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Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 |All Chapters with Answers and Rationals A+$19.79
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Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 |All Chapters with Answers and Rationals A+
Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 |All Chapters with Answers and Rationals A+Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 |All Chapters with Answers...
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,Chapter 01: Leading, Managing, and Following juki juki juki juki juki
Yoder-Wise: Leading and Managing in Nursing, 8th Edition juki juki juki juki juki juki juki
MULTIPLE CHOICE juki
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
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She isasked to assess and adapt the unit to better meet the unique needs of the older
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adult patient. Using complexity principles, what would be the best approach to take in
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making this change?
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a. Leverage the hierarchical management position to get unit staff involved in assessment
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andplanning.
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b. Engage involved staff at all levels in the decision-making process. juki juki juki juki juki juki juki juki juki
c. Focus the assessment on the unit, and omit the hospital and community environment. juki juki juki juki juki juki juki juki juki juki juki juki
d. Hire a geriatric specialist to oversee and control the project. juki juki juki juki juki juki juki juki juki
ANS: B juki
Complexity theory suggests that systems interact and adapt and that decision making juki juki juki juki juki juki juki juki juki juki juki
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
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theory, every voice counts, and therefore, all levels of staff would be involved in
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decision making.
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REF: Page 8 juki juki TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who
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juki has called in sick five times in the past month. He tells the manager that he very much
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juki wants to cometo work when scheduled but must often care for his wife, who is
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juki undergoing treatment juki
for breast cancer. According to Maslow‘s need hierarchy theory, what would be the best
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approach to juki
the needs of this nurse, other staff, and patients? juki juki juki juki juki juki juki juki
satisfying
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse juki juki juki juki juki juki juki juki juki juki juki juki juki
may becalling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
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days offaround his wife‘s treatments.
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ANS: D juki
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic
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needsand demotivate the nurse. Unsatisfactory coverage of shifts on short notice could
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affect patient care and threaten the needs of staff to feel competent. Arranging the
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schedule around
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the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s
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needfor affiliation.
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REF: Page 10 juki juki TOP: AONE competency: Communication and Relationship-Building
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, 3. A grievance brought by a staff nurse against the unit manager requires mediation. At the
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first mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair,
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and the unitmanager continues to reiterate the reasons for her actions. What would be
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the best course of action at this time?
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a. Send the two disputants away to reach their own resolution. juki juki juki juki juki juki juki juki juki
b. Involve another staff nurse in the discussion so as to clarify issues. juki juki juki juki juki juki juki juki juki juki juki
c. Ask each party to examine her own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about the conflict. juki juki juki juki juki juki juki juki juki juki juki juki juki
ANS: C juki
Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to
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address theinterests and involvement of participants in the conflict by examining the
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real issues of all parties.
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REF: Page 16 juki juki TOP: AONE competency: Communication and Relationship-Building
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4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
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resolution.It would now be best to:
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a. Arrange another meeting in a week‘s time so as to allow a cooling-off period. juki juki juki juki juki juki juki juki juki juki juki juki juki
b. Turn the dispute over to the director of nursing. juki juki juki juki juki juki juki juki
c. Insist that participants continue to talk until a resolution has been reached.
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d. Back the unit manager‘s actions and end the dispute. juki juki juki juki juki juki juki juki
ANS: B juki
According to the principles outlined by Ury, Brett, and Goldberg, a ―cooling-off‖
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period is recommended if resolution fails.
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REF: Page 16 juki juki TOP: AONE competency: Communication and Relationship-Building
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5. The manager of a surgical area has a vision for the future that requires the addition
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of RN assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on
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the staff have always practiced in a primary nursing–delivery system and are very
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resistant to this idea. Thebest initial strategy in this situation would include:
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a. Exploring the values and feelings of the RN group in relationship to this change. juki juki juki juki juki juki juki juki juki juki juki juki juki
b. Leaving the RNs alone for a time so they can think about the change juki juki juki juki juki juki juki juki juki juki juki juki juki
before it isimplemented. juki juki juki juki
c. Dropping the idea and trying for the change in a year or so when some of the juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
present RNshave retired. juki juki juki juki
d. Hiring the assistants and allowing the RNs to see what good additions they are.
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