NR 446 Collaborative Exam 2 Questions With Complete
Solutions
(3) basic steps for time management Correct Answers 1.
requires that time be set aside for planning and establishing
priorities.
2. entails completing the highest priority task whenever possible,
and finish one task before beginning another
3. the person must re-prioritize what tasks will be accomplished
based on new information received
[optimum] span of control Correct Answers the # of people
directly reporting to any one manager; determines the # of
interactions expected of him/her. there is a inverse relationship
between span of control and # of levels in hierarchy in an
organization
14 forces of magnetism Correct Answers 1. quality of nursing
leadership, 2. organizational structure, 3. management style, 4.
personal policies and programs, 5. professional models of care,
6. quality of care, 7. quality improvement, 8. consultation and
resources, 9. autonomy. 10. community and the hospital, 11.
nurses as teachers, 12. image of nursing, 13. interdisciplinary
relationships, 14. professional development
Ad hoc Correct Answers use a project team or task approach
and are usually disbanded after a project is completed. a
decrease in formal chain of command and decreased employee
loyalty to parent organization is a disadvantage
,advantages of critical pathways Correct Answers Provides
means of standardizing care predictions for patients with similar
diagnoses or procedure
airborne precautions Correct Answers private room, negative
pressure, N95 mask/respiratory protection device
ex. pulmonary or laryngeal TB, measles, chickenpox (varicella)
*pt should wear mask out of the room if
transferring/transporting
analyze how position on the organization chart is r/t centrality
Correct Answers ex. a middle manager has a large degree of
centrality bc this manager receives info upward, downward and
horizontally
authority-power gap Correct Answers the right to command
does not ensure that employees will follow orders.
1. The more power the subordinates perceive a manager to have,
the smaller the gap between the right to expect certain things
and the resulting fulfillment of those expectations by others.
2. Negative effect of a wide authority-power gap is that
organizational chaos may develop
Balanced scorecard Correct Answers 1. Develop metrics
(performance measurement indicators)
2. Collect data
3. Analyze that data from four organizational perspectives:
Financial, Customers, internal Business processes (or simple
processes) and Learning & growth
,*allow organizations to align their strategic activities with the
strategic plan.
benchmarking Correct Answers the process of measuring
products, practices and services against best-performing
organizations- as a tool for identifying desired standards of
organizational performance
Bennis, Benne & Chinn (1969) Classic change strategies Correct
Answers 1. rational-empirical,
2. normative-reeducative,
3. power-coercive
budget methods Correct Answers incremental(flat-percentage
increase budgeting), zero-based, flexible, new performance
budgetary process Correct Answers • Assess- what needs to be
covered in the budget
• Diagnosis-goal/ what need to be accomplished to create a cost-
effect budget to maximize available resources
• Plan- a budgeting cycle (12 months)= fiscal year budget, or a
perpetual budget= on a continual basis so 12 months of future
budget data are always available
• Implementation-ongoing monitoring and analysis occur to
avoid inadequate or access funds
• Evaluation- must be reviewed periodically and modified as
needed
**selecting an optimal time frame is important b/c errors are
likely if the budget is projected too far in advance
, budgets Correct Answers personnel-workforce, operating, and
capital budgets
bureaucratic Correct Answers It is commonly referred to as a
line organization B) It is typically found in large health-care
organizations C) They resemble Weber's original design of
organization D) Its authority is represented by its staff
organizational chart; authority and responsibility are clearly
defined, which leads to efficiency and simplicity of relationships
Burrowes & Needs (2009) Stages of Change Model (SCM)
Correct Answers 1.pre-contemplation (no current intention to
change), 2. contemplation (individual considers making a
change), 3. preparation (there is intent to make a change in the
near future), 4. action (individual modifies his or her behavior),
5. maintenance (change is maintained and relapse is avoided)
capital budgets Correct Answers plan for the purchase of
buildings or major equipment (ex. CT scanners), including
equipment that has a long life (>5-7 years), and is usually over
$1000, is not used in daily operations, or is more expensive than
operating supplies. composed of long term planning, and short-
term budgeting.
ex. long term major acquisitions= acquisition of a positron
emission tomography imager or renovation of a major wing of
the hospital
short term component= equipment purchases within the annual
budget cycle, such as call-light systems, hospital beds and
medication carts
Solutions
(3) basic steps for time management Correct Answers 1.
requires that time be set aside for planning and establishing
priorities.
2. entails completing the highest priority task whenever possible,
and finish one task before beginning another
3. the person must re-prioritize what tasks will be accomplished
based on new information received
[optimum] span of control Correct Answers the # of people
directly reporting to any one manager; determines the # of
interactions expected of him/her. there is a inverse relationship
between span of control and # of levels in hierarchy in an
organization
14 forces of magnetism Correct Answers 1. quality of nursing
leadership, 2. organizational structure, 3. management style, 4.
personal policies and programs, 5. professional models of care,
6. quality of care, 7. quality improvement, 8. consultation and
resources, 9. autonomy. 10. community and the hospital, 11.
nurses as teachers, 12. image of nursing, 13. interdisciplinary
relationships, 14. professional development
Ad hoc Correct Answers use a project team or task approach
and are usually disbanded after a project is completed. a
decrease in formal chain of command and decreased employee
loyalty to parent organization is a disadvantage
,advantages of critical pathways Correct Answers Provides
means of standardizing care predictions for patients with similar
diagnoses or procedure
airborne precautions Correct Answers private room, negative
pressure, N95 mask/respiratory protection device
ex. pulmonary or laryngeal TB, measles, chickenpox (varicella)
*pt should wear mask out of the room if
transferring/transporting
analyze how position on the organization chart is r/t centrality
Correct Answers ex. a middle manager has a large degree of
centrality bc this manager receives info upward, downward and
horizontally
authority-power gap Correct Answers the right to command
does not ensure that employees will follow orders.
1. The more power the subordinates perceive a manager to have,
the smaller the gap between the right to expect certain things
and the resulting fulfillment of those expectations by others.
2. Negative effect of a wide authority-power gap is that
organizational chaos may develop
Balanced scorecard Correct Answers 1. Develop metrics
(performance measurement indicators)
2. Collect data
3. Analyze that data from four organizational perspectives:
Financial, Customers, internal Business processes (or simple
processes) and Learning & growth
,*allow organizations to align their strategic activities with the
strategic plan.
benchmarking Correct Answers the process of measuring
products, practices and services against best-performing
organizations- as a tool for identifying desired standards of
organizational performance
Bennis, Benne & Chinn (1969) Classic change strategies Correct
Answers 1. rational-empirical,
2. normative-reeducative,
3. power-coercive
budget methods Correct Answers incremental(flat-percentage
increase budgeting), zero-based, flexible, new performance
budgetary process Correct Answers • Assess- what needs to be
covered in the budget
• Diagnosis-goal/ what need to be accomplished to create a cost-
effect budget to maximize available resources
• Plan- a budgeting cycle (12 months)= fiscal year budget, or a
perpetual budget= on a continual basis so 12 months of future
budget data are always available
• Implementation-ongoing monitoring and analysis occur to
avoid inadequate or access funds
• Evaluation- must be reviewed periodically and modified as
needed
**selecting an optimal time frame is important b/c errors are
likely if the budget is projected too far in advance
, budgets Correct Answers personnel-workforce, operating, and
capital budgets
bureaucratic Correct Answers It is commonly referred to as a
line organization B) It is typically found in large health-care
organizations C) They resemble Weber's original design of
organization D) Its authority is represented by its staff
organizational chart; authority and responsibility are clearly
defined, which leads to efficiency and simplicity of relationships
Burrowes & Needs (2009) Stages of Change Model (SCM)
Correct Answers 1.pre-contemplation (no current intention to
change), 2. contemplation (individual considers making a
change), 3. preparation (there is intent to make a change in the
near future), 4. action (individual modifies his or her behavior),
5. maintenance (change is maintained and relapse is avoided)
capital budgets Correct Answers plan for the purchase of
buildings or major equipment (ex. CT scanners), including
equipment that has a long life (>5-7 years), and is usually over
$1000, is not used in daily operations, or is more expensive than
operating supplies. composed of long term planning, and short-
term budgeting.
ex. long term major acquisitions= acquisition of a positron
emission tomography imager or renovation of a major wing of
the hospital
short term component= equipment purchases within the annual
budget cycle, such as call-light systems, hospital beds and
medication carts
