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TEST BANK FOR
LEADERSHIP ROLES AND
MANAGEMENT FUNCTION IN NURSING
9TH EDITION BY MARQUIS
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,TEST BANK FOR LEADERSHIP RSOtuLviEa.ScomA--NTDheMM Aa rNk eAt pGl aEc eeM ttEo NBTu y aFnU
dNS eeCl llTy I
o uOr N
SS
tudyIM
NateNriU
al RSING 9TH EDITION BY MARQUI
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 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
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 solN ving attempts to identify the root problem in situations,
much time and energy are spent on identifying the real problem.
3. Which nof nthe nfollowing nstatements nis ntrue nregarding ndecision nmaking?
A) Scientific nmethods nprovide nidentical ndecisions nby ndifferent nindividuals
nfor nthe nsame nproblems
B) Decisions nare ngreatly ninfluenced nby neach nperson's nvalue nsystem
C) Personal nbeliefs ncan nbe nadjusted nfor nwhen nthe nscientific napproach nto
nproblem nsolving nis nused
D) Past nexperience nhas nlittle nto ndo nwith nthe nquality nof nthe
ndecision nAns: n B
Feedback:
Values, nlife nexperience, nindividual npreference, nand nindividual nways nof nthinking
nwill ninfluence na nperson's ndecision nmaking. nNo nmatter nhow nobjective nthe ncriteria
nwill nbe, nvalue njudgments nwill nalways nplay na npart nin na nperson's ndecision nmaking,
neither nconsciously nor nsubconsciously.
Page n 1
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,TEST BANK FOR LEADERSHIP RSOtuLviEa.ScomA--NTDheMM Aa rNk eAt pGl aEc eeM ttEo NBTu y aFnU
dNS eeCl llTy I
o uOr N
SS
tudyIM
NateNriU
al RSING 9TH EDITION BY MARQUI
4. What ninfluences nthe nquality nof na ndecision nmost noften?
A) The ndecision nmaker's nimmediate nsuperior
B) The ntype nof ndecision nthat nneeds nto nbe nmade
C) Questions nasked nand nalternatives ngenerated
D) The ntime nof nday nthe ndecision nis
nmade nAns: n C
Feedback:
The ngreater nthe nnumber nof nalternatives nthat ncan nbe ngenerated nby nthe ndecision
nmaker, nthe nbetter nthe nfinal ndecision nwill nbe. nThe nalternatives ngenerated nand nthe
nfinal nchoices nare nlimited nby neach nperson's nvalue nsystem.
5. What ndoes nknowledge nabout ngood ndecision nmaking nlead none nto nbelieve?
A) Good ndecision nmakers nare nusually nright-brain, nintuitive nthinkers
B) Effective ndecision nmakers nare nsensitive nto nthe nsituation nand nto nothers
C) Good ndecisions nare nusually nmade nby nleft-brain, nlogical nthinkers
D) Good ndecision nmaking nrequires nanalytical nrather nthan ncreative
nprocesses nAns: n B
Feedback:
Good ndecision nmakers nseem nto nhave nantennae nthat nmake nthem nparticularly
nsensitive nto nother npeople nand nsituations. nLeft-brain nthinkers nare ntypically nbetter
nat nprocessing nlanguage, nlogic, nnumbers, nand nsequential nordering, nwhereas nright-
brain nthinkers nexcel nat nnonverbal nideation nand nholistic nsynthesizing.
N
6. What nis nthe nbest ndefinition nof ndecision nmaking?
A) The nplanning nprocess nof nmanagement
B) The nevaluation nphase nof nthe nexecutive nrole
C) One nstep nin nthe nproblem-solving nprocess
D) Required nto njustify nthe nneed nfor nscarce
nitems nAns: n C
Feedback:
Decision nmaking nis na ncomplex, ncognitive nprocess noften ndefined nas nchoosing na
nparticular ncourse nof naction. nDecision nmaking, none nstep nin nthe nproblem-solving
nprocess, nis nan nimportant ntask nthat nrelies nheavily non ncritical nthinking nand nclinical
nreasoning nskills.
Page n 2
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, TEST BANK FOR LEADERSHIP RSOtuLviEa.ScomA--NTDheMM Aa rNk eAt pGl aEc eeM ttEo NBTu y aFnU
dNS eeCl llTy I
o uOr N
SS
tudyIM
NateNriU
al RSING 9TH EDITION BY MARQUI
7. If ndecision nmaking nis ntriggered nby na nproblem nwith nwhat ndoes nit nend?
A) An nalternative nproblem
B) A nchosen ncourse nof naction
C) An naction nthat nguarantees nsuccess
D) A nrestatement nof nthe
nsolution nAns: n B
Feedback:
A ndecision nis nmade nwhen na ncourse nof naction nhas nbeen nchosen. nProblem nsolving
nis npart nof ndecision nmaking nand nis na nsystematic nprocess nthat nfocuses non
nanalyzing na ndifficult nsituation. nProblem nsolving nalways nincludes na ndecision-
making nstep.
8. Why ndo nour nvalues noften ncause npersonal nconflict nin ndecision nmaking?
A) Some nvalues nare nnot nrealistic nor nhealthy
B) Not nall nvalues nare nof nequal nworth
C) Our nvalues nremain nunchanged nover ntime
D) Our nvalues noften ncollide nwith none
nanother nAns: n D
Feedback:
Values, nlife nexperience, nindividual npreference, nand nindividual nways nof nthinking
nwill ninfluence na nperson's ndecision nmaking. nNo nmatter nhow nobjective nthe ncriteria
nwill nbe, nvalue njudgments nwill nalways nplay na npart nin na nperson's ndecision nmaking,
neither nconsciously nor nsubconsciously.
N
9. Which nstatement nis ntrue nconcerning ncritical nthinking?
A) It nis na nsimple napproach nto ndecision nmaking
B) It nis nnarrower nin nscope nthan ndecision nmaking
C) It nrequires nreasoning nand ncreative nanalysis
D) It nis na nsynonym nfor nthe nproblem-solving
nprocess nAns: n C
Feedback:
Critical nthinking nhas na nbroader nscope nthan ndecision nmaking nand nproblem nsolving.
nIt nis nsometimes nreferred nto nas nreflective nthinking. nCritical nthinking nalso ninvolves
nreflecting nupon nthe nmeaning nof nstatements, nexamining nthe noffered nevidence nand
nreasoning, nand nforming njudgments nabout nfacts.
Page n 3
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TEST BANK FOR
LEADERSHIP ROLES AND
MANAGEMENT FUNCTION IN NURSING
9TH EDITION BY MARQUIS
Downloaded by: Ariah |
Distribution of this document is illegal
,TEST BANK FOR LEADERSHIP RSOtuLviEa.ScomA--NTDheMM Aa rNk eAt pGl aEc eeM ttEo NBTu y aFnU
dNS eeCl llTy I
o uOr N
SS
tudyIM
NateNriU
al RSING 9TH EDITION BY MARQUI
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 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
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 solN ving attempts to identify the root problem in situations,
much time and energy are spent on identifying the real problem.
3. Which nof nthe nfollowing nstatements nis ntrue nregarding ndecision nmaking?
A) Scientific nmethods nprovide nidentical ndecisions nby ndifferent nindividuals
nfor nthe nsame nproblems
B) Decisions nare ngreatly ninfluenced nby neach nperson's nvalue nsystem
C) Personal nbeliefs ncan nbe nadjusted nfor nwhen nthe nscientific napproach nto
nproblem nsolving nis nused
D) Past nexperience nhas nlittle nto ndo nwith nthe nquality nof nthe
ndecision nAns: n B
Feedback:
Values, nlife nexperience, nindividual npreference, nand nindividual nways nof nthinking
nwill ninfluence na nperson's ndecision nmaking. nNo nmatter nhow nobjective nthe ncriteria
nwill nbe, nvalue njudgments nwill nalways nplay na npart nin na nperson's ndecision nmaking,
neither nconsciously nor nsubconsciously.
Page n 1
TESTBANKWORLD.ORG
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Distribution of this document is illegal
,TEST BANK FOR LEADERSHIP RSOtuLviEa.ScomA--NTDheMM Aa rNk eAt pGl aEc eeM ttEo NBTu y aFnU
dNS eeCl llTy I
o uOr N
SS
tudyIM
NateNriU
al RSING 9TH EDITION BY MARQUI
4. What ninfluences nthe nquality nof na ndecision nmost noften?
A) The ndecision nmaker's nimmediate nsuperior
B) The ntype nof ndecision nthat nneeds nto nbe nmade
C) Questions nasked nand nalternatives ngenerated
D) The ntime nof nday nthe ndecision nis
nmade nAns: n C
Feedback:
The ngreater nthe nnumber nof nalternatives nthat ncan nbe ngenerated nby nthe ndecision
nmaker, nthe nbetter nthe nfinal ndecision nwill nbe. nThe nalternatives ngenerated nand nthe
nfinal nchoices nare nlimited nby neach nperson's nvalue nsystem.
5. What ndoes nknowledge nabout ngood ndecision nmaking nlead none nto nbelieve?
A) Good ndecision nmakers nare nusually nright-brain, nintuitive nthinkers
B) Effective ndecision nmakers nare nsensitive nto nthe nsituation nand nto nothers
C) Good ndecisions nare nusually nmade nby nleft-brain, nlogical nthinkers
D) Good ndecision nmaking nrequires nanalytical nrather nthan ncreative
nprocesses nAns: n B
Feedback:
Good ndecision nmakers nseem nto nhave nantennae nthat nmake nthem nparticularly
nsensitive nto nother npeople nand nsituations. nLeft-brain nthinkers nare ntypically nbetter
nat nprocessing nlanguage, nlogic, nnumbers, nand nsequential nordering, nwhereas nright-
brain nthinkers nexcel nat nnonverbal nideation nand nholistic nsynthesizing.
N
6. What nis nthe nbest ndefinition nof ndecision nmaking?
A) The nplanning nprocess nof nmanagement
B) The nevaluation nphase nof nthe nexecutive nrole
C) One nstep nin nthe nproblem-solving nprocess
D) Required nto njustify nthe nneed nfor nscarce
nitems nAns: n C
Feedback:
Decision nmaking nis na ncomplex, ncognitive nprocess noften ndefined nas nchoosing na
nparticular ncourse nof naction. nDecision nmaking, none nstep nin nthe nproblem-solving
nprocess, nis nan nimportant ntask nthat nrelies nheavily non ncritical nthinking nand nclinical
nreasoning nskills.
Page n 2
TESTBANKWORLD.ORG
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, TEST BANK FOR LEADERSHIP RSOtuLviEa.ScomA--NTDheMM Aa rNk eAt pGl aEc eeM ttEo NBTu y aFnU
dNS eeCl llTy I
o uOr N
SS
tudyIM
NateNriU
al RSING 9TH EDITION BY MARQUI
7. If ndecision nmaking nis ntriggered nby na nproblem nwith nwhat ndoes nit nend?
A) An nalternative nproblem
B) A nchosen ncourse nof naction
C) An naction nthat nguarantees nsuccess
D) A nrestatement nof nthe
nsolution nAns: n B
Feedback:
A ndecision nis nmade nwhen na ncourse nof naction nhas nbeen nchosen. nProblem nsolving
nis npart nof ndecision nmaking nand nis na nsystematic nprocess nthat nfocuses non
nanalyzing na ndifficult nsituation. nProblem nsolving nalways nincludes na ndecision-
making nstep.
8. Why ndo nour nvalues noften ncause npersonal nconflict nin ndecision nmaking?
A) Some nvalues nare nnot nrealistic nor nhealthy
B) Not nall nvalues nare nof nequal nworth
C) Our nvalues nremain nunchanged nover ntime
D) Our nvalues noften ncollide nwith none
nanother nAns: n D
Feedback:
Values, nlife nexperience, nindividual npreference, nand nindividual nways nof nthinking
nwill ninfluence na nperson's ndecision nmaking. nNo nmatter nhow nobjective nthe ncriteria
nwill nbe, nvalue njudgments nwill nalways nplay na npart nin na nperson's ndecision nmaking,
neither nconsciously nor nsubconsciously.
N
9. Which nstatement nis ntrue nconcerning ncritical nthinking?
A) It nis na nsimple napproach nto ndecision nmaking
B) It nis nnarrower nin nscope nthan ndecision nmaking
C) It nrequires nreasoning nand ncreative nanalysis
D) It nis na nsynonym nfor nthe nproblem-solving
nprocess nAns: n C
Feedback:
Critical nthinking nhas na nbroader nscope nthan ndecision nmaking nand nproblem nsolving.
nIt nis nsometimes nreferred nto nas nreflective nthinking. nCritical nthinking nalso ninvolves
nreflecting nupon nthe nmeaning nof nstatements, nexamining nthe noffered nevidence nand
nreasoning, nand nforming njudgments nabout nfacts.
Page n 3
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