Chapter 7 My Nursing Test

Banks
1. What determines the functions and priorities of an organization? A) The organizations
mission statement
B) The organizations budget
C) Consumer satisfaction surveys

D) The organizations policy and procedure statements

Ans: A
Feedback:
The mission statement is a brief statement identifying the reason the organization exists
and its future aim or function. This is not the function of the other options.

2. What

1. A) Problem oriented
2. B) Short-term goal setting
3. C) Continuous with cyclic evaluation checkpoints
4. D) A long-range needs assessment

Ans: C
Feedback:
Planning can be short term or long term, but should always include built-in evaluation
checkpoints so there can be a midcourse correction if unexpected events occur.

3. Which is a true statement about planning?

1. A) All plans should be defined well so that changes arent necessary

2. B) Long- and short-range plans should be kept separate so priorities do not become

confused

3. C) Objectives and goals must be established before the philosophy is written

4. D) All plans should include reasonable time limits

Ans: D
Feedback:
Every plan should have a reasonable time span for completion. The other statements are
not true regarding the process of planning.
4. During the process of acquiring values, criteria should be used to assist in clarifying the
chosen value. Which is a criterion for a true value? Select all that apply.

1. A) It is freely chosen from among alternatives

2. B) It is prized and cherished
3. C) It is positively affirmed
4. D) It is acted upon

Ans: A, B, C, D Feedback:

A value is prized and cherished, positively affirmed and acted upon, and chosen freely
from among alternative. Because our values change with time, periodic clarification is
necessary to determine how our values may have changed.

is the best definition for the process of planning?

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5. Which statement identifies a characteristic of a planning objective?

1. A) It has a specific time frame for completion

2. B) It is subjectively evaluated on a periodic basis
3. C) It has a100% compliance as a minimum criterion
4. D) It is broad and inclusive in its nature

Ans: A
Feedback:
Multiple planning objectives, each with a target completion date, make up a goal. The
remaining options are not characteristics of this objective.

6. How is the leadership role and management function associated with operational and
strategic planning?

1. A) Articulating the unit philosophy in writing

2. B) Assessing unit resources available for planning
3. C) Developing unit policies and procedures that operationalized unit objectives
4. D) Encouraging subordinates to be involved in policy formation

Ans: D Feedback:

Encouraging subordinates is a leadership function; the others are management functions.

The other options do not achieve this goal.
7. What

1. A) Should be evident in a nursing departments decisions, priorities, and behavior

2. B) Has value, even if not implemented, because it provides a picture of what the

organization would like to accomplish

3. C) Should reflect the values and priorities of each specific unit manager
4. D) Should be consistent with that of other health care agencies in the area to avoid

competition

Ans: A

Feedback:

The unit philosophy will be congruent with the organizational philosophy. A philosophy
delineates the set of values and beliefs that guide all actions. The other options do not
accurately describe requirements of a health-care organization philosophy statement.

is required in a health-care organization philosophy statement?

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8. Which term is used for strategies that are neither written nor stated verbally and that
have developed over time called?

1. A) Implied policies
2. B) Expressed policies
3. C) Understood precedents
4. D) The organizational culture

Ans: A
Feedback:
Implied policies are neither written nor stated verbally and have developed over time. The
other options fail to meet this description.

9. Place the planning hierarchy in its proper order from top (being 1) to bottom (being 7)
represent.

1. A) Philosophy
2. B) Goals
3. C) Mission statement
 4. D) Objectives
5. E) Policies
6. F) Procedures
7. G) Rules

Ans: C
Feedback:
The planning hierarchy follows this order: begins with organizations mission statement,
philosophy, goals, objectives, policies, procedures, and ends with rules.

10. What is represented in a document entitled Fourteen Specific Steps to Successful

Intravenous Catheterization at Hospital XYZ?

1. A) Philosophy
2. B) Mission statement
3. C) Policy
4. D) Procedure

Ans: D
Feedback:
Procedures delineate a series of specific steps of required action. None of the other
options is the focus of this document.

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11. Which statement is true regarding individual values?

1. A) They are often modified by parents, peers, and role models throughout life
2. B) They seldom change as a result of lifes experiences
3. C) They have little influence on decision making once employed because

organizational values eliminate personal values

4. D) They show little variation between nursing managers once they have achieved

some level of authority

Ans: A

Feedback:
Personal values are shaped by the socialization processes experienced by that person, and
values change with time. The remaining statements are not true regarding individual
values.

12. What

1. A) Requires managerial expertise in health-care economics

2. B) Should reflect political issues related to health care
3. C) Human resource expertise is required
4. D) Should be based on a planning theory

Ans: A, B, C, D
Feedback:
Strategic planning generally forecasts 3 to 10 years into the future and requires
managerial expertise in health-care economics, human resource management, and
political and legislative issues affecting health care, as well as planning theory.

13. Which statement describes an emerging paradigm that is likely to influence strategic
planning for health care in the twenty-first century?

1. A) Reduced emphasis on cost containment

2. B) Reduced regulatory oversight of health-care organizations
3. C) A shift from interdependence of health-care professionals to greater autonomy
4. D) A movement from client-as-customer to population-as-customer

Ans: D Feedback:

Health services are increasingly being provided to large groups of people, usually defined
by employers, through managed care or capitated contracts. The other options do not
describe an influential twenty-first-century paradigm.

is a characteristic of strategic planning? Select all that apply.

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14. Which element influences the nurse executive most heavily when assessing the
organizations philosophy for nursing services for possible revision?

1. A) Consumer surveys
2. B) Financial resources
3. C) Mission statement
4. D) Policy statements
Ans: C Feedback:

The philosophy flows from the mission statement, the highest priority in the planning
hierarchy. The other options are not as influential.

15. How are preactive planners described?

1. A) They consider and value the past, the present, and future
2. B) They use evolving technologies to accelerate change
3. C) They consider the status quo as a stable environment
4. D) They direct planning in response to a crisis

Ans: B
Feedback:
Dissatisfied with the past and present, preactive planners do not value experience and
believe the future is always preferable. Their focus is not necessarily crisis response.

16. Benefits of effective planning include timely accomplishment of higher quality work
and the best possible use of capital and human resources. Because planning is essential,
managers must be able to overcome barriers that impede planning. What is an important
point for successful organizational planning?

1. A) The organization can be more effective if movement within it is directed at

specified goals and objectives
2. B) Plans to reach a goal must be rigid and not be distracted by current events
3. C) The manager should include in the planning process the leadership people of
units

that could be affected by the plan

4. D) A global plan and outline is sufficient to encourage and motivate employees

Ans: A
Feedback:
The organization can be more effective if movement within it is directed at specified
goals and objectives. Because a plan is a guide to reach a goal, it must be flexible and
allow for readjustment as unexpected events occur. The manager should include in the
planning process all people and units that could be affected by a plan. A plan that is too
global or unrealistic discourages rather than motivates employees.

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17. A good plan incorporates which characteristic?

1. A) A midterm evaluation
2. B) Built-in evaluation checkpoints
3. C) The rejection of plans that originally failed
4. D) Over-planning to arrange required details

Ans: B

Feedback:

Good plans have built-in evaluation checkpoints so that there can be a midcourse
correction if unexpected events occur. A final evaluation should always occur at the end
of the plan. If goals were not met, the plan should be examined to determine why it failed.
This evaluation process assists the manager in future planning. One who overplans may
devote excessive time to arranging details that might be better left to those who will carry
out the plan.

18. At the unit level, what time frame may be considered long-range planning?

A)
B)
C)
D)
Ans:
Feedback:
At the unit level, any planning that is at least 6 months in the future may be considered
long-range planning.

19. One of the most commonly used tools in health-care organizations is SWOT analysis.
What is the definition for S?

1. A) Internal attributes that help an organization achieve its objectives

2. B) Internal attributes that challenge an organization in achieving its objectives
3. C) External conditions that promote achievement of organizational objectives
4. D) External conditions that challenge or threaten the achievement of organizational

objectives

Ans: A

Feedback:
Strengths are internal attributes that help an organization achieve its objectives.
Weaknesses are internal attributes that challenge an organization in achieving its
objectives. Opportunities are external conditions that promote achievement of
organizational objectives. Threats are external conditions that challenge or threaten the
achievement of organizational objectives.

3 months 4 months 5 months 6 months D

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20. One of the most commonly used tools in health-care organizations is SWOT analysis.
What is the definition for opportunities?

1. A) Internal attributes that help an organization achieve its objectives

2. B) Internal attributes that challenge an organization in achieving its objectives
3. C) External conditions that promote achievement of organizational objectives
4. D) External conditions that challenge or threaten the achievement of organizational

objectives

Ans: C

Feedback:

Opportunities are external conditions that promote achievement of organizational

objectives. Strengths are internal attributes that help an organization achieve its
objectives. Weaknesses are internal attributes that challenge an organization in achieving
its objectives. Threats are external conditions that challenge or threaten the achievement
of organizational objectives.

21. Which factor contributes to the difficulty health-care organizations are having in
planning for identified long-term needs? Select all that apply.

1. A) Government regulations
2. B) Rapidly changing technologies
3. C) Decreased provider autonomy
4. D) Changing population demographics

Ans: A, B, C, D
Feedback:
Because of the rapidly changing technology, increasing government regulatory
involvement in health care, changing population demographics, and reduced provider
autonomy, health-care organizations are finding it increasingly difficult to appropriately
identify long-term needs and plan accordingly. Consumer distrust is not a current factor
contributing to the difficulty health-care organizations are experiencing with long-term
planning.

22. What

1. A) Being expensive to implement

2. B) Viewed as being impossible to implement
3. C) Not having the support of all the involved parties
4. D) Involving a change in the organizational point of view

Ans: B
Feedback:
An organizational philosophy that is not or cannot be implemented is useless. While
challenging, the other options are surmountable.

makes an organizational philosophy useless?

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23. Which statement regarding nursing policies and procedures is most important to their
successful role in achieving goals?

1. A) The policies and procedures are created by staff representatives

2. B) All policies and practices are based on current evidence related to practice
3. C) Policy or procedure adoption is dependent upon effective utilization of resources
4. D) 100% of the staff adheres to established policies and procedures 100% of the
time

Ans: B Feedback:

Policies and procedures should be evidence based. While the other options are influential
to success, they are the most important aspect of policies and procedures.

24. Which statement regarding rules is true? Select all that apply.

1. A) Rules should be flexible

2. B) There should be as few rules as possible
3. C) Rules should be changed on a regular basis
4. D) Enforcement of the rules supports staff morale
Ans: A, B, D
Feedback:
Rules are fairly inflexible, so the fewer rules, the better. Existing rules, however, should
be enforced to keep morale from breaking down and to allow organizational structure. It
is neither reasonable nor necessary for all involved parties to agree with the rules but all
must follow them. Rules require regular evaluation but change may not be warranted.

25. Which statement concerning the role of the leader-manager in organizational planning
is true? Select all that apply.

1. A) They need to be future oriented

2. B) They must be willing to take risks
3. C) They must possess human resource management skills
4. D) They need to be prepared to appraise the social climate that affects the

organization

Ans: A, B, C, D

Feedback:

Planning requires managerial expertise in health-care economics, human resource

management, political and legislative issues affecting health care, and planning theory.
Planning also requires the leadership skills of being sensitive to the environment, being
able to appraise accurately the social and political climate, and being willing to take risks.
Managers then must draw on the philosophy and goals established at the organizational
and nursing service levels in implementing planning at the unit level. The manager then
draws on his or her leadership skills in creativity, innovation, and futuristic thinking to
problem solve.

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