Test Bank for Nursing Delegation and Management of Patient Care, 3rd Edition by Motacki | Verified Chapter's 1 - 21| Complete Newest Version

Test Bank for Nursing Delegation and Management of Patient Care, 3rd
Edition by Motacki
| Verified Chapter's 1 - 21| Complete Newest Version I

,TestIBankIforINursingIDelegationIandIManagementIofIPatientICare,I3rdIEditionIbyIMotacki



ChapterI01:ILeadershipIandIManagement
Motacki:INursingIDelegationIandIManagementIofIPatientICare,I3rdIEdition


MULTIPLEICHOICE

1. NursesIcanIbeIleadersIwithoutIbeingImanagers.IWhichInursingIactionsIdemonstrateI
leadership?
a. AssistingIaInewInurseIwithIenteralItubeIfeedings
b. CounselingIaInewInurseIregardingIattendance
c. AdjustingIassignmentsIafterIaIstaffImemberIcallsIinIsick
d. CallingIaIphysicianIforInewIorderIclarification

ANS:I A
LeadersIactIasIroleImodelsIandImentorInewIstaff.ITheIotherIoptionsIareIincorrectIbecauseItheyI
areImanagementIresponsibilitiesIandInotIleadershipIroles.

DIF: CognitiveILevel:IApplication REF:I pageI6

2. WhichInursingIactionsIdemonstrateItheIroleIofImanagementIinInursing?
a. EncouragingIautonomousIdecisionImaking
b. ObservingItheIdocumentationIofIappropriateIchargesItoIpatients
c. AssistingIinIaIcode
d. AskingItheIpatient/familyIaboutIadvanceIdirectives

ANS:I B
ManagersIareIresponsibleIforItheIbudgetIofItheirIunits.ITheIotherIoptionsIareIincorrectIbecauseI
thoseIareIleadershipIorImentoNriU
ngRrS
oIlesN.IGTB.COM
DIF: CognitiveILevel:IApplication REF:I pageI6

3. MuchIlikeIaIpolitician,IaInurseImanagerImustIexhibitIleadershipIthatIinspiresIandImotivates.IInI
whichIinstanceIisIaInurseIdemonstratingIleadershipIqualities?
a. AIstaffInurseIbecomesIawareIofIincreasedIinfectionIratesIfollowingIcardiacIsurgery.IT
heInurseItakesIitIuponIherselfItoIresearchItheIpossibleIcausesIandIpreventionImeasu
resIandItoImakeIsuggestionsItoIbetterIprotectIpatients.
b. AIstaffInurseIactsIquicklyIwhenIaIcardiacIarrestIisIcalledIonIherIpatient.
c. AIstaffInurseInotifiesIanotherIstaffImemberIthatIsheIisIbeingI“pulled”Itoday.
d. AInewInurseIvolunteersItoIworkIwhenIanotherIstaffImemberImustIleaveIworkI
becauseIherIchildIisIill.
ANS:I A
NurseIleadersIareIinterestedIinIchangingIpracticeIbasedIonIevidence.IOptionsIBIandIDIareIi
ncorrectIbecauseItheyIareIactionsItakenIbyInursesIasIpartIofItheIfunctionalIstructureIofItheI
unit.IOptionICIisIincorrectIbecauseIitIisIanIactionItakenIbyIaImanager.

DIF:III CognitiveILevel:IAnalysis REF:I pageI6

4. AInurseImanagerImustIexhibitIqualitiesIofIefficiencyIandIorganization.IWhichInurseIisId

, emonstratingItheIqualitiesInecessaryIforIaImanager?
a. AInurseIbecomesIawareIofIincreasedIinfectionIratesIfollowingIcardiacIsurgery.IThe


nurseItakesIitIuponIherselfItoIresearchItheIpossibleIcausesIandIpreventionImeasure
sIandItoImakeIsuggestionsItoIbetterIprotectIpatients.
b. AInurseIactsIquicklyIwhenIaIcardiacIarrestIisIcalledIonIherIpatient.
c. AInurseInotifiesIanotherIstaffImemberIthatIsheIisIbeingI“pulled”Itoday.
d. AInurseIvolunteersItoIworkIwhenIanotherIstaffImemberImustIleaveIworkIbecauseI
herIchildIisIill.
ANS:I C
DeterminingIwhoIgetsI“pulled”IisIaImanagementIdecision.IOptionIAIisIincorrectIbecauseIitIisIaIr
oleItakenIbyIaInurseIleader.IOptionIBIisIincorrectIbecauseIitIisIanIactionItakenIbyIstaffIasIpartIof
ItheIfunctionalIstructureIofItheIunit.IOptionIDIisIincorrectIbecauseIitIisIanIactionItakenIbyIstaffI

asIpartIofItheIfunctionalIstructureIofItheIunit.

DIF: CognitiveILevel:IAnalysis REF:I pageI6

5. AInurseIhasIacceptedIaIpositionIonIaInursingIunitIwhereItheInurseImanagerIpromotesIautono
myIandIstaffIinvolvementIinIdecisionImaking.IWhatIwouldItheInurseIexpectItoIobserveIonIthisI
unit?
a. NurseImanagerImandatesIchanges.
b. StaffItakesIresponsibilityIforIassignments.
c. StaffIparticipatesIonIhospitalIcommittees.
d. NursesIareIrecognizedIforIexcellenceIinIpractice.
ANS:I C
WorkIenvironmentsIthatIpromoteIautonomyIandIdecisionImakingIencourageIparticipationIonI
hospitalIcommitteesIsoIthatIstaffImayIbecomeIinvolvedIinItheIdecisionsIthatIareImade.IOptionI
AIisIincorrectIbecauseIthisIisInotIanIenvironmentIinIwhichIstaffIareIencouragedItoIparticipate
inIdecisionImaking.IOptionIBNiU sIR coIrrN
inS ecG beB
tIT ca.uC
seOiM
tIshouldIbeIseenIinIallIenvironments
regardlessIofIautonomy.IOptionIDIisIincorrectIbecauseIexcellenceIinIpracticeIisInotIseenIsolely
inIautonomousIenvironments.

DIF: CognitiveILevel:IAnalysis REF:I pageI6

6. TheIfundamentalIelementIofIanyIpatientIcareIdeliveryIcombinesIworkIallocationIwith
a. patientIacuity.
b. leadership.
c. clinicalIdecisionImaking.
d. delegation.

ANS:I C
WorkIallocationIisInecessaryIinIanyIpatientIcareIdeliveryIsystem.ITheIotherIoptionsIareIin
correctIbecauseIitIisInotInecessarilyIusefulIinIdeterminingItheIappropriateIpatientIcareId
eliveryIsystemsIneeded.

DIF:III CognitiveILevel:IAnalysis REF:I pageI10

7. TheIstudentInurse,IshadowingIonIaImedical-
surgicalIunit,IobservesItheIchargeInurse.IWhichIactionIwouldItheIstudentIidentifyIasIaIleader
shipIqualityIinItheInurse’sIactions?
a. MakingIpatientIcareIassignmentsIdistributedIequallyItoIstaff

, b. SittingIwithIaIconfusedIcombativeIpatient
c. CallingItheInursingIofficeIforIextraIstaffIwhenIanIRNIcallsIinIsick
d. AssistingIinIaIcode

ANS:I B
LeadersIactIasIroleImodelsIandIdoIwhatIisIrightIforItheIpatient.ITheIotherIoptionsIareIincorrectIb
ecauseItheseIactionsIareIexpectedIasIpartIofItheIfunctioningIofItheIunit.

DIF: CognitiveILevel:IAnalysis REF:I pageI5

8. HealthIcareIisIseenIandImanagedIasIaIbusinessItoday.IWhichIskillsIareIconsideredIessentialItoI
managingIhealthIcareIasIaIbusiness?
a. AbilityItoIpressureIstaffItoIdoIwhatIyouIwant
b. ResourceIutilization
c. CuttingIcornersItoImakeImoney
d. ProvidingIbonusesItoIstaffImembersIwhoIhelpItheIorganizationItoIsaveImoney

ANS:I B
TheIabilityItoImanageIaIbudgetIisIessentialItoIbeingIaImanagerIinIhealthIcareItoday.ITheIotherIo
ptionsIareIincorrectIbecauseItheyIareIonlyIaIperceptionIofItheIpublicIregardingIsuccessfulIman
agers.

DIF: CognitiveILevel:IApplication REF:I pageI3I|IpageI7

9. TheInoviceInurseIisIspeakingIwithItheInurseImanagerIaboutItheirIrolesIwithinItheIhierarchyIofIt
heIinstitution.ITheInurseImanagerIwouldImostIlikelyIidentifyIwhichIroleIasIhavingItheImostIint
ernalIconflict?
a. CoordinatingIinstitutionalIgoalsIwithItheIimmediateIdemandsIofItheIclinicalIarea
b. DeterminingIwhichIofItheIstaffImembersIshouldIgetIbetterIraisesIthanIother
members .
c. DecidingIwhichIemployeesIshouldIbeIrecommendedIforIpromotion
d. DeterminingIwhichIstaffImembersIgetIChristmasIdayIoff

ANS:I A
ManyItimesItheIgoalsIofItheIinstitutionIconflictIwithItheIgoalsIofItheIindividualIemployeesIofIaIp
articularIclinicalIareaIandItheInurseImanagerImustIimplementIinstitutionalIchangesIregardlessIo
fItheInurse’sIpersonalIopinion.ITheIotherIoptionsIareIincorrectIbecauseIthoseIrolesIshouldInotIp
rovokeIasImuchIconflict.

DIF:III CognitiveILevel:IApplication REF:I pagesI7-8

10. NurseImanagersIcanIbestIbeIdescribedIasIpeopleIwho
a. developIinstitutionalIgoalsIbasedIonIstaffIsuggestions.
b. developIinstitutionalIgoalsIbasedIonIaIpersonalItheory.
c. motivateIstaffItoImeetIinstitutionalIgoalsIthroughIpositionalIpower.
d. inspireIstaffItoImeetIinstitutionalIgoalsIthroughIpersonalIpower.

ANS:I C
ManagersImotivateIstaffItoImakeIchanges.IOptionsIAIandIBIareIincorrectIbecauseInurseI
managersIusuallyIdoInotImakeIinstitutionalIgoals.IOptionICIisIincorrectIbecauseIleadersIi
nspire,InotImanagers.

DIF:III CognitiveILevel:IApplication REF:I pageI6