Complete Test Bank For Leading and Managing in Nursing 8th Edition by Patricia S. Yoder-Wise ,All Chapters Covered |Latest update

FullTestBank
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Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan
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Sportsman
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,Chapter01:Leading, Managing, and Following g g g g g




Yoder-Wise:LeadingandManaging inNursing, 8thEdition g g g g g g g




MULTIPLE CHOICE v




1. ARNmanagerofa20- g g g g




bed medicalunit finds that 80% of the clients are older adults. She is asked to assess and adapt the unit to
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better meet the unique needs of the older adult client. Using complexity principles, what w ould be the
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best approach to take in making this change?
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a. Leveragethehierarchicalmanagementpositiontogetunitstaffinvolvedin assessment and g g g g g g g g g v v


planning. g




b. Engageinvolved staffat alllevels inthedecision-making process. g g g g g g g g v


c. Focustheassessment ontheunit, andomit thehospitaland communityenvironment. g g g g g g g v


d. Hirea geriatricspecialisttooverseeandcontroltheproject. g v g g g g g g




CORRECT ANS:B g g




Feedback:Complexitytheorysuggeststhatsystems interact and adapt and that decisionmaki ng occurs g g g g g g g g g g g g v


throughoutthesystems,asopposedtobeingheldi na hierarchy.Incomplexitytheory
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,everyvoicecounts, and therefore, all levels ofstaff would beinvolved in decision making.
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REF:Page8 g g TOP:AONE competency: Communication and Relationship-Building
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2. Aunitmanagerofa 25-
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bed medical/surgical area receives a phone call from a RN who has called in sick five times in the pa st
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month. He tells the manager that he verymuch wants to come to work when scheduled but must of ten care
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for his wife, who is undergoing treatment
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forbreastcancer.Accordingto Maslow‘sneedhierarchytheory,what wouldbethebest
approachtosatisfyingth e
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needs of this RN, other staff, and clients?
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a. Lineup agencyRNswho canbecalled intoworkonshort notice. g g g g g g g g g g g g g




b. PlacetheRNonunpaidleavefortheremainderofhiswife‘streatment. g g g g g g g g g g g




c. SympathizewiththeRN‘sdilemma and let thechargeRNknowthatthisRNmaybecallingi n g g g v v v g g g g g g g g g g




frequently in the future.
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d. Work withthe RN,staffing office,andotherRNstoarrangehisscheduleddaysoffaroun d v v g v g g g g g g g g g g




his wife‘s treatments.
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CORRECT ANS:D g g




Feedback: PlacingtheRNonunpaid leavemaythreatenthe RN‘scapacitytomeet physiologicn eeds g g g g g g g g g g g g




anddemotivatetheRN.Unsatisfactorycoverageofshiftsonshortnoticecouldaffectclient careand
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threatenthe needs ofstaffto feel competent. Arranging theschedule aroundthewife‘s needs meets
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theneeds ofthe staff andof clients whilesatisfying the RN‘s need for affiliation.
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REF:Page10 g g TOP: AONE competency: Communication and Relationship-Building
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,3. A grievance brought by a staff RN against the unit manager requires mediation. At the first mediat
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ionsession, the staff RN repeatedlycalls the unit manager‘s actions unfair, and the unit manager co
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ntinuesto reiteratethereasonsforheractions.Whatwouldbethebestcourseofactionatthistime
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?
a. Sendthetwodisputantsawaytoreachtheirownresolution.
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b. InvolveanotherstaffRNinthediscussionsoastoclarifyissues. g g g g g g g g g g g




c. Ask eachpartytoexamineherownmotivesand issuesintheconflict.
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d. Continuetolistenasthepartiesrepeattheirthoughtsandfeelingsabouttheconflict. g g g g g g g g g g g g




CORRECT ANS:C g g




Feedback: Ury, Brett, and Goldberg outline steps to restoring unity, the first ofwhich is to ad
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dress theinterests and involvement of participants in the conflict by examining the real issues of all
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parties.
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REF:Page16 g g TOP: AONE competency: Communication and Relationship-Building
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4. Atasecondnegotiationsession,theunitmanagerandstaffRNare unabletoreacharesolution.Itwo uld
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now be best to:
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a. Arrangeanothermeeting inaweek‘stimesoastoallowa cooling-offperiod. g g v g g g g g g g v g




b. Turnthedisputeovertothedirectorofnursing. g g g g g g g g




c. Insistthat participants continueto talk untilaresolutionhas beenreached.
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d. Back theunit manager‘s actionsand end thedispute.
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CORRECT ANS:B g g




Feedback:Accordingtothe principlesoutlined byUry,Brett,andGoldberg,a―cooling- off‖
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period is recommended if resolution fails.
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REF:Page16 g g TOP:AONE competency: Communication and Relationship-Building
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5. ThemanagerofasurgicalareahasavisionforthefuturethatrequirestheadditionofRNassista ntsor
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unlicensedpersons tofeed,bathe,andwalk clients.TheRNsonthestaffhavealwayspra cticed in a
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primarynursing–
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deliverysystemandareveryresistanttothisidea.The best initialstrategyinthissituationwould include: g g g g g g v g g g g g g g




a. Exploringthevalues and feelings oftheRN groupinrelationship tothischange. g g g v g g g g g g g g g




b. Leaving theRNsaloneforatimesotheycanthinkaboutthechangebeforeitisim v g g g g g g g g g g g g g g g




plemented. g




c. DroppingtheideaandtryingforthechangeinayearorsowhensomeofthepresentRNshav e g g g g g g g g g g g g g g g g g g g g




retired. g




d. Hiringtheassistants and allowingthe RNsto seewhat good additionstheyare.
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, CORRECTANS:A g g




Feedback: Influencing others requires emotional intelligence in domains such as empathy, hand ling
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relationships, deepening self-
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awareness in self and others, motivating others, and managing emotions. Motivating others reco
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gnizes that values are powerful forces that influence acceptance of change. Leaving the RNs alon e for
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a period of time before implementation does not provide opportunityto exploredifferent per
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spectivesand values. Avoiding discussionuntil the team changes maynot promote adoption of th e
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change until there is opportunityto explore perspectives and values related to the change. Hirin g of
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the assistants demonstrates lack of empathy for the perspectives of the RN staff.
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REF:Page 7 |Page15 g v g g g




TOP:AONEcompetency:KnowledgeoftheHealthCareEnvironment
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6. AstheRNchargeRNonthenightshiftinasmalllong-
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term care facility, you‘ve found that there is little turnover among your LPN and nursing assistant (NA)
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staff members, but theyare not very motivated to go beyond their job descriptions in their w ork.
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Which ofthe following strategies might motivatethe staff and lead to greater jobsatisfaction
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?
a. Ask thedirectorofnursing to offerhigherwagesand bonusesforextraworkforthenightLP Ns
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and NAs. g g




b. AllowtheLPNsandNAsgreaterdecision- g g g g g g




makingpowerwithinthescopeoftheirpositionsintheinstitution. g g g g g g g g g




c. Hireadditionalstaffsothattherearemorestaffavailableforenhancedcareandindividualw
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orkloads are lessened.
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d. Ask thedirectorofnursing to increase jobsecurityfor night staffbyhaving themsign co
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ntracts that guarantee work.
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CORRECT ANS:B g g




Feedback: Hygiene factors such as salary, working conditions, and security are consistent with
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Herzberg‘stwo-
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factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors suc h as
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recognition and satisfaction with work promote a satisfying and enriched work environment.
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Transformational leaders use motivator factors liberallyto inspire work performance and increas e
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job satisfaction.
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REF:Page 9 |Page10 g v g g g




TOP:AONE competency: Communication and Relationship-Building
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7. AstheRNmanagerwhowantstoincreasemotivationbyprovidingmotivatingfactors,whichacti on
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would you select?
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a. Collaboratewiththehumanresource/personneldepartmenttodevelopon- g g g g g g g g




sitedaycare services.
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b. Provide a hierarchical organizationalstructure. g v g g




c. Implement amodelofshared governance. g g g g




d. Promotethedevelopmento fa flexiblebenefitspackage. g g g g g g