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2024 LEADERSHIP EXAM 2 PART 1 (CH. 7 8 1213 HALF)
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2024 LEADERSHIP EXAM 2 PART 1 (CH. 7 8 1213 HALF)
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20242024 LEADERSHIP EXAM 2
PART 1 (CH. 7 8 1213 HALF)
A clinical nurse specialist (CNS) is included on a hospital department's organizational chart. However, there are no solid lines leading to or from the nurse's position on the chart. What does this imply? a. The CNS lacks productive relationships with colleagues. b. Any member of staff may exercise authority over the CNS. c. The CNS is not accountable for his or her practice. d. The CNS does not have formal authority over other staff members. - CORRECT ANSWERS-D Feedback: The absence of a "line position" denotes
an absence of formal decision-making authority. This is often the case for an advisory (staff) position such as CNS. However, this does not suggest that every other staff member holds authority over the CNS or that the CNS is not accountable for his or her safe practice and adherence to standards. Line positions do not represent personal relationships
There is one vertical, solid line connecting a middle manager and a top-
level manager on a clinic's organizational chart. What should a nurse conclude from this aspect of the organizational chart? a. The middle- and top-level manager share equal authority. b. The middle manager is in a permanent position. c. The middle manager has only one boss. d. The top-level manager was originally promoted from being a middle-
manager. - CORRECT ANSWERS-C Feedback: Unity of command means one immediate boss per employee and is denoted by a single vertical line.
This does not suggest equal authority among the two managers or that the top-level manager was promoted from the position below him or her. This portion of the chart does not indicate that the middle manager's position is permanent.
Which employee of a health-care organization would likely be considered a middle-level manager? a. An experienced primary care nurse who mentors other nurses b. The team leader of the hospital's wound care specialists c. The charge nurse who oversees day shifts on a medical unit d. The hospital's nursing supervisor - CORRECT ANSWERS-: D Feedback: Nursing supervisors are middle-level managers. All the other listed nurses are first-level managers.
A health-care organization utilizes decentralized decision making. What will most likely happen when there is need for decisions to be made in the
organization? 2024
a. A decision can be made at the lowest practical managerial level. b. The decision will be made by top-level managers. c. There is a potential that the decision will be made too quickly. d. It will be unclear who is ultimately accountable for the decision. - CORRECT ANSWERS-A Feedback: Decentralized organizational structure allows decision making to be made at the level at which problems occur. Decision making by top managers is more likely when decision making is centralized. Decentralized decision making does not necessarily lead to rash decisions or unclear accountability.
A middle-manager who oversees the operations of several nursing units has a high degree of organizational centrality. What is most likely true about this manager? a. The manager is isolated from top-level managers. b. The manager interacts with a comparatively small number of coworkers. c. The manager receives much communication from varied directions. d. There are more middle-level managers than first-level managers in the organization. - CORRECT ANSWERS-C Feedback: Centrality is a position on
an organizational chart where it is possible to have many different types of communication (upward, downward, lateral, and diagonal). This does not suggest that there are more middle-level managers than lower level managers or that this manager is isolated from his or her superiors.
A nurse-manager has established a new committee and will be chairing the committee. The committee consists of six representatives from various departments, at various levels within the organization. What goal should the committee members set? a. Creating a new organizational chart b. Adding four to six new members c. Emphasizing formal communication d. Implementing shared decision making - CORRECT ANSWERS-D Feedback: A shared decision making is a desirable goal in most committees. This maximizes productivity and input. Communication does not necessarily need to be formal and a committee does not necessarily have to consist of 10 to 12 members. It would unusual for a committee to be charged with creating an entirely new organizational chart.
The nurse-manager is chairing a committee, most of whose members are subordinates. When communicating with the members during meetings, the manager should: a. ensure their contributions are recorded for performance appraisal purposes. b. avoid overt demonstrations of power or authority. c. reserve the right to impose decisions on the committee. d. avoid informality in speech or writing. - CORRECT ANSWERS-B Feedback: During committee work, encouraging interaction that is free of status and power is important. Recording for performance appraisal 2024
purposes is likely to be intimidating for committee members. There is no reason for all communication to be formal in a committee setting
A manager has accepted a new position and there are more than 20 people who directly report to the manager. What description of this manager's role is most accurate? a. The manager's workload is unrealistic. b. The manager has a large span of control. c. The manager has a top-level management position. d. The manager is working in a poorly designed organization. - CORRECT ANSWERS-B Feedback: The number of people directly reporting to any one
manager represents that manager's span of control and determines the number of interactions expected of him or her. Without knowing more about the manager's role, there is no way of knowing if the workload is unrealistic or if this is a top-level position. This manager's large span of control is not necessarily a marker of a poorly designed organization.
A nurse is considering applying for employment at a new health-care facility. How should the nurse best identify the aims and priorities of the organization? a. Review the organization's mission statement. b. Speak with as many front-line workers as possible. c. Ask interviewers about recent responses to consumer satisfaction surveys. d. Review the organization's policy and procedures documents. - CORRECT ANSWERS-A Feedback: The purpose or mission statement is a brief statement identifying the reason that an organization exists. The mission statement identifies the organization's position regarding ethics, principles, and standards of practice. The nurse should be able to infer the
organization's aims and priorities from this statement. Consumer feedback
will not necessarily reveal the organization's aims and priorities. Similarly, workers are often unable to identify these priorities. Policies and procedures identify the preferred ways of completing tasks but not the organization's aims and priorities.
The nurse is participating in a planning process in a large health-care organization. The nurse and the other members of the team should: a. avoid specifics so that the plan can be applied in any health-care setting. b. ensure that long-term priorities are always prioritized over short-term priorities. c. ensure that evaluation occurs at several points during the process. d. begin to engage employees in the process after the plan has been implemented - CORRECT ANSWERS-C Feedback: Planning can be short term or long term but should always include built-in evaluation checkpoints so there can be a midcourse correction if unexpected events occur. Excessive generalization (vagueness) can make a plan difficult to implement because of the lack of specifics. Employee engagement should occur early in the process. Short-term and long-term interests must be 2024
balanced; long-term priorities do not always supersede short-term priorities
3. Which is a true statement about planning? a. All plans should be defined at the outset so that changes are not necessary. b. Long- and short-range plans should be kept separate so priorities do not become confused.
c. Objectives and goals must be established before the philosophy is written. d. All plans should be flexible to accommodate changing circumstances. - CORRECT ANSWERS-D Feedback: Every plan should be flexible because unexpected events are inevitable. It is impossible to identify every aspect of the plan at the outset because circumstances are always changing. Short- and long-range plans should be complementary and integrated, not
separate. The philosophy should form the foundation of objectives and goals.
A nurse is participating in the process of values clarification. What are the characteristics of a true value? Select all that apply. a. It is freely chosen from among alternatives.
b. It aligns with the dominant values of society. c. It is prized and cherished. d. It is positively affirmed. e. It is acted upon. - CORRECT ANSWERS-A, C, D, E Feedback: McNally identified the fact that a value is prized and cherished, positively affirmed and acted on, and chosen freely from among alternatives. It is possible for
a value to be true while not aligning with the dominant values of the society.
Which statement is an example of a process objective? a. "Every nurse will screen newly admitted clients for alcohol abuse." b. "The falls rate on the unit will decrease by 50% compared with 2016 rates." c. "The health-care facility will achieve accreditation within the next 24 months." d. "The new bowel care protocol will be fully implemented by the end of the calendar year." - CORRECT ANSWERS-A Feedback: Objectives can focus on either the desired process or the desired result. Process objectives are written in terms of the method to be used, whereas result-
focused objectives specify the desired outcome. The statement "Every nurse will screen newly admitted clients for alcohol abuse" states how (i.e., the process) each client will be screened. Each of the other listed statements focuses on results or outcomes.
A leader has launched an organizational planning process that requires the development of new policies. How should the leader utilize subordinates during this process?
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