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Leadership Roles and Management Functions in Nursing 10thEdition Marquis Huston Test Bank
ChapterMaking, .. (^1) Problem .Solving, .Critical .Thinking, .and .Clinical .Reasoning: .Requisites .for .successful .leadership .and .management
- What .statement .is .true .regarding .decision .making? A) It .is .an .analysis .of .a .situation B) It .is .closely .related .to .evaluation C) It .involves .choosing .between .courses .of .action D) It .is .dependent .upon .finding .the .cause .of .a .problem .Ans: .C .Feedback: Decision .particular .making .course .is .of .a. (^) action..complex .Problem .cognitive .solving .process .is .part .often .of. defined.decision .as .making .choosing .and .a .is .a . .systematicsometimes. process.referred .that .to. (^) as.focuses .reflective .on .analyzing .thinking,. a.is .difficult .related. situation..to .evaluation .Critical .and .thinking, .has .a .broader .scope .than .decision .making .and .problem .solving.
- What
- A) .Its .need .for .implementation .time
- B) .Its .lack .of .a .step .requiring .evaluation .of .results
- C) .Its .failure .to .gather .sufficient .data
- D) .Its .failure .to .evaluate .alternatives
Ans: .A .Feedback: The .are (^) ..traditionala .consideration. .problem-solving .Decision .making .model .can .is .less .occur .effective .without .when .the .time.full .analysis .constraints
. .requiredroot .problem .in .problem .in .situations, .solving. .much .Because .time .problem .and .energy .solving .are ..attemptsspent .on ..identifyingto .identify. the.the .real .problem.
- .decision What .makers .influences .immediate .the .quality .superior .of .a .decision .most .often? .A) .The B) The .type .of .decision .that .needs .to .be .made C) Questions .asked .and .alternatives .generated D)C .Feedback:The .time .of .day .the .decision .is .made .Ans:
The .maker, .greater .the. (^) better.the .number .the .final .of ..decisionalternatives .will. .thatbe. .The .can. (^) alternatives.be .generated .generated .by .the .decision .and .the .final .choices .are .limited .by .each .persons .value .system.
- What
- A) .Good .decision .makers .are .usually .right-brain, .intuitive .thinkers
- B) .Effective .decision .makers .are .sensitive .to .the .situation .and .to .others
- C) .Good .decisions .are .usually .made .by .left-brain, .logical .thinkers
- D) .Good .decision .making .requires .analytical .rather .than .creative .processes
- A) .An .alternative .problem
- B) .A .chosen .course .of .action
- C) .An .action .that .guarantees .success
- D) .A .restatement .of .the .solution Ans:A .decision .B .Feedback: .is .made .when .a .course .of .action .has .been .chosen. .Problem .solving .is . .partdifficult .of .decision .situation. .making .Problem .and .solving .is .a .systematic .always .includes .process .a .that .decision-making .focuses .on .analyzing .step. .a
- Why .do .our .values .often .cause .personal .conflict .in .decision .making?
- A) .Some .values .are .not .realistic .or .healthy
- B) .Not .all .values .are .of .equal .worth
- C) .Our .values .remain .unchanged .over .time
- D) .Our .values .often .collide .with .one .another Ans: .D .Feedback: Values, .will .influence .life .experience, .a .persons .individual .decision ..making.preference, .No. .matterand .individual .how .objective .ways .of .the .thinking .criteria . .willeither .be, .consciously .value .judgments .or .subconsciously. .will .always .play .a .part .in .a .persons .decision .making,
- Which .statement .is .true .concerning .critical .thinking?
- A) .It .is .a .simple .approach .to .decision .making
- B) .It .is .narrower .in .scope .than .decision .making
- C) .It .requires .reasoning .and .creative .analysis
- D) .It .is .a .synonym .for .the .problem-solving .process Ans: .C .Feedback: Critical .It .is .sometimes .thinking ..hasreferred .a .broader .to .as ..scopereflective .than .thinking. .decision .Critical .making .thinking .and .problem .also .involves .solving. . .reflectingreasoning, .upon .and. .formingthe .meaning .judgments .of .statements, .about .facts. .examining .the .offered .evidence .and
Page3.. (^3) Which .of .the .following .statements .is .true .regarding .decision .making?
- A) .for .Scientific .the .same .methods .problems .provide .identical .decisions .by .different .individuals
- B) .Decisions .are .greatly .influenced .by .each .persons .value .system
- C) .to. Personal.problem. beliefs.solving .can .is .used .be .adjusted .for .when .the .scientific .approach
- D) .Past .experience .has .little .to .do .with .the .quality .of .the .decision Ans: .B .Feedback:
- B) .Can .evaluation .be .eliminated .if .the .problem .is .resolved?
- C) .Will .the .effectiveness .of .the .decision .maker .be .supported?
- D) .Will .the .evaluation .be .helpful .in .increasing .ones .decision-making .skills? Ans: .D .Feedback: The .decision .evaluation .maker .phase .and .to .is .find .necessary .out .where .to .find .the .out .decision .more ..aboutmaking .ones .was .ability .faulty. .as .a
- .organizational Which .statement .decision ..concerningmaking .is .true? .the .role .of .the .powerful .in
- A) .They .exert .little .influence .on .decisions .that .are .made
- B) .They .make .decisions .made .that .are .in .congruence .with .their .own .values
- C) .They .allow .others .to .make .the .decisions .however .they .wish
- D) .They .make .all .the .important .decisions .with .consideration .to .others Ans: .B .Feedback: Not. the .only.organization, .does .the .but.preference .the .powerful .of .the .are .powerful .also .able .influence .to .inhibit .decisions .the .preferences .of .others ..ofin . .the decisions .less .powerful. .made .that .Powerful .are .congruent .people .with .in. organizations.their .own .preferences .are .more .and .likely .values. .to .have
needs .to .be .considered .in .evaluating .the .quality .of .ones .decisions? .Page. 4
- .threshold One. (^) for.of. the.pain.i .nurses .This ..ison .an .the .example .unit .said, .of ..whatiMale .type .patients .of .illogical .have .a .low .thinking? A) B) C) D) Ans: Feedback: This .particular .type .of .characteristic, .icrookedi .thinking .every. .occursother .A .when .also. (^) has.one .the .believes .same ..characteristic.that .because .A .This .has .a
arguments .and .decisions.
.often (^) .Whatreflected .effect .in ..theof .organizational .tendency .of .staff? .power .on .decision .making .is
A) .Making .decisions .independent .of .organizational .values B) decide .Not .trusting .others .to C) .Desiring .personal .power
- D) .Having .private .beliefs .that .are .separate .from .corporate .ones Ans: .D .Feedback: The .organization .ability .of. .oftenthe .powerful .requires .to .adopting .influence .a .private .individual .personality .decision .and .making .an .organizational .in .an .personality. Affirming .Overgeneralizing .the .consequences .D .Arguing .from .analogy .Deductive .reasoning
- What
- A) .Examine .alternatives .visually .and .compare .each .against .the .same .criteria
- B) .Quantify .information
- C) .Plot .a .decision .over .time
- D) .Predict .when .events .must .take .place .to .complete .a .project .on .time Ans: .A .Feedback: A .each .decision .against .grid .the .allows .same .one .criteria. .to .visually .Although .examine .any. (^) criteria.the .alternatives .may .be .selected, .and .compare .the .same .criteria .are .used .to .analyze .each .alternative. does .a .decision .grid .allow .the .decision .maker .to .do? Page. 5
Management .aides .encourage .decision-making .analytical .thinking, .aides. are.others .subject .are ..designedto .human .to .error. .increase .Some .intuitive .of .these .Despitereasoning, .the .and .helpfulness .a .few .encourage .of .these ..tools,the .use .there .of .both .is .a. (^) strong.hemispheres .tendency .of ..thefor ..managersbrain. .to
. .favorconfirmation .first .impressions .biases, .often .when .follows. .making .a .decision, .and .a .second .tendency, .called
- What
- A) .problems .Discrete, .quickly .unconscious .process .to .allow .individuals .to .solve
- B) .Set .of .rules .to .encourage .learners .to .discover .solutions .for .themselves
- C) .Formal .process .and .structure .in .the .decision-making .process
- D) .Trial-and-error .method .or .rules-of-thumb .approach Ans: .A .Feedback: Most .heuristics, .individuals .which .rely .allows .on ..themdiscrete, .to .solve .often .problems .unconscious .more .processes .quickly .and .known .to .build .as .upon . .experiencesmethods .or ..athey .rules-of- .have ..gainedthumb ..inapproach, .their .lives. .rather .Thus, .than .heuristics .set .rules, .use .and .trial-and-error .in .doing .so, .encourages .learners .to .discover .solutions .for .themselves.
- Which .statement .is .true .regarding .an .economic .man .style .manager?
- A) .Lacks .complete .knowledge .and .generates .few .alternatives
- B) .an .Makes .adequate .decisions .that .may .not .be .ideal .but .result .in .solutions .that .have
outcome
- C) .model .Makes .of. most.decision .management .making .decisions .using .the .administrative .man
- D) .These .managers .gather .as .much .information .as .possible .and .generate .many .alternatives .Ans: .D .Feedback: Economic .alternatives. .managers .Most .management .gather .as .much .decisions .information .are .made .as .possible .by .using .and .the .generate .administrative .many . .manknowledge .model. (^) and.of .decision .generates .making. .fewer .The .alternatives. .administrative .man .never .has .complete
futuristic Individuals .in .with .their .lower-right-brain .thinking. .dominance .experience .facts .and .problem .solve .in .a .more .emotional .way .than .the .other .three .types.
.the (^) .mostWhich .realistic, .problem-solving .risk-free .learning .learning .environment? .strategy .provides .the .learner .with
A) .Case .studies B) .Simulation
- C) .Problem-based .learning .(PBL)
- D) .Grand .rounds .Ans: .B .Feedback: Simulation .or .no .risk. (^) to.provides .patients .learners .or .to .organizational .opportunities .performance .for .problem (^) ..whilesolving .providing .that .have .models, .little . .eitherother. (^) options.mechanical .provide .or .live, .learning .to .provide .opportunities .experiences .that ..forinclude .the. learner..problem .While .solving, .the .simulation .is .the .most .realistic .while .also .being .low .risk. Page. 7
- .Select Which .all .that .statement .apply. .demonstrates .a .characteristic .of .a .critical .thinker?
- A) .iSince .that .didnt .work .effectively, .lets .try .something .different.i
- B) .iThe .solution .has .to .be .something .the .patient .is .willing .to .do.i
- C) .iIll .talk .to .the .patients .primary .care .giver .about .the .problem.i
- D) .iMaybe .there .is .no .new .solution .to .this .particular .problem.i Ans: .A, .B, .C Feedback: A .remaining .critical .thinker .options .displays .reflect. persistence,.limited .thinking .empathy, .and .an .and .inability .assertiveness. .to .think. (^) outside.The .the .box.
Ans: .B .Feedback: A .reasoning .structured .and .approach .is .the .best .to .problem .way .to .learn .solving .how .and .to .decision .make .quality .making .decisions .increases .because .clinical
. .itis ..eliminatesparticularly .trial .helpful .and ..toerror .the .and .novice .focuses .nurse .the .with .learning .limited .on .clinical .a .proven .experience .process. .and .This . .intuition.skills .and ..Theclinical .other .reasoning. .options .are .outcomes .of .the .possession .of .critical .thinking
- Which .situation .is .characteristic .of .the .weakness .of .the .nursing .process?
- A) .The .frequent .absence .of .well-written .patience-focused .objectives
- B) .The .confusion .created .by .the .existence .of .numerous .nursing .diagnoses
- C) .the .The .nurse .ever-increasing .need .for .effective .assessment .skills .required .of
- D) .of .The.care .amount .of .nursing .staff .required .to .implement .the .patients .plans
Ans: .A .Feedback: The .is .in .weakness .not .requiring .of .the .clearly .nursing .stated .process, .objectives. .like .the .Goals .traditional .should .problem-solving .be .clearly .stated .model, .in
. .theobscured. .planning .phase .of .the .process, .but .this .step .is .frequently .omitted .or While .result. the.of .the .remaining .process .options .itself. .relate .to .the .nursing .process, .they .are .not .directly .a
Page. 8
- What .is .the .advantage .of .using .a .payoff .table .when .applicable? A) It .assures .the .correct .decision .when .dealing .with .financial .situations B) It .is .very .helpful .when .quantitative .information .about .the .topic .is .available C) It .assists .in .the .visualization .of .the .available .historic .and .current .data D) It .is .easy .to .construct .even .for .the .novice .decision .maker .Ans: .C .Feedback: Payoff .assist. (^) in.tables .visualizing .do .not .data. .guarantee .While ..thatit .does .a .correct .lend .itself .decision .to .the .will .use .be .of .made, .quantitative .but .they .data .that .are .not .its .strength, .the .table .may .not .be
