TEST BANK LEADERSHIP ROLES AND MANAGEMENT
FUNCTIONS IN NURSING: THEORY AND APPLICATION
11TH ED BY CAROL J. HUSTON (CHAPTER 1-25)
,TABLE OF CONTENTS
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND
MANAGEMENT ...................................................................................................... 3
CHAPTER 02: CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT ............... 23
CHAPTER 03: TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND
MANAGEMENT .................................................................................................... 42
CHAPTER 04: ETHICAL ISSUES .............................................................................. 61
CHAPTER 05: LEGAL AND LEGISLATIVE ISSUES .................................................... 80
CHAPTER 06: PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL
ADVOCACY ........................................................................................................ 101
CHAPTER 07: ORGANIZATIONAL PLANNING ..................................................... 120
CHAPTER 08: PLANNED CHANGE ....................................................................... 138
CHAPTER 09: TIME MANAGEMENT ................................................................... 157
CHAPTER 10: FISCAL PLANNING ........................................................................ 175
CHAPTER 11: CAREER PLANNING AND DEVELOPMENT IN NURSING ................ 193
CHAPTER 12: ORGANIZATIONAL STRUCTURE ................................................... 211
CHAPTER 13: ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER ............. 230
CHAPTER 14: ORGANIZING PATIENT CARE ........................................................ 248
CHAPTER 15: EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND
INDOCTRINATION .............................................................................................. 266
CHAPTER 16: SOCIALIZING AND EDUCATING STAFF IN A LEARNING
ORGANIZATION ................................................................................................. 285
CHAPTER 17: STAFFING NEEDS AND SCHEDULING POLICIES ............................. 304
CHAPTER 18: CREATING A MOTIVATING CLIMATE ........................................... 322
CHAPTER 19: ORGANIZATIONAL, INTERPERSONAL, AND GROUP
COMMUNICATION ............................................................................................ 340
CHAPTER 20: DELEGATION ................................................................................ 359
CHAPTER 21: EFFECTIVE CONFLICT RESOLUTION AND NEGOTIATION .............. 376
,CHAPTER 22: COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT
LAWS ................................................................................................................. 395
CHAPTER 23: QUALITY CONTROL ...................................................................... 414
CHAPTER 24: PERFORMANCE APPRAISAL ......................................................... 432
CHAPTER 25: PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES,
AND THE CHEMICALLY OR PSYCHOLOGICALLY IMPAIRED ................................ 451
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND
MANAGEMENT
1. THE NURSE IS APPLYING A DECISION-MAKING PROCESS TO A CLINICAL
CHALLENGE. WHEN APPLYING THIS PROCESS, THE NURSE MUST:
A. ANALYZE THE ROOT CAUSES OF A SITUATION.
B. BEGIN BY SOLVING THE UNDERLYING PROBLEM.
C. CHOOSE BETWEEN DIFFERENT COURSES OF ACTION.
D. PRIORITIZE THE MAXIMUM GOOD FOR THE MAXIMUM NUMBER OF
PEOPLE.
ANSWER>> 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. IT IS NOT ALWAYS REALISTIC FOR THE
NURSE TO SOLVE EACH OF THE PROBLEMS CONTRIBUTING TO A LARGER
CHALLENGE, ESPECIALLY AT THE BEGINNING OF THE DECISION-MAKING
PROCESS. THE NURSE OFTEN LACKS THE TIME, INFORMATION, OR RESOURCES
TO ANALYZE THE ROOT CAUSES OF A SITUATION. MANY TIMES, THE NURSE
MAKES A DECISION THAT BENEFITS THE LARGEST NUMBER OF PEOPLE, BUT THIS
IS NOT ALWAYS FEASIBLE OR DESIRABLE.
, PTS: 1 DIF: MODERATE REF: PAGE: 3 OBJ: 1 NAT: CLIENT NEEDS:
SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING,
CRITICAL THINKING, AND CLINICAL REASONING KEY: INTEGRATED PROCESS:
NURSING PROCESS BLM: COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
2. THE NURSE IS APPLYING THE TRADITIONAL PROBLEM-SOLVING MODEL
WHEN MEDIATING IN A CONFLICT BETWEEN TWO COLLEAGUES. WHEN
APPLYING THIS MODEL, THE NURSE SHOULD PRIORITIZE WHAT TASK?
A. IDENTIFYING THE ROOT CAUSE OF THE CONFLICT
B. IMPLEMENTING A SOLUTION AS QUICKLY AS POSSIBLE
C. ELICITING INPUT FROM OTHER NURSES
D. ENCOURAGING EACH NURSE TO REFLECT ON HIS OR HER ACTIONS
ANSWER>> A
FEEDBACK: THE TRADITIONAL PROBLEM-SOLVING MODEL ATTEMPTS TO
IDENTIFY THE ROOT PROBLEM IN SITUATIONS, A TASK THAT CAN REQUIRE
MUCH TIME AND ENERGY. EFFICIENCY IS DESIRABLE, BUT TRYING TO
IMPLEMENT A SOLUTION AS QUICKLY AS POSSIBLE CAN RESULT IN A HASTY AND
INCORRECT SOLUTION. REFLECTIVE THINKING IS ALWAYS BENEFICIAL, BUT THIS
IS NOT A SPECIFIC COMPONENT OF THE TRADITIONAL PROBLEM-SOLVING
MODEL. OUTSIDE INPUT MAY OR MAY NOT BE NECESSARY; THIS VARIES WITH
EACH INDIVIDUAL PROBLEM.
PTS: 1 DIF: MODERATE REF: PAGE: 7 OBJ: 1 NAT: CLIENT NEEDS:
SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP:
CHAPTER NUMBER: 01: TITLE: TRADITIONAL PROBLEM-SOLVING PROCESS
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: ANALYZE NOT: MULTIPLE CHOICE
FUNCTIONS IN NURSING: THEORY AND APPLICATION
11TH ED BY CAROL J. HUSTON (CHAPTER 1-25)
,TABLE OF CONTENTS
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND
MANAGEMENT ...................................................................................................... 3
CHAPTER 02: CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT ............... 23
CHAPTER 03: TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND
MANAGEMENT .................................................................................................... 42
CHAPTER 04: ETHICAL ISSUES .............................................................................. 61
CHAPTER 05: LEGAL AND LEGISLATIVE ISSUES .................................................... 80
CHAPTER 06: PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL
ADVOCACY ........................................................................................................ 101
CHAPTER 07: ORGANIZATIONAL PLANNING ..................................................... 120
CHAPTER 08: PLANNED CHANGE ....................................................................... 138
CHAPTER 09: TIME MANAGEMENT ................................................................... 157
CHAPTER 10: FISCAL PLANNING ........................................................................ 175
CHAPTER 11: CAREER PLANNING AND DEVELOPMENT IN NURSING ................ 193
CHAPTER 12: ORGANIZATIONAL STRUCTURE ................................................... 211
CHAPTER 13: ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER ............. 230
CHAPTER 14: ORGANIZING PATIENT CARE ........................................................ 248
CHAPTER 15: EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND
INDOCTRINATION .............................................................................................. 266
CHAPTER 16: SOCIALIZING AND EDUCATING STAFF IN A LEARNING
ORGANIZATION ................................................................................................. 285
CHAPTER 17: STAFFING NEEDS AND SCHEDULING POLICIES ............................. 304
CHAPTER 18: CREATING A MOTIVATING CLIMATE ........................................... 322
CHAPTER 19: ORGANIZATIONAL, INTERPERSONAL, AND GROUP
COMMUNICATION ............................................................................................ 340
CHAPTER 20: DELEGATION ................................................................................ 359
CHAPTER 21: EFFECTIVE CONFLICT RESOLUTION AND NEGOTIATION .............. 376
,CHAPTER 22: COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT
LAWS ................................................................................................................. 395
CHAPTER 23: QUALITY CONTROL ...................................................................... 414
CHAPTER 24: PERFORMANCE APPRAISAL ......................................................... 432
CHAPTER 25: PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES,
AND THE CHEMICALLY OR PSYCHOLOGICALLY IMPAIRED ................................ 451
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND
MANAGEMENT
1. THE NURSE IS APPLYING A DECISION-MAKING PROCESS TO A CLINICAL
CHALLENGE. WHEN APPLYING THIS PROCESS, THE NURSE MUST:
A. ANALYZE THE ROOT CAUSES OF A SITUATION.
B. BEGIN BY SOLVING THE UNDERLYING PROBLEM.
C. CHOOSE BETWEEN DIFFERENT COURSES OF ACTION.
D. PRIORITIZE THE MAXIMUM GOOD FOR THE MAXIMUM NUMBER OF
PEOPLE.
ANSWER>> 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. IT IS NOT ALWAYS REALISTIC FOR THE
NURSE TO SOLVE EACH OF THE PROBLEMS CONTRIBUTING TO A LARGER
CHALLENGE, ESPECIALLY AT THE BEGINNING OF THE DECISION-MAKING
PROCESS. THE NURSE OFTEN LACKS THE TIME, INFORMATION, OR RESOURCES
TO ANALYZE THE ROOT CAUSES OF A SITUATION. MANY TIMES, THE NURSE
MAKES A DECISION THAT BENEFITS THE LARGEST NUMBER OF PEOPLE, BUT THIS
IS NOT ALWAYS FEASIBLE OR DESIRABLE.
, PTS: 1 DIF: MODERATE REF: PAGE: 3 OBJ: 1 NAT: CLIENT NEEDS:
SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING,
CRITICAL THINKING, AND CLINICAL REASONING KEY: INTEGRATED PROCESS:
NURSING PROCESS BLM: COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
2. THE NURSE IS APPLYING THE TRADITIONAL PROBLEM-SOLVING MODEL
WHEN MEDIATING IN A CONFLICT BETWEEN TWO COLLEAGUES. WHEN
APPLYING THIS MODEL, THE NURSE SHOULD PRIORITIZE WHAT TASK?
A. IDENTIFYING THE ROOT CAUSE OF THE CONFLICT
B. IMPLEMENTING A SOLUTION AS QUICKLY AS POSSIBLE
C. ELICITING INPUT FROM OTHER NURSES
D. ENCOURAGING EACH NURSE TO REFLECT ON HIS OR HER ACTIONS
ANSWER>> A
FEEDBACK: THE TRADITIONAL PROBLEM-SOLVING MODEL ATTEMPTS TO
IDENTIFY THE ROOT PROBLEM IN SITUATIONS, A TASK THAT CAN REQUIRE
MUCH TIME AND ENERGY. EFFICIENCY IS DESIRABLE, BUT TRYING TO
IMPLEMENT A SOLUTION AS QUICKLY AS POSSIBLE CAN RESULT IN A HASTY AND
INCORRECT SOLUTION. REFLECTIVE THINKING IS ALWAYS BENEFICIAL, BUT THIS
IS NOT A SPECIFIC COMPONENT OF THE TRADITIONAL PROBLEM-SOLVING
MODEL. OUTSIDE INPUT MAY OR MAY NOT BE NECESSARY; THIS VARIES WITH
EACH INDIVIDUAL PROBLEM.
PTS: 1 DIF: MODERATE REF: PAGE: 7 OBJ: 1 NAT: CLIENT NEEDS:
SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP:
CHAPTER NUMBER: 01: TITLE: TRADITIONAL PROBLEM-SOLVING PROCESS
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: ANALYZE NOT: MULTIPLE CHOICE
