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Leadership Roles And Management Functions In Nursing: Theory And Application, 10th Edition By Bessie L. Marquis|| Dr. Carol Huston||Test Bank 100% Verified Answers||Graded A+$16.49
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Leadership Roles And Management Functions In Nursing: Theory And Application, 10th Edition By Bessie L. Marquis|| Dr. Carol Huston||Test Bank 100% Verified Answers||Graded A+
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Leadership Roles And Management Functions
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Leader Role Funct Nursg 10 (Us Ed)
Leadership Roles And Management Functions In Nursing: Theory And Application, 10th Edition By Bessie L. Marquis|| Dr. Carol Huston||Test Bank 100% Verified Answers||Graded A+
Leadership Roles And Management Functions In Nursing: Theory And Application, 10th Edition By Bessie L. Marquis|| Dr. Carol...
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Leadership Roles And Management Functions In Nursing: Theory And
Application, 10th Edition By Bessie L. Marquis|| Dr. Carol
Huston||Test Bank 100% Verified Answers||Graded A+
,TABLE OF CONTENTS
CHAPTER 1 CONCLUSION 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
CHAPTER 4 ETHICAL ISSUES ........................................................................................................................ 34
CHAPTER 5 LEGAL AND LEGISLATIVE ISSUES .............................................................................................. 45
CHAPTER 6 PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL ADVOCACY .............................. 54
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
CHAPTER 12 ORGANIZATIONAL STRUCTURE ............................................................................................ 119
CHAPTER 13 ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER ..................................................... 130
CHAPTER 14 ORGANIZING PATIENT CARE ................................................................................................ 140
CHAPTER 15 EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND INDOCTRINATION ................... 151
CHAPTER 16 EDUCATING AND SOCIALIZING STAFF IN A LEARNING ORGANIZATION .............................. 163
CHAPTER 17 STAFFING NEEDS AND SCHEDULING POLICIES..................................................................... 174
CHAPTER 18 CREATING A MOTIVATING CLIMATE .................................................................................... 185
CHAPTER 19 ORGANIZATIONAL, INTERPERSONAL, AND GROUP COMMUNICATION IN TEAM BUILDING
.................................................................................................................................................................. 194
CHAPTER 20 DELEGATION......................................................................................................................... 205
CHAPTER 21 CONFLICT, WORKPLACE VIOLENCE, AND NEGOTIATION ..................................................... 213
CHAPTER 22 COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT LAWS .............................. 225
CHAPTER 23 QUALITY CONTROL IN CREATING A CULTURE OF PATIENT SAFETY ..................................... 237
CHAPTER 24 PERFORMANCE APPRAISAL .................................................................................................. 248
CHAPTER 25 PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES, AND THE CHEMICALLY OR
PSYCHOLOGICALLY IMPAIRED................................................................................................................... 259
,CHAPTER 1 CONCLUSION 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:
CONCLUSION MAKING IS A COMPLEX COGNITIVE PROCESS OFTEN DEFINED AS CHOOSING A
PARTICULAR COURSE OF ACTION. PROBLEM SOLVING IS PART OF CONCLUSION 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 CONCLUSION 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. CONCLUSION 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 CONCLUSION MAKING?
a) SCIENTIFIC METHODS PROVIDE IDENTICAL CONCLUSIONS
b) CONCLUSIONS 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 CONCLUSION
ANSWER> B
FEEDBACK:
VALUES, LIFE EXPERIENCE, INDIVIDUAL PREFERENCE, AND INDIVIDUAL WAYS OF THINKING WILL
INFLUENCE A PERSON'S CONCLUSION MAKING. NO MATTER HOW OBJECTIVE THE CRITERIA
WILL BE, VALUE JUDGMENTS WILL ALWAYS PLAY A PART IN A PERSON'S CONCLUSION MAKING,
EITHER CONSCIOUSLY OR SUBCONSCIOUSLY.
4. WHAT INFLUENCES THE QUALITY OF A CONCLUSION MOST OFTEN?
a) THE CONCLUSION MAKER'S IMMEDIATE SUPERIOR
b) THE TYPE OF CONCLUSION THAT NEEDS TO BE MADE
c) QUESTIONS ASKED AND ALTERNATIVES GENERATED
d) THE TIME OF DAY THE CONCLUSION IS MADE
ANSWER> C
FEEDBACK:
THE GREATER NUMBER OF ALTERNATIVES THAT CAN BE GENERATED BY THE CONCLUSION
MAKER, THE BETTER THE FINAL CONCLUSION WILL BE. THE ALTERNATIVES GENERATED AND THE
FINAL CHOICES ARE LIMITED BY EACH PERSON'S VALUE SYSTEM.
5. WHAT DOES KNOWLEDGE ABOUT GOOD CONCLUSION MAKING LEAD ONE TO BELIEVE?
a) GOOD CONCLUSION MAKERS ARE USUALLY RIGHT BRAIN, INITIATIVE THINKERS
b) EFFECTIVE CONCLUSION MAKERS ARE SENSITIVE TO THE SITUATION AND TO OTHERS
c) GOOD CONCLUSIONS ARE USUSALLY MADE BY LEFT SIDED BRAIN
D) GOOD CONCLUSION MAKING REQUIRES ANALYTIC RATHER THAN CREATIVE PROCESS
ANSWER> B
FEEDBACK:
GOOD CONCLUSION 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.
6. WHAT IS THE BEST DEFINITION OF CONCLUSION MAKING
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