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Test Bank for Nursing Leadership & Management 3rd Edition by Patricia Kelly
Test Bank for Nursing Leadership & Management 3rd Edition by Patricia Kelly
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i,i
NursingiLeadershipi&iManagementi3rdiEditionibyiPatriciaiKellyiTestiBank
TableiofiContents:
UnitiI:i NURSINGiLEADERSHIPiANDiMANAGEMENT.
Chapteri1.iNursingiLeadershipiandiManagement.
Chapteri2.iTheiHealthcareiEnvironment.
Chapteri3.iOrganizationaliBehavioriandiMagnetiHospitals.
Chapteri4.iBasiciClinicaliHealthcareiEconomics.
Chapteri5.iEvidence-BasediHealthiCare.
Chapteri6.iNursingiandiHealthcareiInformatics.
Chapteri7.iPopulationiBasediHealthcareiPractice.
UnitiII:i LEADERSHIPiANDiMANAGEMENTiOFiTHEi INTERDISCIPLINARYiTEAM.
Chapteri8.iPersonaliandiInterdisciplinaryiCommunication.
Chapteri9.iPoliticsiandiConsumeriPartnerships.
Chapteri10.iStrategiciPlanningiandiorganizingiPatientiCare.
Chapteri11.iEffectiveiTeamiBuilding.
Chapteri12.iPower.
Chapteri13.iChange,iInnovation,iandiConflictiManagement.
UnitiIII:i LEADERSHIPiANDiMANAGEMENTiOFiPATIENT-iCENTEREDiCARE.
Chapteri14.iBudgetiConceptsiforiPatientiCare.
Chapteri15.iEffectiveiStaffing.
Chapteri16.iDelegationiofiPatientiCare.
Chapteri17.iOrganizationiofiPatientiCareiManagement.
Chapteri18.iTimeiManagementiandiSettingiPatientiCareiPriorities.
Chapteri19.iPatientiandiHealthiCareiEducation.
UnitiIV:iQUALITYi IMPROVEMENTiOFiPATIENTiOUTCOMES.
Chapteri20.iManagingiOutcomesiUsingianiOrganizationaliQualityiImprovementiModel.
Chapteri21.iEvidenceiBasediStrategiesitoiImproveiPatientiCareiOutcomes.
Chapteri22.iDecisioniMakingiandiCriticaliThinking.
Chapteri23.iLegaliAspectsiofiHealthiCare.
Chapteri24.iEthicaliAspectsiofiHealthiCare.
Chapteri25.iCulture,iGenerationaliDifferences,iandiSpirituality.
UnitiV:iLEADERSHIPiANDiMANAGEMENTiOFiSELFiANDiTHEiFUTURE.
Chapteri26.iCollectiveiBargaining.
Chapteri27.iCareeriPlanning.
Chapteri28.iNursingiJobiOpportunities.
Chapteri29.iYouriFirstiJob.
Chapteri30.iHealthyiLiving:iBalancingiPersonaliandiProfessionaliNeeds.
Chapteri31.iNCLEXiPreparationiandiProfessionalism
.
,i
Chapteri1:iNursingiLeadershipiandiManagement
MULTIPLEiCHOICE
1 .iAccordingitoiHenriiFayol,itheifunctionsiofiplanning,iorganizing,icoordinating,iandicontrolling
areiconsiderediwhichiaspectiofimanagement?
a.i Roles
b.i Process
c.i Functions
d.i Taxonomy
ANS:iB,iTheimanagementiprocessiincludesiplanning,iorganizing,icoordinating,iandicontrolling.iManagementirolesiinclude
informationiprocessing,iinterpersonalirelationships,iandidecisionimaking.iManagementifunctionsiincludeiplanning,iorganizing,
staffing,idirecting,icoordinating,ireporting,iandibudgeting.iAitaxonomyiisiaisystemithatiordersiprinciplesiintoiaigroupingior
classification.
2 .iWhichiofitheifollowingiisiconsiderediaidecisionalimanagerialirole?
a.i Disseminator
b.i Figurehead
c.i Leader
d.i Entrepreneur
ANS:iD,iTheidecisionalimanagerialirolesiincludeientrepreneur,idisturbanceihandler,iallocatoriofiresources,iandinegotiator.iThe
informationiprocessingimanagerialirolesiincludeimonitor,idisseminator,iandispokesperson.iTheiinterpersonalimanagerialiroles
includeifigurehead,ileader,iandiliaison.
3 .iAinurseimanagerimeetsiregularlyiwithiotherinurseimanagers,iparticipatesionitheiorganizations
committees,iandiattendsimeetingsisponsoredibyiprofessionaliorganizationsiiniorderitoimanage
relationships.iTheseiactivitiesiareiconsiderediwhichifunctioniofiaimanager?
a.i Informing
b.i Problemisolving
c.i Monitoring
d.i Networking
ANS:iD,iTheiroleifunctionsitoimanageirelationshipsiareinetworking,isupporting,idevelopingiandimentoring,imanagingiconflict
anditeamibuilding,imotivatingiandiinspiring,irecognizing,iandirewarding.iTheiroleifunctionsitoimanageitheiworkiareiplanningiand
organizing,iproblemisolving,iclarifyingirolesiandiobjectives,iinforming,imonitoring,iconsulting,iandidelegating.
4 .iAinurseiwasirecentlyipromoteditoiaimiddle-levelimanageriposition.iTheinursesititleiwouldimost
likelyibeiwhichiofitheifollowing?
a.i First-lineimanager
b.i Director
c.i Vicei presidentiofipatienticareiservices
d.i Chiefinurseiexecutive
ANS:iB,iAimiddle-levelimanageriisicallediaidirector.iAilowimanagerial-ilevelijobiisicalleditheifirst-lineimanager.iAinurseiinian
executiveileveliroleiisicallediaichiefinurseiexecutiveioriviceipresidentiofipatienticareiservices.
5 .iAinurseimanageriwhoiusesiFrederickiTaylorsiscientificimanagementiapproach,iwouldimostilikely
focusioniwhichiofitheifollowing?
,i
a.i Generaliprinciples
b.i Positionaliauthority
c.i Laboriproductivity
d.i Impersonalirelations
ANS:iC,iTheiareaiofifocusiforiscientificimanagementiisilaboriproductivity.i Inibureaucraticitheory,i efficiencyiisiachievedithrough
impersonalirelationsiwithiniaiformalistructureiandiisibasedionipositionaliauthority.iAdministrativeiprincipleitheoryiconsistsiof
principlesiofimanagementithatiareirelevantitoianyiorganization.
6 .iAccordingitoiVroomsiTheoryiofiMotivation,iforce:
a.i isitheiperceivedipossibilityithatitheigoaliwillibeiachieved.
b.i describesitheiamountiofieffortioneiwilliexertitoireachionesigoal.
c.i describesipeopleiwhoihaveifreeiwillibutichooseitoicomplyiwithiordersitheyiareigiven.
d.i isiainaturallyiformingisocialigroupithaticanibecomeiaicontributoritoianiorganization.
ANS:iB,iAccordingitoiVroomsiTheoryiofiMotivation,iForcei describesitheiamountiofieffortioneiwilliexertitoireachionesigoal.
Valenceispeaksitoitheileveliofiattractivenessioriunattractivenessiofitheigoal.i Expectancyiisitheiperceivedipossibilityithatitheigoal
willibeiachieved.iVroomsiTheoryiofiMotivationicanibeidemonstratediinitheiformiofianiequation:i Forcei=iValenceiExpectancy
(Vroom,i 1964).iTheitheoryiproposesithatithisiequationicanihelpitoipredictitheimotivation,ioriforce,iofianiindividualiasidescribed
by iVroom.
7 .iAccordingitoiR.iN.iLussier,imotivation:
a.i isiunconsciouslyidemonstratedibyipeople.
b.i occursiexternallyitoiinfluenceibehavior.
c.i isideterminedibyiothersichoices.
d.i occursiinternallyitoiinfluenceibehavior.
ANS:iD,i Motivationiisiaiprocessithatioccursiinternallyitoiinfluenceiandidirectiouribehavioriiniorderitoisatisfyineeds.iMotivationiis
notiexplicitlyidemonstratediby ipeople,ibutiratheriitiisiinterpretedifromitheiribehavior.iMotivationiisiwhateveriinfluencesiour
choicesiandicreatesidirection,iintensity,iandipersistenceiiniouribehavior.
8 .iAccordingitoiR.iN.iLussier,ithereiareicontentimotivationitheoriesiandiprocessimotivationitheories.
Whichiofitheifollowingiisiconsiderediaiprocessimotivationitheory?
a.i Equityitheory
b.i Hierarchyiofineedsitheory
c.i Existence-relatedness-growthitheory
d.i Hygieneimaintenanceiandimotivationifactors
ANS:iA,i Theiprocessimotivationitheoriesiareiequityitheoryiandiexpectancyitheory.iTheicontentimotivationitheoriesiinclude
Maslowsihierarchyiofineedsitheory,iAldefersiexistence-irelatedness-growthi(ERG)itheory,i andiHerzbergsihygieneimaintenance
factorsiandimotivationifactors.
9 .iTheitheoryithatiincludesimaintenanceiandimotivationifactorsiis:
a.i Maslowsihierarchyiofineeds.
b.i Herzbergsitwo-factoritheory.
c.i McGregorsitheoryiXianditheoryiY.
d.i OuchisitheoryiZ.
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