TEST BANK
Leading and Managing in Nursing, 8th Edition
by Patricia S. Yoder-Wise, Susan Sportsman
SC
O
R
EG
U
ID
ES
, TABLE OF CONTENT
PART 1 Overview
1. Leading, Managing, and Following
2. Quality and Safety
3. Ethical and Legal Issues in Nursing
4. Toward Justice
5. Healthy Workplaces, Healthy Workforce
6. Translating Research Into Practice
PART 2 Know Yourself
7. Gaining Personal Insight: Being an Effective Follower and Leader
SC
8. Communication and Conflict
PART 3 Know the Organization
9. Healthcare Organizations and Structures
10. Person-Centered Care
11. Staffing and Scheduling
O
12. Workforce Engagement Through Collective Action and Governance
13. Solving Problems and Influencing Positive Outcomes
14. Delegating: Authority, Accountability, and Responsibility in Delegation Decisions
R
15. Effecting Change, Large and Small
16. Building Effective Teams
EG
PART 4 Use Your Skills
17. The Impact of Technology
18. Artificial Intelligence
19. Managing Costs and Budgets
20. Selecting, Developing, and Evaluating Staff
21. Managing Personal and Personnel Problems
U
PART 5 Prepare for the Future
22. Role Transition
23. Managing Your Career
ID
24. Developing Leaders, Managers, and Followers
25. Thriving for the Future
ES
,Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
MULTIPLE CHOICE
1. 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
SC
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
O
ANS: B
s
Complexity theory suggests that systems interact and adapt and that decision making occurs
i
throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
h
i
voice counts, and therefore, all levels of staff would be involved in decision making.
R
REF: Page 8
c
t
TOP: AONE competency: Communication and Relationship-Building
u
n
EG
2. 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
b
a
to work when scheduled but must often care for his wife, who is undergoing treatment
for breast cancer. According to Maslow‘s need hierarchy theory, what would be the best
Mfr approach to satisfying
U
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 wife‘s treatment.
ID
c. Sympathize with the nurse‘s 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 wife‘s treatments.
ES
ANS: D
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
patient care and threaten the needs of staff to feel competent. Arranging the schedule around
the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need
for affiliation.
REF: Page 10 TOP: AONE competency: Communication and Relationship-Building
, 3. 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 manager‘s 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.
SC
ANS: C
Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to address the
interests and involvement of participants in the conflict by examining the real issues of all
parties.
a
O
REF: Page 16 TOP: AONE competency: Communication and Relationship-Building
s
i
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a resolution.
h
i
It would now be best to:
R
c
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
t
b. Turn the dispute over to the director of nursing.
u
c. Insist that participants continue to talk until a resolution has been reached.
n
EG
d. Back the unit manager‘s actions and end the dispute.
b
a
ANS: B
r
According to the principles outlined by Ury, Brett, and Goldberg, a ―cooling-off‖ period is
Mf
U
recommended if resolution fails.
REF: Page 16 TOP: AONE competency: Communication and Relationship-Building
ID
5. 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 nursing–delivery system and are very resistant to this idea. The
ES
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.
Leading and Managing in Nursing, 8th Edition
by Patricia S. Yoder-Wise, Susan Sportsman
SC
O
R
EG
U
ID
ES
, TABLE OF CONTENT
PART 1 Overview
1. Leading, Managing, and Following
2. Quality and Safety
3. Ethical and Legal Issues in Nursing
4. Toward Justice
5. Healthy Workplaces, Healthy Workforce
6. Translating Research Into Practice
PART 2 Know Yourself
7. Gaining Personal Insight: Being an Effective Follower and Leader
SC
8. Communication and Conflict
PART 3 Know the Organization
9. Healthcare Organizations and Structures
10. Person-Centered Care
11. Staffing and Scheduling
O
12. Workforce Engagement Through Collective Action and Governance
13. Solving Problems and Influencing Positive Outcomes
14. Delegating: Authority, Accountability, and Responsibility in Delegation Decisions
R
15. Effecting Change, Large and Small
16. Building Effective Teams
EG
PART 4 Use Your Skills
17. The Impact of Technology
18. Artificial Intelligence
19. Managing Costs and Budgets
20. Selecting, Developing, and Evaluating Staff
21. Managing Personal and Personnel Problems
U
PART 5 Prepare for the Future
22. Role Transition
23. Managing Your Career
ID
24. Developing Leaders, Managers, and Followers
25. Thriving for the Future
ES
,Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
MULTIPLE CHOICE
1. 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
SC
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
O
ANS: B
s
Complexity theory suggests that systems interact and adapt and that decision making occurs
i
throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
h
i
voice counts, and therefore, all levels of staff would be involved in decision making.
R
REF: Page 8
c
t
TOP: AONE competency: Communication and Relationship-Building
u
n
EG
2. 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
b
a
to work when scheduled but must often care for his wife, who is undergoing treatment
for breast cancer. According to Maslow‘s need hierarchy theory, what would be the best
Mfr approach to satisfying
U
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 wife‘s treatment.
ID
c. Sympathize with the nurse‘s 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 wife‘s treatments.
ES
ANS: D
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect
patient care and threaten the needs of staff to feel competent. Arranging the schedule around
the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need
for affiliation.
REF: Page 10 TOP: AONE competency: Communication and Relationship-Building
, 3. 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 manager‘s 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.
SC
ANS: C
Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to address the
interests and involvement of participants in the conflict by examining the real issues of all
parties.
a
O
REF: Page 16 TOP: AONE competency: Communication and Relationship-Building
s
i
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a resolution.
h
i
It would now be best to:
R
c
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
t
b. Turn the dispute over to the director of nursing.
u
c. Insist that participants continue to talk until a resolution has been reached.
n
EG
d. Back the unit manager‘s actions and end the dispute.
b
a
ANS: B
r
According to the principles outlined by Ury, Brett, and Goldberg, a ―cooling-off‖ period is
Mf
U
recommended if resolution fails.
REF: Page 16 TOP: AONE competency: Communication and Relationship-Building
ID
5. 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 nursing–delivery system and are very resistant to this idea. The
ES
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.
