TEST BANK FOR
LEADERSHIP ROLES AND MANAGEMENT
FUNCTIONS IN NURSING 10TH EDITION
MARQUIS HUSTON TEST BANK
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
Chapter 4: Ethical Issues
Chapter 5: Legal and Legislative Issues
Chapter 6: Patient, Subordinate, Workplace, and Professional
Advocacy
Chapter 7: Organization 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
Chapter 12: Organization Structure
Chapter 13: Organization, Political, and Personal Power
Chapter 14: Organizing Patient Care
Chapter 15: Employee Recruitment, Selection, Placement, and Indoctrination
Chapter 16: Educating and Socializing Staff in a Learning Organization
Chapter 17: Staffing Needs and Scheduling Policies
Chapter 18: Creating a Motivating Climate
Chapter 19: Organization, Interpersonal, and Group Communication in Team Building
Chapter 20: Delegation
Chapter 21: Conflict, Workplace Violence, and Negotiations
Chapter 22: Collective Bargaining, Unionization, and Employment Laws
Chapter 23: Quality Control in Creating a Culture of Patient Safety
Chapter 24: Performance Appraisal
Chapter 25: Problem Employees: Rule Breakers, Marginal Employees, and the Chemically or
Psychologically Impaired
,Chapter V1 VDecision VMaking, VProblem VSolving, VCritical VThinking, Vand VClinical
VReasoning:VRequisites Vfor Vsuccessful Vleadership Vand Vmanagement
1. What Vstatement Vis Vtrue Vregarding Vdecision Vmaking?
A) It Vis Van Vanalysis Vof Va Vsituation
B) It Vis Vclosely Vrelated Vto Vevaluation
C) It Vinvolves Vchoosing Vbetween Vcourses Vof Vaction
D) It Vis Vdependent Vupon Vfinding Vthe Vcause Vof Va Vproblem
VAns: VCVFeedback:
Decision Vmaking Vis Va Vcomplex Vcognitive Vprocess Voften Vdefined Vas Vchoosing Va Vparticular
VcourseVof Vaction. VProblem Vsolving Vis Vpart Vof Vdecision Vmaking Vand Vis Va Vsystematic
Vprocess Vthat VfocusesVon Vanalyzing Va Vdifficult Vsituation. VCritical Vthinking, Vsometimes
Vreferred Vto Vas Vreflective Vthinking, Vis Vrelated Vto Vevaluation Vand Vhas Va Vbroader Vscope
Vthan Vdecision Vmaking Vand Vproblem Vsolving.
2. What
1. A) VIts Vneed Vfor Vimplementation Vtime
2. B) VIts Vlack Vof Va Vstep Vrequiring Vevaluation Vof Vresults
3. C) VIts Vfailure Vto Vgather Vsufficient Vdata
4. D) VIts Vfailure Vto Vevaluate Valternatives
Ans: VA
VFeedbac
k:
The Vtraditional Vproblem-solving Vmodel Vis Vless Veffective Vwhen Vtime Vconstraints Vare Va
Vconsideration. VDecision Vmaking Vcan Voccur Vwithout Vthe Vfull Vanalysis Vrequired Vin
Vproblem Vsolving. VBecause Vproblem Vsolving Vattempts Vto Videntify Vthe Vroot Vproblem Vin
Vsituations, VmuchVtime Vand Venergy Vare Vspent Von Videntifying Vthe Vreal Vproblem.
3. Which Vof Vthe Vfollowing Vstatements Vis Vtrue Vregarding Vdecision Vmaking?
1. A) VScientific Vmethods Vprovide Videntical Vdecisions Vby Vdifferent Vindividuals
V for VtheVsame Vproblems
, 2. B) VDecisions Vare Vgreatly Vinfluenced Vby Veach Vpersons Vvalue Vsystem
3. C) VPersonal Vbeliefs Vcan Vbe Vadjusted Vfor Vwhen Vthe Vscientific Vapproach Vto
VproblemVsolving Vis Vused
4. D) VPast Vexperience Vhas Vlittle Vto Vdo Vwith Vthe Vquality Vof Vthe Vdecision
Ans: V B
Feedback
V
:
Values, Vlife Vexperience, Vindividual Vpreference, Vand Vindividual Vways Vof Vthinking Vwill
V influence Va Vpersons Vdecision Vmaking. VNo Vmatter Vhow Vobjective Vthe Vcriteria Vwill Vbe,
V value Vjudgments Vwill Valways Vplay Va Vpart Vin Va Vpersons Vdecision Vmaking, Veither
V consciously Vor Vsubconsciously.
is Va Vweakness Vof Vthe Vtraditional Vproblem-solving
V model?VPage V1
4. What Vinfluences Vthe Vquality Vof Va Vdecision Vmost Voften? VA) VThe Vdecision Vmakers
V immediateVsuperior
B) The Vtype Vof Vdecision Vthat Vneeds Vto Vbe Vmade
C) Questions Vasked Vand Valternatives Vgenerated
D) The Vtime Vof Vday Vthe Vdecision Vis
V madeVAns: VC
Feedback:
The Vgreater Vthe Vnumber Vof Valternatives Vthat Vcan Vbe Vgenerated Vby Vthe Vdecision Vmaker,
V the Vbetter Vthe Vfinal Vdecision Vwill Vbe. VThe Valternatives Vgenerated Vand Vthe Vfinal Vchoices
V are Vlimited Vby VeachVpersons Vvalue Vsystem.
5. What
1. A) VGood Vdecision Vmakers Vare Vusually Vright-brain, Vintuitive Vthinkers
2. B) VEffective Vdecision Vmakers Vare Vsensitive Vto Vthe Vsituation Vand Vto Vothers
3. C) VGood Vdecisions Vare Vusually Vmade Vby Vleft-brain, Vlogical Vthinkers
4. D) VGood Vdecision Vmaking Vrequires Vanalytical Vrather Vthan Vcreative Vprocesses
Ans: VB
V Feedbac
, k:
Good Vdecision Vmakers Vseem Vto Vhave Vantennae Vthat Vmake Vthem Vparticularly Vsensitive Vto Vother
LEADERSHIP ROLES AND MANAGEMENT
FUNCTIONS IN NURSING 10TH EDITION
MARQUIS HUSTON TEST BANK
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
Chapter 4: Ethical Issues
Chapter 5: Legal and Legislative Issues
Chapter 6: Patient, Subordinate, Workplace, and Professional
Advocacy
Chapter 7: Organization 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
Chapter 12: Organization Structure
Chapter 13: Organization, Political, and Personal Power
Chapter 14: Organizing Patient Care
Chapter 15: Employee Recruitment, Selection, Placement, and Indoctrination
Chapter 16: Educating and Socializing Staff in a Learning Organization
Chapter 17: Staffing Needs and Scheduling Policies
Chapter 18: Creating a Motivating Climate
Chapter 19: Organization, Interpersonal, and Group Communication in Team Building
Chapter 20: Delegation
Chapter 21: Conflict, Workplace Violence, and Negotiations
Chapter 22: Collective Bargaining, Unionization, and Employment Laws
Chapter 23: Quality Control in Creating a Culture of Patient Safety
Chapter 24: Performance Appraisal
Chapter 25: Problem Employees: Rule Breakers, Marginal Employees, and the Chemically or
Psychologically Impaired
,Chapter V1 VDecision VMaking, VProblem VSolving, VCritical VThinking, Vand VClinical
VReasoning:VRequisites Vfor Vsuccessful Vleadership Vand Vmanagement
1. What Vstatement Vis Vtrue Vregarding Vdecision Vmaking?
A) It Vis Van Vanalysis Vof Va Vsituation
B) It Vis Vclosely Vrelated Vto Vevaluation
C) It Vinvolves Vchoosing Vbetween Vcourses Vof Vaction
D) It Vis Vdependent Vupon Vfinding Vthe Vcause Vof Va Vproblem
VAns: VCVFeedback:
Decision Vmaking Vis Va Vcomplex Vcognitive Vprocess Voften Vdefined Vas Vchoosing Va Vparticular
VcourseVof Vaction. VProblem Vsolving Vis Vpart Vof Vdecision Vmaking Vand Vis Va Vsystematic
Vprocess Vthat VfocusesVon Vanalyzing Va Vdifficult Vsituation. VCritical Vthinking, Vsometimes
Vreferred Vto Vas Vreflective Vthinking, Vis Vrelated Vto Vevaluation Vand Vhas Va Vbroader Vscope
Vthan Vdecision Vmaking Vand Vproblem Vsolving.
2. What
1. A) VIts Vneed Vfor Vimplementation Vtime
2. B) VIts Vlack Vof Va Vstep Vrequiring Vevaluation Vof Vresults
3. C) VIts Vfailure Vto Vgather Vsufficient Vdata
4. D) VIts Vfailure Vto Vevaluate Valternatives
Ans: VA
VFeedbac
k:
The Vtraditional Vproblem-solving Vmodel Vis Vless Veffective Vwhen Vtime Vconstraints Vare Va
Vconsideration. VDecision Vmaking Vcan Voccur Vwithout Vthe Vfull Vanalysis Vrequired Vin
Vproblem Vsolving. VBecause Vproblem Vsolving Vattempts Vto Videntify Vthe Vroot Vproblem Vin
Vsituations, VmuchVtime Vand Venergy Vare Vspent Von Videntifying Vthe Vreal Vproblem.
3. Which Vof Vthe Vfollowing Vstatements Vis Vtrue Vregarding Vdecision Vmaking?
1. A) VScientific Vmethods Vprovide Videntical Vdecisions Vby Vdifferent Vindividuals
V for VtheVsame Vproblems
, 2. B) VDecisions Vare Vgreatly Vinfluenced Vby Veach Vpersons Vvalue Vsystem
3. C) VPersonal Vbeliefs Vcan Vbe Vadjusted Vfor Vwhen Vthe Vscientific Vapproach Vto
VproblemVsolving Vis Vused
4. D) VPast Vexperience Vhas Vlittle Vto Vdo Vwith Vthe Vquality Vof Vthe Vdecision
Ans: V B
Feedback
V
:
Values, Vlife Vexperience, Vindividual Vpreference, Vand Vindividual Vways Vof Vthinking Vwill
V influence Va Vpersons Vdecision Vmaking. VNo Vmatter Vhow Vobjective Vthe Vcriteria Vwill Vbe,
V value Vjudgments Vwill Valways Vplay Va Vpart Vin Va Vpersons Vdecision Vmaking, Veither
V consciously Vor Vsubconsciously.
is Va Vweakness Vof Vthe Vtraditional Vproblem-solving
V model?VPage V1
4. What Vinfluences Vthe Vquality Vof Va Vdecision Vmost Voften? VA) VThe Vdecision Vmakers
V immediateVsuperior
B) The Vtype Vof Vdecision Vthat Vneeds Vto Vbe Vmade
C) Questions Vasked Vand Valternatives Vgenerated
D) The Vtime Vof Vday Vthe Vdecision Vis
V madeVAns: VC
Feedback:
The Vgreater Vthe Vnumber Vof Valternatives Vthat Vcan Vbe Vgenerated Vby Vthe Vdecision Vmaker,
V the Vbetter Vthe Vfinal Vdecision Vwill Vbe. VThe Valternatives Vgenerated Vand Vthe Vfinal Vchoices
V are Vlimited Vby VeachVpersons Vvalue Vsystem.
5. What
1. A) VGood Vdecision Vmakers Vare Vusually Vright-brain, Vintuitive Vthinkers
2. B) VEffective Vdecision Vmakers Vare Vsensitive Vto Vthe Vsituation Vand Vto Vothers
3. C) VGood Vdecisions Vare Vusually Vmade Vby Vleft-brain, Vlogical Vthinkers
4. D) VGood Vdecision Vmaking Vrequires Vanalytical Vrather Vthan Vcreative Vprocesses
Ans: VB
V Feedbac
, k:
Good Vdecision Vmakers Vseem Vto Vhave Vantennae Vthat Vmake Vthem Vparticularly Vsensitive Vto Vother
