NURS 206 Classical Views of Leadership and Management _Latest,100% CORRECT

NURS 206 Classical Views of Leadership and Management _Latest CH 2 1. Which represents the management functions that are incorporated into the management process? a. Planning, directing, organizing, staffing, and transforming b. Planning, organizing, staffing, directing, and c. Inspiring, planning, staffing, directing, and evaluating d. Organizing, staffing, planning, empowering, and controlling ANS: B Feedback: Management functions include planning, organizing, staffing, directing, and controlling. These are incorporated into what is known as the management process. Inspiring, empowering, and transforming are more ia/tteesdt with a leadership role. PTS: 1 DIF: Easy REF: Page: 53 OBJ: 3 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Key Concepts KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Remember NOT: Multiple Choice 2. The manager of a care facility advocates traditional management science. What is this manager most likely to prioritize? a. Ensuring that workers are satisfied in their roles b. Identifying and addressing barriers to efficiency c. Empowering workers to make decisions independently d. Providing rewards for exceptional caring ANS: B Feedback: Classical, or traditional, management science focuses on production in the workplace and on delineating organizational barriers to productivity and efficiency. Little attention was given to worker job satisfaction, and PTS: 1 DIF: Moderate REF: Page: 53 OBJ: 5 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Key Concepts KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 3. Caregivers at a public health center believe that their a/dtehsteres to Theory X. What action by the manager best confirms this suspicion? a. The manager collaborates with senior staff to set quarterly goals for the center. b. The manager insists on accompanying nurses to y/teesvtents and observes them closely. c. The manager is difficult to access when there is a problem or crisis in the center. d. The manager allocates rewards based on the outcomes of nurses’ work. ANS: B WWW.NURSYLAB.COM Page 14 of 325 Feedback: Theory X managers believe that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs. Close scrutiny of nurses’ performance would suggest this perspective. Bc/cteesst sible during a crisis is an undesirable trait in a manager, but this does not directly suggest a Theory X perspective. Collaboration and the distribution of rewards would be more closely associated with a Theory Y approach, which is more optimistic. PTS: 1 DIF: Moderate REF: Page: 43 OBJ: 5 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Human Relations M BLM: Cognitive Level: Analyze NOT: Multiple Choice 4. Accreditors are scheduled to visit a hospital site, and staff members have been made aware of what they will be assessing. What staff behavior would most clearly suggest the presence of the Hawthorne effect? a. The nurses consciously improve their performance b. The nurses avoid contact with the accreditors because they fear criticism. c. The manager blames individual nurses for deficits md/teisnt the accreditation report. d. The manager temporarily adopts a leadership role. ANS: A Feedback: The Hawthorne effect indicated that people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention. Avoiding scrutiny does not demonstrate this effect, which involves improving one’s performance, knowing that it is being observed. Bh/itefstit ng does not reflect this deliberate improvement in performance, or does adopting a leadership role on a temporary basis, which may or may not be seen as beneficial. PTS: 1 DIF: Moderate REF: Page: 43 OBJ: 2 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Human Relations Management (1930 to 1970) KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 5. The manager at a long-term care facility has intervened n/tfelsitct between two staff members about the timing and length of lunch and coffee breaks. What management function is this manager demonstrating? a. Planning b. Organizing c. Directing d. Evaluating ANS: C WWW.NURSYLAB.COM Page 15 of 325 Feedback: Directing entails human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration. Planning encompasses determining philosophy, goals, me/tse,stpolicies, procedures, and rules; carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change. Organizing includes establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals. Evaluation is not one of the five n/ctetsiot ns in the management process. PTS: 1 DIF: Moderate REF: Pagea: KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 6. A manager demonstrates one of the four principles of scientific management when he or she: a. shows an interest in employees’ personal lives and emotional health. b. engages in lifelong learning and expects employees to do the same. c. allows employees to do their jobs independently, im/teaslt oversight. d. hires and promotes employees on the basis of their competence and skills. ANS: D Feedback: Frederick W. Taylor, the “father of scientific e/tmeset nt,” had the idea that workers should be hired, trained, and promoted based on their competence and abilities. Scientific management did not emphasize relationships between managers and employees, lifelong learning, or high levels of independence for workers. PTS: 1 DIF: Difficult REF: Page: 40 OBJ: 1 | 2 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Scientific Managemeanbitrb(.1co9m0/t0estto 1930) KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 7. What aspect of the way that work is organized on a it/tebset st reflects the management theories of Max Weber? a. A committee that includes employees and managers has been established to plan the work on the unit. b. The hierarchy of authority and the policies and procedures on the unit are clearly posted. c. Quarterly awards are granted to employees who have demonstrated exceptional service. d. Employees are allowed to self-schedule their vacation time and must work out any conflicts on their own. ANS: B Feedback: Weber saw the need for legalized, formal authority and consistent rules and regulations for personnel in different positions. Clear expectations around authority and processes reflect Weber’s beliefs. Weber did not ll/taebstorative decision making, using awards to incentivize work, or autonomy in workers’ decision making. WWW.NURSYLAB.COM Page 16 of 325 PTS: 1 DIF: Difficult REF: Page: 41 OBJ: 1 | 2 | 6 NAT: Client Needs: Safe and Effective Care Environmaebnirtb:.cMoma/tneastgement of Care TOP: Chapter Number: 02: Title: Scientific Management (1900 to 1930) KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 8. The clinic leader tends to make decisions independently and closely supervises and controls the practice of the nurses at the clinic. What type of leadership is being exemplified? a. Authoritarian b. Democratic c. Laissez-faire d. A contingency approach ANS: A Feedback: Authoritarianism is associated with decision making that does not involve others and strong control. Democratic leadership emphasizes approach emphasizes the need for flexibility in leadership, not high control and centralized decision making. PTS: 1 DIF: Easy REF: Page: 45 OBJ: 8 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Behavioral Theories a(b1ir9b4.c0omt/otes1t 980) KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 9. How can a manager best implement the principles of l/teosrt contingency leadership theory? a. By establishing rules and norms that can be applied in all conditions in the organization b. By avoiding punitive consequences when addressing workers’ lack of performance c. By deferring to employees for day-to-day management decisions d. By adapting his or her leadership style to a particular circumstance ANS: D Feedback: The idea that leadership style should vary according to the situation or the individuals involved was first suggested almost 100 years ago by Mary Parker Follett and is central to contingency (situational) leadership. This e/atedset rship does not emphasize workers’ autonomy in decision making, rigid rules and norms, or the avoidance of consequences. PTS: 1 DIF: Moderate REF: Page: 46 OBJ: 10 | 12 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Situational and Contingency Leadership Theories (1950 to 1980) KEY: Integrated Process: NursinagbiPe/tsesst BLM: Cognitive Level: Apply NOT: Multiple Choice 10. Which statement best depicts leadership? a. Strong leaders can coerce people into following them. WWW.NURSYLAB.COM Page 17 of 325 b. A leadership position has a narrower scope than a management position. c. People will follow a person in a leadership position only by choice. d. Leadership requires meeting organizational goals. ANS: C Feedback: Those individuals who choose to follow a leader do so by choice, not because they have to; “followership” cannot be coerced. La/tmesut ch broader concept than management, which implies a more specific and finite role. Leadership is not necessarily dependent on meeting organizational goals. PTS: 1 DIF: Easy REF: Page: 38 OBJ: 4 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Leaders KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Understand NOT: Multiple Choice 11. What characteristic of a nurse-manager suggests that he i/stesatcting in the role of a traditional manager rather than an integrated leader-manager? a. The manager is conscious of the important role of politics and is politically astute. b. The manager has an outward view, extending to the larger organization. c. The manager’s influence is limited to his or her d. The manager emphasizes the importance of vision and values. ANS: C Feedback: Traditional managers influence those in their PTS: 1 DIF: Difficult REF: Page: 52 OBJ: 7 | 9 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Integrating Leadership Roles and Management Functions KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 12. What statement by a leader most clearly demonstrates the Great Man theory of leadership? a. “Leadership is grounded in close, supportive relationships.” b. “Leadership and management are two different manifestations of one skill set.” c. “Some people are born to lead, and some are born m./”test d. “Leadership can’t exist without earning people’s respect.” ANS: C Feedback: The Great Man theory purports that some e/tbesotrn to lead and some are born to follow. This early theory of leadership did not emphasize the role of relationships or earning the respect of others. This theory did not state that leadership and management were a synonymous skill set. PTS: 1 DIF: Moderate REF: Page: 44 OBJ: 1 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: The Great Man Theoarbyir/bT.croami/tteTstheories (1900 to 1940) WWW.NURSYLAB.COM Page 18 of 325 KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 13. A nurse-manager has recently been accused of assigning work unequally. The manager has recognized the need to revise the process for assigning work to nurses. How can the manager best apply the principles of Theory Z? a. Making a decision independently and imposing it r/tseesst b. Gathering input from employees in order to reach a consensus c. Making a decision based on the pros and cons of each option d. Identifying as many different alternatives as ANS: B Feedback: The characteristics of Theory Z include consensus decision making. Autocratic decision making, formal analysis of pros and cons, and iz/teinstg the number of alternatives are not major characteristics of this leadership theory. Pagea: eadership Theories (1970 to Present) BLM: Cognitive Level: Apply NOT: MCmh/toesitce 14. The nurse who manages an ambulatory clinic is well known as being a visionary leader who is skilled at empowering others with this vision. What e/taedster is this nurse? a. Transactional b. Transformational c. Interactional d. Bureaucratic ANS: B Feedback: Transformational leadership is characterized by the presence of a vision. Transformational leaders impart this to others, creating ct/tievset purpose. The traditional manager, concerned with the day-to-day operations, was termed a transactional leader. Transactional leaders are not typically known as being visionaries. Bureaucratic leaders are focused on functions and processes, not vision. The i/steestof interactional theory is that leadership behavior is generally determined by the relationship between the leader’s personality and the specific situation; vision is not a central focus. PTS: 1 DIF: Easy REF: Pagea: TOP: Chapter Number: 02: Title: Transactional and Transformational Leadership KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Understand NOT: Multiple Choice 15. A nurse-leader has set a goal of becoming a more transformational leader. What outcome will best indicate progress toward achieving this goal? a. The nurse maximizes efficiency when allocating scarce resources. b. The nurse’s subordinates demonstrate respect and loyalty. c. The nurse empowers others to reach their full d. The nurse provides praise for good work performances. WWW.NURSYLAB.COM Page 19 of 325 ANS: C Feedback: Transformational leadership is characterized by empowering others and instilling them with vision. Transactional leadership is more t/t-eostriented and includes functions around rewarding performance and allocating resources. Transactional and transformational leadership can both result in loyalty and respect. PTS: 1 DIF: Moderate REF: Page: 49 OBJ: 9 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Table 2.2 Transactional and Transformational Leaders KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Apply NOT: Multiple Choice 16. What management activity characterizes the priorities mt/etedstduring the human relations era of management? a. Collaborative decision making b. Punishing workers who were unproductive c. Granting equal rights to men and women d. Application of laissez-faire leadership ANS: A Feedback: The human relations era of management science emphasized concepts of participatory and humanistic management in which participative management was espoused. This included workers in decision making, which was innovative at the time. This did not mean that men and women gained equal rights. La/tmeste more democratic but was not characterized as laissez-faire. Punitive actions were not central to human relations management. PTS: 1 DIF: Easy REF: Page: 42 OBJ: 5 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Human Relations Management (1930 to 1970) KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Understand NOT: Multiple Choice 17. A nurse oversees the care on a hospital unit in the role te/tgesrtated leader-manager. What characteristics should this nurse exhibit? Select all that apply. a. The nurse describes herself has an “inward thinker.” b. The nurse’s thinking includes long-term issues. c. The nurse consciously attempts to motivate the . /test d. The nurse has influence that goes beyond her own group. e. The nurse is always conscious of political realities. ANS: B, C, D, E Feedback: Gardner asserted that integrated leader-managers possess six distinguishing traits: They influence others beyond their own group; they emphasize vision, values, and motivation; they think longer term; they look outward, t/hteestlarger organization; they are politically astute; and they think in terms of change and renewal. PTS: 1 DIF: Moderate REF: Page: 52 OBJ: 13 NAT: Client Needs: Safe and Effective Care Environmaebnirtb:.cMoma/tneastgement of Care WWW.NURSYLAB.COM Page 20 of 325 TOP: Chapter Number: 02: Title: Integrating Leadership Roles and Management Functions KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Apply NOT: Multiple Selection 18. The nurse-manager of a community clinic is applying the principles of interactional leadership when addressing a challenging situation. Wab/telests should the nurse prioritize when applying this model of leadership? Select all that apply. a. The characteristics of the nurse’s personality b. The financial resources available to the nurse c. The consequences of failure d. The factors that motivate the employees of the clinic e. The specifics of the clinical challenge that the nurse is addressing ANS: A, E Feedback: The basic premise of interactional theory is that leadership behavior is generally determined by the relationship between the leader’s my/taenstd the specific situation. The nurse would not ignore other variables, such as finances, employee motivation, and the risks for failure, but these are not the central considerations in the model of interactional leadership. PTS: 1 DIF: Difficult REF: Page: 48 OBJ: 9 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Interactional Leadersahbiirpb.cTohme/teosrties (1970 to Present) KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Apply NOT: Multiple Selection 19. The nurse-manager of the perioperative department is mn/gtestto apply the full-range leadership model (FRLM) when overseeing the department. The nurse should attempt to integrate what types of leadership? Select all that apply. a. Laissez-faire b. Scientific c. Autocratic d. Transactional e. Transformational ANS: A, D, E Feedback: The FRLM integrates the principles of laissez-faire, transactional, and transformational leadership. This model does not a/tcetsitces associated with autocratic leadership. Scientific management is an antiquated model of management that was influential in the early 20th century, not in contemporary models of leadership such as FRLM. PTS: 1 DIF: Moderate REF: Page: 50 OBJ: 11 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Full-Range LeadershaibpirbM.coomd/etels/tTheory KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Apply NOT: Multiple Selection WWW.NURSYLAB.COM Page 21 of 325 20. The manager of a busy emergency department is primarily concerned with the practical, day-to-day operations of the department. This manager is most clearly demonstrating what type of leadership? a. Transactional b. Transformational c. Interactional d. Bureaucratic ANS: A Feedback: The traditional manager, concerned with the dabaiyrb-.ctoom-d/taesyt operations, is termed a transactional leader. Transformational leadership prioritizes longer term vision and empowerment. Bureaucratic leadership emphasizes rules and regulations, whereas interactional leadership focuses on the link between personality and situations. PTS: 1 DIF: Easy REF: Page: 49 OBJ: 7 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Transactional and Tm/teasttional Leadership KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Understand NOT: Multiple Choice 21. What statement by a manager best reflects the me/rteascttional leadership? a. “People’s motives are important, and motives change over time.” b. “People perform to their fullest potential and then they’re under pressure.” c. “A person can’t simultaneously act as a manager de/ter.s”t d. “Organizations run best when there is no formal, centralized authority.” ANS: A Feedback: Interactional leadership emphasizes the fact p/telest’s motives are very important and that these are constantly changing. Interactional leadership does not prioritize pressure as a form of incentive or motivation, and it does not deny a role for authority or for the integration of leadership and management principles. PTS: 1 DIF: Moderate REF: Page: 48 OBJ: 9 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Interactional Leadersahbiirpb.cTohme/teosrties (1970 to Present) KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 22. Which activities are associated with a leadership role? Sll/tetshtat apply. a. Mentoring two new managers b. Establishing goals for the coming year c. Advocating for nurses to receive more professional p/mtesetnt opportunities d. Providing a motivational speech at the new employee orientation e. Finding a nurse to cover another nurse’s shift ANS: A, B, C, D Feedback: Leadership roles include mentoring, decision making, advocating, and energizing. Risk taking is also considered a leadership role. Day-to-day functions such as staff scheduling are more closely associated with a management role. WWW.NURSYLAB.COM Page 22 of 325 PTS: 1 DIF: Moderate REF: Page: 39 OBJ: 4 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Display 2.3 CommonabLe/rtessht ip Roles KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Selection 23. The failure to engage in which activities are considered f/lteaswt that apply. a. Collaboration with colleagues of leadership? Select all b. Communication with employees c. Self-improvement d. Staff development e. Determining salary scales for employees ANS: A, B, C, D Feedback: Leadership is flawed and likely ineffective when the leader does not collaborate and communicate effectively with others in the organizaatiboirbn..coTmh/teesitmprovement and development of both others and oneself is vital to the effectiveness of a leader. Clear forward thinking is associated with good leadership. Variables related to pay scales are more suggestive of a management role; this particular activity is not identified as a fatal flaw of leadership. PTS: 1 DIF: Moderate REF: Page: 39 OBJ: 4 NAT: Client Needs: Safe and Effective Care Environmaebnirtb:.cMoma/tneastgement of Care TOP: Chapter Number: 02: Title: Display 2.2 Ten Fatal Leadership Flaws KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Understand NOT: Multiple Selection 24. Which statement by a subordinate demonstrates the greatest challenge for the leader? a. “Your plans for the change can’t realistically be implemented.” b. “I don’t think you heard what the rest of us had to saayb.i” c. “Do you have an idea what direction we need to go?” d. “Can you tell me why my suggestion will not work?” ANS: A Feedback: The statement is a clear indication that the subordinate feels the leader is not listening and collaborating; this is a fatal flaw. The subordinate is not making a statement that leads to dialogue and solutions. The other statements express openness to explanation by and with the subordinate and leader. PTS: 1 DIF: Difficult REF: Page: 39 OBJ: 4 NAT: Client Needs: Safe and Effective Care Environmaebnirtb:.cMoma/tneastgement of Care TOP: Chapter Number: 02: Title: Display 2.2 Ten Fatal Leadership Flaws KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 25. Which function of the management process involves the performance evaluation of employees? a. Planning b. Organizing WWW.NURSYLAB.COM Page 23 of 325 c. Staffing d. Controlling ANS: D Feedback: Controlling is the function that includes performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control. Planning encompasses determining philosophy,,mo/tebsjtectives, policies, procedures, and rules; carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change. Organizing includes establishing the structure to carry out plans, determining the most y/tpeest of patient care delivery, and grouping activities to meet unit goals. Staffing functions consist of recruiting, interviewing, hiring, and orienting staff. PTS: 1 DIF: Easy REF: Pagea: KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Understand NOT: Multiple Choice 26. A nurse has been hired to oversee the operations of a series of ambulatory clinics. The nurse can best promote the success of the organization by: a. promoting management skills among all employees. b. integrating leadership skills and management skills. c. clearly communicating to employees that they will ir/teedst to follow. d. advocating for the organization to hire a leader for each site. ANS: B Feedback: Success and high achievement are best leader-manager’s own skill set. Followership cannot be mandated; it must be earned. The presence of multiple leaders can make it more difficult mt/tceshtange because of diverse visions. PTS: 1 DIF: Easy REF: Pagea: KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Apply NOT: Multiple Choice 27. What action by the nurse-manager in a health t/tdeestmonstrates transformational leadership? a. The manager readily takes responsibility after making a scheduling error. b. The manager’s employees are reminded that they must submit evidence of renewing their license. c. The manager informs each employee about the new criteria that will be the basis of the performance reviews. d. The manager holds a workshop to outline a new p/taetsitent-centered care. WWW.NURSYLAB.COM Page 24 of 325 ANS: D Feedback: Transformational leadership often involves the communication of a vision and empowering employees to share in it. Functions mo/tremst ance review, scheduling, and licensure are more consistent with a transactional role. Taking responsibility is a trait of effective transformational and transactional leadership. PTS: 1 DIF: Moderate REF: Pagea: TOP: Chapter Number: 02: Title: Transactional and Transformational Leadership KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 28. A nurse was 20 minutes late returning from a scheduled lunch break and a colleague’s break was consequently cut short. What response by the manager best demonstrates a laissez-faire leadership approach? a. Ask each of the nurses to speak with the manager separately to discuss the implications of this event. b. Ask the nurses to attend a short meeting together in the manager’s office. c. Allow the two nurses to dialogue about this event and observe for evidence of a satisfactory resolution. d. Impose a meaningful consequence on the first nurse and have the nurse apologize to the colleague. ANS: C Feedback: Laissez-faire leadership is generally understood to be a “hands-off” approach. The manager using this approach would likely allow the two nurses to self-manage this event and reach a solution independently. Requiring a meeting would be a more authoritarian or autocratic approach. Punishing the PTS: 1 DIF: Moderate REF: Pagea: KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: MCmh/toesitce 29. The nurse-manager is addressing a nurse’s suspected breach of client confidentiality in a social media posting. What function of the ss/teisst this nurse-manager demonstrating? a. Organizing b. Staffing c. Directing d. Controlling ANS: D WWW.NURSYLAB.COM Page 25 of 325 Feedback: Legal and ethical issues, such as violations of confidentiality, are categorized within the controlling function. Organizing includes establishing the structure to carry out plans, determining the most appropriate type of patient li/tvesetry, and grouping activities to meet unit goals. Staffing functions consist of recruiting, interviewing, hiring, and orienting staff. Directing entails human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration. PTS: 1 DIF: Moderate REF: Page: 42 OBJ: 3 NAT: Client Needs: Safe and Effective Care Environment: Management of Care TOP: Chapter Number: 02: Title: Management FunctioanbisrbI.cdoemn/tteisftied KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 30. The nurse-manager has been approached by three different families in recent weeks, all of whom have described a particular nurse as giving exceptional care. The manager has relayed this feedback to the nurse and nominated the nurse for an organization-wide award. How should the manager’s actions be best interpreted? a. The manager is giving an example of democratic leadership. b. The manager’s actions are likely to cause accusations of favoritism. c. The manager is following the Great Man theory of mi/ d. The manager’s actions may inadvertently discourage the other nurses. ANS: A Feedback: Democratic leadership involves the use of commendation is evidence-based. PTS: 1 DIF: Difficult REF: Page: 45 OBJ: 8 NAT: Client Needs: Safe and Effective Care Environmaebnirtb:.cMoma/tneastgement of Care TOP: Chapter Number: 02: Title: Behavioral Theories (1940 to 1980) KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice