Leadership Roles and Management Functions in Nursing: Theory and Application, 10th Ed. Test Bank

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Table of Contents Unit I: The Critical Triad: Decision Making, Management, and Leadership 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for Successful Le ad... ership and Management Introduction Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning Vicarious Learning to Increase Problem-Solving and Decision-Making Skills Case Studies, Simulation, and Problem-Based Learning The Marquis-Huston Critical Thinking Teaching Model Theoretical Approaches to Problem Solving and Decision Making Traditional Problem-Solving Process Managerial Decision-Making Models The Nursing Process Integrated Ethical Problem-Solving Model Intuitive Decision-Making Models Critical Elements in Problem Solving and Decision Making Define Objectives Clearly Gather Data Carefully Take the Time Necessary Use an Evidence-Based Approach Generate Numerous Alternatives Think Logically Choose and Act Decisively Individual Variations in Decision Making Gender Values Life Experience Individual Preference Brain Hemisphere Dominance and Thinking Styles Overcoming Individual Vulnerability in Decision Making Values Life Experience Individual Preference Individual Ways of Thinking Decision Making in Organizations Effect of Organizational Power Rational and Administrative Decision Making Decision-Making Tools Decision Grids Payoff Tables Decision Trees Consequence Tables Logic Models Program Evaluation and Review Technique Pitfalls in Using Decision-Making Tools Integrating Leadership Roles and Management Functions in Decision Making Key Concepts Additional Learning Exercises and Applications 2 Classical Views of Leadership and Management Introduction Managers Leaders Historical Development of Management Theory Scientific Management (1900 to 1930) Management Functions Identified Human Relations Management (1930 to 1970) Historical Development of Leadership Theory (1900 to Present) The Great Man Theory/Trait Theories (1900 to 1940) Behavioral Theories (1940 to 1980) Situational and Contingency Leadership Theories (1950 to 1980) Interactional Leadership Theories (1970 to Present) Transactional and Transformational Leadership Full-Range Leadership Model/Theory Leadership Competencies Integrating Leadership Roles and Management Functions Key Concepts Additional Learning Exercises and Applications 3 Twenty-First-Century Thinking About Leadership and Management Introduction New Thinking About Leadership and Management Strengths-Based Leadership and the Positive Psychology Movement Level 5 Leadership Servant Leadership Principal Agent Theory Human and Social Capital Theory Emotional Intelligence Authentic Leadership Thought Leadership and Rebel Leadership Agile Leadership Reflective Thinking and Practice Quantum Leadership Transition From Industrial Age Leadership to Relationship Age Leadership Integrating Leadership Roles and Management Functions in the 21st Century Key Concepts Additional Learning Exercises and Applications Unit II: Foundation for Effective Leadership and Management: Ethics, Law, and Advocacy 4 Ethical Issues Introduction Moral Issues Faced by Nurses Ethical Frameworks for Decision Making Principles of Ethical Reasoning Autonomy (Self-Determination) Beneficence (Doing Good) Paternalism Utility Justice (Treating People Fairly) Veracity (Truth Telling) Fidelity (Keeping Promises) Confidentiality (Respecting Privileged Information) Codes of Ethics and Professional Standards Ethical Problem Solving and Decision Making The Traditional Problem-Solving Process The Nursing Process The Moral Decision-Making Model Working Toward Ethical Behavior as the Norm Separate Legal and Ethical Issues Collaborate Through Interprofessional Ethics Committees Use Institutional Review Boards Appropriately Foster an Ethical Work Environment Integrating Leadership Roles and Management Functions in Ethics Key Concepts Additional Learning Exercises and Applications 5 Legal and Legislative Issues Introduction Sources of Law Types of Laws and Courts Legal Doctrines and the Practice of Nursing Professional Negligence (Malpractice) Elements of Malpractice Being Sued for Malpractice Avoiding Malpractice Claims Extending the Liability Incident Reports and Adverse Event Forms Intentional Torts Other Legal Responsibilities of the Manager Informed Consent Informed Consent for Clinical Research Medical Records The Patient Self-Determination Act Good Samaritan Laws Health Insurance Portability and Accountability Act of 1996 Legal Considerations of Managing a Diverse Workforce Professional Versus Institutional Licensure Integrating Leadership Roles and Management Functions in Legal and Legislative Issues Key Concepts Additional Learning Exercises and Applications 6 Patient, Subordinate, Workplace, and Professional Advocacy Introduction Becoming an Advocate Patient Advocacy Patient and Family Engagement Person- and Family-Centered Care Patient Rights The Right to Die Movement and Physician-Assisted Suicide Subordinate and Workplace Advocacy Whistleblowing as Advocacy Professional Advocacy Nursing’s Advocacy Role in Legislation and Public Policy Nursing and the Media Integrating Leadership Roles and Management Functions in Advocacy Key Concepts Additional Learning Exercises and Applications Unit III: Roles and Functions in Planning 7 Organizational Planning Introduction Visioning: Looking to the Future Proactive Planning Forecasting Strategic Planning at the Organizational Level SWOT Analysis Balanced Scorecard Strategic Planning as a Management Process Who Should Be Involved in Strategic Planning? Organizational Planning: The Planning Hierarchy Vision and Mission Statements Organizational Philosophy Societal Philosophies and Values Related to Health Care Individual Philosophies and Values Goals and Objectives Policies and Procedures Rules Overcoming Barriers to Planning Integrating Leadership Roles and Management Functions in Planning Key Concepts Additional Learning Exercises and Applications 8 Planned Change Introduction Lewin’s Change Theory of Unfreezing, Movement, and Refreezing Unfreezing Movement Refreezing Lewin’s Change Theory of Driving and Restraining Forces A Contemporary Adaptation of Lewin’s Model Classic Change Strategies Resistance: The Expected Response to Change Planned Change as a Collaborative Process The Leader-Manager as a Role Model During Planned Change Organizational Change Associated With Nonlinear Dynamics Complexity and Complex Adaptive Systems Change Theory Chaos Theory Organizational Aging: Change as a Means of Renewal Integrating Leadership Roles and Management Functions in Planned Change Key Concepts Additional Learning Exercises and Applications 9 Time Management Introduction Three Basic Steps to Time Management Taking Time to Plan and Establishing Priorities The Time-Efficient Work Environment Priority Setting and Procrastination Making Lists Reprioritizing Dealing With Interruptions Time Wasters Personal Time Management Using a Time Inventory Integrating Leadership Roles and Management Functions in Time Management Key Concepts Additional Learning Exercises and Applications 10 Fiscal Planning and Health-Care Reimbursement Introduction Balancing Cost and Quality Responsibility Accounting Budget Basics Steps in the Budgetary Process Types of Budgets The Personnel Budget The Operating Budget The Capital Budget Budgeting Methods Incremental Budgeting Zero-Based Budgeting Flexible Budgeting Performance Budgeting Critical Pathways and Variance Analysis Health-Care Reimbursement Medicare and Medicaid The Prospective Payment System Managed Care Types of Managed Care Organizations Medicare and Medicaid Managed Care Proponents and Critics of Managed Care Speak Up The Future of Managed Care Health-Care Reform Efforts: The Patient Protection and Affordable Care Act. What Comes Next? Bundled Payments Accountable Care Organizations Hospital Value-Based Purchasing The Patient-Centered Medical Home Health Insurance Marketplaces Outcomes of the Affordable Care Act Integrating Leadership Roles and Management Functions in Fiscal Planning Key Concepts Additional Learning Exercises and Applications 11 Career Planning and Development in Nursing Introduction Career Stages Justifications for Career Development Individual Responsibility for Career Development The Organization’s Role in Employee Career Development Career Coaching Management Development Promotion: A Career Management Tool Continued Competency as Part of Career Development Mandatory Continuing Education to Promote Continued Competence Professional Specialty Certification Reflective Practice and the Professional Portfolio Career Planning and the New Graduate Nurse Transition-to-Practice Programs/Residencies for New Graduate Nurses Resumé Preparation Resumé Format Integrating Leadership Roles and Management Functions in Career Planning and Development Key Concepts Additional Learning Exercises and Applications Unit IV: Roles and Functions in Organizing 12 Organizational Structure Introduction Formal and Informal Organizational Structure Organizational Theory and Bureaucracy Components of Organizational Structure Relationships and Chain of Command Span of Control Managerial Levels Centrality Limitations of Organization Charts Types of Organizational Structures Line Structures Ad Hoc Design Matrix Structure Service Line Organization Flat Designs Decision Making Within the Organizational Hierarchy Stakeholders Organizational Culture Shared Governance: Organizational Design for the 21st Century Magnet Designation and Pathway to Excellence Committee Structure in an Organization Responsibilities and Opportunities of Committee Work Integrating Leadership Roles and Management Functions Associated With Organizational Structure Key Concepts Additional Learning Exercises and Applications 13 Organizational, Political, and Personal Power Introduction Understanding Power Gender and Power Power and Powerlessness Types of Power The Authority–Power Gap Bridging the Authority–Power Gap Empowering Subordinates Mobilizing the Power of the Nursing Profession An Action Plan for Increasing Professional Power in Nursing Strategies for Building a Personal Power Base Maintain Personal Energy Present a Powerful Picture to Others Work Hard and Be a Team Player Determine the Powerful in the Organization Learn the Language and Symbols of the Organization Learn How to Use the Organization’s Priorities Increase Professional Skills and Knowledge Maintain a Broad Vision Use Experts and Seek Counsel Be Flexible Develop Visibility and a Voice in the Organization Learn to Accept Compliments Maintain a Sense of Humor Empower Others The Politics of Power Integrating Leadership Roles and Management Functions When Using Authority and Power in Organizations Key Concepts Additional Learning Exercises and Applications 14 Organizing Patient Care Introduction Traditional Models of Patient Care Organization Total Patient Care Nursing or Case Method Nursing Functional Method Team Nursing Modular Nursing Primary Nursing Primary Nursing in the Inpatient Setting Interprofessional/Multidisciplinary Health-Care Teams Registered Nurse Primary Care Coordinators in Patient-Centered Medical Homes Case Management Case Management of Disease Management Programs Selecting the Optimum Mode of Organizing Patient Care New Roles in the Changing Health-Care Arena: Nurse Navigators and Clinical Nurse-Leaders Nurse Navigators The Clinical Nurse-Leader Integrating Leadership Roles and Management Functions in Organizing Patient Care Key Concepts Additional Learning Exercises and Applications Unit V: Roles and Functions in Staffing 15 Employee Recruitment, Selection, Placement, and Indoctrination Introduction Predicting Staffing Needs Is a Nursing Shortage Looming? Supply and Demand Factors Leading to a Potential Nursing Shortage Demand Supply Recruitment The Nurse-Recruiter The Relationship Between Recruitment and Retention Interviewing as a Selection Tool Limitations of Interviews Overcoming Interview Limitations Use a Team Approach Develop a Structured Interview Format for Each Job Classification Use Scenarios to Determine Decision-Making Ability Conduct Multiple Interviews Provide Training in Effective Interviewing Techniques Planning, Conducting, and Controlling the Interview Evaluation of the Interview Legal Aspects of Interviewing Tips for the Interviewee Selection Educational and Credential Requirements Reference Checks and Background Screening Preemployment Testing Physical Examination as a Selection Tool Making the Selection Finalizing the Selection Placement Indoctrination Induction Orientation Integrating Leadership Roles and Management Functions in Employee Recruitment, Selection, Placement, and Indoctrination Key Concepts Additional Learning Exercises and Applications 16 Educating and Socializing Staff in a Learning Organization Introduction The Learning Organization Staff Development Training Versus Education Responsibilities of the Education Department Learning Theories Adult Learning Theory Social Learning Theory Other Learning Concepts Assessing Staff Development Needs Evaluation of Staff Development Activities Shared Responsibility for Implementing Evidence-Based Practice Socialization and Resocialization Socialization of the New Nurse: Overcoming Reality Shock Resocialization of the Experienced Nurse The Socialization and Orientation of New Managers Socializing International Nurses Clarifying Role Expectations Through Role Models, Preceptors, and Mentors Role Models Preceptors Mentors Overcoming Motivational Deficiencies Positive Sanctions Negative Sanctions Coaching as a Teaching Strategy Meeting the Educational Needs of a Culturally Diverse Staff Integrating Leadership and Management in Team Building Through Socializing and Educating Staff in a Learning Organization Key Concepts Additional Learning Exercises and Applications 17 Staffing Needs and Scheduling Policies Introduction Management’s Responsibilities in Meeting Staffing Needs Centralized and Decentralized Staffing Staffing and Scheduling Options Workload Measurement Tools The Relationship Between Nursing Care Hours, Staffing Mix, and Quality of Care Should Minimum Registered Nurse to Patient Staffing Ratios Be Mandated? Establishing and Maintaining Effective Staffing Policies Generational Considerations for Staffing The Impact of Nursing Staff Shortages on Staffing Fiscal and Ethical Accountability for Staffing Developing Staffing and Scheduling Policies Integrating Leadership Roles and Management Functions in Staffing and Scheduling Key Concepts Additional Learning Exercises and Applications Unit VI: Roles and Functions in Directing 18 Creating a Motivating Climate Introduction Intrinsic Versus Extrinsic Motivation Motivational Theory Maslow Skinner Herzberg Vroom McClelland Gellerman McGregor Strategies for Creating a Motivating Climate Worker Engagement Worker Empowerment Positive Reinforcement Incentives and Rewards The Relationship Between the Employee and His or Her Supervisor Self-Care Integrating Leadership Roles and Management Functions in Creating a Motivating Climate at Work Key Concepts Additional Learning Exercises and Applications 19 Organizational, Interpersonal, and Group Communication in Team Building Introduction The Communication Process Variables Affecting Organizational Communication Organizational Communication Strategies Channels of Communication Communication Modes Elements of Nonverbal Communication Silence Space Environment Appearance Eye Contact Posture Gestures Facial Expression and Timing Vocal Expression Verbal Communication Skills SBAR, ISBAR, ANTICipate, and I-PASS as Verbal Communication Tools Listening Skills Written Communication Within the Organization Technology as a Tool in Contemporary Organizational Communication The Internet Hospital Information Systems and Intranets Wireless Local Area Networking Social Media and Organizational Communication Balancing Technology and the Human Element Communication, Confidentiality, and Health Insurance Portability and Accountability Act Electronic Health Records Group Communication Group Dynamics Group Task Roles Group Building and Maintenance Roles Individual Roles of Group Members Communication and Team Building Integrating Leadership and Management in Organizational, Interpersonal, and Group Communication in Team Building Key Concepts Additional Learning Exercises and Applications 20 Delegation Introduction Delegating Effectively Identify Necessary Skills and Education Levels Plan Ahead Select and Empower Capable Personnel Communicate Goals Clearly Set Deadlines and Monitor Progress Be a Role Model and Provide Guidance Evaluate Performance Reward Accomplishment Common Delegation Errors Underdelegating Overdelegating Improper Delegating Delegation as a Function of Professional Nursing Delegating to Unlicensed Assistive Personnel Unlicensed Assistive Personnel Scope of Practice Subordinate Resistance to Delegation Delegating to a Multicultural Work Team Integrating Leadership Roles and Management Functions in Delegation Key Concepts Additional Learning Exercises and Applications 21 Conflict, Workplace Violence, and Negotiation Introduction The History of Conflict Management Intergroup, Intrapersonal, and Interpersonal Conflict The Conflict Process Conflict Management Compromising Competing Cooperating/Accommodating Smoothing Avoiding Collaborating Managing Unit Conflict Bullying, Incivility, Mobbing, and Workplace Violence Definitions Workplace Violence: Scope of the Problem Typology of Workplace Violence Consequences of Workplace Violence Whose Problem Is It? Strategies to Address the Problem Negotiation Before the Negotiation During the Negotiation Destructive Negotiation Tactics Closure and Follow-Up to Negotiation Alternative Dispute Resolution Seeking Consensus Integrating Leadership Skills and Management Functions in Managing Conflict Key Concepts Additional Learning Exercises and Applications 22 Collective Bargaining, Unionization, and Employment Laws Introduction Unions and Collective Bargaining Historical Perspective of Unionization in America Effective Labor–Management Relations Union Representation of Nurses American Nurses Association and Collective Bargaining Employee Motivation to Join or Reject Unions Common Reasons Nurses Join Unions Common Reasons Nurses Do Not Join Unions Averting the Union Union-Organizing Strategies Steps to Establish a Union The Managers’ Role During Union Organizing The Nurse as Supervisor: Eligibility for Protection Under the National Labor Relations Act Employment Legislation Labor Standards Minimum Wages and Maximum Hours The Equal Pay Act of 1963 Equal Employment Opportunity Laws Civil Rights Act of 1964 Age Discrimination and Employment Act Sexual Harassment Legislation Affecting Americans With Disabilities Veterans Readjustment Assistance Act The Occupational Safety and Health Act State Health Facilities Licensing Boards Integrating Leadership Skills and Management Functions When Working With Collective Bargaining, Unionization, and Employment Laws Key Concepts Additional Learning Exercises and Applications Unit VII: Roles and Functions in Controlling 23 Quality Control in Creating a Culture of Patient Safety Introduction Defining Quality Health Care Quality Control as a Systematic Process/FOCUS PDCA The Development of Standards Audits as a Quality Control Tool Outcome Audit Process Audit Structure Audit Standardized Nursing Languages Quality Improvement Models Total Quality Management Who Should Be Involved in Quality Control? Quality Measurement as an Organizational Mandate Professional Standards Review Organizations The Prospective Payment System The Joint Commission Sentinel Event Reporting Oryx Core Measures National Patient Safety Goals Medication Reconciliation Centers for Medicare & Medicaid Services Hospital Consumer Assessment of Healthcare Providers and Systems Survey Multistate Nursing Home Case Mix and Quality Demonstration National Committee for Quality Assurance National Database of Nursing Quality Indicators Report Cards Medical Errors: An Ongoing Threat to Quality of Care Reporting and Analyzing Errors in a Just Culture The Leapfrog Group Six Sigma Approach and Lean Manufacturing Reforming the Medical Liability System Are We Making Progress? Integrating Leadership Roles and Management Functions With Quality Control Key Concepts Additional Learning Exercises and Applications 24 Performance Appraisal Introduction Using the Performance Appraisal to Motivate Employees Strategies to Ensure Accuracy and Fairness in the Performance Appraisal Performance Appraisal Tools Trait Rating Scales Job Dimension Scales Behaviorally Anchored Rating Scales Checklists Essays Self-Appraisals Management by Objectives Peer Review The 360-Degree Evaluation Planning the Performance Appraisal Interview Overcoming Appraisal Interview Difficulties Before the Interview During the Interview After the Interview Performance Management Coaching: A Mechanism for Informal Performance Appraisal Becoming an Effective Coach When Employees Appraise Their Manager’s Performance Leadership Skills and Management Functions in Conducting Performance Appraisals Key Concepts Additional Learning Exercises and Applications 25 Problem Employees: Rule Breakers, Marginal Employees, and the Chemically or Psychologically Impaired Introduction Constructive Versus Destructive Discipline Self-Discipline and Group Norms Fair and Effective Rules Discipline as a Progressive Process Disciplinary Strategies for the Manager Performance Deficiency Coaching Disciplining the Unionized Employee The Disciplinary Conference Reason for Disciplinary Action Employee’s Response to Disciplinary Action Rationale for Disciplinary Action Clarification of Expectations for Change Agreement and Acceptance of Action Plan The Environment for Discipline Timing and Conference Length Closure The Termination Conference Grievance Procedures Formal Process Arbitration Rights and Responsibilities in Grievance Resolution Transferring Employees The Marginal Employee The Chemically Impaired Employee Prevalence of Chemical Dependency in Nursing Commonly Misused or Abused Drugs Recognizing the Chemically Impaired Employee Confronting the Chemically Impaired Employee The Manager’s Role in Assisting the Chemically Impaired Employee The Recovery Process State Board of Nursing Treatment Programs The Chemically Impaired Employee’s Reentry to the Workplace Integrating Leadership Roles and Management Functions When Dealing With Problem Employees Key Concepts [Show More]

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