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A) Interpersonal, informational, and decisional actions
B) Extroverted personality, hidden agenda, and personal gain
C) Introversion, asking questions, and inability to take action
D) Extreme prejudice, being unknowledgeable, and being uncaring
2. Sally meets with all the staff to get input on the governance of the unit.
Her management style is most likely:
A) Autocratic
B) Participative
C) Directive
D) Permissive
3. During a code Sue begins giving orders to the staff. Her management
style at this time is:
A) Nondirective
B) Permissive
C) Controlling
D) Participative
.
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TEST 3
4. An example of a human relations–oriented manager is one who:
A) Motivates employees to work to their highest potential
B) Uses control rather than guidance
C) Assumes close supervision over staff development
D) Implements punishment rather than rewards
5. Which of the following qualities would be detrimental to effective
nursing management?
A) Leadership
B) Clinical expertise
C) Business sense
D) Minimum communication
6. Michelle believes that her employees operate from the Theory Y
philosophy. Based on this, how would she assist them in developing a scheduling plan
for the unit?
A) Send a completed schedule for 2 months out over e-mail.
B) Ask for a committee of volunteers to develop the schedule.
C) Meet with each employee to get his or her input about the best scheduling
plan.
D) Delegate scheduling to her assistant nurse manager.
.
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