1.
Question1 point(s)
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.
2. Question1 point(s)
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.
3. Question1 point(s)
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.
4. Question1 point(s)
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.
5. Question1 point(s)
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.
6. Question1 point(s)
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.
7. Question1 point(s)
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 A.
Democraticindividuals?
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.
8. Question1 point(s)
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.
9. Question1 point(s)
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.
Inspires 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.
10. Question1 point(s)
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
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.
11. Question1 point(s)
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.
Incorrect
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.
12. Question1 point(s)
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.
Incorrect
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.
13. Question1 point(s)
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
Incorrect
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.
14. Question1 point(s)
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
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.
15. Question1 point(s)
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.
Incorrect
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
16. Question1 point(s)
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.
Incorrect
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.
17. Question1 point(s)
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.
Incorrect
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.
18. Question1 point(s)
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.
Incorrect
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.
19. Question1 point(s)
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.
Incorrect
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.
20. Question1 point(s)
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.
Incorrect
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.
21. Question1 point(s)
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.
Incorrect
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.
22. Question1 point(s)
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.
Incorrect
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 your mission
statement, financial objectives, corporate
culture, and marketing strategy.
23. Question1 point(s)
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
Incorrect
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 your 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.
24. Question1 point(s)
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
Incorrect
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.”
25. Question1 point(s)
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
Incorrect
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.
26. Question1 point(s)
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
Incorrect
Correct Answer: B. Hierarchy
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.
27. Question1 point(s)
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
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).
28. Question1 point(s)
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.”
Incorrect
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.
29. Question1 point(s)
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.
Incorrect
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.
30. Question1 point(s)
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
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.
31. Question1 point(s)
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
Incorrect
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.
32. Question1 point(s)
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
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.
33. Question1 point(s)
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
Incorrect
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.

34. Question1 point(s)
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
Incorrect
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.
35. Question1 point(s)
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.
Incorrect
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.
36. Question1 point(s)
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.
Incorrect
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.
37. Question1 point(s)
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.
Incorrect
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.
38. Question1 point(s)
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
Incorrect
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 inter-professional 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.
39. Question1 point(s)
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.
Incorrect
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.
40. Question1 point(s)
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
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.