NCLEX Practice Quiz (Questions and Answers + Explanations). Leadership & Management in Nursing

Nursing Leadership & Management NCLEX Practice Quiz #1 (40 Questions)

-Question-01-001

Ms. Caputo is newly promoted to a patient care manager position. She updates her knowledge on the theories in management and leadership in order to become effective in her new role. She learns that some managers have low concern for services and high concern for staff. Which style of management refers to this?

A. Organization Management
B. Impoverished Management
C. Country Club Management
D. Team Management

Correct Answer: C. Country Club Management

Country club management style puts concern for the staff as the number one priority at the expense of the delivery of services. He/she runs the department just like a country club where everyone is happy including the manager. This leadership style assumes that if people are happy in their job, they will naturally work harder.

Option A: Organization management binds the employees together and gives them a sense of loyalty towards the organization. Organization management enables the optimum use of resources through meticulous planning and control at the workplace. Organization management gives a sense of direction to the employees. The individuals are well aware of their roles and responsibilities and know what they are supposed to do in the organization.
Option B: The impoverished leader has the least concern for people and for production. This leader has no system of getting work done, nor is the work environment satisfying or motivating for employees. This leader’s low interest in the work and the work environment results in disorganized work, dissatisfied employees, and a lack of harmony.
Option D: Team management is the ability of an individual or an organization to administer and coordinate a group of individuals to perform a task. Team management involves teamwork, communication, objective setting, and performance appraisals.

-Question-01-002

Her former manager demonstrated passion for serving her staff rather than being served. She takes time to listen, prefers to be a teacher first before being a leader, which is characteristic of:

A. Transformational leader
B. Transactional leader
C. Servant leader
D. Charismatic leader

Correct Answer: C. Servant leader

Servant leaders are open-minded, listen deeply, try to fully understand others, and not being judgmental. Servant leadership is a leadership philosophy in which the goal of the leader is to serve. A servant leader shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. Servant leadership inverts the norm, which puts the customer service associates as the main priority.

Option A: Transformational leadership is a leadership style that can inspire positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member of the group succeed as well.
Option B: A transactional leader is someone who values order and structure. They are likely to command military operations, manage large corporations, or lead international projects that require rules and regulations to complete objectives on time or move people and supplies in an organized way. Transactional leaders are not a good fit for places where creativity and innovative ideas are valued.
Option D: The charismatic leadership style relies on the charm and persuasiveness of the leader. Charismatic leaders are driven by their convictions and commitment to their cause. Charismatic leaders also are sometimes called transformational leaders because they share multiple similarities. Their main difference is focus and audience. Charismatic leaders often try to make the status quo better, while transformational leaders focus on transforming organizations into the leader’s vision.

-Question-01-003

On the other hand, Ms. Caputo notices that the Chief Nurse Executive has a charismatic leadership style. Which of the following behaviors best describes this style?

A. Possesses inspirational quality that makes followers get attracted to him and regard him with reverence.
B. Acts as he does because he expects that his behavior will yield positive results.
C. Uses visioning as the core of his leadership.
D. Matches his leadership style to the situation at hand.

Correct Answer: A. Possesses inspirational quality that makes followers gets attracted to him and regards him with reverence.

Charismatic leaders make the followers feel at ease in their presence. They feel that they are in good hands whenever the leader is around. The charismatic leadership style relies on the charm and persuasiveness of the leader. Charismatic leaders are driven by their convictions and commitment to their cause.

Option B: The impoverished leader has the least concern for people and for production. This leader has no system of getting work done, nor is the work environment satisfying or motivating for employees. This leader’s low interest in the work and the work environment results in disorganized work, dissatisfied employees, and a lack of harmony.
Option C: In the transformational leadership style, the leader inspires his or her followers with a vision and then encourages and empowers them to achieve it. The leader also serves as a role model for the vision.
Option D: With situational leadership, it is up to the leader to change his style, not the follower to adapt to the leader’s style. In situational leadership, the style may change continually to meet the needs of others in the organization based on the situation.

-Question-01-004

Which of the following conclusions of Ms. Caputo about leadership characteristics is true?

A. There is a high correlation between the communication skills of a leader and the ability to get the job done.
B. A manager is effective when he has the ability to plan well.
C. Assessment of personality traits is a reliable tool for predicting a manager’s potential.
D. There is good evidence that certain personal qualities favor success in a managerial role.

Correct Answer: C. Assessment of personality traits is a reliable tool for predicting a manager’s potential.

It is not conclusive that certain qualities of a person would make him become a good manager. It can only predict a manager’s potential of becoming a good one. Successful leaders tend to have certain traits. Two keys areas of personal growth and development are fundamental to leadership success: self-confidence and a positive attitude.

Option A: A true leader communicates with their team to keep them updated and show that they are valued. They will be the ones intentionally learning more, challenging themselves and others, improving the workplace environment and work ethics, and encouraging teams to achieve goals.
Option B: True leaders seek to improve themselves and their work ethics. They accept challenges as opportunities to grow, and they’re eager to learn new skills. Leaders are responsible for ensuring the organization gets value from the time allocated to accomplish business tasks.
Option D: Assessment tools vary in what they examine and the depth of the questions. There are personality, leadership skills, and behavioral assessments. Before choosing a tool, one should make sure that it will test for the specific skills one wants in a leader.

-Question-01-005

She reads about Path-Goal theory. Which of the following behaviors is manifested by the leader who uses this theory?

A. Recognizes staff for going beyond expectations by giving them citations.
B. Challenges the staff to take individual accountability for their own practice.
C. Admonishes staff for being laggards.
D. Reminds staff about the sanctions for non-performance.

Correct Answer: A. Recognizes staff for going beyond expectations by giving them citations

The path-Goal theory according to House and associates rewards good performance so that others would do the same. The path-goal theory states that a leader’s behavior is contingent on the satisfaction, motivation, and performance of their employees. The manager’s job is viewed as guiding workers to choose the best paths to reach both their goals as well as the corporation’s goals.

Option B: It is the leader’s job to assist followers in attaining goals and to provide the direction and support needed to ensure that their goals are compatible with the organization’s goals. Path–goal theory assumes that leaders are flexible and that they can change their style, as situations require.
Option C: The fourth theory is the transformational leadership theory, which suggests that good leaders are those able to stimulate, transform, and use the values, beliefs, and needs of their followers to accomplish tasks.
Option D: Providing employees with the necessary tools to resolve issues in the workplace will ensure organizational success is not hindered. Effective leadership not only guides employees in the right direction towards their goals but also requires leaders to assist in the identification of goals and objectives from the get-go.

-Question-01-006

One leadership theory states that “leaders are born and not made,” which refers to which of the following theories?

A. Trait
B. Charismatic
C. Great Man
D. Situational

Correct Answer: C. Great Man

Leaders become leaders because of their birthright. This is also called Genetic theory or the Aristotelian theory. This quote sums up the basic tenet of the Great Man theory of leadership, which suggests that the capacity for leadership is innate. According to this theory, you’re either a natural-born leader or you’re not. The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.

Option A: According to trait leadership theory, effective leaders have in common a pattern of personal characteristics that support their ability to mobilize others toward a shared vision. These traits include dimensions of personality and motives, sets of skills and capabilities, and behavior in social relationships.
Option B: Charismatic leadership is a trait-based leadership theory where the leaders act as visionary driven by their convictions and motivate their followers to work towards a common vision using their charm and persuasiveness. Leaders are able to cultivate a profound sense of trust with the group of followers.
Option D: The situational theory of leadership refers to those leaders who adopt different leadership styles according to the situation and the development level of their team members. It is an effective way of leadership because it adapts to the team’s needs and sets a beneficial balance for the whole organization.

-Question-01-007

She came across a theory which states that the leadership style is effective depends on the situation. Which of the following styles best fits a situation when the followers are self-directed, experts, and are matured, individuals?

A. Democratic
B. Authoritarian
C. Laissez-faire
D. Bureaucratic

Correct Answer: C. Laissez faire

Laissez-faire leadership is preferred when the followers know what to do and are experts in the field. This leadership style is relationship-oriented rather than task-centered. This kind of leadership is very hands-off—managers trust their employees and are confident in their abilities. They give guidance and take responsibility where needed, but this leadership style means that subordinates and team members have the real lead.

Option A: Democratic leadership, also known as participative leadership or shared leadership, is a type of leadership style in which members of the group take a more participative role in the decision-making process. This type of leadership can apply to any organization, from private businesses to schools to the government.
Option B: Authoritarian leadership, also known as autocratic leadership, is a management style in which an individual has total decision-making power and absolute control over his subordinates. Leaders make decisions with little or no participation or creative input from their followers or team members.
Option D: Bureaucratic leadership refers to organizational leadership through a highly formalized set of processes, procedures, and structures. Here, rules, policies, and hierarchies form a clear set of expectations as well as an explicit chain of command.

-Question-01-008

She surfs the internet for more information about leadership styles. She reads about shared leadership as a practice in some magnet hospitals. Which of the following describes this style of leadership?

A. Leadership behavior is generally determined by the relationship between the leader’s personality and the specific situation.
B. Leaders believe that people are basically good and need not be closely controlled.
C. Leaders rely heavily on visioning and inspire members to achieve results.
D. Leadership is shared at the point of care.

Correct Answer: D. Leadership is shared at the point of care.

Shared governance allows the staff nurses to have the authority, responsibility, and accountability for their own practice. Shared leadership is the practice of governing a school by expanding the number of people involved in making important decisions related to the school’s organization, operation, and academics. In practice, shared leadership may be defined differently from school to school, and it may take a wide variety of forms.

Option A: The situational theory of leadership refers to those leaders who adopt different leadership styles according to the situation and the development level of their team members. It is an effective way of leadership because it adapts to the team’s needs and sets a beneficial balance for the whole organization.
Option B: The laissez-faire leadership style is at the opposite end of the autocratic style. Of all the leadership styles, this one involves the least amount of oversight. While it’s beneficial to give people opportunities to spread their wings, with a total lack of direction, people may unwittingly drift in the wrong direction—away from the critical goals of the organization.
Option C: In the transformational leadership style, the leader inspires his or her followers with a vision and then encourages and empowers them to achieve it. The leader also serves as a role model for the vision.

-Question-01-009

Ms. Caputo learns that some leaders are transactional leaders. Which of the following does not characterize a transactional leader?

A. Focuses on management tasks.
B. Is a caretaker.
C. Uses trade-offs to meet goals.
D. Inspires others with vision.

Correct Answer: D. Inspires others with vision.

Inspiring others with a vision is characteristic of a transformational leader. He is focused more on the day-to-day operations of the department/unit. Transactional leadership depends on self-motivated people who work well in a structured, directed environment. By contrast, transformational leadership seeks to motivate and inspire workers, choosing to influence rather than direct others.

Option A: A transactional leader is someone who values order and structure. They are likely to command military operations, manage large corporations, or lead international projects that require rules and regulations to complete objectives on time or move people and supplies in an organized way.
Option B: Transactional leadership focuses on results, conforms to the existing structure of an organization, and measures success according to that organization’s system of rewards and penalties. Transactional leaders have formal authority and positions of responsibility in an organization.
Option C: This type of leader sets the criteria for their workers according to previously defined requirements. Performance reviews are the most common way to judge employee performance. Transactional, or managerial, leaders work best with employees who know their jobs and are motivated by the reward-penalty system. The status quo of an organization is maintained through transactional leadership.

-Question-01-010

She finds out that some managers have a benevolent-authoritative style of management. Which of the following behaviors will she exhibit most likely?

A. Have condescending trust and confidence in their subordinates.
B. Gives economic or ego awards.
C. Communicates downward to the staff.
D. Allows decision-making among subordinates.

Correct Answer: A. Have condescending trust and confidence in their subordinates.

Benevolent-authoritative managers pretentiously show their trust and confidence to their followers. In Benevolent-Autocratic Leadership Style, the manager has condescending confidence and trust in subordinates, motivates with rewards and some punishments, permits some upward communication, solicits some ideas and opinions from subordinates, and allows some delegation of decision making but with close policy control.

Option B: The benevolent authoritative system uses less control over employees than the exploitative authoritative system, however, this system motivates employees through potential punishment and rewards.
Option C: The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship).
Option D: In participative leadership, the responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation.

-Question-01-011

Henry is a Unit Manager I the Medical Unit. He is not satisfied with the way things are going in his unit. The patient satisfaction rate is 60% for two consecutive months and staff morale is at its lowest. He decides to plan and initiate changes that will push for a turnaround in the condition of the unit. Which of the following actions is a priority for Henry?

A. Call for a staff meeting and take this up in the agenda.
B. Seek help from her manager.
C. Develop a strategic action on how to deal with these concerns.
D. Ignore the issues since these will be resolved naturally.

Correct Answer: A. Call for a staff meeting and take this up on the agenda.

This will allow for the participation of every staff in the unit. If they contribute to the solutions of the problem, they will own the solutions; hence the chance for compliance would be greater. It’s one thing to articulate the change required and entirely another to conduct a critical review against organizational objectives and performance goals to ensure the change will carry the unit in the right direction strategically, financially, and ethically.

Option B: Determine the most effective means of communication for the group or individual that will bring them on board. The communication strategy should include a timeline for how the change will be incrementally communicated, key messages, and the communication channels and mediums that is planned to use.
Option C: Providing a support structure is essential to assist employees to emotionally and practically adjust to the change and to build the proficiency of behaviors and technical skills needed to achieve desired results.
Option D: Review the effect on the unit and how it cascades through the organizational structure to the individual. This information will start to form the blueprint for where training and support are needed the most to mitigate the impacts.

-Question-01-012

He knows that there are external forces that influence changes in his unit. Which of the following is not an external force?

A. Memo from the CEO to cut down on electrical consumption.
B. Demands of the labor sector to increase wages.
C. Low morale of staff in his unit.
D. Exacting regulatory and accreditation standards.

Correct Answer: C. Low morale of staff in his unit.

Low morale of staff is an internal factor that affects only the unit. External forces are those changes that are part of an organization’s general and business environment. All the rest of the options emanate from the top executive or from outside the institution.

Option A: During the 2008 recession, consumers lost their jobs and cut back on their spending. These economic downturns had a major impact on businesses. Banks failed. General Motors and Chrysler filed for bankruptcy. Survival meant adapting to change.
Option B: Government restrictions often force change onto organizations. This can be something as simple as a change in the minimum wage for employees, or as complex as rules and restrictions governing fair competition in business.
Option D: For instance, when the Affordable Health Care Act was put into place, businesses had to change their operations and put steps into place to confirm that all employees had healthcare coverage to comply with the new law.

-Question-01-013

After discussing the possible effects of the low patient satisfaction rate, the staff started to list down possible strategies to solve the problems head-on. Should they decide to vote on the best change strategy, which of the following strategies is referred to this?

A. Collaboration
B. Majority rule
C. Dominance
D. Compromise

Correct Answer: B. Majority rule

The majority rule involves dividing the house and the highest vote wins. 1/2 + 1 is a majority. The majority rule is a decision rule that selects alternatives that have a majority, that is, more than half the votes. It is the binary decision rule used most often in influential decision-making bodies, including all the legislatures of democratic nations.

Option A: Collaboration in the workplace takes into account employees’ ideas, skills, experiences, and opinions. When individuals work together openly, processes and goals become more aligned, leading the group towards a higher success rate of achieving a common goal.
Option C: Accordingly, a strategy is dominant if it leads a player to better outcomes than alternative strategies (i.e., it dominates the alternative strategies). Conversely, a strategy is dominated if it leads a player to worse outcomes than alternative strategies.
Option D: A person who typically uses a compromising conflict style attempts to balance the needs of both or all sides in a conflict by encouraging everyone to give in on at least some points. This style of conflict can be more time-consuming and require more “people skills” than other conflict resolution techniques.

-Question-01-014

One staff suggests that they review the pattern of nursing care that they are using, which is described as a:

A. Job description
B. System used to deliver care
C. Manual of procedure
D. Rules to be followed

Correct Answer: B. System used to deliver care

A system used to deliver care. In the 70’s it was termed as methods of patient assignment; in the early 80’s it was called modalities of patient care then patterns of nursing care in the ’90s until recently authors called it nursing care systems. Ideally, nursing care delivery models match the number and type of caregivers to patient care needs determine who is going to perform what tasks, who is responsible, and who makes decisions and detail assignments, responsibilities, and authority to accomplish patient care.

Option A: A job description or JD lists the main features of a specific job. The description typically includes the person’s main duties, responsibilities, and working conditions. It also includes the job title and to whom the person holding that job has to report.
Option C: A procedure manual contains the institution’s best practices that define the systematic approach to implementing policy expectations, plans, and work routines — also known as procedures.
Option D: Rules can be described as the guidelines or instructions for doing something correctly. these are the principles that govern the conduct or behavior of a person in an organization or country. On the other hand, regulations refer to the directives or statutes enforced by law, in a particular country.

-Question-01-015

Which of the following is true about functional nursing?

A. Concentrates on tasks and activities.
B. Emphasizes the use of group collaboration.
C. One-to-one nurse-patient ratio.
D. Provides continuous, coordinated, and comprehensive nursing services.

Correct Answer: A. Concentrates on tasks and activities.

Functional nursing is focused on tasks and activities and not on the holistic care of the patients. Functional nursing is task-oriented in scope. Instead of one nurse performing many functions, several nurses are given one or two assignments. Functional nursing was designed around an efficacy model that seeks to get many tasks accomplished in a short period of time.

Option B: Team nursing involves the use of a team leader and team members to provide various aspects of nursing care to a group of patients. In team nursing, medications might be given by one nurse while baths and physical care are given by a nursing assistant under the supervision of a nurse team leader.
Option C: Primary care nursing is when a single nurse is identified as the point of contact and primary caregiver for a patient during his or her particular hospital stay or another episode of care.
Option D: Primary care nursing includes a set of attributes, as in the 1978 IOM definition—care that is accessible, comprehensive, coordinated, continuous, and accountable—or as defined by Starfield (1992)—care that is characterized by first contact, accessibility, longitudinally, and comprehensiveness

-Question-01-016

Functional nursing has some advantages, which one is an exception?

A. Psychological and sociological needs are emphasized.
B. Great control of work activities.
C. Most economical way of delivering nursing services.
D. Workers feel secure in a dependent role.

Correct Answer: A. Psychological and sociological needs are emphasized.

When the functional method is used, the psychological and sociological needs of the patients are neglected; the patients are regarded as ‘tasks to be done ‘. Functional nursing was designed around an efficacy model that seeks to get many tasks accomplished in a short period of time.

Option B: Modular Nursing is a modification of team nursing and focuses on the patient’s geographic location for staff assignments; the unit is divided into groups referred to as modules – also called districts or pods.
The same team of caregivers is assigned consistently to the same geographic location. Each location, or module, has an RN assigned as the team leader, and the other team members may include LVNs/LPNs and Unlicensed Assistant Personnel.
Option C: Functional nursing revolves around team ethics, and it produces a catalog of processes, which are undertaken by different individuals to ensure efficient patient care delivery. As well as taking advantage of the skills of nurses at different stages of their careers, this model can also save healthcare providers and facilities money by increasing efficiency and productivity.
Option D: Team nursing is a patient care delivery model, which was established in the 1950s. For healthcare providers, the team nursing model improves efficiency and provides valuable training opportunities for those keen to progress during the early stages of their careers.

-Question-01-017

He raised the issue of giving priority to patient needs. Which of the following offers the best way for setting priority?

A. Assessing nursing needs and problems.
B. Giving instructions on how nursing care needs are to be met.
C. Controlling and evaluating the delivery of nursing care.
D. Assigning a safe nurse: patient ratio.

Correct Answer: A. Assessing nursing needs and problems.

This option follows the framework of the nursing process and at the same time applies the management process of planning, organizing, directing, and controlling. At the basic level, management is a regimen that comprises five standard functions, namely, planning, organizing, staffing, leading, and controlling. These functions are part of a body of practices and theories that educate on becoming an efficient manager.

Option B: Leading is a function that involves stating a vision, influencing, persuading, motivating, and inspiring employees. An efficient and effective management process aligns individual interests with the organization’s goals and objectives as a whole.
Option C: Evaluate the achievement of goals, improvement in performance, and the ability to take action. Put processes in place to help you establish standards, so you can measure, compare, and make decisions.
Option D: Enlisting and recruiting employees for positions within the various teams and departments in an organized manner. The staffing process helps in getting the right people for the right job at right time. The function of staffing helps the management to decide the number of employees needed for the organization and with what qualifications and experience.

-Question-01-018

Which of the following is the best guarantee that the patient’s priority needs are met?

A. Checking with the relative of the patient.
B. Preparing a nursing care plan in collaboration with the patient.
C. Consulting with the physician.
D. Coordinating with other members of the team.

Correct Answer: B. Preparing a nursing care plan in collaboration with the patient.

The best source of information about the priority needs of the patient is the patient himself. Hence using a nursing care plan based on his expressed priority needs would ensure meeting his needs effectively. It is about understanding each patient’s health outcome goals and health care preferences and ensuring that the care provided is in line with those goals.

Option A: Checking with the relative of the patient would not yield actual needs for the patient. Asking the patient himself would be an assurance that what he deems as the priority would be addressed.
Option C: Consulting or collaborating with the physician should occur after the implementation of independent nursing interventions. A nursing care plan includes independent, dependent, and collaborative nursing interventions specific to every client’s needs.
Option D: Collaborating may come after consultation with a physician. Collaboration may include teams from the laboratory services, radiological department, and other departments involved in the care of the patient.

-Question-01-019

When Henry uses team nursing as a care delivery system, he and his team need to assess the priority of care for a group of patients, which of the following should be a priority?

A. Each patient is listed on the worksheet.
B. Patients who need the least care.
C. Medications and treatments required for all patients.
D. Patients who need the most care.

Correct Answer: D. Patients who need the most care.

In setting priorities for a group of patients, those who need the most care should be the number-one priority to ensure that their critical needs are met adequately. The needs of other patients who need less care can be attended to later or even delegated to assistive personnel according to rules on delegation. The ability to prioritize and manage time is vital for any successful nurse, whether a novice or expert.

Option A: Clinical judgment and prioritization of patient care are built on the nursing process. Nurses learn the steps of the nursing process in their foundational nursing course and utilize it throughout their academic and clinical careers to direct patient care and determine priorities.
Option B: In unfamiliar situations, patient prioritization should be approached as a structured process, highlighting risk factors that may contribute to a decline in the patient’s condition and potential interventions that can reduce the risk of adverse outcomes (Jessee, 2019).
Option C: Seasoned nurses are able to pull from their depth of knowledge and experience that allows them to act deductively and intuitively when prioritizing patient care.

-Question-01-020

He is hopeful that his unit will make a big turnaround in the succeeding months. Which of the following actions of Henry demonstrates that he has reached the third stage of change?

A. Wonders why things are not what they used to be.
B. Finds solutions to the problems.
C. Integrate the solutions to his day-to-day activities.
D. Selects the best change strategy.

Correct Answer: C. Integrate the solutions to his day-to-day activities.

Integrate the solutions to his day-to-day activities is expected to happen during the third stage of change when the change agent incorporates the selected solutions into his system and begins to create a change. In the third and final stage, freezing, the new mindset of the change begins to become the standard, and people’s comfort levels return to normal.

Option A: The first stage (unfreezing) involves overcoming inertia and dismantling the existing mindset. It involves getting over the initial defense mechanisms that people exhibit to avoid making a change. People eventually realize that change is necessary and urgent, and this realization allows them to move on to the next stage.
Option B: In the second stage, the actual change occurs. During this stage, an organization’s leaders need to focus on clearly communicating to employees the reasons for change and the steps needed to achieve it.
Option D: The second stage is typically a period of confusion and transition in which people are unsure about the change and what may happen in the future. People are aware that the old ways are being challenged, but they do not yet have a clear picture as to what these ways will be replaced with.

-Question-01-021

Joey is a newly-appointed nurse manager of The Holy Spirit Medical Center, a tertiary hospital located within the heart of the metropolis. He thinks of scheduling a planning workshop with his staff in order to ensure effective and efficient management of the department. Should he decide to conduct a strategic planning workshop, which of the following is not a characteristic of this activity?

A. Long-term goal-setting.
B. Extends to 3-5 years in the future.
C. Focuses on routine tasks.
D. Determines directions of the organization.

Correct Answer: C. Focuses on routine tasks

Focusing on routine tasks is a characteristic of operational planning. Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization’s direction in response to a changing environment.

Option A: Long-term planning is about setting a process by which a particular strategic plan will be achieved. This process focuses on activities that start now and continue well into the future.
Option B: Effective strategic planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful. A strategic plan is a document used to communicate with the organization the organization’s goals, the actions needed to achieve those goals, and all of the other critical elements developed during the planning exercise.
Option D: Strategic planning is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future.

-Question-01-022

Which of the following statements refer to the vision of the hospital?

A. The Holy Spirit Medical Center is a trendsetter in tertiary health care in the next five years.
B. The officers and staff of The Holy Spirit Medical Center believe in the unique nature of the human person.
C. All the nurses shall undergo a continuing competency training program.
D. The Holy Spirit Medical Center aims to provide patient-centered care in a total healing environment.

Correct Answer: A. The Holy Spirit Medical Center is a trendsetter in tertiary health care in the next five years

A vision refers to what the institution wants to become within a particular period of time. A vision statement looks forward and creates a mental image of the ideal state that the organization wishes to achieve. It is inspirational and aspirational and should challenge employees.

Option B: In a conventional sense, company philosophy stands for the basic beliefs that people in the business are expected to hold and be guided by – informal unwritten guidelines on how people should perform and conduct themselves.
Option C: The main difference between objectives and goals is that objectives are precise actions or measurable steps individuals and groups take to move closer to the goal. They are specific targets that typically have a time-bound schedule or timeline for completion.
Option D: Goals define the general intentions and ambitions of the business but can be difficult to measure. Setting goals is an important step of business planning, as a well-defined broad primary outcome will have an impact on areas including mission statement, financial objectives, corporate culture, and marketing strategy.

-Question-01-023

The statement, “The Holy Spirit Medical Center aims to provide patient-centered care in a total healing environment” refers to which of the following?

A. Vision
B. Goal
C. Philosophy
D. Mission

Correct Answer: B. Goal

Goals define the general intentions and ambitions of the business but can be difficult to measure. Setting goals is an important step of business planning, as a well-defined broad primary outcome will have an impact on areas including mission statement, financial objectives, corporate culture, and marketing strategy.

Option A: A vision refers to what the institution wants to become within a particular period of time. A vision statement looks forward and creates a mental image of the ideal state that the organization wishes to achieve. It is inspirational and aspirational and should challenge employees.
Option C: In a conventional sense, company philosophy stands for the basic beliefs that people in the business are expected to hold and be guided by – informal unwritten guidelines on how people should perform and conduct themselves.
Option D: A mission statement is a concise explanation of the organization’s reason for existence. It describes the organization’s purpose and its overall intention. The mission statement supports the vision and serves to communicate purpose and direction to employees, customers, vendors, and other stakeholders.

-Question-01-024

Joey plans to revisit the organizational chart of the department. He plans to create a new position of a Patient Educator who has a coordinating relationship with the head nurse in the unit. Which of the following will likely depict this organizational relationship?

A. Box
B. Solid line
C. Broken line
D. Dotted line

Correct Answer: C. Broken line

This is a staff relationship hence it is depicted by a broken line in the organizational structure. The broken line’s meaning in an organizational chart is a less formal reporting relationship. The person at the end of that line isn’t the immediate and permanent manager, but someone else. In theory, it means that these reporting relationships are secondary, but in practice, that’s not always the case.

Option A: The boxes on an organizational chart might represent individual employees, ad-hoc working groups, or formal teams or departments. Employee names and titles and/or job positions are generally depicted in boxes or circles with lines linking them to other employees and departments.
Option B: The lines always represent the reporting path for anyone in a given box. In a simple hierarchy, the lines run vertically from employees to managers and ultimately the CEO or proprietor.
Option D: For example, the department or a member might be assigned to do some work for a team or a manager in some other part of the company. This member will still have a solid line connecting to the full-time manager, but now he’ll also have a dotted line connecting to whoever’s in charge of the other project. This particular relationship is often referred to as “dotted line reporting.”

-Question-01-025

He likewise stresses the need for all the employees to follow orders and instructions from him and not from anyone else. Which of the following principles does he refer to?

A. Scalar chain
B. Discipline
C. Unity of command
D. Order

Correct Answer: C. Unity of command

Henry Fayol, a famous industrialist of France, has described fourteen principles of management in his book General and Industrial Management. According to the principle of unity of command, an individual employee should receive orders from only one superior at a time and that employee should be answerable only to that superior. If there are many superiors giving orders to the same employee, he will not be able to decide as to which order is to be given priority. He thus finds himself in a confusing situation.

Option A: Scalar chain is the formal line of authority that moves from highest to lowest rank in a straight line. This chain specifies the route through which the information is to be communicated to the desired location/person.
Option B: Discipline is essential for any successful work performance. Fayol considers discipline to mean obedience, respect for authority, and observance of established rules. Discipline can be established by providing good supervision at all levels, clearly explaining the rules, and implementing a system of reward and punishment. A manager can present a good example to his subordinates by disciplining himself.
Option D: According to the principle of order, the right person should be placed at the right job and the right thing should be placed at the right place. According to Fayol, every enterprise should have two different orders-Material Order for Physical Resources and Social Order for Human Resources.

-Question-01-026

Joey orients his staff on the patterns of reporting relationships throughout the organization. Which of the following principles refer to this?

A. Span of control
B. Hierarchy
C. Esprit de’ corps
D. Unity of direction

Correct Answer: B. Hierarch

Hierarchy refers to the pattern of reporting or the formal line of authority in an organizational structure. More bureaucratic and structured in nature, a hierarchical organization generally follows a chain and command style of authority with employees reporting to a manager above them. Slow to change, and the most traditional form of org design, this structure is commonly found supporting growth through direct reporting to a manager with formal policies and procedures.

Option A: Span of control refers to the number of subordinates under a manager’s direct control. As an example, a manager with five direct reports has a span of control of five. The span of control is a good metric to assess the efficiency of an organization, as long as it looked at in the context of the company’s organizational structure.
Option C: Esprit de corps means managers should create and foster among their employees the morale, common spirit, sense of identification, feeling of pride, loyalty, devotion, honor, solidarity, unity, and cohesiveness with respect to their organization or organizational department.
Option D: In the unity of direction, whoever is engaged in the same activity should have a unified goal. This means all the people working in a company should have one goal and motive which will make the work easier and achieve the set goal easily.

-Question-01-027

He emphasizes to the team that they need to put their efforts together towards the attainment of the goals of the program. Which of the following principles refers to this?

A. Span of control
B. Unity of direction
C. Unity of command
D. Command responsibility

Correct Answer: B. Unity of direction

Unity of direction means having one goal or one objective for the team to pursue; hence all members of the organization should put their efforts together towards the attainment of their common goal or objective. Whoever is engaged in the same activity should have a unified goal. This means all the people working in a company should have one goal and motive which will make the work easier and achieve the set goal easily.

Option A: Span of control refers to the number of subordinates under a manager’s direct control. As an example, a manager with five direct reports has a span of control of five. The span of control is a good metric to assess the efficiency of an organization, as long as it looked at in the context of the company’s organizational structure.
Option C: Unity of command an employee should have only one boss and follow his command. If an employee has to follow more than one boss, there begins a conflict of interest and can create confusion.
Option D: Command responsibility is an omission mode of individual criminal liability: the superior is responsible for crimes committed by his subordinates and for failing to prevent or punish (as opposed to crimes he ordered).

-Question-01-028

Joey stresses the importance of promoting ‘esprit d corps’ among the members of the unit. Which of the following remarks of the staff indicates that they understand what he pointed out?

A. “Let’s work together in harmony; we need to be supportive of one another.”
B. “In order that we achieve the same results; we must all follow the directives of Julius and not from other managers.”
C. “We will ensure that all the resources we need are available when needed.”
D. “We need to put our efforts together in order to raise the bar of excellence in the care we provide to all our patients.”

Correct Answer: A. “Let’s work together in harmony; we need to be supportive of one another.”

Esprit de corps means managers should create and foster among their employees the morale, common spirit, sense of identification, feeling of pride, loyalty, devotion, honor, solidarity, unity, and cohesiveness with respect to their organization or organizational department.

Option B: In the principle of unity of command, an employee should have only one boss and follow his command. If an employee has to follow more than one boss, there begins a conflict of interest and can create confusion.
Option C: A company should maintain a well-defined work order to have a favorable work culture. A positive atmosphere in the workplace will boost more positive productivity.
Option D: In the principle of unity of direction, whoever is engaged in the same activity should have a unified goal. This means all the people working in a company should have one goal and motive which will make the work easier and achieve the set goal easily.

-Question-01-029

He discusses the goal of the department. Which of the following statements is a goal?

A. Increase the patient satisfaction rate.
B. Eliminate the incidence of delayed administration of medications.
C. Establish rapport with patients.
D. Reduce response time to two minutes.

Correct Answer: A. Increase the patient satisfaction rate.

A goal is a desired result towards which efforts are directed. A goal is a short statement of the desired outcome to be accomplished over a long time frame, usually three to five years. It is a broad statement that focuses on the desired results and does not describe the methods used to get the intended outcome.

Option B: Objectives are specific, actionable targets that need to be achieved within a smaller time frame, such as a year or less, to reach a certain goal. Objectives describe the actions or activities involved in achieving a goal.
Option C: Goals are the outcomes you intend to achieve, whereas objectives are the specific actions and measurable steps that you need to take to achieve a goal. Goals and objectives work in tandem to achieve success.
Option D: Goals are general statements of what is to be achieved. They do not specify the tasks that need to be performed to accomplish them. Objectives, on the other hand, are specific actions one takes within a certain timeframe.

-Question-01-030

He wants to influence the customary way of thinking and behaving that is shared by the members of the department. Which of the following terms refer to this?

A. Organizational chart
B. Cultural network
C. Organizational structure
D. Organizational culture

Correct Answer: D. Organizational culture

Organizational culture refers to the way the members of the organization think together and do things around them together. It’s their way of life in that organization. An organization’s culture defines the proper way to behave within the organization. This culture consists of shared beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviors, and understanding.

Option A: An organizational chart is a diagram that visually conveys a company’s internal structure by detailing the roles, responsibilities, and relationships between individuals within an entity. Organizational charts are alternatively referred to as “org charts” or “organization charts.”
Option B: A cultural network hierarchy is presented which classifies these tools according to the CEO′s personal involvement with each element. Guidelines are presented for using the tools of cultural communication to change or maintain the culture at both the managerial level and the operational level of the organization.
Option C: An organizational structure is a system that outlines how certain activities are directed in order to achieve the goals of an organization. These activities can include rules, roles, and responsibilities. The organizational structure also determines how information flows between levels within the company.

-Question-01-031

He asserts the importance of promoting a positive organizational culture in their unit. Which of the following behaviors indicate that this is attained by the group?

A. Proactive and caring with one another
B. Competitive and perfectionist
C. Powerful and oppositional
D. Obedient and uncomplaining

Correct Answer: A. Proactive and caring with one another

Without a positive corporate culture, many employees will struggle to find the real value in their work, and this leads to a variety of negative consequences for the bottom line. Employers who invest in the well-being of their employees will be rewarded with happy, dedicated employees

Option B: A positive culture gives an organization a competitive advantage. People want to work for companies with a good reputation from previous and current employees. A company with a positive culture will attract the type of talent that is willing to make their next workplace a home, rather than just a stepping-stone.
Option C: Maintaining positive company culture is a guaranteed way to boost employee morale. Employees will naturally feel happier and enjoy their work more when they work in a positive environment.
Option D: Employees are much more likely to come together as a team at companies with a strong culture. A positive culture facilitates social interaction, teamwork, and open communication. This collaboration can lead to some amazing results.

-Question-01-032

Stephanie is a new Staff Educator of a private tertiary hospital. She conducts orientation among new staff nurses in her department. Joseph, one of the new staff nurses, wants to understand the channel of communication, a span of control, and lines of communication. Which of the following will provide this information?

A. Organizational structure
B. Policy
C. Job description
D. Manual of procedures

Correct Answer: A. Organizational structure

Organizational structure provides information on the channel of authority, (i.e., who reports to whom and with what authority) the number of people who directly report to the various levels of hierarchy, and the lines of communication whether line or staff.

Option B: Policy is a law, regulation, procedure, administrative action, incentive, or voluntary practice of governments and other institutions. Policy decisions are frequently reflected in resource allocations. Health can be influenced by policies in many different sectors.
Option C: Job description is a broad, general, and written statement of a specific job, based on the findings of a job analysis. It generally includes duties, purpose, responsibilities, scope, and working conditions of a job along with the job’s title, and the name or designation of the person to whom the employee reports.
Option D: A procedures manual contains the policies, guidelines, and processes for the whole organization. It exists to help employees do their jobs in an approved and consistent manner.

-Question-01-033

Stephanie is often seen interacting with the medical intern during coffee breaks and after duty hours. What type of organizational structure is this?

A. Formal
B. Informal
C. Staff
D. Line

Correct Answer: B. Informal

This is usually not published and oftentimes concealed. The informal organization is the interlocking social structure that governs how people work together in practice. It is the aggregate of behaviors, interactions, norms, and personal/professional connections through which work gets done and relationships are built among people. It consists of a dynamic set of personal relationships, social networks, communities of common interest, and emotional sources of motivation.

Option A: The formal structure of a group or organization includes a fixed set of rules of procedures and structures, usually set out in writing, with a language of rules that ostensibly leave little discretion for interpretation. In some societies and organizations, such rules may be strictly followed; in others, they may be little more than an empty formalism.
Option C: In the staff organization structure, the employees follow the directives of the managers. The line group as a whole is seen as a function that is essential to the business. Staff positions are those that indirectly support line functions in the organizations. Like line positions, staff positions also consist of managers and employees.
Option D: Line organization structure is the oldest and simplest form of organization. In these organizations, a supervisor exercises direct supervision over a subordinate. Also, authority flows from the top-most person in the organization to the person in the lowest rung.

-Question-01-034

She takes pride in saying that the hospital has a decentralized structure. Which of the following is not compatible with this type of model?

A. Flat organization
B. Participatory approach
C. Shared governance
D. Tall organization

Correct Answer: D. Tall organization

Tall organizations are highly centralized organizations where decision-making is centered on one authority level. A tall organizational structure means that management is broken down into several layers, with executives on top and normal employees on the bottom. In a tall organization, there will be a large number of managers, and each manager will usually be responsible for a small group of employees.

Option A: Flat organizations have a structure with few levels of middle management between leadership and employees—or, in some cases, no middle management at all. Small organizations and startups often have flat structures because they have fewer employees and less of a need for hierarchical management.
Option B: A participatory approach means that the person in charge of solving a problem or designing an innovation involves people who are directly concerned by the result of his or their work. Problem solving and innovation are thus conducted directly with regards to the situation to be transformed.
Option C: In its simplest form, shared governance is shared decision-making based on the principles of partnership, equity, accountability, and ownership at the point of service. Shared governance increases nurse engagement, improves patient outcomes and allows hospital administrators to optimize efficiency, increase nurse retention and promote quality care, a study in The Journal of Nursing Administration found.

-Question-01-035

Centralized organizations have some advantages. Which of the following statements is true? Select all that apply.

A. Highly cost-effective
B. Makes management easier
C. Reflects the interest of the worker
D. Allows quick decisions or actions.

Correct Answer: A & B

Centralized organizations need only a few managers hence they are less expensive and easier to manage. In a centralized organization, the decision-making powers are retained in the head office, and all other offices receive commands from the main office. The executives and specialists who make critical decisions are based in the head office.

Option B: A centralized organization benefits from a clear chain of command because every person within the organization knows who to report to. Junior employees know who to approach whenever they have concerns about the organization.
Option C: When an organization follows a centralized management structure, it can focus on the fulfillment of its vision with ease. There are clear lines of communication and the senior executive can communicate the organization’s vision to employees and guide them toward the achievement of the vision.
Option D: In a centralized organization, decisions are made by a small group of people and then communicated to the lower-level managers. The involvement of only a few people makes the decision-making process more efficient since they can discuss the details of each decision in one meeting.

-Question-01-036

Stephanie delegates effectively if she has authority to act, which is best defined as:

A. Having a responsibility to direct others.
B. Being accountable to the organization.
C. Having a legitimate right to act.
D. Telling others what to do.

Correct Answer: C. Having legitimate right to act.

Authority is a legitimate or official right to give the command. This is an officially sanctioned responsibility. Managers must possess the authority to give orders, and recognize that with authority comes responsibility. As well as rank, Fayol argues that a manager’s intelligence, experience, and values should command respect.

Option A: In order to get things done in an organization, management has the authority to give orders to the employees. Of course with this authority comes responsibility. According to Henri Fayol, the accompanying power or authority gives the management the right to give orders to the subordinates.
Option B: The responsibility can be traced back from performance and it is, therefore, necessary to make agreements about this. In other words, authority and responsibility go together and they are two sides of the same coin.
Option D: The right to give orders should not be considered without reference to responsibility. If the authority is more than responsibility then chances are that a manager may misuse it. If responsibility is more than authority then he may feel frustrated.

-Question-01-037

Regardless of the size of a workgroup, enough staff must be available at all times to accomplish certain purposes. Which of these purposes is not included?

A. Meet the needs of patients.
B. Provide a pair of hands to other units as needed.
C. Cover all time periods adequately.
D. Allow for growth and development of nursing staff.

Correct Answer: B. Provide a pair of hands to other units as needed.

Providing a pair of hands for other units is not a purpose in doing an effective staffing process. This is a function of a staffing coordinator at a centralized model. Staff positions affect customers indirectly, only to the extent that the support they provide helps line employees improve quality and customer satisfaction.

Option A: Staff structure allows to preserve the principle of one-man management (every worker has only one superior), but at the same time provides greater flexibility in changing operating conditions. It also introduces an element of encouraging cooperation between all members of the organization.
Option C: Staff structure or linear-staff organizational structure is one of the attempts to solve the problem of linear structure constraints. Manager having too much various tasks is not able to effectively manage its employees.
Option D: One of the key advantages is that this structure provides line personnel with expertise from staff groups. As a result, the key decision-makers in the organization are well-informed and armed with specialized knowledge.

-Question-01-038

Which of the following guidelines should be least considered in formulating objectives for nursing care?

A. Written nursing care plan
B. Holistic approach
C. Prescribed standards
D. Staff preferences

Correct Answer: D. Staff preferences

Staff preferences should be the least priority in formulating objectives of nursing care. Individual preferences should be subordinate to the interest of the patients. Along with clinical guidelines, patient preferences provide direction for selecting treatment options and tailoring interventions. Patient preferences also help inform choice in clinical decisions where science has yet to provide dominant solutions to health care problems.

Option A: Care plans help nurses focus on patients in a holistic, big-picture way so they can deliver evidence-based, patient-centered care. Care plans also help hospitals ensure continuity of care across nursing shifts, promote interprofessional collaboration by getting everyone on the same page, and meet documentation requirements for insurers and governing bodies.
Option B: A holistic approach means providing the support that looks at the whole person, not just their mental health needs. The support should also consider their physical, emotional, social, and spiritual wellbeing. A holistic approach focuses on a person’s wellness and not just their illness or condition.
Option C: Standards of care in nursing are guidelines that provide a foundation as to how a nurse should act, and what they should and should not do in their professional capacity. These policies and procedures are guidelines that all nurses must follow.

-Question-01-039

Stephanie considers shifting to transformational leadership. Which of the following statements best describes this type of leadership?

A. Uses visioning as the essence of leadership.
B. Serves the followers rather than being served.
C. Maintains full trust and confidence in the subordinates.
D. Possesses innate charisma that makes others feel good in his presence.

Correct Answer: A. Uses visioning as the essence of leadership.

Transformational leadership relies heavily on visioning as the core of leadership. Transformational leadership is a leadership style that can inspire positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member of the group succeed as well.

Option B: Servant leadership is a leadership philosophy in which the goal of the leader is to serve. This is different from traditional leadership where the leader’s main focus is the thriving of their company or organizations. Instead of the people working to serve the leader, the leader exists to serve the people.
Option C: Laissez-faire leadership is fairly self-explanatory. This kind of leadership is very hands-off—managers trust their employees and are confident in their abilities. They give guidance and take responsibility where needed, but this leadership style means that subordinates and team members have the real lead.
Option D: Charismatic leadership is a trait-based leadership theory where the leaders act as visionary driven by their convictions and motivate their followers to work towards a common vision using their charm and persuasiveness. Leaders are able to cultivate a profound sense of trust with the group of followers.

-Question-01-040

As a manager, she focuses her energy on both the quality of services rendered to the patients as well as the welfare of the staff of her unit. Which of the following management styles does she adopt?

A. Country club management
B. Organization man management
C. Team management
D. Authority-obedience management

Correct Answer: C. Team management

Team management has a high concern for services and high concern for staff. Team management is the ability of an individual or an organization to administer and coordinate a group of individuals to perform a task. Team management involves teamwork, communication, objective setting, and performance appraisals.

Option A: The country club leader has the most concern for people. This leader assumes that if employees are happy, they will work hard. This leader’s high interest in the needs and feelings of employees affects productivity. With much of the focus on employee comfort, this leader finds it difficult to punish an employee. As a result, the relationship between employee and leader is very casual, like that of friends.
Option B: Management is the process of guiding the development, maintenance, and allocation of resources to attain organizational goals. This process is based on four key functional areas of the organization: planning, organizing, leading, and controlling.
Option D: Authority-obedience management results from such a management style that is task-oriented, or task-motivated. The authority-obedience management style overly emphasizes the value of completing tasks to the extent that it risks human relationships.