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Test Bank for Nursing Delegation and Management of Patient Care 2nd Edition - All Chapters (1-21) |A+ ULTIMATE GUIDE 2022 $15.99
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Test Bank for Nursing Delegation and Management of Patient Care 2nd Edition - All Chapters (1-21) |A+ ULTIMATE GUIDE 2022
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Test Bank for Nursing Delegation and Management of Patient Care 2nd Edition - All Chapters (1-21) |A+ ULTIMATE GUIDE 2022 Test Bank for Nursing Delegation and Management of Patient Care 2nd Edition - All Chapters (1-21) |A+ ULTIMATE GUIDE 2022 Test Bank for Nursing Delegation and Management of Pa...

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  • September 3, 2024
  • 159
  • 2024/2025
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  • nursing test bank
  • nursing
  • management of patient care 2nd edition
  • nursing delegation and management of patient care
  • test bank for nursing delegation and management

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NURSING hDELEGATION hAND hMANAGEMENT hOF
hPATIENT hCARE h2ND hEDITION h

, NURSING hDELEGATION hAND hMANAGEMENT hOF
hPATIENT hCARE h2ND hEDITION h


TEST hBANK hFOR hNURSING hDELEGATION hAND hMANAGEMENT hOF hPATIENT
CARE h2ND hEDITION hBY hMotacki hRN hMSN, hKathleen, hBurke hRN hPhD, hKathleen


ISBN: h9780323321099
ISBN: h9780323321150

Table hof hContents
Section h1: hTRANSFORMATIONAL hLEADERSHIP

1. Leadership hand hManagement

2. Organizational hStructure hof hHealth hCare

3. Strategic hManagement hand hPlanning

4. Financial hManagement hin hHealth hCare

5. Health hCare hRegulatory hand hCertifying hAgencies




Section h2: hSTRUCTURAL hEMPOWERMENT

6. Organizational hDecision hMaking hand hShared hGovernance

7. Professional hDecision hMaking hand hAdvocacy

8. Communication hin hthe hWork hEnvironment

9. Personnel hPolicies hand hPrograms hin hthe hWorkplace




Section h3: hEXEMPLARY hPROFESSIONAL hPRACTICE

10. Professional hDevelopment

11. Professional hPractice hand hCare hDelivery hModels hand hEmerging hPractice hModels

12. Staffing hand hScheduling

,NURSING hDELEGATION hAND hMANAGEMENT hOF
hPATIENT hCARE h2ND hEDITION h


13. Delegation hof hNursing hTasks

14. Providing hCompetent hStaff

15. Group hManagement hfor hEffective hOutcomes

16. Hospital hInformation hSystems

17. Organizational hStructure hof hHealth hCare




Section h4: hNEW hKNOWLEDGE, hINNOVATIONS, hAND hIMPROVEMENTS

18. Improving hOrganizational hPerformance

19. Evidence-Based hPractice

20. Monitoring hOutcomes hand hthe hUse hof hData hfor hImprovement




Section h5: hCONGRATULATIONS

21. The hImmediate hFuture: hJob hInterviewing, hNCLEX, hand hContinuing hEducation

, Nursing hDelegation hand hManagement hof hPatient hCare h2nd hEdition hMotacki hTest
hBank

Chapter h01: hLeadership hand hManagement
Motacki: hNursing hDelegation hand hManagement hof hPatient hCare, h2nd hEdition


MULTIPLE hCHOICE

1. Nurses hcan hbe hleaders hwithout hbeing hmanagers. hWhich hnursing hactions
hdemonstratehleadership?
a. Assisting ha hnew hnurse hwith henteral htube hfeedings
b. Counseling ha hnew hnurse hregarding hattendance
c. Adjusting hassignments hafter ha hstaff hmember hcalls hin hsick
d. Calling ha hphysician hfor hnew horder hclarification
ANS: h A
Leaders hact has hrole hmodels hand hmentor hnew hstaff. hThe hother hoptions hare hincorrect
hbecause htheyhare hmanagement hresponsibilities hand hnot hleadership hroles.


DIF: Cognitive hLevel: hApplication REF: h page h6

2. Which hnursing hactions hdemonstrate hthe hrole hof hmanagement hin hnursing?
a. Encouraging hautonomous hdecision hmaking
b. Observing hthe hdocumentation hof happropriate hcharges hto hpatients
c. Assisting hin ha hcode
d. Asking hthe hpatient/family habout hadvance hdirectives
ANS: h B
Managers hare hresponsible hfor hthe hbudget hof htheir hunits. hThe hother hoptions hare hincorrect
hbecausehthose hare hleadership hor hmentoN ngRrS
riU olI
esN. hGTB.COM
DIF: Cognitive hLevel: hApplication REF: h page h6

3. Much hlike ha hpolitician, ha hnurse hmanager hmust hexhibit hleadership hthat hinspires hand
hmotivates. hInhwhich hinstance his ha hnurse hdemonstrating hleadership hqualities?
a. A hstaff hnurse hbecomes haware hof hincreased hinfection hrates hfollowing hcardiac
hsurgery.hThe hnurse htakes hit hupon hherself hto hresearch hthe hpossible hcauses hand
hprevention hmeasures hand hto hmake hsuggestions hto hbetter hprotect hpatients.
b. A hstaff hnurse hacts hquickly hwhen ha hcardiac harrest his hcalled hon hher hpatient.
c. A hstaff hnurse hnotifies hanother hstaff hmember hthat hshe his hbeing h―pulled‖ htoday.
d. A hnew hnurse hvolunteers hto hwork hwhen hanother hstaff hmember hmust
hleave hworkhbecause hher hchild his hill.

ANS: h A
Nurse hleaders hare hinterested hin hchanging hpractice hbased hon hevidence. hOptions hB
hand hD hare hincorrect hbecause hthey hare hactions htaken hby hnurses has hpart hof hthe
hfunctional hstructure hof hthehunit. hOption hC his hincorrect hbecause hit his han haction htaken
hby ha hmanager.


DIF: h h h Cognitive hLevel: hAnalysis REF: h page h6

4. A hnurse hmanager hmust hexhibit hqualities hof hefficiency hand horganization. hWhich
hnurse hishdemonstrating hthe hqualities hnecessary hfor ha hmanager?
a. A hnurse hbecomes haware hof hincreased hinfection hrates hfollowing hcardiac hsurgery. hThe

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