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TEST BANK NURSING LEADERSHIP & MANAGEMENT 3rdEdition By Patricia Kelly
TEST BANK NURSING LEADERSHIP & MANAGEMENT 3rdEdition By Patricia Kelly
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TEST BANK hNURSING LEADERSHIP &MA
h h h
NAGEMENT
3rd Edition B
h h
y Patricia Kelly
h h
TEST BANK h
,NursinghLeadershiph&hManagementh3rdhEditionhbyhPatriciahKellyhTesthBankh
TablehofhContents:
UnithI:hNURSINGhLEADERSHIPhANDhMANAGEMENT.
Chapterh1.hNursinghLeadershiphandhManagement.
Chapterh2.hThehHealthcarehEnvironment.
Chapterh3.hOrganizationalhBehaviorhandhMagnethHospitals.
Chapterh4.hBasichClinicalhHealthcarehEconomics.
Chapterh5.hEvidence-BasedhHealthhCare.
Chapterh6.hNursinghandhHealthcarehInformatics.
Chapterh7.hPopulationhBasedhHealthcarehPractice.
UnithII:hLEADERSHIPhANDhMANAGEMENThOFhTHEhINTERDISCIPLINARYhTEAM.
Chapterh8.hPersonalhandh InterdisciplinaryhCommunication.
Chapterh9.hPoliticshandhConsumerhPartnerships.
Chapterh10.hStrategichPlanninghandhorganizinghPatienthCare.
Chapterh11.hEffectivehTeamhBuilding.
Chapterh12.hPower.
Chapterh13.hChange,hInnovation,handhConflicthManagement.
UnithIII:hLEADERSHIPhANDhMANAGEMENThOFhPATIENT-hCENTEREDhCARE.
Chapterh14.hBudgethConceptshforhPatienthCare.
Chapterh15.hEffectivehStaffing.
Chapterh16.hDelegationhofhPatienthCare.
Chapterh17.hOrganizationhofhPatienthCarehManagement.
Chapterh18.hTimehManagementhandhSettinghPatienthCarehPriorities.
Chapterh19.hPatienthandhHealthhCarehEducation.
UnithIV:hQUALITYhIMPROVEMENThOFhPATIENThOUTCOMES.
Chapterh20.hManaginghOutcomeshUsinghanhOrganizationalhQualityhImprovementhModel.
Chapterh21.hEvidencehBasedhStrategieshtohImprovehPatienthCarehOutcomes.
Chapterh22.hDecisionhMakinghandhCriticalhThinking.
Chapterh23.hLegalhAspectshofhHealthhCare.
Chapterh24.hEthicalhAspectshofhHealthhCare.
Chapterh25.hCulture,hGenerationalhDifferences,handhSpirituality.
UnithV:hLEADERSHIPhANDhMANAGEMENThOFhSELFhANDhTHEhFUTURE.
Chapterh26.hCollectivehBargaining.
Chapterh27.hCareerhPlanning.
Chapterh28.hNursinghJobhOpportunities.
Chapterh29.hYourhFirsthJob.
Chapterh30.hHealthyhLiving:hBalancinghPersonalhandhProfessionalhNeeds.
Chapterh31.hNCLEXhPreparationhandhProfessionalism
.
,Chapterh1:hNursinghLeadershiphandhManagementh
MULTIPLEhCHOICE
1. AccordinghtohHenrihFayol,hthehfunctionshofhplanning,horganizing,hcoordinating,handhcontrollingh
arehconsideredhwhichhaspecthofhmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:hB,hThehmanagementhprocesshincludeshplanning,horganizing,hcoordinating,handhcontrolling.hManagementhroleshincludehinfo
rmationhprocessing,hinterpersonalhrelationships,handhdecisionhmaking.hManagementhfunctionshincludehplanning,horganizing,hstaffin
g,hdirecting,hcoordinating,hreporting,handhbudgeting.hAhtaxonomyhishahsystemhthathordershprincipleshintohahgroupinghorhclassificati
on.
2. Whichhofhthehfollowinghishconsideredhahdecisionalhmanagerialhrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:hD,hThehdecisionalhmanagerialhroleshincludehentrepreneur,hdisturbancehhandler,hallocatorhofhresources,handhnegotiator.hThehin
formationhprocessinghmanagerialhroleshincludehmonitor,hdisseminator,handhspokesperson.hThehinterpersonalhmanagerialhroleshincl
udehfigurehead,hleader,handhliaison.
3. Ahnursehmanagerhmeetshregularlyhwithhotherhnursehmanagers,hparticipateshonhthehorganization
shcommittees,handhattendshmeetingshsponsoredhbyhprofessionalhorganizationshinhorderhtohmanagehr
elationships.hThesehactivitiesharehconsideredhwhichhfunctionhofhahmanager?
a. Informing
b. Problemhsolving
c. Monitoring
d. Networking
ANS:hD,hThehrolehfunctionshtohmanagehrelationshipsharehnetworking,hsupporting,hdevelopinghandhmentoring,hmanaginghconflictha
ndhteamhbuilding,hmotivatinghandhinspiring,hrecognizing,handhrewarding.hThehrolehfunctionshtohmanagehthehworkharehplanninghand
horganizing,hproblemhsolving,hclarifyinghroleshandhobjectives,hinforming,hmonitoring,hconsulting,handhdelegating.
4. Ahnursehwashrecentlyhpromotedhtohahmiddle-
levelhmanagerhposition.hThehnurseshtitlehwouldhmosthlikelyhbehwhichhofhthehfollowing?
a. First-linehmanager
b. Director
c. Vicehpresidenthofhpatienthcarehservices
d. Chiefhnursehexecutive
ANS:hB,hAhmiddle-levelhmanagerhishcalledhahdirector.hAhlowhmanagerial-hlevelhjobhishcalledhthehfirst-
linehmanager.hAhnursehinhanhexecutivehlevelhrolehishcalledhahchiefhnursehexecutivehorhvicehpresidenthofhpatienthcarehservices.
5. AhnursehmanagerhwhohuseshFrederickhTaylorshscientifichmanagementhapproach,hwouldhmosthlikelyh
focushonhwhichhofhthehfollowing?
, a. Generalhprinciples
b. Positionalhauthority
c. Laborhproductivity
d. Impersonalhrelations
ANS:hC,hThehareahofhfocushforhscientifichmanagementhishlaborhproductivity.hInhbureaucratichtheory,hefficiencyhishachievedhthrough
himpersonalhrelationshwithinhahformalhstructurehandhishbasedhonhpositionalhauthority.hAdministrativehprinciplehtheoryhconsistshofhp
rincipleshofhmanagemenththatharehrelevanthtohanyhorganization.
6. AccordinghtohVroomshTheoryhofhMotivation,hforce:
a. ishthehperceivedhpossibilityhthaththehgoalhwillhbehachieved.
b. describeshthehamounthofhefforthonehwillhexerthtohreachhoneshgoal.
c. describeshpeoplehwhohhavehfreehwillhbuthchoosehtohcomplyhwithhordershtheyharehgiven.
d. ishahnaturallyhforminghsocialhgrouphthathcanhbecomehahcontributorhtohanhorganization.
ANS:hB,hAccordinghtohVroomshTheoryhofhMotivation,hForcehdescribeshthehamounthofhefforthonehwillhexerthtohreachhoneshgoal.h
Valencehspeakshtohthehlevelhofhattractivenesshorhunattractivenesshofhthehgoal.h Expectancyhishthehperceivedhpossibilityhthaththehgoal
hwillhbehachieved.hVroomshTheoryhofhMotivationhcanhbehdemonstratedhinhthehformhofhanhequation:hForceh=hValencehExpectanc
yh(Vroom,h1964).hThehtheoryhproposeshthaththishequationhcanhhelphtohpredicththehmotivation,horhforce,hofhanhindividualhashdescrib
edhbyhVroom.
7. AccordinghtohR.hN.hLussier,hmotivation:
a. ishunconsciouslyhdemonstratedhbyhpeople.
b. occurshexternallyhtohinfluencehbehavior.
c. ishdeterminedhbyhothershchoices.
d. occurshinternallyhtohinfluencehbehavior.
ANS:hD,hMotivationhishahprocesshthathoccurshinternallyhtohinfluencehandhdirecthourhbehaviorhinhorderhtohsatisfyhneeds.hMotivationhi
shnothexplicitlyhdemonstratedhbyhpeople,hbuthratherhithishinterpretedhfromhtheirhbehavior.hMotivationhishwhateverhinfluenceshourhc
hoiceshandhcreateshdirection,hintensity,handhpersistencehinhourhbehavior.
8. AccordinghtohR.hN.hLussier,hthereharehcontenthmotivationhtheorieshandhprocesshmotivationhtheories.h
Whichhofhthehfollowinghishconsideredhahprocesshmotivationhtheory?
a. Equityhtheory
b. Hierarchyhofhneedshtheory
c. Existence-relatedness-growthhtheory
d. Hygienehmaintenancehandhmotivationhfactors
ANS:hA,hThehprocesshmotivationhtheoriesharehequityhtheoryhandhexpectancyhtheory.hThehcontenthmotivationhtheorieshincludehMasl
owshhierarchyhofhneedshtheory,hAldefershexistence-hrelatedness-
growthh(ERG)htheory,handhHerzbergshhygienehmaintenancehfactorshandhmotivationhfactors.
9. Thehtheoryhthathincludeshmaintenancehandhmotivationhfactorshis:
a. Maslowshhierarchyhofhneeds.
b. Herzbergshtwo-factorhtheory.
c. McGregorshtheoryhXhandhtheoryhY.
d. OuchishtheoryhZ.
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