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1. Which information is too much in flux to identify on an organizational chart?
Ans: A
Feedback:
The grapevine lines of communication cannot be placed on an organizational chart
because they are constantly in flux. The remaining information is stable and so identified
on the chart.
2. Max Weber, as part of the scientific management era, contributed immensely to the
development of organizational theory. Which statement is not representative of his
beliefs?
Ans: B
Feedback:
Max Webers theories did not address worker satisfaction. The other options do represent
the Weber organizational theory.
Ans: D
Feedback:
Organizational culture is the symbols and beliefs, values, history, and communication
patterns of the organization. It differs from organizational climate, which is how the
employees perceive the organization. The other options are not relevant to the term
organizational culture.
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Ans: D
Feedback:
Dotted or broken lines on the organization chart represent staff positions. Formal
relationships, lines of communication, and authority are depicted on a chart by unbroken
(solid) lines. Double dotted lines are not generally used on an organizational chart.
5. What
Ans: C
Feedback:
Unity of command means one immediate boss per employee. None of the other options
correctly describes the term unity of command.
Ans: A
Feedback:
Decentralized organizational structure allows decision making to be made at the level at
which problems occur. None of the other options describes how decentralized
organizational structure promotes decision making.
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Ans: C
Feedback:
Centrality is a position on an organizational chart where it is possible to have many
different types of communication (upward, downward, lateral, and diagonal). The other
statements do not describe organizational centrality accurately.
1. A) Responsibility
2. B) Authority
3. C) Accountability
4. D) Leadership
Ans: B
Feedback:
Authority means having the official power to act. None of the other terms is used to
identify having official power to act.
11. What
Ans: B
Feedback:
The number of people directly reporting to any one manager represents that managers
span of control and determines the number of interactions expected of him or her. None
of the remaining options correctly describes this term.
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12. Which characteristics are associated with a constructive culture? 1. Affiliative norms
2. Self-actualization
3. Encouragement of humanism
4. Perfectionist norms
1. A) 1, 2, 3
2. B) 1, 2, 4
3. C) 1, 3, 4
4. D) 2, 3, 4
Ans: A
Feedback:
Affiliation, self-actualization, and encouragement are all characteristics of a constructive
culture, whereas perfectionist norms are a characteristic of destructive organizational
cultures.
13. What
1. A) New leadership
2. B) A change agent with management skills
3. C) Identification with a unit that is not entrenched
4. D) Administration support
Ans: A
Feedback:
It is extremely difficult to change a unit culture without new leadership. The remaining
options are directly involved in the change out of entrenchment.
Ans: B
Feedback:
Reducing the numbers of administration levels is called flattening the organization. The
remaining options are not related to organizational flattening.
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16. What is the primary responsibility of the committee chairperson during a committee
meeting?
A. A) Keeping members on task
B. B) Asking questions
C. C) Resolving conflicts
D. D) Providing information on each agenda item
Ans: A
Feedback:
Although all the items may be something the chairperson does, the primary responsibility
is to keep members on task so committee work gets completed.
17. What is the leadership role when a unit is attempting to overcome the decentralization
of patient care?
Ans: B
Feedback:
In a patient-centered focused activity, the team leader should facilitate the work of the
group and should not be the sole decision maker.
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18. What should the leader remember when forming committees?
A) Committees work best when there is an adequate supply of workers, with 10
Feedback:
The most important criterion for committee selection is overall adequate expertise to
accomplish the agenda. The remaining options are not as relevant as the correct
option.
Ans: C
Feedback:
Committee time is wasted when agendas are not adhered to. The remaining options do not
address the issue of wasted time effectively.
20. Which characteristics are associated with Magnet hospital status? 1. Centralized
environment
1. A) 1, 2, 3
2. B) 1, 2, 4
3. C) 1, 3, 4
4. D) 2, 3, 4
Ans: D
Feedback:
Magnet designation is conferred by the ANCC to health-care organizations exemplifying
well-qualified nurse executives in a decentralized environment, with organizational
structures that emphasize open, participatory management. Magnet- designated
organizations demonstrate improved patient outcomes and higher staff nurse satisfaction
than organizations that do not have Magnet status.
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21. Which component is considered a part of an organizational structure? Select all that
apply.
1. A) Group formation
2. B) Lines of communication
3. C) Decision-making process
4. D) Channels of legitimate authority
Ans: A, B, C, D
Feedback:
Organizational structure refers to the way in which a group is formed, its lines of
communication, and its means for channeling authority and making decisions.
22. What
1. A) Organizational gossip
2. B) An informal channel of communications
3. C) An institutions informal authority chain
4. D) The connecting format used on an organizational chart
Ans: B
Feedback:
The informal structure also has its own communication channels, often referred to as the
grapevine. None of the remaining options accurately describes an organizational
grapevine.
23. Research supports that organizational restructure affects nursing in what manner?
1. A) It decreases nursing autonomy
2. B) It decreases nursings formal authority
3. C) It increases the effectiveness of patient care
4. D) It increases patient autonomy
Ans: C
Feedback:
Current research suggests that changing an organizations structure in a manner that
increases autonomy and work empowerment for nurses will lead to effective patient care.
The remaining options failed to describe the research supported effect of organizational
restructure on nursing.
is an institutional grapevine?
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24. When considering the interprofessional approach to healthcare, to whom does the
nurse owe accountability?
1. A) The physician
2. B) Their patients
3. C) Their unit manager
4. D) Their director of nursing
Ans: A, B, C, D
Feedback:
Nurses frequently feel as though they have many individuals to account to because health
care often involves an interprofessional approach. Additional individuals the nurse may
need to be accountable to may include the immediate supervisor, the patient, the patients
family, central administration, and the physician. The nurse has no accountability to other
nurses in this situation.
Ans: A, B, C, D
Feedback:
Bureaucratic organizational designs are commonly called line structures or line
organizations. Those with staff authority may be referred to as staff organizations. Both
of these types of organizational structures are found frequently in large health-care
facilities and usually resemble Webers original design for effective organizations.
Because of most peoples familiarity with these structures, there is little stress associated
with orienting people to these organizations.
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