COMPLETE TEST BANK FOR LEADERSHIP ROLES AND
MANAGEMENT FUNCTIONS IN NURSING: THEORY AND
APPLICATION, 10TH EDITION
BY BESSIE L. MARQUIS, DR. CAROL HUSTON
,Table of Contents
Chapter 1 Making, Problem Solving, Critical Thinking, And Clinical Reasoning: Requisites For
Successful Leadership And Management ...................................................................................................................... 3
Chapter 2 Classical Views Of Leadership And Management ................................................................................. 17
Chapter 3 Twenty-First-Century Thinking About Leadership And Management............................................ 33
Chapter 4 Ethical Issues ................................................................................................................................................... 49
Chapter 5 Legal And Legislative Issues ........................................................................................................................ 65
Chapter 6 Patient, Subordinate, Workplace, And Professional Advocacy.......................................................... 82
Chapter 7 Organizational Planning................................................................................................................................ 98
Chapter 8 Planned Change............................................................................................................................................. 113
Chapter 9 Time Management ......................................................................................................................................... 128
Chapter 10 Fiscal Planning And Health-Care Reimbursement........................................................................... 142
Chapter 11 Career Planning And Development In Nursing ................................................................................. 157
Chapter 12 Organizational Structure .......................................................................................................................... 172
Chapter 13 Organizational, Political, And Personal Power ................................................................................... 187
Chapter 14 Organizing Patient Care ............................................................................................................................ 201
Chapter 15 Employee Recruitment, Selection, Placement, And Indoctrination ............................................ 215
Chapter 16 Educating And Socializing Staff In A Learning Organization........................................................ 231
Chapter 17 Staffing Needs And Scheduling Policies ............................................................................................... 246
Chapter 18 Creating A Motivating Climate ................................................................................................................ 262
Chapter 19 Organizational, Interpersonal, And Group Communication In Team Building....................... 276
Chapter 20 Delegation ..................................................................................................................................................... 291
Chapter 21 Conflict, Workplace Violence, And Negotiation ................................................................................. 306
Chapter 22 Collective Bargaining, Unionization, And Employment Laws ....................................................... 321
Chapter 23 Quality Control In Creating A Culture Of Patient Safety ............................................................... 336
Chapter 24 Performance Appraisal .............................................................................................................................. 351
Chapter 25 Problem Employees: Rule Breakers, Marginal Employees, And The Chemically Or
Psychologically Impaired ................................................................................................................................................. 367
,Chapter 1 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
4. What Influences The Quality Of A Decision Most Often? A) The Decision
Makers 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
Ans: C
Feedback:
MANAGEMENT FUNCTIONS IN NURSING: THEORY AND
APPLICATION, 10TH EDITION
BY BESSIE L. MARQUIS, DR. CAROL HUSTON
,Table of Contents
Chapter 1 Making, Problem Solving, Critical Thinking, And Clinical Reasoning: Requisites For
Successful Leadership And Management ...................................................................................................................... 3
Chapter 2 Classical Views Of Leadership And Management ................................................................................. 17
Chapter 3 Twenty-First-Century Thinking About Leadership And Management............................................ 33
Chapter 4 Ethical Issues ................................................................................................................................................... 49
Chapter 5 Legal And Legislative Issues ........................................................................................................................ 65
Chapter 6 Patient, Subordinate, Workplace, And Professional Advocacy.......................................................... 82
Chapter 7 Organizational Planning................................................................................................................................ 98
Chapter 8 Planned Change............................................................................................................................................. 113
Chapter 9 Time Management ......................................................................................................................................... 128
Chapter 10 Fiscal Planning And Health-Care Reimbursement........................................................................... 142
Chapter 11 Career Planning And Development In Nursing ................................................................................. 157
Chapter 12 Organizational Structure .......................................................................................................................... 172
Chapter 13 Organizational, Political, And Personal Power ................................................................................... 187
Chapter 14 Organizing Patient Care ............................................................................................................................ 201
Chapter 15 Employee Recruitment, Selection, Placement, And Indoctrination ............................................ 215
Chapter 16 Educating And Socializing Staff In A Learning Organization........................................................ 231
Chapter 17 Staffing Needs And Scheduling Policies ............................................................................................... 246
Chapter 18 Creating A Motivating Climate ................................................................................................................ 262
Chapter 19 Organizational, Interpersonal, And Group Communication In Team Building....................... 276
Chapter 20 Delegation ..................................................................................................................................................... 291
Chapter 21 Conflict, Workplace Violence, And Negotiation ................................................................................. 306
Chapter 22 Collective Bargaining, Unionization, And Employment Laws ....................................................... 321
Chapter 23 Quality Control In Creating A Culture Of Patient Safety ............................................................... 336
Chapter 24 Performance Appraisal .............................................................................................................................. 351
Chapter 25 Problem Employees: Rule Breakers, Marginal Employees, And The Chemically Or
Psychologically Impaired ................................................................................................................................................. 367
,Chapter 1 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
4. What Influences The Quality Of A Decision Most Often? A) The Decision
Makers 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
Ans: C
Feedback:
