1. Which represents the management functions that are incorporated into management process?
A. Planning, directing, organizing, staffing, and transforming... [Show More]
B. Organizing, staffing, planning, empowering, and controlling
C. Inspiring, planning, staffing, directing, and evaluating
D. Planning, organizing, staffing, directing, and controlling
- D. Planning, organizing, staffing, directing, and controlling
Feedback: Management functions include planning, organizing, staffing, directing, and controlling. These are incorporated into what is known as the management process.
Inspiring, empowering, and transforming are more often associated with a leadership role.
2. The manager of a care facility advocates traditional management science. What is this manager most likely to prioritized?
A. Ensuring that workers are satisfied in the roles.
B. Identifying and addressing barriers to efficiency.
C. Empowering workers to make decisions independently.
D. Providing rewards for exceptional caring
- B. Identifying and addressing barriers to efficiency.
Feedback: Classical, or traditional, management science focuses on production in the workplace and on delineating organizational barriers to productivity and efficiency. Little attention was given to worker job satisfaction, and workers were assumed to be motivated solely by economic rewards. This management style tends to be more authoritarian than empowering. Rewards are more likely to be conferred on workers who increase efficiency rather than those who exemplify psychosocial concepts, such as caring.
3. Caregivers at a public health center believe that their manager adheres to theory X. What action by the manager best confirms a suspicion?
A. The manager allocates rewards based on the outcome of the nurse’s work.
B. The manager collaborates with senior staff to set quarterly goals for the center.
C. The manager is difficult to access when there's a problem or crisis in the center
D. The manager insists on occupying nurses to community events and observing them closely
- D. The manager insist on occupying nurses to community events and observing them closely
Feedback: Theory X managers believes that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs. Close scrutiny of nurses' performance would suggest this perspective. Being inaccessible during a crisis is an undesirable trait in a manager, but this does not directly suggest a Theory X perspective. Collaboration and the distribution of rewards would be more closely associated with a Theory Y approach, which is more optimistic.
4. Accreditors are scheduled to visit a hospital site, and staff members have been made aware of what they will be assessing. What staff behavior would most clearly suggest the presence of the Hawthorne effect?
A. The nurses avoid contact with the accreditors because they fear criticism
B. The nurses constantly improve their performance because they know it's being scrutinized
C. The manager temporarily adopt a leader ship role
D. The manager blames individual nurses for deficits identified in the accreditation report
- B. The nurses constantly improve their performance because they know it's being scrutinized
Feedback: The Hawthorne effect indicated that people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention. Avoiding scrutiny does not demonstrate this effect, which involves improving one's performance, knowing that it is being observed. Blame shifting does not reflect this deliberate improvement in performance, or does adopting a leadership role on a temporary basis, which may or may not be seen as beneficial.
5. The manager at a long-term care facility has intervened in a conflict between two staff members about timing and length of coffee and lunch breaks. What management function is this manager demonstrating?
A. Planning
B. Organizing
C. Directing
D. Evaluating
- C. Directing
Feedback: Directing entails human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration.
Planning encompasses determining philosophy, goals, objectives, policies, procedures, and rules; carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change. Organizing includes establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals. Evaluation is not one of the five specific functions in the management process [Show Less]
