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Test Bank - Leading and Managing in Nursing, 7th Edition (Yoder-Wise, 2019), Chapter 1-31 | All Chapters
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Test Bank - Leading and Managing in Nursing, 7th Edition (Yoder-Wise, 2019), Chapter 1-31 | All Chapters

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  • 9 novembre 2024
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TEST BANK 1 i




LEADING AND MANAGING 1i 1i




1IN NURSING,
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7TH EDITION
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By Patricia S. Yoder-Wise
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TEST BANK 1 i

,Yoder-Wise: Leading and Managing in Nursing, 7th Edition Test Bank
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Contents
Chapter 1. Leading, Managing, and Following in Complex Health Systems
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Chapter 2. Clinical Safety: The Core of Leading, Managing, and Following
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Chapter 3. Legal and Ethical Issues-
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Chapter 4. Cultural Diversity and Inclusion in Health Care
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Chapter 5. Gaining Personal Insight: The Beginning of Being a Leader
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Chapter 6. Being an Effective Follower
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Chapter 7. Self-Management
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Chapter 8. Communication and Conflict
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Chapter 9. Power, Politics, and Influence
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Chapter 10. Healthcare Organizations
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Chapter 11. Organizational Structures
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Chapter 12. Care Delivery Strategies
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Chapter 13. Staffing and Scheduling
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Chapter 14. Workforce Engagement through Collective Action and Governance
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Chapter 15. Making Decisions and Solving Problems
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Chapter 16. The Impact of Technology
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Chapter 17. Delegating: Authority, Accountability, Responsibility in Delegation Decisions
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Chapter 18. Leading Change
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Chapter 19. Building Effective Teams
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Chapter 20. Managing Costs and Budgets
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Chapter 21. Selecting, Developing, and Evaluating Staff
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Chapter 22. Person-Centered Care
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Chapter 23. Managing Quality and Risk
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Chapter 24. Translating Research into Practice
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Chapter 25. Managing Personal/Personnel Problems
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Chapter 26. Role Transition
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Chapter 27. Managing Your Career
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Chapter 28. Developing the Role of Leader
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Chapter 29. Developing the Role of Manager
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Chapter 30. The Strategic Planning Process
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Chapter 31. Thriving for the Future
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, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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Chapter 01: Leading, Managing, and Following
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Yoder-Wise: Leading and Managing in Nursing, 7th Edition
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MULTIPLE CHOICE 1i




1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is asked to assess and ad
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apt the unit to better meet the unique needs of the older adult patient. Using complexity princ
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iples, what would be the best approach to take for implementation of this change?
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a. Leverage the hierarchical management position to get unit staff involved in
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assessment and planning. 1i 1i


b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit and omit the hospital and community
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environment.
d. Hire a geriatric specialist to oversee and control the project.
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ANS: B 1i


Complexity theory suggests that systems interact and adapt and that decision making occurs
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throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
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voice counts, and therefore, all levels of staff would be involved in decision making.
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TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-
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bed medical/surgical area receives a phone call from a nurse who has called in sick five times
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in the past month. He tells the manager that he very much wants to come to work when sch
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eduled but must often care for his wife, who is undergoing treatment for breast cancer. Acco
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rding to Maslow‘s need hierarchy theory, what would be the best approach to satisfying the
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needs of this nurse, other staff, and patients?
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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 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i 1i


may be calling 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 off around his wife‘s treatments.1i 1i 1i 1i 1i




ANS: D 1i


Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
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and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patie
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nt care and threaten the needs of staff to feel competent. Arranging the schedule around the w
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ife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need for af
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filiation.

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 first
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mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the
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unit manager continues to reiterate the reasons for the actions. What would be the best course
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of action at this time?
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a. Send the two disputants away to reach their own resolution.
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b. Involve another staff nurse in the discussion for clarity issues.
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, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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c. Ask each party to examine their 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
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conflict.
ANS: C 1i


For resolution of conflict, one should address the interests and involvement of participants in t
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he conflict by examining the real issues of all parties.
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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. What is the appropriate next step? 1i 1i 1i 1i 1i 1i


a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
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b. Elevate the next negation session to the next manager, one level above.
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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.
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ANS: B 1i


Part of leadership is understanding conflict resolution and ability to negotiate and manage for r
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esolution of issues and concerns. This situation has failed a second negotiation session, elevat
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ion to a manager with additional training to facilitate conflict resolution is important at this p
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oint.

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 of RN
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assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff
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have always practiced in a primary nursing delivery system and are very resistant to this i
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dea. What would be the best initial strategy for implementation of this change?
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a. Exploring the values and feelings of the RN group in relationship to this change
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b. Leaving the RNs alone for a time so they can think about the change before it is
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implementedi


c. Dropping the idea and trying for the change in a year or so when some of the
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present RNs have retired
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d. Hiring the assistants and allowing the RNs to see what good additions they are
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ANS: A 1i


Influencing others requires emotional intelligence in domains such as empathy, handling relat
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ionships, deepening self- 1i 1i


awareness in self and others, motivating others, and managing emotions. Motivating others re
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cognizes that values are powerful forces that influence acceptance of change. Leaving the RN
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s alone for a period of time before implementation does not provide opportunity to explore dif
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ferent perspectives and values. Avoiding discussion until the team changes may not promote
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adoption of the change until there is opportunity to explore perspectives and values related to
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the change. Hiring of the assistants demonstrates lack of empathy for the perspectives of the
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RN staff. 1i




TOP: AONE competency: Knowledge of the Health Care Environment
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