fimplementation ftime
B) Its flack fof fa fstep frequiring fevaluation fof fresults
C) Its ffailure fto fgather fsufficient fdata
D) Its ffailure fto fevaluate
falternatives fANSWER: fA
Feedback:
The ftraditional fproblem-solving fmodel fis fless feffective fwhen ftime fconstraints fare fa
fconsideration. fDecision fmaking fcan foccur fwithout fthe ffull fanalysis frequired fin
fproblem fsolving. fBecause fproblem fsolving fattempts fto fidentify fthe froot fproblem fin
fsituations, fmuch ftime fand fenergy fare fspent fon fidentifying fthe freal fproblem.
3. Which fof fthe ffollowing fstatements fis ftrue fregarding fdecision fmaking?
A) Scientific fmethods fprovide fidentical fdecisions fby fdifferent findividuals ffor
fthe fsame fproblems
B) Decisions fare fgreatly finfluenced fby feach fperson's fvalue fsystem
C) Personal fbeliefs fcan fbe fadjusted ffor fwhen fthe fscientific fapproach fto
fproblem fsolving fis fused
D) Past fexperience fhas flittle fto fdo fwith fthe fquality fof fthe
fdecision fANSWER: fB
Feedback:
Values, flife fexperience, findividual fpreference, fand findividual fways fof fthinking fwill
finfluence fa fperson's fdecision fmaking. fNo fmatter fhow fobjective fthe fcriteria fwill fbe,
fvalue fjudgments fwill falways fplay fa fpart fin fa fperson's fdecision fmaking, feither
fconsciously for fsubconsciously.
, 4. What finfluences fthe fquality fof fa fdecision fmost foften?
A) The fdecision fmaker's fimmediate fsuperior
B) The ftype fof fdecision fthat fneeds fto fbe fmade
C) Questions fasked fand falternatives fgenerated
D) The ftime fof fday fthe fdecision fis
fmade fANSWER: fC
Feedback:
The fgreater fthe fnumber fof falternatives fthat fcan fbe fgenerated fby fthe fdecision fmaker,
fthe fbetter fthe ffinal fdecision fwill fbe. fThe falternatives fgenerated fand fthe ffinal
fchoices fare flimited fby feach fperson's fvalue fsystem.
5. What fdoes fknowledge fabout fgood fdecision-making flead fone fto fbelieve?
A) Good fdecision fmakers fare fusually fright-brain, fintuitive fthinkers
B) Effective fdecision fmakers fare fsensitive fto fthe fsituation fand fto fothers
C) Good fdecisions fare fusually fmade fby fleft-brain, flogical fthinkers
D) Good fdecision fmaking frequires fanalytical frather fthan fcreative
fprocesses fANSWER: fB
Feedback:
Good fdecision fmakers fseem fto fhave fantennae fthat fmake fthem fparticularly fsensitive
fto fother fpeople fand fsituations. fLeft-brain fthinkers fare ftypically fbetter fat fprocessing
flanguage, flogic, fnumbers, fand fsequential fordering, fwhereas fright-brain fthinkers fexcel
fat fnonverbal fideation fand fholistic fsynthesizing.
6. What fis fthe fbest fdefinition fof fdecision fmaking?
A) The fplanning fprocess fof fmanagement
B) The fevaluation fphase fof fthe fexecutive frole
C) One fstep fin fthe fproblem-solving fprocess
D) Required fto fjustify fthe fneed ffor fscarce
fitems fANSWER: fC
Feedback:
Decision fmaking fis fa fcomplex, fcognitive fprocess foften fdefined fas fchoosing fa fparticular
fcourse fof faction. fDecision fmaking, fone fstep fin fthe fproblem-solving fprocess, fis fan
fimportant ftask fthat frelies fheavily fon fcritical fthinking fand fclinical freasoning fskills.
MANAGEMENT FUNCTION IN NURSING 11TH
EDITION BY MARQUIS
,TABLE OF CONTENT
UNIT I The Critical Triad: Decision Making, Management, and Leadership
Chapter 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning:
Requisites for Successful Leadership and Management
Chapter 2 Classical Views of Leadership and Management
Chapter 3 Twenty-First-Century Thinking About Leadership and Management
UNIT II Foundation for Effective Leadership and Management: Ethics, Law, and
Advocacy
Chapter 4 Ethical Issues
Chapter 5 Legal and Legislative Issues
Chapter 6 Patient, Subordinate, Workplace, and Professional Advocacy
UNIT III Roles and Functions in Planning
Chapter 7 Organizational Planning
Chapter 8 Planned Change
Chapter 9 Time Management
Chapter 10 Fiscal Planning and Health Care Reimbursement
Chapter 11 Career Planning and Development in Nursing
UNIT IV Roles and Functions in Organizing
Chapter 12 Organizational Structure
Chapter 13 Organizational, Political, and Personal Power
Chapter 14 Organizing Patient Care
UNIT V Roles and Functions in Staffing
Chapter 15 Employee Recruitment, Selection, Placement, and Onboarding
Chapter 16 Educating and Socializing Staff in a Learning Organization
Chapter 17 Staffing Needs and Scheduling Policies
UNIT VI Roles and Functions in Directing
Chapter 18 Creating a Motivating Climate
Chapter 19 Organizational, Interpersonal, and Group Communication in Team Building
Chapter 20 Delegation
Chapter 21 Conflict, Workplace Violence, and Negotiation
Chapter 22 Collective Bargaining, Unionization, and Employment Laws
UNIT VII Roles and Functions in Controlling
Chapter 23 Quality Control in Creating a Culture of Patient Safety
Chapter 24 Performance Appraisal
Chapter 25 Problem Employees: Rule Breakers, Marginal Employees, and Those With
Substance Use Disorder
,Chapter 01: Decision making, problem solving critical thinking and
clinical reasoning: request for successful management and leadership
MULTIPLE QUESTIONS
1. What fstatement fis ftrue fregarding fdecision fmaking?
A) It fis fan fanalysis fof fa fsituation
B) It fis fclosely frelated fto fevaluation
C) It finvolves fchoosing fbetween fcourses fof faction
D) It fis fdependent fupon ffinding fthe fcause fof fa
fproblem fANSWER: fC
Feedback:
Decision fmaking fis fa fcomplex fcognitive fprocess foften fdefined fas fchoosing fa
fparticular fcourse fof faction. fProblem fsolving fis fpart fof fdecision fmaking fand fis fa
fsystematic fprocess fthat ffocuses fon fanalyzing fa fdifficult fsituation. fCritical fthinking,
fsometimes freferred fto fas freflective fthinking, fis frelated fto fevaluation fand fhas fa
fbroader fscope fthan fdecision fmaking fand fproblem fsolving.
2. What fis fa fweakness fof fthe ftraditional fproblem-solving fmodel?
A) Its fneed ffor fimplementation ftime
B) Its flack fof fa fstep frequiring fevaluation fof fresults
C) Its ffailure fto fgather fsufficient fdata
D) Its ffailure fto fevaluate
falternatives fANSWER: fA
Feedback:
The ftraditional fproblem-solving fmodel fis fless feffective fwhen ftime fconstraints fare fa
fconsideration. fDecision fmaking fcan foccur fwithout fthe ffull fanalysis frequired fin
fproblem fsolving. fBecause fproblem fsolving fattempts fto fidentify fthe froot fproblem fin
fsituations, fmuch ftime fand fenergy fare fspent fon fidentifying fthe freal fproblem.
3. Which fof fthe ffollowing fstatements fis ftrue fregarding fdecision fmaking?
A) Scientific fmethods fprovide fidentical fdecisions fby fdifferent findividuals ffor
fthe fsame fproblems
B) Decisions fare fgreatly finfluenced fby feach fperson's fvalue fsystem
C) Personal fbeliefs fcan fbe fadjusted ffor fwhen fthe fscientific fapproach fto
fproblem fsolving fis fused
D) Past fexperience fhas flittle fto fdo fwith fthe fquality fof fthe
fdecision fANSWER: fB
Feedback:
Values, flife fexperience, findividual fpreference, fand findividual fways fof fthinking fwill
finfluence fa fperson's fdecision fmaking. fNo fmatter fhow fobjective fthe fcriteria fwill fbe,
fvalue fjudgments fwill falways fplay fa fpart fin fa fperson's fdecision fmaking, feither
fconsciously for fsubconsciously.
, 4. What finfluences fthe fquality fof fa fdecision fmost foften?
A) The fdecision fmaker's fimmediate fsuperior
B) The ftype fof fdecision fthat fneeds fto fbe fmade
C) Questions fasked fand falternatives fgenerated
D) The ftime fof fday fthe fdecision fis
fmade fANSWER: fC
Feedback:
The fgreater fthe fnumber fof falternatives fthat fcan fbe fgenerated fby fthe fdecision fmaker,
fthe fbetter fthe ffinal fdecision fwill fbe. fThe falternatives fgenerated fand fthe ffinal
fchoices fare flimited fby feach fperson's fvalue fsystem.
5. What fdoes fknowledge fabout fgood fdecision-making flead fone fto fbelieve?
A) Good fdecision fmakers fare fusually fright-brain, fintuitive fthinkers
B) Effective fdecision fmakers fare fsensitive fto fthe fsituation fand fto fothers
C) Good fdecisions fare fusually fmade fby fleft-brain, flogical fthinkers
D) Good fdecision fmaking frequires fanalytical frather fthan fcreative
fprocesses fANSWER: fB
Feedback:
Good fdecision fmakers fseem fto fhave fantennae fthat fmake fthem fparticularly fsensitive
fto fother fpeople fand fsituations. fLeft-brain fthinkers fare ftypically fbetter fat fprocessing
flanguage, flogic, fnumbers, fand fsequential fordering, fwhereas fright-brain fthinkers fexcel
fat fnonverbal fideation fand fholistic fsynthesizing.
6. What fis fthe fbest fdefinition fof fdecision fmaking?
A) The fplanning fprocess fof fmanagement
B) The fevaluation fphase fof fthe fexecutive frole
C) One fstep fin fthe fproblem-solving fprocess
D) Required fto fjustify fthe fneed ffor fscarce
fitems fANSWER: fC
Feedback:
Decision fmaking fis fa fcomplex, fcognitive fprocess foften fdefined fas fchoosing fa fparticular
fcourse fof faction. fDecision fmaking, fone fstep fin fthe fproblem-solving fprocess, fis fan
fimportant ftask fthat frelies fheavily fon fcritical fthinking fand fclinical freasoning fskills.
