COMPLETE TEST BANK FOR LEADERSHIP ROLES AND MANAGEMENT
FUNCTIONS IN NURSING: THEORY AND APPLICATION ELEVENTH,
NORTH AMERICAN EDITION BY CAROL J. HUSTON |ULTIMATE TEST
BANK| ALL CHAPTERS (1-25) WITH COMPLETE SOLUTIONS|NEWEST
UPDATE
,Table of Contents
UNIT I THE CRITICAL TRIAD: DECISION MAKING, MANAGEMENT, AND LEADERSHIP .............................. 3
CHAPTER 1 DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL REASONING:
REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT ............................................................ 3
CHAPTER 2 CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT ..................................................... 13
CHAPTER 3 TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND MANAGEMENT ................. 22
UNIT II FOUNDATION FOR EFFECTIVE LEADERSHIP AND MANAGEMENT: ETHICS, LAW, AND ADVOCACY
.................................................................................................................................................................... 34
CHAPTER 4 ETHICAL ISSUES .................................................................................................................... 34
CHAPTER 5 LEGAL AND LEGISLATIVE ISSUES .......................................................................................... 45
CHAPTER 6 PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL ADVOCACY .......................... 55
UNIT III ROLES AND FUNCTIONS IN PLANNING......................................................................................... 64
CHAPTER 7 ORGANIZATIONAL PLANNING .............................................................................................. 64
CHAPTER 8 PLANNED CHANGE ............................................................................................................... 76
CHAPTER 9 TIME MANAGEMENT ........................................................................................................... 85
CHAPTER 10 FISCAL PLANNING AND HEALTH-CARE REIMBURSEMENT ................................................. 98
CHAPTER 11 CAREER PLANNING AND DEVELOPMENT IN NURSING .................................................... 109
UNIT IV ROLES AND FUNCTIONS IN ORGANIZING ................................................................................... 120
CHAPTER 12 ORGANIZATIONAL STRUCTURE ........................................................................................ 120
CHAPTER 13 ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER ................................................. 130
CHAPTER 14 ORGANIZING PATIENT CARE ............................................................................................ 141
UNIT V ROLES AND FUNCTIONS IN STAFFING ........................................................................................ 151
CHAPTER 15 EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND ONBOARDING ..................... 151
CHAPTER 16 EDUCATING AND SOCIALIZING STAFF IN A LEARNING ORGANIZATION .......................... 171
CHAPTER 17 STAFFING NEEDS AND SCHEDULING POLICIES................................................................. 182
UNIT VI ROLES AND FUNCTIONS IN DIRECTING ....................................................................................... 193
CHAPTER 18 CREATING A MOTIVATING CLIMATE ................................................................................ 193
CHAPTER 19 ORGANIZATIONAL, INTERPERSONAL, AND GROUP COMMUNICATION IN TEAM BUILDING
.............................................................................................................................................................. 203
CHAPTER 20 DELEGATION..................................................................................................................... 213
CHAPTER 21 CONFLICT, WORKPLACE VIOLENCE, AND NEGOTIATION ................................................. 222
CHAPTER 22 COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT LAWS .......................... 234
UNIT VII ROLES AND FUNCTIONS IN CONTROLLING ................................................................................. 245
CHAPTER 23 QUALITY CONTROL IN CREATING A CULTURE OF PATIENT SAFETY ................................. 245
, CHAPTER 24 PERFORMANCE APPRAISAL .............................................................................................. 256
CHAPTER 25 PROBLEM EMPLOYEES: PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES,
AND THOSE WITH SUBSTANCE USE DISORDER..................................................................................... 268
UNIT I THE CRITICAL TRIAD: DECISION MAKING, MANAGEMENT, AND
LEADERSHIP
CHAPTER 1 DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL
REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT
1. WHAT STATEMENT IS TRUE REGARDING LEADERSHIP?
A)IT IS AN ANALYSIS OF THE 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 THE PROBLEM
ANSWER>> 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 METHOD?
a) ITS NEED FOR IMPLEMENTATION TIME
b) ITS LACK OF A STEP REQUIRING EVALUATION OF RESULT
c) ITS FAILURE TO GATHER SUFFICIENT DATA
d) ITS FAILURE TO EVALUATE ALTERNATIVES
ANSWER>> 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 STATEMENT ARE TRUE REGARDING DECISION MAKING?
, a) SCIENTIFIC METHODS PROVIDE IDENTICAL DECISIONS
b) DECISIONS ARE GREATLY INFLUENCED BY EACH PERSONS VALUE SYSTEM
c) PERSONAL BELIEFS CAN BE ADJUSTED
d) PAST EXPERIENCE HAS LITTLE TO DO WITH THE QUALITY OF THE DECISION
ANSWER>> B
FEEDBACK:
VALUES, LIFE EXPERIENCE, INDIVIDUAL PREFERENCE, AND INDIVIDUAL WAYS OF THINKING WILL
INFLUENCE A PERSON'S DECISION MAKING. NO MATTER HOW OBJECTIVE THE CRITERIA WILL
BE, VALUE JUDGMENTS WILL ALWAYS PLAY A PART IN A PERSON'S DECISION MAKING, EITHER
CONSCIOUSLY OR SUBCONSCIOUSLY.
4. WHAT INFLUENCES THE QUALITY OF A DECISION MOST OFTEN?
a) THE DECISION MAKER'S 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
ANSWER>> C
FEEDBACK:
THE GREATER NUMBER OF ALTERNATIVES THAT CAN BE GENERATED BY THE DECISION MAKER,
THE BETTER THE FINAL DECISION WILL BE. THE ALTERNATIVES GENERATED AND THE FINAL
CHOICES ARE LIMITED BY EACH PERSON'S VALUE SYSTEM.
5. WHAT DOES KNOWLEDGE ABOUT GOOD DECISION MAKING LEAD ONE TO BELIEVE?
a) GOOD DECISION MAKERS ARE USUALLY RIGHT BRAIN, INITIATIVE THINKERS
b) EFFECTIVE DECISION MAKERS ARE SENSITIVE TO THE SITUATION AND TO OTHERS
c) GOOD DECISIONS ARE USUSALLY MADE BY LEFT SIDED BRAIN
D) GOOD DECISION MAKING REQUIRES ANALYTIC RATHER THAN CREATIVE PROCESS
ANSWER>> B
FEEDBACK:
GOOD DECISION MAKERS SEEM TO HAVE ANTENNAE THAT MAKE THEM PARTICULARLY
SENSITIVE TO OTHER PEOPLE AND SITUATIONS. LEFT-BRAIN THINKERS ARE TYPICALLY BETTER
AT PROCESSING LANGUAGE, LOGIC, NUMBERS, AND SEQUENTIAL ORDERING, WHEREAS RIGHT-
BRAIN THINKERS EXCEL AT NONVERBAL IDEATION AND HOLISTIC SYNTHESIZING.
