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Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 | 9780323792066 | All Chapters with Answers and Rationals
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Test Bank For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 | 9780323792066 | All Chapters with Answers and Rationals

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  • leading and managing in nursing 8th ed
  • test bank for leading and managing in nursing 8th

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Stuvia.com dl- dlThe dlMarketplace dlto dlBuy dland dlSell dlyour dlStudy
dlMaterial



Chapter 01: Leading, Managing, and Following
dl dl dl dl dl

Yoder-Wise: Leading and Managing in Nursing, 8th Edition
dl dl dl dl dl dl dl




MULTIPLE dlCHOICE

1. A dlnurse dlmanager dlof dla dl20-bed dlmedical dlunit dlfinds dlthat dl80% dlof dlthe dlpatients dlare dlolder
dladults. dlShedlis dlasked dlto dlassess dland dladapt dlthe dlunit dlto dlbetter dlmeet dlthe dlunique dlneeds dlof dlthe
dlolder dladult dlpatient.dlUsing dlcomplexity dlprinciples, dlwhat dlwould dlbe dlthe dlbest dlapproach dlto
dltake dlfor dlimplementation dlof dlthis dlchange?

a. Leverage dlthe dlhierarchical dlmanagement dlposition dlto dlget dlunit dlstaff
dlinvolved dlind lassessment dland dl planning.

b. Engage dlinvolved dlstaff dlat dlall dllevels dlin dlthe dldecision-making dl process.
c. Focus dlthe dlassessment dlon dlthe dlunit dland dlomit dlthe dlhospital dland
dlcommunityd lenvironment.

d. Hire dla dlgeriatric dlspecialist dlto dloversee dland dlcontrol dlthe dlproject.

ANS: d l B
Complexity dltheory dlsuggests dlthat dlsystems dlinteract dland dladapt dland dlthat dldecision dlmaking
dloccurs d
lthroughout dlthe dlsystems, dlas dlopposed dlto dlbeing dlheld dlin dla dlhierarchy. dl In dlcomplexity

dltheory, dlevery d
lvoice dlcounts, dland dltherefore, dlall dllevels dl of dl staff dlwould dlbe dlinvolved dlin

dldecision dlmaking.




TOP: dlAONE dlcompetency: dlCommunication dland dlRelationship-Building

2. A dlunit dlmanager dlof dla dl25-bed dlmedical/surgical dlarea dlreceives dla dlphone dlcall dlfrom dla dlnurse
dlwhodlhasdlcalled dlin dlsick dlfive dltimes dlin dlthe dlpast dlmonth. dlHe dltells dlthe dlmanager dlthat dlhe dlvery
dlmuch dlwants dlto dlcome dlto dlwork dlwhen dlscheduled dlbut dlmust dloften dlcare dlfor dlhis dlwife, dlwho

dlis dlundergoing dltreatmentd lfor dlbreast dlcancer. dlAccording dlto dlMaslow‘s dlneed dlhierarchy

dltheory, dlwhat dlwould dlbe dlthe dlbest dlapproach dlto dlsatisfying dlthe dlneeds dlof dl this dlnurse, dlother

dlstaff, dland dl patients?

a. Line dlup dlagency dlnurses dlwho dlcan dlbe dlcalled dlin dlto dlwork dlon dlshort dl notice.
b. Place dlthe dlnurse dlon dlunpaid dlleave dlfor dlthe dlremainder dlof dlhis dlwife‘s dltreatment.
c. Sympathize dlwith dlthe dlnurse‘s dldilemma dland dllet dlthe dlcharge dlnurse dlknow dlthat dlthis
dlnursed
lmay dlbe dlcalling dlin dlfrequently dlin dlthe d l future.

d. Work dlwith dlthe dlnurse, dlstaffing dloffice, dland dlother dlnurses dlto dlarrange dlhis
dlscheduledd ldays dloff dlaround dlhis dlwife‘s dltreatments.



ANS: d l D
Placing dlthe dlnurse dlon dlunpaid dlleave dlmay dlthreaten dlthe dlnurse‘s dlcapacity dlto dlmeet dlphysiologic
dlneedsd land dl demotivate dlthe dl nurse. dl Unsatisfactory dlcoverage dl of dl shifts dl on dl short dl notice dlcould

dl affect dlpatient dlcare dland dlthreaten dlthe dlneeds dlof dlstaff dlto dlfeel dlcompetent. dlArranging dlthe

dlschedule dlaround dlthe dlwife‘s dlneeds dlmeets dlthe dlneeds dlof dlthe dlstaff dland dlof dlpatients dlwhile

dlsatisfying dlthe dlnurse‘s dlneed dlfor dlaffiliation.




TOP: dlAONE dlcompetency: dlCommunication dland dlRelationship-Building

3. A dlgrievance dlbrought dlby dla dlstaff dlnurse dlagainst dlthe dlunit dlmanager dlrequires dlmediation. dlAt
dlthe dlfirstdlmediation dlsession, dlthe dlstaff dlnurse dlrepeatedly dlcalls dlthe dlunit dlmanager‘s dlactions
dlunfair, dland dlthe dlunit dlmanager dlcontinues dlto dlreiterate dlthe dlreasons dlfor dlthe dlactions. dlWhat
dlwould dlbe dlthe dlbest dlcoursed
lof dlaction dlat dlthis dltime?

a. Send dlthe dltwo dldisputants dlaway dlto dlreach dltheir dlown dlresolution.
b. Involve dlanother dlstaff dlnurse dlin dlthe dldiscussion dlfor dlclarity dlissues.




Downloaded dlby: dlkhanhpham74 dl| Want dlto dlearn
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, Stuvia.com dl- dlThe dlMarketplace dlto dlBuy dland dlSell dlyour dlStudy
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c. Ask dleach dlparty dlto dlexamine dltheir dlown dlmotives dland dlissues dlin dlthe dl conflict.
d. Continue dlto dllisten dlas dlthe dlparties dlrepeat dltheir dlthoughts dland dlfeelings
dl aboutdlthedlconflict.
ANS: dlC
For dlresolution dlof dlconflict, dlone dlshould dladdress dlthe dlinterests dland dlinvolvement dlof
dlparticipants dlind
lthe dlconflict dlby dlexamining dlthe dlreal dlissues dlof dlall dlparties.




TOP: dlAONE dlcompetency: dlCommunication dland dlRelationship-Building

4. At dla dlsecond dlnegotiation dlsession, dlthe dlunit dlmanager dland dlstaff dlnurse dlare dlunable dlto
dl reach dladlresolution. dlWhat dlis dlthe dlappropriate dlnext d l step?
a. Arrange dlanother dlmeeting dlin dla dlweek‘s dltime dlso dlas dlto dlallow dla dlcooling-off dlperiod.
b. Elevate dlthe dlnext dlnegation dlsession dlto dlthe dlnext dlmanager, dlone dllevel dlabove.
c. Insist dlthat dlparticipants dlcontinue dlto dl talk dluntil dla dlresolution dlhas dlbeen dlreached.
d. Back dlthe dlunit dlmanager‘s dlactions dland dlend dlthe d l dispute.
ANS: dlB
Part dlof dlleadership dlis dlunderstanding dlconflict dlresolution dland dlability dlto dlnegotiate dland
dlmanage dlford lresolution dlof dlissues dland dlconcerns. dlThis dlsituation dlhas dlfailed dla dlsecond

dlnegotiation dlsession, dlelevation dlto dla dlmanager dlwith dladditional dltraining dlto dlfacilitate dlconflict

dlresolution dlis dlimportant dlat dlthis dlpoint.




TOP: dlAONE dlcompetency: dlCommunication dland dlRelationship-Building

5. The dlmanager dlof dla dlsurgical dlarea dlhas dla dlvision dlfor dlthe dlfuture dlthat dlrequires dlthe dladdition dlof
dlRN dlassistants dlor dlunlicensed dlpersons dlto dlfeed, dlbathe, dland dlambulate dlpatients. dlThe dlRNs dlon
dlthe dlstaff dlhave dlalways dlpracticed dlin dla dlprimary dlnursing-delivery dlsystem dland dl are dlvery

dlresistant dlto dlthis dlidea.d
lWhat dlwould dlbe dlthe dlbest dlinitial dlstrategy dlfor dlimplementation dlof dlthis

dl change?

a. Exploring dlthe dlvalues dland dlfeelings dlof dlthe dlRN dlgroup dlin dlrelationship dlto dlthis dlchange
b. Leaving dlthe dlRNs dlalone dlfor dla dltime dlso dlthey dlcan dlthink dlabout dlthe dlchange
dlbefore dl it dlisd
limplemented

c. Dropping dlthe dlidea dland dltrying dlfor dlthe dlchange dlin dla dlyear dlor dlso dlwhen dlsome
dlof dlthedlpresent dlRNs dlhave dl retired

d. Hiring dlthe dlassistants dland dlallowing dlthe dlRNs dlto dlsee dlwhat dlgood dladditions dlthey dlare
ANS: dlA
Influencing dlothers dlrequires dlemotional dlintelligence dlin dldomains dlsuch dlas dlempathy, dlhandling
dlrelationships, dldeepening dlself-awareness dlin dlself dland dlothers, dlmotivating dlothers, dland

dlmanaging dlemotions. dlMotivating dlothers dlrecognizes dlthat dlvalues dlare dlpowerful dlforces dlthat

dlinfluence dlacceptance dlof dlchange. dl Leaving dlthe dlRNs dlalone dlfor dla dlperiod dlof dltime dlbefore

dlimplementation dldoesd lnot dlprovide dlopportunity dlto dlexplore dldifferent dlperspectives dland dlvalues.

dlAvoiding dldiscussion dluntil dlthe dlteam dlchanges dlmay dlnot dlpromote dladoption dlof dlthe dlchange

dluntil dlthere dlis dlopportunity dlto dlexplore dlperspectives dland dlvalues dlrelated dlto dlthe dlchange.

dlHiring dlof dlthe dlassistants dldemonstrates dllack dlof dlempathy dlfor dlthe dlperspectives dlof dlthe dlRN

dlstaff.




TOP: dlAONE dlcompetency: dlKnowledge dlof dlthe dlHealth dlCare dlEnvironment




Downloaded dlby: dlkhanhpham74 dl| Want dlto dlearn
dlkhanhpham74@gmail.com dl$1.236

Distribution dlof dlthis dldocument dlis dlillegal extra dlper dlyear?

, Stuvia.com dl- dlThe dlMarketplace dlto dlBuy dland dlSell dlyour dlStudy
dlMaterial


6. As dlthe dlRN dlcharge dlnurse dlon dlthe dlnight dlshift dlin dla dlsmall dllong-term dlcare dlfacility, dlyou‘ve
dlfound dlthatdlthere dlis dllittle dlturnover dlamong dlyour dlLPN dland dlnursing dlassistant dl(NA) dlstaff
dlmembers, dlbut dlthey dlare dlnot dlvery dlmotivated dlto dlgo dlbeyond dltheir dljob dldescriptions dlin dltheir

dlwork. dlWhich dlof dlthe dlfollowing dlstrategies dlmight dlmotivate dlthe dlstaff dland dllead dlto dlgreater

dljob dl satisfaction?

a. Ask dlthe dldirector dlof dlnursing dlto dloffer dlhigher dlwages dland dlbonuses dlfor dlextra
dlworkdlford lthe dlnight dlLPNs dland d l NAs.

b. Allow dlthe dlLPNs dland dlNAs dlgreater dldecision-making dlpower dlwithin dlthe dlscope dlof
dltheirdlpositions dlin dlthe dl institution.

c. Hire dladditional dlstaff dlso dlthat dlthere dlare dlmore dlstaff dlavailable dlfor dlenhanced
dlcare,dlandd lindividual dlworkloads dlare dllessened.

d. Ask dlthe dldirector dlof dlnursing dlto dlincrease dljob dlsecurity dlfor dlnight dlstaff dlby dlhaving
dlthemd lsign dlcontracts dlthat dl guarantee dlwork.



ANS: dlB
Hygiene dlfactors dlsuch dlas dlsalary, dlworking dlconditions, dland dlsecurity dlare dlconsistent dlwith
dlHerzberg‘s dltwo-factor dltheory dlof dlmotivation; dlmeeting dlthese dlneeds dlavoids dljob

dldissatisfaction. dlMotivator dlfactors dlsuch dlas dlrecognition dland dlsatisfaction dlwith dlwork dlpromote

dla dlsatisfying dland dlenriched dlwork dlenvironment. dlTransformational dlleaders dluse dlmotivator

dlfactors dlliberally dlto dlinspired
lwork dlperformance dland dlincrease dljob dlsatisfaction.




TOP: dlAONE dlcompetency: dlCommunication dland dlRelationship-Building

7. The dlnurse dlmanager dlwants dlto dlincrease dlmotivation dlby dlproviding dlmotivating dlfactors dlfor
dl thenursedlon dlthe dlunit. dlWhat dlaction dlwould dlbe dlappropriate dlto dlmotivate dlthe dlstaff?
a. Collaborate dlwith dlthe dlhuman dlresource/personnel dldepartment dlto dldevelop
dl on-sitedldaycare dlservices.
b. Provide dla dlhierarchical dlorganizational dlstructure.
c. Implement dla dlmodel dlof dlshared dlgovernance.
d. Promote dlthe dldevelopment dlof dla dlflexible dlbenefits dlpackage.
ANS: dlC
Complexity dltheory dlsuggests dlthat dlsystems dlinteract dland dladapt dland dlthat dldecision dlmaking
dloccursd
lthroughout dlsystems, dlas dlopposed dlto dlbeing dlheld dlin dla dlhierarchy. dl In dlcomplexity

dltheory, dlevery dlvoice dlcounts, dland dltherefore dlall dllevels dlof dlstaff dlwould dlbe dlinvolved dlin

dldecision dlmaking. dlThis dlprinciple dlis dlthe dlfoundation dlof dlshared dl governance.




TOP: dlAONE dlcompetency: dlCommunication dland dlRelationship-Building

8. The dlnurse dlmanager dlhas dlbeen dlasked dlto dlimplement dlan dlevidence-based dlapproach dlto dlteach
dlostomy dlpatients dlself-management dlskills dlpostoperatively. dlThe dlprogram dlis dlto dlbe
dlimplemented dlacross dlthe d lentire dlfacility. dlWhat dlillustrates dleffective dlleadership dl in dlthis

d l situation?

a. The dltraining dlmodules dlare dlleft dlin dlthe dlstaff dlroom dlfor dltimes dlwhen dlstaff dlare dlavailable.
b. The dlcurrent dlapproach dlis dlcontinued dlbecause dlit dlis dlalso dlevidence-based dland dlis
dlmored lfamiliar dlto dl staff.

c. You dldecide dlto dlimplement dlthe dlapproach dlat dla dllater dldate dlbecause dlof dlfeedback
dlfrom dlthed lRNs dlthat dlthe dlnew dlapproach dltakes dltoo dlmuch dltime.

d. An dlRN dlwho dlis dlalready dlfamiliar dlwith dlthe dlnew dlapproach dlof dlvolunteers dlto
dltake dlthed
llead dlin dlmentoring dland dlteaching dlothers dlhow dlto dlimplement d l it.



ANS: dlD




Downloaded dlby: dlkhanhpham74 dl| Want dlto dlearn
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Distribution dlof dlthis dldocument dlis dlillegal extra dlper dlyear?

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dlMaterial




Downloaded dlby: dlkhanhpham74 dl| Want dlto dlearn
dlkhanhpham74@gmail.com dl$1.236



Distribution dlof dlthis dldocument dlis dlillegal extra dlper dlyear?

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