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TEST BANK FOR LEADERSHIP ROLES AND MANAGEMENT FUNCTION IN NURSING 11TH EDITION BY MARQUIS

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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 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 ANSWER: C Assessment: 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 is a weakness of the traditional problem-solving model? A) Its need for implementation time B) Its lack of a step requiring evaluation of results C) Its failure to gather sufficient data D) Its failure to evaluate alternatives ANSWER: A Assessment: 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? A) Scientific methods provide identical decisions by different individuals for the same problems B) Decisions are greatly influenced by each person's value system C) Personal beliefs can be adjusted for when the scientific approach to problem solving is used D) Past experience has little to do with the quality of the decision ANSWER: B Assessment: Values, life experience, individual preference, and individual ways of thinking will influence a person's decision making. No matter how objective the criteria will be, value judgments will always play a part in a person's decision making, either consciously or subconsciously. 4. What influences the quality of a decision most often? A) The decision maker's immediate superior B) The type of decision that needs to be made C) Questions asked and alternatives generated D) The time of day the decision is made ANSWER: C Assessment: The greater the number of alternatives that can be generated by the decision maker, the better the final decision will be. The alternatives generated and the final choices are limited by each person's value system. 5. What does knowledge about good decision-making lead one to believe? A) Good decision makers are usually right-brain, intuitive thinkers B) Effective decision makers are sensitive to the situation and to others C) Good decisions are usually made by left-brain, logical thinkers D) Good decision making requires analytical rather than creative processes ANSWER: B Assessment: Good decision makers seem to have antennae that make them particularly sensitive to other people and situations. Left-brain thinkers are typically better at processing language, logic, numbers, and sequential ordering, whereas right-brain thinkers excel at nonverbal ideation and holistic synthesizing. 6. What is the best definition of decision making? A) The planning process of management B) The evaluation phase of the executive role C) One step in the problem-solving process D) Required to justify the need for scarce items ANSWER: C Assessment: Decision making is a complex, cognitive process often defined as choosing a particular course of action. Decision making, one step in the problem-solving process, is an important task that relies heavily on critical thinking and clinical reasoning skills.

Vista previa del contenido

TESTqBANKqFORqLEADERSHIPqROLESqANDqMANAGEMENTqFUNCTIONSqINqNURSINGq11THqEDITION




TEST BANK FOR LEADERSHIP ROLES AND
MANAGEMENT FUNCTION IN NURSING 11TH
EDITION BY MARQUIS

,TESTqBANKqFORqLEADERSHIPqROLESqANDqMANAGEMENTqFUNCTIONSqINqNURSINGq11THqEDITION



TABLEqOFqCONTENT

UNITqI TheqCriticalqTriad:qDecisionqMaking,qManagement,qandqLeadership
Chapterq1
DecisionqMaking,qProblemqSolving,qCriticalqThinking,qandqClinicalqReasoning:
qRequisitesqforqSuccessfulqLeadershipqandqManagement

Chapterq2 ClassicalqViewsqofqLeadershipqandqManagement
Chapterq3 Twenty-First-CenturyqThinkingqAboutqLeadershipqandqManagement

UNITqII
FoundationqforqEffectiveqLeadershipqandqManagement:qEthics,qLaw,qan
dqAdvocacy
Chapterq4 EthicalqIssues
Chapterq5 LegalqandqLegislativeqIssues
Chapterq6 Patient,qSubordinate,qWorkplace,qandqProfessionalqAdvocacy

UNITqIIIq RolesqandqFunctionsqinqPlannin
gqChapterq7
OrganizationalqPlanningqC
hapterq8 PlannedqChange
Chapterq9 TimeqManagement
Chapterq10
FiscalqPlanningqandqHealthqCareqReimbursement
qChapterq11 CareerqPlanningqandqDevelopmentqinqNursing

UNITqIVq RolesqandqFunctionsqinqOrganizing
Chapterq12 OrganizationalqStructure
Chapterq13
Organizational,qPolitical,qandqPersonalqPower
qChapterq14 OrganizingqPatientqCare

UNITqV RolesqandqFunctionsqinqStaffing
Chapterq15
EmployeeqRecruitment,qSelection,qPlacement,qandqOnboarding
qChapterq16

EducatingqandqSocializingqStaffqinqaqLearningqOrganizationqCh
apterq17 StaffingqNeedsqandqSchedulingqPolicies

UNITqVIq RolesqandqFunctionsqinqDirecting
Chapterq18 CreatingqaqMotivatingqClimate
Chapterq19
Organizational,qInterpersonal,qandqGroupqCommunicationqinqTeamqBuilding
qChapterq20 Delegation
Chapterq21 Conflict,qWorkplaceqViolence,qandqNegotiation
Chapterq22 CollectiveqBargaining,qUnionization,qandqEmploymentqLaws

UNITqVIIqRolesqandqFunctionsqinqControlling
Chapterq23
QualityqControlqinqCreatingqaqCultureqofqPatientqSafety
qChapterq24 PerformanceqAppraisal
Chapterq25
ProblemqEmployees:qRuleqBreakers,qMarginalqEmployees,qandqThoseqWith
qSubstanceqUseqDisorder

,TESTqBANKqFORqLEADERSHIPqROLESqANDqMANAGEMENTqFUNCTIONSqINqNURSINGq11THqEDITION




Chapter 01: Decision making, problem solving critical thinking and
q q q q q q q q




clinical reasoning: request for successful management and leadership
q q q q q q q q




MULTIPLEqQUESTIONS
1. Whatqstatementqisqtrueqregardingqdecisionqmaking?
A) Itqisqanqanalysisqofqaqsituation
B) Itqisqcloselyqrelatedqtoqevaluation
C) Itqinvolvesqchoosingqbetweenqcoursesqofqaction
D) Itqisqdependentquponqfindingqtheqcauseqofqaqproblemq
ANSWER:qC
Assessment:
Decisionqmakingqisqaqcomplexqcognitiveqprocessqoftenqdefinedqasqchoosingqaqparticularqc
ourseqofqaction.qProblemqsolvingqisqpartqofqdecisionqmakingqandqisqaqsystematicqprocessqth
atqfocusesqonqanalyzingqaqdifficultqsituation.qCriticalqthinking,qsometimesqreferredqtoqasqref
lectiveqthinking,qisqrelatedqtoqevaluationqandqhasqaqbroaderqscopeqthanqdecisionqmakingqan
dqproblemqsolving.


2. Whatqisqaqweaknessqofqtheqtraditionalqproblem-solvingqmodel?
A) Itsqneedqforqimplementationqtime
B) Itsqlackqofqaqstepqrequiringqevaluationqofqresults
C) Itsqfailureqtoqgatherqsufficientqdata
D) Itsqfailureqtoqevaluateqalternativesq
ANSWER:qA
Assessment:
Theqtraditionalqproblem-
solvingqmodelqisqlessqeffectiveqwhenqtimeqconstraintsqareqaqconsideration.qDecisionqmakin
gqcanqoccurqwithoutqtheqfullqanalysisqrequiredqinqproblemqsolving.qBecauseqproblemqsolvin
gqattemptsqtoqidentifyqtheqrootqproblemqinqsituations,qmuchqtimeqandqenergyqareqspentqonqi
dentifyingqtheqrealqproblem.


3. Whichqofqtheqfollowingqstatementsqisqtrueqregardingqdecisionqmaking?
A) Scientificqmethodsqprovideqidenticalqdecisionsqbyqdifferentqindividualsqforqtheq
sameqproblems
B) Decisionsqareqgreatlyqinfluencedqbyqeachqperson'sqvalueqsystem
C) Personalqbeliefsqcanqbeqadjustedqforqwhenqtheqscientificqapproachqtoqproblemqs
olvingqisqused
D) Pastqexperienceqhasqlittleqtoqdoqwithqtheqqualityqofqtheqdecisionq
ANSWER:qB
Assessment:
Values,qlifeqexperience,qindividualqpreference,qandqindividualqwaysqofqthinkingqwillqinflu
enceqaqperson'sqdecisionqmaking.qNoqmatterqhowqobjectiveqtheqcriteriaqwillqbe,qvalueqjudg
mentsqwillqalwaysqplayqaqpartqinqaqperson'sqdecisionqmaking,qeitherqconsciouslyqorqsubcon
sciously.

, TESTqBANKqFORqLEADERSHIPqROLESqANDqMANAGEMENTqFUNCTIONSqINqNURSINGq11THqEDITION




4. Whatqinfluencesqtheqqualityqofqaqdecisionqmostqoften?
A) Theqdecisionqmaker'sqimmediateqsuperior
B) Theqtypeqofqdecisionqthatqneedsqtoqbeqmade
C) Questionsqaskedqandqalternativesqgenerated
D) Theqtimeqofqdayqtheqdecisionqisqmadeq
ANSWER:qC
Assessment:
Theqgreaterqtheqnumberqofqalternativesqthatqcanqbeqgeneratedqbyqtheqdecisionqmaker,qtheqbet
terqtheqfinalqdecisionqwillqbe.qTheqalternativesqgeneratedqandqtheqfinalqchoicesqareqlimitedq
byqeachqperson'sqvalueqsystem.


5. Whatqdoesqknowledgeqaboutqgoodqdecision-makingqleadqoneqtoqbelieve?
A) Goodqdecisionqmakersqarequsuallyqright-brain,qintuitiveqthinkers
B) Effectiveqdecisionqmakersqareqsensitiveqtoqtheqsituationqandqtoqothers
C) Goodqdecisionsqarequsuallyqmadeqbyqleft-brain,qlogicalqthinkers
D) Goodqdecisionqmakingqrequiresqanalyticalqratherqthanqcreativeqprocessesq
ANSWER:qB
Assessment:
Goodqdecisionqmakersqseemqtoqhaveqantennaeqthatqmakeqthemqparticularlyqsensitiveqtoqoth
erqpeopleqandqsituations.qLeft-
brainqthinkersqareqtypicallyqbetterqatqprocessingqlanguage,qlogic,qnumbers,qandqsequentialqo
rdering,qwhereasqright-
brainqthinkersqexcelqatqnonverbalqideationqandqholisticqsynthesizing.

6. Whatqisqtheqbestqdefinitionqofqdecisionqmaking?
A) Theqplanningqprocessqofqmanagement
B) Theqevaluationqphaseqofqtheqexecutiveqrole
C) Oneqstepqinqtheqproblem-solvingqprocess
D) Requiredqtoqjustifyqtheqneedqforqscarceqitemsq
ANSWER:qC
Assessment:
Decisionqmakingqisqaqcomplex,qcognitiveqprocessqoftenqdefinedqasqchoosingqaqparticularqco
urseqofqaction.qDecisionqmaking,qoneqstepqinqtheqproblem-
solvingqprocess,qisqanqimportantqtaskqthatqreliesqheavilyqonqcriticalqthinkingqandqclinicalqre
asoningqskills.

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