FULL TEST BANK FOR
LWW - LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN
NURSING: THEORY AND APPLICATION, 10TH EDITION
BY BESSIE L. MARQUIS, DR. CAROL HUSTON
ALL CHAPTERS 1-25 | VERIFIED ANSWERS
,TABLE OF CONTENTS
CHAPTER 1 DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL
REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT ........................ 3
CHAPTER 2 CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT ....................................... 19
CHAPTER 3 TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND MANAGEMENT ... 35
CHAPTER 4 ETHICAL ISSUES ...................................................................................................... 53
CHAPTER 5 LEGAL AND LEGISLATIVE ISSUES ............................................................................. 71
CHAPTER 6 PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL ADVOCACY ............. 88
CHAPTER 7 ORGANIZATIONAL PLANNING .............................................................................. 106
CHAPTER 8 PLANNED CHANGE ............................................................................................... 122
CHAPTER 9 TIME MANAGEMENT ........................................................................................... 139
CHAPTER 10 FISCAL PLANNING AND HEALTH-CARE REIMBURSEMENT ................................. 151
CHAPTER 11 CAREER PLANNING AND DEVELOPMENT IN NURSING\ .................................... 167
CHAPTER 12 ORGANIZATIONAL STRUCTURE .......................................................................... 180
CHAPTER 13 ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER ................................... 196
CHAPTER 14 ORGANIZING PATIENT CARE ............................................................................... 208
CHAPTER 15 EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND INDOCTRINATION .. 224
CHAPTER 16 EDUCATING AND SOCIALIZING STAFF IN A LEARNING ORGANIZATION ............. 241
CHAPTER 17 STAFFING NEEDS AND SCHEDULING POLICIES ................................................... 258
CHAPTER 18 CREATING A MOTIVATING CLIMATE ................................................................... 274
CHAPTER 19 ORGANIZATIONAL, INTERPERSONAL, AND GROUP COMMUNICATION IN TEAM
BUILDING................................................................................................................................. 290
CHAPTER 20 DELEGATION ....................................................................................................... 306
CHAPTER 21 CONFLICT, WORKPLACE VIOLENCE, AND NEGOTIATION .................................... 323
CHAPTER 22 COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT LAWS ............ 339
CHAPTER 23 QUALITY CONTROL IN CREATING A CULTURE OF PATIENT SAFETY .................... 355
CHAPTER 24 PERFORMANCE APPRAISAL ................................................................................ 372
CHAPTER 25 PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES, AND THE
CHEMICALLY OR PSYCHOLOGICALLY IMPAIRED ...................................................................... 389
,CHAPTER 1 DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING,
AND CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP
AND MANAGEMENT
1. WHAT STATEMENT IS TRUE REGARDING DECISION MAKING?
A) IT IS AN ANALYSIS OF A SITUATION
B) IT IS CLOSELY RELATED TO EVALUATION
C) IT INVOLVES CHOOSING BETWEEN COURSES OF ACTION
D) IT IS DEPENDENT UPON FINDING THE CAUSE OF A PROBLEM
ANS: 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. CRITICAL
THINKING, SOMETIMES REFERRED TO AS REFLECTIVE THINKING, IS RELATED TO EVALUATION
AND HAS A BROADER SCOPE THAN DECISION MAKING AND PROBLEM SOLVING.
2. WHAT
1. A) ITS NEED FOR IMPLEMENTATION TIME
2. B) ITS LACK OF A STEP REQUIRING EVALUATION OF RESULTS
3. C) ITS FAILURE TO GATHER SUFFICIENT DATA
4. D) ITS FAILURE TO EVALUATE ALTERNATIVES
, ANS: A FEEDBACK:
THE TRADITIONAL PROBLEM-SOLVING MODEL IS LESS EFFECTIVE WHEN TIME CONSTRAINTS
ARE A CONSIDERATION. DECISION MAKING CAN OCCUR WITHOUT THE FULL ANALYSIS
REQUIRED IN PROBLEM SOLVING. BECAUSE PROBLEM SOLVING ATTEMPTS TO IDENTIFY THE
ROOT PROBLEM IN SITUATIONS, MUCH TIME AND ENERGY ARE SPENT ON IDENTIFYING THE
REAL PROBLEM.
3. WHICH OF THE FOLLOWING STATEMENTS IS TRUE REGARDING DECISION MAKING?
1. A) SCIENTIFIC METHODS PROVIDE IDENTICAL DECISIONS BY DIFFERENT INDIVIDUALS
FOR THE SAME PROBLEMS
2. B) DECISIONS ARE GREATLY INFLUENCED BY EACH PERSONS VALUE SYSTEM
3. C) PERSONAL BELIEFS CAN BE ADJUSTED FOR WHEN THE SCIENTIFIC APPROACH TO
PROBLEM SOLVING IS USED
4. D) PAST EXPERIENCE HAS LITTLE TO DO WITH THE QUALITY OF THE DECISION
ANS: B FEEDBACK:
VALUES, LIFE EXPERIENCE, INDIVIDUAL PREFERENCE, AND INDIVIDUAL WAYS OF THINKING WILL
INFLUENCE A PERSONS DECISION MAKING. NO MATTER HOW OBJECTIVE THE CRITERIA WILL BE,
VALUE JUDGMENTS WILL ALWAYS PLAY A PART IN A PERSONS DECISION MAKING, EITHER
CONSCIOUSLY OR SUBCONSCIOUSLY.
IS A WEAKNESS OF THE TRADITIONAL PROBLEM-SOLVING MODEL? PAGE 1
LWW - LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN
NURSING: THEORY AND APPLICATION, 10TH EDITION
BY BESSIE L. MARQUIS, DR. CAROL HUSTON
ALL CHAPTERS 1-25 | VERIFIED ANSWERS
,TABLE OF CONTENTS
CHAPTER 1 DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL
REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT ........................ 3
CHAPTER 2 CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT ....................................... 19
CHAPTER 3 TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND MANAGEMENT ... 35
CHAPTER 4 ETHICAL ISSUES ...................................................................................................... 53
CHAPTER 5 LEGAL AND LEGISLATIVE ISSUES ............................................................................. 71
CHAPTER 6 PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL ADVOCACY ............. 88
CHAPTER 7 ORGANIZATIONAL PLANNING .............................................................................. 106
CHAPTER 8 PLANNED CHANGE ............................................................................................... 122
CHAPTER 9 TIME MANAGEMENT ........................................................................................... 139
CHAPTER 10 FISCAL PLANNING AND HEALTH-CARE REIMBURSEMENT ................................. 151
CHAPTER 11 CAREER PLANNING AND DEVELOPMENT IN NURSING\ .................................... 167
CHAPTER 12 ORGANIZATIONAL STRUCTURE .......................................................................... 180
CHAPTER 13 ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER ................................... 196
CHAPTER 14 ORGANIZING PATIENT CARE ............................................................................... 208
CHAPTER 15 EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND INDOCTRINATION .. 224
CHAPTER 16 EDUCATING AND SOCIALIZING STAFF IN A LEARNING ORGANIZATION ............. 241
CHAPTER 17 STAFFING NEEDS AND SCHEDULING POLICIES ................................................... 258
CHAPTER 18 CREATING A MOTIVATING CLIMATE ................................................................... 274
CHAPTER 19 ORGANIZATIONAL, INTERPERSONAL, AND GROUP COMMUNICATION IN TEAM
BUILDING................................................................................................................................. 290
CHAPTER 20 DELEGATION ....................................................................................................... 306
CHAPTER 21 CONFLICT, WORKPLACE VIOLENCE, AND NEGOTIATION .................................... 323
CHAPTER 22 COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT LAWS ............ 339
CHAPTER 23 QUALITY CONTROL IN CREATING A CULTURE OF PATIENT SAFETY .................... 355
CHAPTER 24 PERFORMANCE APPRAISAL ................................................................................ 372
CHAPTER 25 PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES, AND THE
CHEMICALLY OR PSYCHOLOGICALLY IMPAIRED ...................................................................... 389
,CHAPTER 1 DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING,
AND CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP
AND MANAGEMENT
1. WHAT STATEMENT IS TRUE REGARDING DECISION MAKING?
A) IT IS AN ANALYSIS OF A SITUATION
B) IT IS CLOSELY RELATED TO EVALUATION
C) IT INVOLVES CHOOSING BETWEEN COURSES OF ACTION
D) IT IS DEPENDENT UPON FINDING THE CAUSE OF A PROBLEM
ANS: 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. CRITICAL
THINKING, SOMETIMES REFERRED TO AS REFLECTIVE THINKING, IS RELATED TO EVALUATION
AND HAS A BROADER SCOPE THAN DECISION MAKING AND PROBLEM SOLVING.
2. WHAT
1. A) ITS NEED FOR IMPLEMENTATION TIME
2. B) ITS LACK OF A STEP REQUIRING EVALUATION OF RESULTS
3. C) ITS FAILURE TO GATHER SUFFICIENT DATA
4. D) ITS FAILURE TO EVALUATE ALTERNATIVES
, ANS: A FEEDBACK:
THE TRADITIONAL PROBLEM-SOLVING MODEL IS LESS EFFECTIVE WHEN TIME CONSTRAINTS
ARE A CONSIDERATION. DECISION MAKING CAN OCCUR WITHOUT THE FULL ANALYSIS
REQUIRED IN PROBLEM SOLVING. BECAUSE PROBLEM SOLVING ATTEMPTS TO IDENTIFY THE
ROOT PROBLEM IN SITUATIONS, MUCH TIME AND ENERGY ARE SPENT ON IDENTIFYING THE
REAL PROBLEM.
3. WHICH OF THE FOLLOWING STATEMENTS IS TRUE REGARDING DECISION MAKING?
1. A) SCIENTIFIC METHODS PROVIDE IDENTICAL DECISIONS BY DIFFERENT INDIVIDUALS
FOR THE SAME PROBLEMS
2. B) DECISIONS ARE GREATLY INFLUENCED BY EACH PERSONS VALUE SYSTEM
3. C) PERSONAL BELIEFS CAN BE ADJUSTED FOR WHEN THE SCIENTIFIC APPROACH TO
PROBLEM SOLVING IS USED
4. D) PAST EXPERIENCE HAS LITTLE TO DO WITH THE QUALITY OF THE DECISION
ANS: B FEEDBACK:
VALUES, LIFE EXPERIENCE, INDIVIDUAL PREFERENCE, AND INDIVIDUAL WAYS OF THINKING WILL
INFLUENCE A PERSONS DECISION MAKING. NO MATTER HOW OBJECTIVE THE CRITERIA WILL BE,
VALUE JUDGMENTS WILL ALWAYS PLAY A PART IN A PERSONS DECISION MAKING, EITHER
CONSCIOUSLY OR SUBCONSCIOUSLY.
IS A WEAKNESS OF THE TRADITIONAL PROBLEM-SOLVING MODEL? PAGE 1
