GNUR 383 Exam 1 | Questions and Answers (Complete Solutions)
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Course
GNUR 383
Institution
GNUR 383
GNUR 383 Exam 1 | Questions and Answers (Complete Solutions) A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adapt the unit to better meet the unique needs of the older adult patient. Using complexity principles, what would be ...
A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
adults. She is asked to assess and adapt the unit to better meet the unique needs of the
older adult patient. Using complexity principles, what would be the best approach to
take in making this change?
a. Leverage the hierarchical management position to get unit staff involved in
assessment and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and community environment.
d. Hire a geriatric specialist to oversee and control the project.
A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse
who has called in sick five times in the past month. He tells the manager that he very
much wants to come to work when scheduled but must often care for his wife, who is
undergoing treatment for breast cancer. According to Maslows need hierarchy theory,
what would be the best approach to satisfying the needs of this nurse, other staff, and
patients?
a. Line up agency nurses who can be called in to work on short notice.
b. Place the nurse on unpaid leave for the remainder of his wifes treatment.
c. Sympathize with the nurses dilemma and let the charge nurse know that this nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled days
off around his wifes treatments.
A grievance brought by a staff nurse against the unit manager requires mediation. At
the first mediation session, the staff nurse repeatedly calls the unit managers actions
unfair, and the unit manager continues to reiterate the reasons for her actions. What
would be the best course of action at this time?
a. Send the two disputants away to reach their own resolution.
b. Involve another staff nurse in the discussion so as to clarify issues.
c. Ask each party to examine her own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about the conflict.
At a second negotiation session, the unit manager and staff nurse are unable to reach a
resolution. It would now be best to:
a. Arrange another meeting in a weeks time so as to allow a cooling-off period.
b. Turn the dispute over to the director of nursing.
,c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit managers actions and end the dispute.
The manager of a surgical area has a vision for the future that requires the addition of
RN assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on the
staff have always practiced in a primary nursingdelivery system and are very resistant to
this idea. The best initial strategy in this situation would include:
a. Exploring the values and feelings of the RN group in relationship to this change.
b. Leaving the RNs alone for a time so they can think about the change before it is
implemented.
c. Dropping the idea and trying for the change in a year or so when some of the present
RNs have retired.
d. Hiring the assistants and allowing the RNs to see what good additions they are.
As the RN charge nurse on the night shift in a small long-term care facility, youve found
that there is little turnover among your LPN and nursing assistant (NA) staff members,
but they are not very motivated to go beyond their job descriptions in their work. Which
of the following strategies might motivate the staff and lead to greater job satisfaction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for the
night LPNs and NAs.
b. Allow the LPNs and NAs greater decision-making power within the scope of their
positions in the institution.
c. Hire additional staff so that there are more staff available for enhanced care and
individual workloads are lessened.
d. Ask the director of nursing to increase job security for night staff by having them sign
contracts that guarantee work.
the nurse manager who wants to increase motivation by providing motivating factors,
which action would you select?
a. Collaborate with the human resource/personnel department to develop on-site
daycare services.
b. Provide a hierarchical organizational structure.
c. Implement a model of shared governance.
d. Promote the development of a flexible benefits package.
A charge nurse on a busy 40-bed medical/surgical unit is approached by a family
member who begins to complain loudly about the quality of care his mother is receiving.
His behavior is so disruptive that it is overheard by staff, physicians, and other visitors.
The family member rejects any attempt to intervene therapeutically to resolve the issue.
He leaves the unit abruptly, and the nurse is left feeling frustrated. Which behavior by
the charge nurse best illustrates refined leadership skills in an emotionally intelligent
practitioner?
, a. Reflect to gain insight into how the situation could be handled differently in the future.
b. Try to catch up with the angry family member to resolve the concern.
c. Discuss the concern with the patient after the family member has left.
d. Notify nursing administration of the situation.
The chief nursing officer has asked the staff development coordinator to facilitate the
development of a clinical competency program for the facility. While making rounds on
the units, the staff development coordinator overhears RN staff complaining that they
feel it is insulting to be required to participate in a competency program. Which behavior
by the staff development coordinator is most appropriate in this situation?
a. Disregard staff concerns and continue with development of the program.
b. Inform the nurses that this program is a requirement for JCAHO accreditation.
c. Schedule a meeting with the chief nurse executive to apprise her of the situation.
d. Facilitate a meeting so nurses can articulate their values and concerns about a
competency program.
As the manager, you have been asked to implement an evidence-based approach to
teach ostomy patients self-management skills postoperatively that is being
operationalized throughout your organization. Which of the following illustrates effective
leadership?
a. The training modules are left in the staff room for times when staff are available.
b. The current approach is continued because it is also evidence-based and is more
familiar to staff.
c. You decide to implement the approach at a later date because of feedback from the
RNs that the new approach takes too much time.
d. A RN who is already familiar with the new approach volunteers to take the lead in
mentoring and teaching others how to implement it.
You overhear a newly graduated RN telling one of your colleagues that leadership and
management belong to the unit manager and not to her. As a nursing colleague, you
respond by demonstrating understanding that the perception of the new graduate:
a. Is correct. Leadership is not the role of the staff nurse.
b. Would benefit from further understanding of her role as a professional, whose
influence may affect the decision making of patients, colleagues, and other
professionals.
c. Has been influenced by nurse leaders and managers who leave for other positions.
d. Is related to the general perception that nurse leaders and managers are not satisfied
in their jobs.
You walk into Mr. Smiths room and find him yelling at the LPN, Miss Jones. He is
obviously very upset and after you speak with him regarding his behavior, you
determine that he has not slept for three nights because of unrelieved pain levels. The
LPN is very upset with Mr. Smith and calls him an ugly, old man. You acknowledge her
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