Stuvia.co.uk - The Marketplace for Revision Notes & Study
vv vv vv vv vv vv vv vv
Guides
vv
TEST BANK FOR NURSING DELEGATION A
t t t t t
ND MANAGEMENT OF PATIENT
t t t
CARE 2ND EDITION BY Motacki RN MSN,
t t t t t t t
Kathleen, Burke RN PhD, Kathleen- t t t t
comprehensive study guide-2022
t t t
Want to earn
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£756 vv
extra per year?
vv vv
, Stuvia.co.uk - The Marketplace for Revision Notes & Study
vv vv vv vv vv vv vv vv
Guides
vv
TESTBANKFOR NURSINGtDELEGATION ANDMANAGEMENT OFPATIENT vv v v vv
CARE 2NDEDITION BY MotackitRN MSN, Kathleen, BurketRN PhD, Kathleen
vv vv vv vv vv vv vv vv
ISBN:9780323321099
ISBN:9780323321150
TableofContents
Section 1: TRANSFORMATIONAL LEADERSHIP
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1. Leadershipand Management vv
2. Organizational StructureofHealth Care vv vv
3. Strategic ManagementandPlanning
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4. FinancialManagementin HealthCare
v v v
5. HealthCaretRegulatoryandCertifyingtAgencies
v v
Section 2:STRUCTURAL EMPOWERMENT
vv v vv
6. Organizational Decision Makingtand Shared Governance vv vv v vv
7. ProfessionalDecision MakingandAdvocacy
v v v
8. CommunicationintheWork Environment vv
9. Personnel Policiesand Programsinthe Workplace
vv vv vv
Section 3:EXEMPLARY PROFESSIONAL PRACTICE
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10. Professional Development vv
11. Professional PracticeandtCareDeliveryModelsand EmergingtPractice Models
vv vv vv
12. Staffingtand Scheduling vv
Want to earn
vv vv
£756 vv
extra per year?
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, Stuvia.co.uk - The Marketplace for Revision Notes & Study
vv vv vv vv vv vv vv vv
Guides
vv
13. Delegationof NursingtTasks vv
14. ProvidingCompetent Staff vv
15. GrouptManagementfor EffectivetOutcomes vv
16. Hospital Information Systems
vv vv
17. Organizational StructureofHealth Care
vv vv
Section 4: NEW KNOWLEDGE, INNOVATIONS, AND IMPROVEMENTS
vv vv vv vv vv vv
18. ImprovingtOrganizational Performance vv
19. Evidence-Based Practice vv
20. MonitoringtOutcomesandtheUseofDatafor Improvement v v vv
Section 5: CONGRATULATIONS
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21. ThetImmediate Future: Job Interviewing, NCLEX, and ContinuingtEducation
vv vv vv vv v v
Want to earn
vv vv
£756 vv
extra per year?
vv vv
, NursingtDelegatiSotnuvaian.cdo.M a n a ge m e n t t o f P a ti e n t t C ar e t2 n d EditiontMotacki Test Bank
uk - T he M ark e tp l ac e fo r R e vi s ion N o te s & Study Guides
vv vv vv vv
vv vv
Chapter01:Leadershipand Management
v v t
Motacki: Nursing Delegationand Managementof Patient Care, 2nd Edition
vv vv vv vv t vv vv
MULTIPLE CHOICE vv
1. Nurses cantbeleaders withouttbeingtmanagers. Whichnursingactionsdemonstratelea
vv vv vv
dership?
vv
a. Assistinganewnursewithenteraltubetfeedings
b. Counselinganewnurseregardingattendance
c. Adjustingassignments afterastaffmembercallstintsick vv
d. Callingaphysicianforneworderclarification
ANS: A vv
Leaders act as rolemodelsandmentornewstaff. Theotheroptionsareincorrectbecausetheyarem
vv vv vv vv
anagementresponsibilitiesandnotleadershiptroles.
vv v
DIF: CognitivetLevel: Application vv REF: page 6 vv vv
2. Whichtnursingtactions demonstratetthetroletofmanagement innursing? vv vv
a. Encouragingtautonomous decisionmaking vv
b. Observingtthedocumentation ofappropriatetchargesttopatients vv
c. Assistingintatcode
d. Askingthetpatient/familyaboutadvancetdirectives
ANS: B vv
Managerstaretresponsibletforthebudgettoftheirunits. Thetotheroptionsaretincorrect becausetthos vv vv
etaretleadershipo r mentoNriU
vv ngRrSolIesN. tGTB.CO M
v
DIF: CognitivetLevel: Application vv REF: page 6 vv vv
3. Muchtlikeapolitician, anursemanagermust exhibitleadershiptthatinspirestandmotivates. Inwhic
vv vv vv
htinstanceistanursetdemonstratingtleadershipqualities?
vv
a. Astaffnursetbecomesawaretoftincreasedinfectionratesfollowingcardiacsurgery.Th
enursetakesituponherselftotresearchtthepossibletcausesandpreventiontmeasurestan
v v v
dtomaketsuggestions totbetter protectpatients.
vv vv vv
b. Astaffnurseactsquicklywhenacardiacarrestistcalledonherpatient.
c. Astaffnursetnotifiestanotherstaffmemberthatshetistbeingt“pulled” today. v v
d. Anewnursetvolunteerstoworkwhentanotherstaffmembermustleaveworkbec v
auseher child is ill.
vv vv vv vv
ANS: A vv
Nurseleadersaretinterestedtintchangingtpracticebasedtonevidence. Options BandtDtaretinco vv vv
rrect becausettheyaretactionstakenbynurses as partofthetfunctional structuretoftheunit.
vv vv vv vv vv
Opti ontCisincorrectbecausetittis an actionttakenbyamanager.
vv vv vv vv
DIF: v v Cognitive Level:Analysis v v REF: page 6 vv vv
4. Anursemanagermust exhibit qualities ofefficiencyandorganization. Whichtnurseisde
vv vv vv vv
monstratingthetqualitiestnecessaryforamanager?
vv
a. Anursebecomesawareofincreasedinfectionratesfollowingcardiacsurgery. v v v v The
Want to earn vv vv
£756 vv
extra per year?
vv vv
vv vv vv vv vv vv vv vv
Guides
vv
TEST BANK FOR NURSING DELEGATION A
t t t t t
ND MANAGEMENT OF PATIENT
t t t
CARE 2ND EDITION BY Motacki RN MSN,
t t t t t t t
Kathleen, Burke RN PhD, Kathleen- t t t t
comprehensive study guide-2022
t t t
Want to earn
vv vv
£756 vv
extra per year?
vv vv
, Stuvia.co.uk - The Marketplace for Revision Notes & Study
vv vv vv vv vv vv vv vv
Guides
vv
TESTBANKFOR NURSINGtDELEGATION ANDMANAGEMENT OFPATIENT vv v v vv
CARE 2NDEDITION BY MotackitRN MSN, Kathleen, BurketRN PhD, Kathleen
vv vv vv vv vv vv vv vv
ISBN:9780323321099
ISBN:9780323321150
TableofContents
Section 1: TRANSFORMATIONAL LEADERSHIP
vv vv vv
1. Leadershipand Management vv
2. Organizational StructureofHealth Care vv vv
3. Strategic ManagementandPlanning
vv v
4. FinancialManagementin HealthCare
v v v
5. HealthCaretRegulatoryandCertifyingtAgencies
v v
Section 2:STRUCTURAL EMPOWERMENT
vv v vv
6. Organizational Decision Makingtand Shared Governance vv vv v vv
7. ProfessionalDecision MakingandAdvocacy
v v v
8. CommunicationintheWork Environment vv
9. Personnel Policiesand Programsinthe Workplace
vv vv vv
Section 3:EXEMPLARY PROFESSIONAL PRACTICE
vv v vv vv
10. Professional Development vv
11. Professional PracticeandtCareDeliveryModelsand EmergingtPractice Models
vv vv vv
12. Staffingtand Scheduling vv
Want to earn
vv vv
£756 vv
extra per year?
vv vv
, Stuvia.co.uk - The Marketplace for Revision Notes & Study
vv vv vv vv vv vv vv vv
Guides
vv
13. Delegationof NursingtTasks vv
14. ProvidingCompetent Staff vv
15. GrouptManagementfor EffectivetOutcomes vv
16. Hospital Information Systems
vv vv
17. Organizational StructureofHealth Care
vv vv
Section 4: NEW KNOWLEDGE, INNOVATIONS, AND IMPROVEMENTS
vv vv vv vv vv vv
18. ImprovingtOrganizational Performance vv
19. Evidence-Based Practice vv
20. MonitoringtOutcomesandtheUseofDatafor Improvement v v vv
Section 5: CONGRATULATIONS
vv vv
21. ThetImmediate Future: Job Interviewing, NCLEX, and ContinuingtEducation
vv vv vv vv v v
Want to earn
vv vv
£756 vv
extra per year?
vv vv
, NursingtDelegatiSotnuvaian.cdo.M a n a ge m e n t t o f P a ti e n t t C ar e t2 n d EditiontMotacki Test Bank
uk - T he M ark e tp l ac e fo r R e vi s ion N o te s & Study Guides
vv vv vv vv
vv vv
Chapter01:Leadershipand Management
v v t
Motacki: Nursing Delegationand Managementof Patient Care, 2nd Edition
vv vv vv vv t vv vv
MULTIPLE CHOICE vv
1. Nurses cantbeleaders withouttbeingtmanagers. Whichnursingactionsdemonstratelea
vv vv vv
dership?
vv
a. Assistinganewnursewithenteraltubetfeedings
b. Counselinganewnurseregardingattendance
c. Adjustingassignments afterastaffmembercallstintsick vv
d. Callingaphysicianforneworderclarification
ANS: A vv
Leaders act as rolemodelsandmentornewstaff. Theotheroptionsareincorrectbecausetheyarem
vv vv vv vv
anagementresponsibilitiesandnotleadershiptroles.
vv v
DIF: CognitivetLevel: Application vv REF: page 6 vv vv
2. Whichtnursingtactions demonstratetthetroletofmanagement innursing? vv vv
a. Encouragingtautonomous decisionmaking vv
b. Observingtthedocumentation ofappropriatetchargesttopatients vv
c. Assistingintatcode
d. Askingthetpatient/familyaboutadvancetdirectives
ANS: B vv
Managerstaretresponsibletforthebudgettoftheirunits. Thetotheroptionsaretincorrect becausetthos vv vv
etaretleadershipo r mentoNriU
vv ngRrSolIesN. tGTB.CO M
v
DIF: CognitivetLevel: Application vv REF: page 6 vv vv
3. Muchtlikeapolitician, anursemanagermust exhibitleadershiptthatinspirestandmotivates. Inwhic
vv vv vv
htinstanceistanursetdemonstratingtleadershipqualities?
vv
a. Astaffnursetbecomesawaretoftincreasedinfectionratesfollowingcardiacsurgery.Th
enursetakesituponherselftotresearchtthepossibletcausesandpreventiontmeasurestan
v v v
dtomaketsuggestions totbetter protectpatients.
vv vv vv
b. Astaffnurseactsquicklywhenacardiacarrestistcalledonherpatient.
c. Astaffnursetnotifiestanotherstaffmemberthatshetistbeingt“pulled” today. v v
d. Anewnursetvolunteerstoworkwhentanotherstaffmembermustleaveworkbec v
auseher child is ill.
vv vv vv vv
ANS: A vv
Nurseleadersaretinterestedtintchangingtpracticebasedtonevidence. Options BandtDtaretinco vv vv
rrect becausettheyaretactionstakenbynurses as partofthetfunctional structuretoftheunit.
vv vv vv vv vv
Opti ontCisincorrectbecausetittis an actionttakenbyamanager.
vv vv vv vv
DIF: v v Cognitive Level:Analysis v v REF: page 6 vv vv
4. Anursemanagermust exhibit qualities ofefficiencyandorganization. Whichtnurseisde
vv vv vv vv
monstratingthetqualitiestnecessaryforamanager?
vv
a. Anursebecomesawareofincreasedinfectionratesfollowingcardiacsurgery. v v v v The
Want to earn vv vv
£756 vv
extra per year?
vv vv
