Nursing Delegation and Management of Patient Care 2ndEdition Motacki Test Bank

Nursing Delegation and Management of Patient Care 2nd Edition Motacki Test Ban
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FULL TESTBANK
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TEST BANK U

, NursingUDelegationUandUManagementUofUPatientUCareU2ndUEditionUMotackiUTestUBan
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Chapter 01: Leadership and Management
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Motacki: Nursing Delegation and Management of Patient Care, 2nd Edition
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MULTIPLEUCHOICE

1. NursesUcanUbeUleadersUwithoutUbeingUmanagers.UWhichUnursingUactionsUdemonstrat
eUleadership?
a. AssistingUaUnewUnurseUwithUenteralUtubeUfeedings
b. CounselingUaUnewUnurseUregardingUattendance
c. AdjustingUassignmentsUafterUaUstaffUmemberUcallsUinUsick
d. CallingUaUphysicianUforUnewUorderUclarification
ANS:U A
LeadersUactUasUroleUmodelsUandUmentorUnewUstaff.UTheUotherUoptionsUareUincorrectUbecauseUthe
yUareUmanagementUresponsibilitiesUandUnotUleadershipUroles.

DIF: CognitiveULevel:UApplication REF:U U pageU6

2. WhichUnursingUactionsUdemonstrateUtheUroleUofUmanagementUinUnursing?
a. EncouragingUautonomousUdecisionUmaking
b. ObservingUtheUdocumentationUofUappropriateUchargesUtoUpatients
c. AssistingUinUaUcode
d. AskingUtheUpatient/familyUaboutUadvanceUdirectives
ANS:U B
ManagersUareUresponsibleUforUtheUbudgetUofUtheirUunits.UTheUotherUoptionsUareUincorrectUbecaus
eUthoseUareUleadershipUorUmentoNriU
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DIF: CognitiveULevel:UApplication REF:U U pageU6

3. MuchUlikeUaUpolitician,UaUnurseUmanagerUmustUexhibitUleadershipUthatUinspiresUandUmotivates.U
InUwhichUinstanceUisUaUnurseUdemonstratingUleadershipUqualities?
a. AUstaffUnurseUbecomesUawareUofUincreasedUinfectionUratesUfollowingUcardiacUsurger
y.UTheUnurseUtakesUitUuponUherselfUtoUresearchUtheUpossibleUcausesUandUpreventionU
measuresUandUtoUmakeUsuggestionsUtoUbetterUprotectUpatients.
b. AUstaffUnurseUactsUquicklyUwhenUaUcardiacUarrestUisUcalledUonUherUpatient.
c. AUstaffUnurseUnotifiesUanotherUstaffUmemberUthatUsheUisUbeingU“pulled”Utoday.
d. AUnewUnurseUvolunteersUtoUworkUwhenUanotherUstaffUmemberUmustUleaveUwor
kUbecauseUherUchildUisUill.
ANS:U A
NurseUleadersUareUinterestedUinUchangingUpracticeUbasedUonUevidence.UOptionsUBUandUDUar
eUincorrectUbecauseUtheyUareUactionsUtakenUbyUnursesUasUpartUofUtheUfunctionalUstructureUof
UtheUunit.UOptionUCUisUincorrect UbecauseUitUisUanUactionUtakenUbyUaUmanager.




DIF:U U CognitiveULevel:UAnalysis REF:U U pageU6

4. AUnurseUmanagerUmustUexhibitUqualitiesUofUefficiencyUandUorganization.UWhichUnurseU
isUdemonstratingUtheUqualitiesUnecessaryUforUaUmanager?
a. AUnurseUbecomesUawareUofUincreasedUinfectionUratesUfollowingUcardiacUsurgery.UThe



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, NursingUDelegationUandUManagementUofUPatientUCareU2ndUEditionUMotackiUTestUBan
k
nurseUtakesUitUuponUherselfUtoUresearchUtheUpossibleUcausesUandUpreventionUmeasuresUa
ndUtoUmakeUsuggestionsUtoUbetterUprotectUpatients.
b. AUnurseUactsUquicklyUwhenUaUcardiacUarrestUisUcalledUonUherUpatient.
c. AUnurseUnotifiesUanotherUstaffUmemberUthatUsheUisUbeingU“pulled”Utoday.
d. AUnurseUvolunteersUtoUworkUwhenUanotherUstaffUmemberUmustUleaveUworkUbecaus
eUherUchildUisUill.
ANS:U C
DeterminingUwhoUgetsU“pulled”UisUaUmanagementUdecision.UOptionUAUisUincorrectUbecauseUitUi
sUaUroleUtakenUbyUaUnurseUleader.UOptionUBUisUincorrectUbecauseUitUisUanUactionUtakenUbyUstaffU
asUpartUofUtheUfunctionalUstructureUofUtheUunit.UOptionUDUisUincorrectUbecauseUitUisUanUactionUt
akenUbyUstaffUasUpartUofUtheUfunctionalUstructureUofUtheUunit.

DIF: CognitiveULevel:UAnalysis REF:U U pageU6

5. AUnurseUhasUacceptedUaUpositionUonUaUnursingUunitUwhereUtheUnurseUmanagerUpromotesUauton
omyUandUstaffUinvolvementUinUdecisionUmaking.UWhatUwouldUtheUnurseUexpectUtoUobserveUonU
thisUunit?
a. NurseUmanagerUmandatesUchanges.
b. StaffUtakesUresponsibilityUforUassignments.
c. StaffUparticipatesUonUhospitalUcommittees.
d. NursesUareUrecognizedUforUexcellenceUinUpractice.
ANS:U C
WorkUenvironmentsUthatUpromoteUautonomyUandUdecisionUmakingUencourageUparticipationUonU
hospitalUcommitteesUsoUthatUstaffUmayUbecomeUinvolvedUinUtheUdecisionsUthatUareUmade.UOptio
nUAUisUincorrectUbecauseUthisUisUnotUanUenvironmentUinUwhichUstaffUareUencouragedUtoUparticip
ate
inUdecisionU making.U OptionU BNiU
sU R coI
inS ecG
rrN b eBc a.uC
tUT s eOi tMs h o u l d U beUseenU inU allU environments
regardlessUofUautonomy.UOptionUDUisUincorrectUbecauseUexcellenceUinUpracticeUisUnotUseenUsolely
inUautonomousUenvironments.

DIF: CognitiveULevel:UAnalysis REF:U U pageU6

6. TheUfundamentalUelementUofUanyUpatientUcareUdeliveryUcombinesUworkUallocationUwith
a. patientUacuity.
b. leadership.
c. clinicalUdecisionUmaking.
d. delegation.
ANS:U C
WorkUallocationUisUnecessaryUinUanyUpatientUcareUdeliveryUsystem.UTheUotherUoptionsUa
reUincorrectUbecauseUitUisUnotUnecessarilyUusefulUinUdeterminingUtheUappropriateUpatientU
careUdeliveryUsystemsUneeded.

DIF:U U CognitiveULevel:UAnalysis REF:U U pageU10

7. TheUstudentUnurse,UshadowingUonUaUmedical-
surgicalUunit,UobservesUtheUchargeUnurse.UWhichUactionUwouldUtheUstudentUidentifyUasUaUlea
dershipUqualityUinUtheUnurse’sUactions?
a. MakingUpatientUcareUassignmentsUdistributedUequallyUtoUstaff
b. SittingUwithUaUconfusedUcombativeUpatient
c. CallingUtheUnursingUofficeUforUextraUstaffUwhenUanURNUcallsUinUsick

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, NursingUDelegationUandUManagementUofUPatientUCareU2ndUEditionUMotackiUTestUBan
k
d. AssistingUinUaUcode
ANS:U B
LeadersUactUasUroleUmodelsUandUdoUwhatUisUrightUforUtheUpatient.UTheUotherUoptionsUareUincorrec
tUbecauseUtheseUactionsUareUexpectedUasUpartUofUtheUfunctioningUofUtheUunit.

DIF: CognitiveULevel:UAnalysis REF:U U pageU5

8. HealthUcareUisUseenUandUmanagedUasUaUbusinessUtoday.UWhichUskillsUareUconsideredUessentialU
toUmanagingUhealthUcareUasUaUbusiness?
a. AbilityUtoUpressureUstaffUtoUdoUwhatUyouUwant
b. ResourceUutilization
c. CuttingUcornersUtoUmakeUmoney
d. ProvidingUbonusesUtoUstaffUmembersUwhoUhelpUtheUorganizationUtoUsaveUmoney
ANS:U B
TheUabilityUtoUmanageUaUbudgetUisUessentialUtoUbeingUaUmanagerUinUhealthUcareUtoday.UTheUothe
rUoptionsUareUincorrectUbecauseUtheyUareUonlyUaUperceptionUofUtheUpublicUregardingUsuccessfulU
managers.

DIF: CognitiveULevel:UApplication REF:U U pageU3U|UpageU7

9. TheUnoviceUnurseUisUspeakingUwithUtheUnurseUmanagerUaboutUtheirUrolesUwithinUtheUhierarchyU
ofUtheUinstitution.UTheUnurseUmanagerUwouldUmostUlikelyUidentifyUwhichUroleUasUhavingUtheU
mostUinternalUconflict?
a. CoordinatingUinstitutionalUgoalsUwithUtheUimmediateUdemandsUofUtheUclinicalUarea
b. DeterminingUwhichUofUtheUstaffUmembersUshouldUgetUbetterUraisesUthanUother
members NURSINGTB.COM
c. DecidingUwhichUemployeesUshouldUbeUrecommendedUforUpromotion
d. DeterminingUwhichUstaffUmembersUgetUChristmasUdayUoff
ANS:U A
ManyUtimesUtheUgoalsUofUtheUinstitutionUconflictUwithUtheUgoalsUofUtheUindividualUemployeesUof
UaUparticularUclinical UareaUandUtheUnurseUmanagerUmustUimplementUinstitutionalUchangesUregard

lessUofUtheUnurse’sUpersonalUopinion.UTheUotherUoptionsUareUincorrectUbecauseUthoseUrolesUshou
ldUnotUprovokeUasUmuchUconflict.

DIF:U U CognitiveULevel:UApplication REF:U U pagesU7-8

10. NurseUmanagersUcanUbestUbeUdescribedUasUpeopleUwho
a. developUinstitutionalUgoalsUbasedUonUstaffUsuggestions.
b. developUinstitutionalUgoalsUbasedUonUaUpersonalUtheory.
c. motivateUstaffUtoUmeetUinstitutionalUgoalsUthroughUpositionalUpower.
d. inspireUstaffUtoUmeetUinstitutionalUgoalsUthroughUpersonalUpower.

ANS:U C
ManagersUmotivateUstaffUtoUmakeUchanges.UOptionsUAUandUBUareUincorrectUbecauseUnur
seUmanagersUusuallyUdoUnotUmakeUinstitutionalUgoals.UOptionUCUisUincorrectUbecauseUlea
dersUinspire,UnotUmanagers.

DIF:U U CognitiveULevel:UApplication REF:U U pageU6




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