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Test Bank for Leadership Roles and Management Functions in Nursing: Theory and Application, 11th Edition (Huston, 2024), Chapter 1-25 | All Chapters17,68 €
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leadership roles and management functions in nursi
test bank for leadership roles and management
leadership roles and management
management functions in nursing theory and applica
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Test Bank for Leadership Roles and Management Functions in Nursing Theory and Application, 11th Edition by Huston (2024) – All Chapters 1-25
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TEST BANK Leadership Roles and Management Functions in Nursing: Theory and Application 11th Edition Carol J. Huston TEST BANK Table of Contents
Chapter 01 Decision Making Problem Solving Critical Thinking and Clinical Reasoning: Requisites for Successful Leadership and Management
1
Chapter 02 Classical Views of Leadership and Management
15
Chapter 03 Twenty-First Century Thinking About Leadership and Management
29
Chapter 04 Ethical Issues
43
Chapter 05 Legal and Legislative Issues
57
Chapter 06 Patient Subordinate Workplace and Professional Advocacy
72
Chapter 07 Organizational Planning
86
Chapter 08 Planned Change
100
Chapter 09 Time Management
113
Chapter 10 Fiscal Planning and Health Care Reimbursement
127
Chapter 11 Career Planning and Development in Nursing
140
Chapter 12 Organizational Structure
154
Chapter 13 Organizational Political and Personal Power
168
Chapter 14 Organizing Patient Care
182
Chapter 15 Employee Recruitment Selection Placement and Onboarding
196
Chapter 16 Educating and Socializing Staff in a Learning Organization
210
Chapter 17 Staffing Needs and Scheduling Policies
224
Chapter 18 Creating a Motivating Climate
238
Chapter 19 Organizational Interpersonal and Group Communication in Team Building
251
Chapter 20 Delegation
265
Chapter 21 Conflict Workplace Violence and Negotiation
279
Chapter 22 Collective Bargaining Unionization and Employment Laws
293
Chapter 23 Quality Control in Creating a Culture of Patient Safety
307
Chapter 24 Performance Appraisal
320
Chapter 25 Problem Employees: Rule Breakers Marginal Employees and Those with Substance Use Disorder
334 1 | P a g e Chapter 1, Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for Successful Leadership and Management 1. A nurse is applying a decision -making process to a clinical challenge. When applying this process, the nurse must: a. analyze the root causes of a situation. b. begin by solving the underlying problem. c. choose between different courses of action. d. prioritize the maximum good for the maximum number of people. ANS: 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. It is not always realistic for the nurse to solve each of the problems contributing to a larger challenge, especially at the beginning of the decision -making process. The nurse often lacks the time, information, or resources to analyze the root causes of a situation. Many times, the nurse makes a decision that benefits the largest number of people, but this is not always feasible or desirable. PTS: 1 DIF: Moderate REF: Page and Header: 3, Decision Making, Problem Solving, Critical Thinking, Clinical Reasoning, and Elastic Thinking OBJ: 1 NAT: Client Needs: Safe and Effective Care Environment: Management of Care LOC: Nursing Concepts: Clinical Decision Making, Leadership & Management TOP: Chapter: 1 KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Apply NOT: Multiple Choice 2. A nurse is applying the traditional problem -solving model when mediating a conflict between two colleagues. When applying this model, the nurse should prioritize what task? a. Identifying the root cause of the conflict b. Implementing a solution as quickly as possible c. Eliciting input from other nurses d. Encouraging each nurse to reflect on their actions ANS: A Feedback: The traditional problem -solving model attempts to identify the root problem in situations, a task that requires much time and energy. Efficiency is desirable, but trying to implement a solution as quickly as possible can result in a hasty and incorrect solution. Outside input may or may not be necessary; this varies with each individual problem. Reflective thinking is always beneficial, but this is not a specific component of the traditional problem -solving model. PTS: 1 DIF: Moderate REF: Page and Header: 3, Decision Making, Problem Solving, Critical Thinking, Clinical Reasoning, and Elastic Thinking OBJ: 1 NAT: Client Needs: Safe and Effective Care Environment: Management of Care LOC: Nursing Concepts: Clinical Decision Making, Collaboration TOP: Chapter: 1 KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Analyze NOT: Multiple Choice 2 | P a g e 3. Which statement is true regarding decision making? a. Scientific methods provide identical decisions by different individuals for the same problems. b. Decisions are greatly influenced by each person’s value system. c. Personal beliefs can be adjusted for when the scientific approach to problem solving is used. d. Past experience has little to do with the quality of the decision. ANS: 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. It is not possible for a nurse to fully “set aside” personal beliefs when making a decision, even if the nurse applies the principles of self -reflection. PTS: 1 DIF: Moderate REF: Page and Header: 16, Choose and Act Decisively OBJ: 3 NAT: Client Needs: Safe and Effective Care Environment: Management of Care LOC: Nursing Concepts: Leadership & Management TOP: Chapter: 1 KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Understand NOT: Multiple Choice 4. The nurse -manager of a short -staffed unit needs to make a decision about a nurse’s request for an unpaid leave of absence. In order to increase the chance of making a good decision, the manager should: a. involve as many people in the decision -making process as possible. b. begin the decision -making process by presuming the status quo to be the best option. c. generate as many different alternatives as possible. d. prioritize the option that is most innovative. ANS: C Feedback: The greater the number of alternatives that can be generated by the decision maker, the better the final decision will be. Generating multiple alternatives may require involving more people in the decision -making process, but the process can easily become unwieldy if too many people are involved. The manager should always consider the status quo as a possible option, but this is not always considered to be the default option. Innovation is often a desirable characteristic, but it would be inappropriate to choose an option solely because it is innovative; many other values must be considered. PTS: 1 DIF: Moderate REF: Page and Header: 14, Generate Numerous Alternatives OBJ: 4 NAT: Client Needs: Safe and Effective Care Environment: Management of Care LOC: Nursing Concepts: Clinical Decision Making, Leadership & Management TOP: Chapter: 1 KEY: Integrated Process: Nursing Process BLM: Cognitive Level: Apply NOT: Multiple Choice 5. An experienced nurse -manager has been described as being a “right -brained thinker.” Which is an example of this manager’s decision -making process?
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