,TABLE OF CONTENT
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UNIT I The Critical Triad: Decision Making, Management, and Leadership
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Chapter 1 dn
Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning dn dn dn dn dn dn dn dn
: Requisites for Successful Leadership and Management
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Chapter 2 Classical Views of Leadership and Management
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Chapter 3 Twenty-First-Century Thinking About Leadership and Management
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UNIT II dn
Foundation for Effective Leadership and Management: Ethics, Law, an
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d Advocacy
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Chapter 4 Ethical Issues
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Chapter 5 Legal and Legislative Issues
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Chapter 6 Patient, Subordinate, Workplace, and Professional Advocacy
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UNIT III Roles and Functions in Plannin
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g Chapter 7
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Organizational Planning dn dn
Chapter 8 Planned Change
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Chapter 9 Time Management
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Chapter 10 dn
Fiscal Planning and Health Care Reimbursement dn dn dn dn dn
Chapter 11
dn Career Planning and Development in Nursing
dn dn dn dn dn dn
UNIT IV Roles and Functions in Organizing
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Chapter 12 Organizational Structure
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Chapter 13 dn
Organizational, Political, and Personal Power dn dn dn dn
Chapter 14
dn Organizing Patient Care
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UNIT V Roles and Functions in Staffing
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Chapter 15 dn
Employee Recruitment, Selection, Placement, and Onboarding dn dn dn dn dn
Chapter 16
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Educating and Socializing Staff in a Learning Organization C dn dn dn dn dn dn dn dn
hapter 17 Staffing Needs and Scheduling Policies
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UNIT VI Roles and Functions in Directing
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Chapter 18 Creating a Motivating Climate
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Chapter 19 dn
Organizational, Interpersonal, and Group Communication in Team Building dn dn dn dn dn dn dn
Chapter 20
dn Delegation dn
Chapter 21 Conflict, Workplace Violence, and Negotiation
dn dn dn dn dn
Chapter 22 Collective Bargaining, Unionization, and Employment Laws
dn dn dn dn dn dn
UNIT VII Roles and Functions in Controlling
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Chapter 23 dn
Quality Control in Creating a Culture of Patient Safet dn dn dn dn dn dn dn dn
y Chapter 24
dn Performance Appraisal
dn dn
Chapter 25 dn
Problem Employees: Rule Breakers, Marginal Employees, and Those Wit dn dn dn dn dn dn dn dn
h Substance Use Disorder
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,Chapter 01: Decision making, problem solving critical thinking and
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dn clinical reasoning: request for successful management and leadership
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MULTIPLE QUESTIONS dn
1. What statement is true regarding decision making?
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A) It is an analysis of a situation dn dn dn dn dn dn
B) It is closely related to evaluation
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C) It involves choosing between courses of action
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D) It is dependent upon finding the cause of a problem
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ANSWER: C dn
Feedback:
Decision making is a complex cognitive process often defined as choosing a particular
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course of action. Problem solving is part of decision making and is a systematic process t
dn dn dn dn dn dn dn dn dn dn dn dn dn dn dn
hat focuses on analyzing a difficult situation. Critical thinking, sometimes referred to as re
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flective thinking, is related to evaluation and has a broader scope than decision making
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and problem solving.
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2. What is a weakness of the traditional problem-solving model?
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A) Its need for implementation time dn dn dn dn
B) Its lack of a step requiring evaluation of results
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C) Its failure to gather sufficient datadn dn dn dn dn
D) Its failure to evaluate alternatives dn dn dn dn dn
ANSWER: A dn
Feedback:
The traditional problem-
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solving model is less effective when time constraints are a consideration. Decision maki
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ng can occur without the full analysis required in problem solving. Because problem solvi
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ng attempts to identify the root problem in situations, much time and energy are spent o
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n identifying the real problem.
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3. Which of the following statements is true regarding decision making?
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A) Scientific methods provide identical decisions by different individuals for the s dn dn dn dn dn dn dn dn dn dn
ame problems dn
B) Decisions are greatly influenced by each person's value system dn dn dn dn dn dn dn dn
C) Personal beliefs can be adjusted for when the scientific approach to problem s dn dn dn dn dn dn dn dn dn dn dn dn
olving is used dn dn
D) Past experience has little to do with the quality of the decision
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ANSWER: B dn
Feedback:
Values, life experience, individual preference, and individual ways of thinking will infl
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uence a person's decision making. No matter how objective the criteria will be, value judg
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ments will always play a part in a person's decision making, either consciously or subco
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nsciously.
, 4. What influences the quality of a decision most often?
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A) The decision maker's immediate superior
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B) The type of decision that needs to be made
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C) Questions asked and alternatives generated dn dn dn dn
D) The time of day the decision is made dn dn dn dn dn dn dn dn
ANSWER: C dn
Feedback:
The greater the number of alternatives that can be generated by the decision maker, the bet
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ter the final decision will be. The alternatives generated and the final choices are limite
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d by each person's value system.
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5. What does knowledge about good decision-making lead one to believe?
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A) Good decision makers are usually right-brain, intuitive thinkers
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B) Effective decision makers are sensitive to the situation and to others
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C) Good decisions are usually made by left-brain, logical thinkers
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D) Good decision making requires analytical rather than creative processes
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ANSWER: B dn
Feedback:
Good decision makers seem to have antennae that make them particularly sensitive to o
dn dn dn dn dn dn dn dn dn dn dn dn dn
ther people and situations. Left-
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brain thinkers are typically better at processing language, logic, numbers, and sequential
dn dn dn dn dn dn dn dn dn dn dn dn
ordering, whereas right- dn dn
brain thinkers excel at nonverbal ideation and holistic synthesizing.
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6. What is the best definition of decision making?
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A) The planning process of management dn dn dn dn
B) The evaluation phase of the executive role
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C) One step in the problem-solving process
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D) Required to justify the need for scarce items dn dn dn dn dn dn dn dn
ANSWER: C dn
Feedback:
Decision making is a complex, cognitive process often defined as choosing a particular co
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urse of action. Decision making, one step in the problem-
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solving process, is an important task that relies heavily on critical thinking and clinical
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reasoning skills. dn
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UNIT I The Critical Triad: Decision Making, Management, and Leadership
dn dn dn dn dn dn dn dn
Chapter 1 dn
Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning dn dn dn dn dn dn dn dn
: Requisites for Successful Leadership and Management
dn dn dn dn dn dn
Chapter 2 Classical Views of Leadership and Management
dn dn dn dn dn dn
Chapter 3 Twenty-First-Century Thinking About Leadership and Management
dn dn dn dn dn dn
UNIT II dn
Foundation for Effective Leadership and Management: Ethics, Law, an
dn dn dn dn dn dn dn dn
d Advocacy
dn
Chapter 4 Ethical Issues
dn dn
Chapter 5 Legal and Legislative Issues
dn dn dn dn
Chapter 6 Patient, Subordinate, Workplace, and Professional Advocacy
dn dn dn dn dn dn
UNIT III Roles and Functions in Plannin
dn d n dn dn dn dn
g Chapter 7
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Organizational Planning dn dn
Chapter 8 Planned Change
dn dn
Chapter 9 Time Management
dn dn
Chapter 10 dn
Fiscal Planning and Health Care Reimbursement dn dn dn dn dn
Chapter 11
dn Career Planning and Development in Nursing
dn dn dn dn dn dn
UNIT IV Roles and Functions in Organizing
dn d n dn dn dn dn
Chapter 12 Organizational Structure
dn dn
Chapter 13 dn
Organizational, Political, and Personal Power dn dn dn dn
Chapter 14
dn Organizing Patient Care
dn dn dn
UNIT V Roles and Functions in Staffing
dn dn dn dn dn
Chapter 15 dn
Employee Recruitment, Selection, Placement, and Onboarding dn dn dn dn dn
Chapter 16
dn dn
Educating and Socializing Staff in a Learning Organization C dn dn dn dn dn dn dn dn
hapter 17 Staffing Needs and Scheduling Policies
dn dn dn dn dn
UNIT VI Roles and Functions in Directing
dn d n dn dn dn dn
Chapter 18 Creating a Motivating Climate
dn dn dn dn
Chapter 19 dn
Organizational, Interpersonal, and Group Communication in Team Building dn dn dn dn dn dn dn
Chapter 20
dn Delegation dn
Chapter 21 Conflict, Workplace Violence, and Negotiation
dn dn dn dn dn
Chapter 22 Collective Bargaining, Unionization, and Employment Laws
dn dn dn dn dn dn
UNIT VII Roles and Functions in Controlling
dn dn dn dn dn dn
Chapter 23 dn
Quality Control in Creating a Culture of Patient Safet dn dn dn dn dn dn dn dn
y Chapter 24
dn Performance Appraisal
dn dn
Chapter 25 dn
Problem Employees: Rule Breakers, Marginal Employees, and Those Wit dn dn dn dn dn dn dn dn
h Substance Use Disorder
dn dn dn
,Chapter 01: Decision making, problem solving critical thinking and
dn dn dn dn dn dn dn dn
dn clinical reasoning: request for successful management and leadership
dn dn dn dn dn dn dn
MULTIPLE QUESTIONS dn
1. What statement is true regarding decision making?
dn dn dn dn dn dn
A) It is an analysis of a situation dn dn dn dn dn dn
B) It is closely related to evaluation
dn dn dn dn dn
C) It involves choosing between courses of action
dn dn dn dn dn dn
D) It is dependent upon finding the cause of a problem
dn dn dn dn dn dn dn dn dn dn
ANSWER: C dn
Feedback:
Decision making is a complex cognitive process often defined as choosing a particular
dn dn dn dn dn dn dn dn dn dn dn dn dn
course of action. Problem solving is part of decision making and is a systematic process t
dn dn dn dn dn dn dn dn dn dn dn dn dn dn dn
hat focuses on analyzing a difficult situation. Critical thinking, sometimes referred to as re
dn dn dn dn dn dn dn dn dn dn dn dn dn
flective thinking, is related to evaluation and has a broader scope than decision making
dn dn dn dn dn dn dn dn dn dn dn dn dn dn
and problem solving.
dn dn
2. What is a weakness of the traditional problem-solving model?
dn dn dn dn dn dn dn dn
A) Its need for implementation time dn dn dn dn
B) Its lack of a step requiring evaluation of results
dn dn dn dn dn dn dn dn
C) Its failure to gather sufficient datadn dn dn dn dn
D) Its failure to evaluate alternatives dn dn dn dn dn
ANSWER: A dn
Feedback:
The traditional problem-
dn dn
solving model is less effective when time constraints are a consideration. Decision maki
dn dn dn dn dn dn dn dn dn dn dn dn
ng can occur without the full analysis required in problem solving. Because problem solvi
dn dn dn dn dn dn dn dn dn dn dn dn dn
ng attempts to identify the root problem in situations, much time and energy are spent o
dn dn dn dn dn dn dn dn dn dn dn dn dn dn dn
n identifying the real problem.
dn dn dn dn
3. Which of the following statements is true regarding decision making?
dn dn dn dn dn dn dn dn dn
A) Scientific methods provide identical decisions by different individuals for the s dn dn dn dn dn dn dn dn dn dn
ame problems dn
B) Decisions are greatly influenced by each person's value system dn dn dn dn dn dn dn dn
C) Personal beliefs can be adjusted for when the scientific approach to problem s dn dn dn dn dn dn dn dn dn dn dn dn
olving is used dn dn
D) Past experience has little to do with the quality of the decision
dn dn dn dn dn dn dn dn dn dn dn dn
ANSWER: B dn
Feedback:
Values, life experience, individual preference, and individual ways of thinking will infl
dn dn dn dn dn dn dn dn dn dn dn
uence a person's decision making. No matter how objective the criteria will be, value judg
dn dn dn dn dn dn dn dn dn dn dn dn dn dn
ments will always play a part in a person's decision making, either consciously or subco
dn dn dn dn dn dn dn dn dn dn dn dn dn dn
nsciously.
, 4. What influences the quality of a decision most often?
dn dn dn dn dn dn dn dn
A) The decision maker's immediate superior
dn dn dn dn
B) The type of decision that needs to be made
dn dn dn dn dn dn dn dn
C) Questions asked and alternatives generated dn dn dn dn
D) The time of day the decision is made dn dn dn dn dn dn dn dn
ANSWER: C dn
Feedback:
The greater the number of alternatives that can be generated by the decision maker, the bet
dn dn dn dn dn dn dn dn dn dn dn dn dn dn dn
ter the final decision will be. The alternatives generated and the final choices are limite
dn dn dn dn dn dn dn dn dn dn dn dn dn dn
d by each person's value system.
dn dn dn dn dn
5. What does knowledge about good decision-making lead one to believe?
dn dn dn dn dn dn dn dn dn
A) Good decision makers are usually right-brain, intuitive thinkers
dn dn dn dn dn dn dn
B) Effective decision makers are sensitive to the situation and to others
dn dn dn dn dn dn dn dn dn dn
C) Good decisions are usually made by left-brain, logical thinkers
dn dn dn dn dn dn dn dn
D) Good decision making requires analytical rather than creative processes
dn dn dn dn dn dn dn dn dn
ANSWER: B dn
Feedback:
Good decision makers seem to have antennae that make them particularly sensitive to o
dn dn dn dn dn dn dn dn dn dn dn dn dn
ther people and situations. Left-
dn dn dn dn
brain thinkers are typically better at processing language, logic, numbers, and sequential
dn dn dn dn dn dn dn dn dn dn dn dn
ordering, whereas right- dn dn
brain thinkers excel at nonverbal ideation and holistic synthesizing.
dn dn dn dn dn dn dn dn
6. What is the best definition of decision making?
dn dn dn dn dn dn dn
A) The planning process of management dn dn dn dn
B) The evaluation phase of the executive role
dn dn dn dn dn dn
C) One step in the problem-solving process
dn dn dn dn dn
D) Required to justify the need for scarce items dn dn dn dn dn dn dn dn
ANSWER: C dn
Feedback:
Decision making is a complex, cognitive process often defined as choosing a particular co
dn dn dn dn dn dn dn dn dn dn dn dn dn
urse of action. Decision making, one step in the problem-
dn dn dn dn dn dn dn dn dn
solving process, is an important task that relies heavily on critical thinking and clinical
dn dn dn dn dn dn dn dn dn dn dn dn dn dn
reasoning skills. dn
