TEST BANK
NURSING DELEGATION AND MANAGEMENT OF
PATIENT CARE 2ND EDITION by MOTACKI
ALL CHAPTERS 1-21 COVERED
,Table of Contents
e e
Sectione1:eTRANSFORMATIONALeLEADERSHIP
1. LeadershipeandeManagement
2. OrganizationaleStructureeofeHealtheCare
3. StrategiceManagementeandePlanning
4. FinancialeManagementeineHealtheCare
5. HealtheCareeRegulatoryeandeCertifyingeAgencies
Sectione2:eSTRUCTURALeEMPOWERMENT
6. OrganizationaleDecisioneMakingeandeSharedeGovernance
7. ProfessionaleDecisioneMakingeandeAdvocacy
8. CommunicationeinetheeWorkeEnvironment
9. PersonnelePolicieseandeProgramseinetheeWorkplace
Sectione3:eEXEMPLARYePROFESSIONALePRACTICE
10. ProfessionaleDevelopment
11. ProfessionalePracticeeandeCareeDeliveryeModelseandeEmergingePracticeeModels
12. StaffingeandeScheduling
,13. DelegationeofeNursingeTasks
14. ProvidingeCompetenteStaff
15. GroupeManagementeforeEffectiveeOutcomes
16. HospitaleInformationeSystems
17. OrganizationaleStructureeofeHealtheCare
Sectione4:eNEWeKNOWLEDGE,eINNOVATIONS,eANDeIMPROVEMENTS
18. ImprovingeOrganizationalePerformance
19. Evidence-BasedePractice
20. MonitoringeOutcomeseandetheeUseeofeDataeforeImprovement
Sectione5:eCONGRATULATIONS
21. TheeImmediateeFuture:eJobeInterviewing,eNCLEX,eandeContinuingeEducation
, NursingeDelegationeandeManagementeofePatienteCaree2ndeEditioneMotackieTesteBank
Chapter 01: Leadership and Management
e e e e
Motacki: Nursing Delegation and Management of Patient Care, 2nd Edition
e e e e e e e e e
MULTIPLEeCHOICE
1. Nursesecanebeeleadersewithoutebeingemanagers.eWhichenursingeactionsedemonstrateel
eadership?
a. Assistingeaenewenurseewitheenteraletubeefeedings
b. Counselingeaenewenurseeregardingeattendance
c. Adjustingeassignmentseaftereaestaffememberecallseinesick
d. Callingeaephysicianeforeneweordereclarification
ANS:e A
Leaderseacteaseroleemodelseandementorenewestaff.eTheeothereoptionseareeincorrectebecauseetheyear
eemanagementeresponsibilitieseandenoteleadershiperoles.
DIF: CognitiveeLevel:eApplication REF:e pagee6
2. Whichenursingeactionsedemonstrateetheeroleeofemanagementeinenursing?
a. Encouragingeautonomousedecisionemaking
b. Observingetheedocumentationeofeappropriateechargesetoepatients
c. Assistingeineaecode
d. Askingetheepatient/familyeabouteadvanceedirectives
ANS:e B
Managerseareeresponsibleeforetheebudgeteofetheireunits.eTheeothereoptionseareeincorrectebecauseeth
oseeareeleadershipeorementoNriU
ngRrS
olI
esN.eGTB.COM
DIF: CognitiveeLevel:eApplication REF:e pagee6
3. Muchelikeeaepolitician,eaenurseemanageremusteexhibiteleadershipethateinspireseandemotivates.eInew
hicheinstanceeiseaenurseedemonstratingeleadershipequalities?
a. Aestaffenurseebecomeseawareeofeincreasedeinfectioneratesefollowingecardiacesurgery.eT
heenurseetakeseiteuponeherselfetoeresearchetheepossibleecauseseandepreventionemeasure
seandetoemakeesuggestionsetoebettereprotectepatients.
b. Aestaffenurseeactsequicklyewheneaecardiacearresteisecalledeoneherepatient.
c. Aestaffenurseenotifieseanotherestaffememberethatesheeisebeinge“pulled”etoday.
d. Aenewenurseevolunteersetoeworkewheneanotherestaffememberemusteleaveeworkeb
ecauseeherechildeiseill.
ANS:e A
Nurseeleaderseareeinterestedeinechangingepracticeebasedeoneevidence.eOptionseBeandeDeareein
correctebecauseetheyeareeactionsetakenebyenurseseaseparteofetheefunctionalestructureeofetheeunit
.eOptioneCeiseincorrectebecauseeiteiseaneactionetakenebyeaemanager.
DIF:eee CognitiveeLevel:eAnalysis REF:e pagee6
4. Aenurseemanageremusteexhibitequalitieseofeefficiencyeandeorganization.eWhichenurseeised
emonstratingetheequalitiesenecessaryeforeaemanager?
a. Aenurseebecomeseawareeofeincreasedeinfectioneratesefollowingecardiacesurgery.eThe
NURSING DELEGATION AND MANAGEMENT OF
PATIENT CARE 2ND EDITION by MOTACKI
ALL CHAPTERS 1-21 COVERED
,Table of Contents
e e
Sectione1:eTRANSFORMATIONALeLEADERSHIP
1. LeadershipeandeManagement
2. OrganizationaleStructureeofeHealtheCare
3. StrategiceManagementeandePlanning
4. FinancialeManagementeineHealtheCare
5. HealtheCareeRegulatoryeandeCertifyingeAgencies
Sectione2:eSTRUCTURALeEMPOWERMENT
6. OrganizationaleDecisioneMakingeandeSharedeGovernance
7. ProfessionaleDecisioneMakingeandeAdvocacy
8. CommunicationeinetheeWorkeEnvironment
9. PersonnelePolicieseandeProgramseinetheeWorkplace
Sectione3:eEXEMPLARYePROFESSIONALePRACTICE
10. ProfessionaleDevelopment
11. ProfessionalePracticeeandeCareeDeliveryeModelseandeEmergingePracticeeModels
12. StaffingeandeScheduling
,13. DelegationeofeNursingeTasks
14. ProvidingeCompetenteStaff
15. GroupeManagementeforeEffectiveeOutcomes
16. HospitaleInformationeSystems
17. OrganizationaleStructureeofeHealtheCare
Sectione4:eNEWeKNOWLEDGE,eINNOVATIONS,eANDeIMPROVEMENTS
18. ImprovingeOrganizationalePerformance
19. Evidence-BasedePractice
20. MonitoringeOutcomeseandetheeUseeofeDataeforeImprovement
Sectione5:eCONGRATULATIONS
21. TheeImmediateeFuture:eJobeInterviewing,eNCLEX,eandeContinuingeEducation
, NursingeDelegationeandeManagementeofePatienteCaree2ndeEditioneMotackieTesteBank
Chapter 01: Leadership and Management
e e e e
Motacki: Nursing Delegation and Management of Patient Care, 2nd Edition
e e e e e e e e e
MULTIPLEeCHOICE
1. Nursesecanebeeleadersewithoutebeingemanagers.eWhichenursingeactionsedemonstrateel
eadership?
a. Assistingeaenewenurseewitheenteraletubeefeedings
b. Counselingeaenewenurseeregardingeattendance
c. Adjustingeassignmentseaftereaestaffememberecallseinesick
d. Callingeaephysicianeforeneweordereclarification
ANS:e A
Leaderseacteaseroleemodelseandementorenewestaff.eTheeothereoptionseareeincorrectebecauseetheyear
eemanagementeresponsibilitieseandenoteleadershiperoles.
DIF: CognitiveeLevel:eApplication REF:e pagee6
2. Whichenursingeactionsedemonstrateetheeroleeofemanagementeinenursing?
a. Encouragingeautonomousedecisionemaking
b. Observingetheedocumentationeofeappropriateechargesetoepatients
c. Assistingeineaecode
d. Askingetheepatient/familyeabouteadvanceedirectives
ANS:e B
Managerseareeresponsibleeforetheebudgeteofetheireunits.eTheeothereoptionseareeincorrectebecauseeth
oseeareeleadershipeorementoNriU
ngRrS
olI
esN.eGTB.COM
DIF: CognitiveeLevel:eApplication REF:e pagee6
3. Muchelikeeaepolitician,eaenurseemanageremusteexhibiteleadershipethateinspireseandemotivates.eInew
hicheinstanceeiseaenurseedemonstratingeleadershipequalities?
a. Aestaffenurseebecomeseawareeofeincreasedeinfectioneratesefollowingecardiacesurgery.eT
heenurseetakeseiteuponeherselfetoeresearchetheepossibleecauseseandepreventionemeasure
seandetoemakeesuggestionsetoebettereprotectepatients.
b. Aestaffenurseeactsequicklyewheneaecardiacearresteisecalledeoneherepatient.
c. Aestaffenurseenotifieseanotherestaffememberethatesheeisebeinge“pulled”etoday.
d. Aenewenurseevolunteersetoeworkewheneanotherestaffememberemusteleaveeworkeb
ecauseeherechildeiseill.
ANS:e A
Nurseeleaderseareeinterestedeinechangingepracticeebasedeoneevidence.eOptionseBeandeDeareein
correctebecauseetheyeareeactionsetakenebyenurseseaseparteofetheefunctionalestructureeofetheeunit
.eOptioneCeiseincorrectebecauseeiteiseaneactionetakenebyeaemanager.
DIF:eee CognitiveeLevel:eAnalysis REF:e pagee6
4. Aenurseemanageremusteexhibitequalitieseofeefficiencyeandeorganization.eWhichenurseeised
emonstratingetheequalitiesenecessaryeforeaemanager?
a. Aenurseebecomeseawareeofeincreasedeinfectioneratesefollowingecardiacesurgery.eThe
