Pagew1
TEST BANK FOR LEADING AND MANAGING INNURSIN
W W W W W W W
G 7TH EDITION BY YODER WISE (CHAPTERS 1-
W W W W W W W
30) COMPLETE. W
wwwwwwwwwwwwwwwwwwwwwwwww Chapterw01:wLeading,wManaging,wandwFollowing
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
w w w w w w w
MULTIPLEwCHOICE
1. Awnursewmanagerwofwaw20-
bedwmedicalwunitwfindswthatw80%wofwthewpatientswarewolderwadults.wShewiswaskedwtowassesswan
dwadaptwthewunitwtowbetterwmeetwthewuniquewneedswofwthewolderwadultwpatient.wUsingwcompl
exitywprinciples,wwhatwwouldwbewthewbestwapproachwtowtakewforwimplementationwofwthiswcha
nge?
a. Leveragewthewhierarchicalwmanagementwpositionwtowgetwunitwstaffwinvolve
dwinwassessmentwandwplanning.
b. Engagewinvolvedwstaffwatwallwlevelswinwthewdecision-makingwprocess.
c. Focuswthewassessmentwonwthewunitwandwomitwthewhospitalwandwcomm
unitywenvironment.
d. Hirewawgeriatricwspecialistwtowoverseewandwcontrolwthewproject.
ANS:w B
Complexitywtheorywsuggestswthatwsystemswinteractwandwadaptwandwthatwdecisionwmakingwoccu
rswthroughoutwthewsystems,waswopposedwtowbeingwheldwinwawhierarchy.wInwcomplexitywtheory,we
verywvoicewcounts,wandwtherefore,wallwlevelswofwstaffwwouldwbewinvolvedwinwdecisionwmaking.
TOP:w AONEwcompetency:wCommunicationwandwRelationship-Building
2. Awunitwmanagerwofwaw25-
bedwmedical/surgicalwareawreceiveswawphonewcallwfromwawnursewwhowhaswcalledwinwsickwfivewti
meswinwthewpastwmonth.wHewtells the
NwRwwI wmanagerwthatwhewverywmuchwwantswtowcomewtowworkw
wG wB.CwM
whenwscheduledwbutwmustwoftenwcarewforwhiswwife,wwhowiswundergoingwtreatment
forwbreastwcancer.wAccordingwtoUMaS N’swTneedwhiO
slow erarchywtheory,wwhatwwouldwbewthewbest
approachwtowsatisfyingwthewneedswofwthiswnurse,wotherwstaff,wandwpatients?
a. Linewupwagencywnurseswwhowcanwbewcalledwinwtowworkwonwshortwnotice.
b. Placewthewnursewonwunpaidwleavewforwthewremainderwofwhiswwife’swtreatment.
c. Sympathizewwithwthewnurse’swdilemmawandwletwthewchargewnursewknowwthatwthiswnurse
, Pagew2
maywbewcallingwinwfrequentlywinwthewfuture.
d. Workwwithwthewnurse,wstaffingwoffice,wandwotherwnurseswtowarrangewhiswscheduled
dayswoffwaroundwhiswwife’swtreatments.
ANS:w D
Placingwthewnursewonwunpaidwleavewmaywthreatenwthewnurse’swcapacitywtowmeetwphysiologicwnee
dswandwdemotivatewthewnurse.wUnsatisfactorywcoveragewofwshiftswonwshortwnoticewcouldwaffectwp
atientwcarewandwthreatenwthewneedswofwstaffwtowfeelwcompetent.wArrangingwthewschedulewaround
thewwife’swneedswmeetswthewneedswofwthewstaffwandwofwpatientswwhilewsatisfyingwthewnurse’swneed
forwaffiliation.
TOP:w AONEwcompetency:wCommunicationwandwRelationship-Building
3. Awgrievancewbroughtwbywawstaffwnursewagainstwthewunitwmanagerwrequireswmediation.wAtwthew
firstwmediationwsession,wthewstaffwnursewrepeatedlywcallswthewunitwmanager’swactionswunfair,w
andwthewunitwmanagerwcontinueswtowreiteratewthewreasonswforwthewactions.wWhatwwouldwbewt
hewbestwcoursewofwactionwatwthiswtime?
a. Sendwthewtwowdisputantswawaywtowreachwtheirwownwresolution.
b. Involvewanotherwstaffwnursewinwthewdiscussionwforwclaritywissues.
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c. Askweachwpartywtowexaminewtheirwownwmotiveswandwissueswinwthewconflict.
d. Continuewtowlistenwaswthewpartieswrepeatwtheirwthoughtswandwfeelingswabou
twthewconflict.
ANS:w C
Forwresolutionwofwconflict,wonewshouldwaddresswthewinterestswandwinvolvementwofwparticipantsw
inwthewconflictwbywexaminingwthewrealwissueswofwallwparties.
TOP:w AONEwcompetency:wCommunicationwandwRelationship-Building
4. Atwawsecondwnegotiationwsession,wthewunitwmanagerwandwstaffwnursewarewunablewtowre
achwawresolution.wWhatwiswthewappropriatewnextwstep?
a. Arrangewanotherwmeetingwinwawweek’swtimewsowaswtowallowwawcooling-offwperiod.
b. Elevatewthewnextwnegationwsessionwtowthewnextwmanager,wonewlevelwabove.
c. Insistwthatwparticipantswcontinuewtowtalkwuntilwawresolutionwhaswbeenwreached.
d. Backwthewunitwmanager’swactionswandwendwthewdispute.
ANS:w B
Partwofwleadershipwiswunderstandingwconflictwresolutionwandwabilitywtownegotiatewandwmanagewf
orwresolutionwofwissueswandwconcerns.wThiswsituationwhaswfailedwawsecondwnegotiationwsession,we
levationwtowawmanagerwwithwadditionalwtrainingwtowfacilitatewconflictwresolutionwiswimportantwat
wthiswpoint.
TOP:w AONEwcompetency:wCommunicationwandwRelationship-Building
5. ThewmanagerwofwawsurgicalwareawhaswawvisionwforwthewfuturewthatwrequireswthewadditionwofwRN
wassistantsworwunlicensedwpersonswtowfeed,wbathe,wandwambulatewpatients.wThewRNswonwthews
taffwhavewalwayswpracticedwinwaUwprNimaRrywnIursiGng-O
wSwNwT
B
de.liC
veryMsystemwandwarewverywresistantwtowthiswidea.
Whatwwouldwbewthewbestwinitialwstrategywforwimplementationwofwthiswchange?
a. ExploringwthewvalueswandwfeelingswofwthewRNwgroupwinwrelationshipwtowthiswchange
b. LeavingwthewRNswalonewforwawtimewsowtheywcanwthinkwaboutwthewchangewbeforew
itwiswimplemented
c. Droppingwthewideawandwtryingwforwthewchangewinwawyearworwsowwhenwsomewof
thewpresentwRNswhavewretired
w
d. HiringwthewassistantswandwallowingwthewRNswtowseewwhatwgoodwadditionswtheyware
ANS:w A
Influencingwotherswrequireswemotionalwintelligencewinwdomainswsuchwaswempathy,whandlingwrel
ationships,wdeepeningwself-
awarenesswinwselfwandwothers,wmotivatingwothers,wandwmanagingwemotions.wMotivatingwotherswr
ecognizeswthatwvalueswarewpowerfulwforceswthatwinfluencewacceptancewofwchange.wLeavingwthew
RNswalonewforwawperiodwofwtimewbeforewimplementationwdoeswnotwprovidewopportunitywtowexplor
ewdifferentwperspectiveswandwvalues.wAvoidingwdiscussionwuntilwthewteamwchangeswmaywnotwpro
motewadoptionwofwthewchangewuntilwtherewiswopportunitywtowexplorewperspectiveswandwvalueswrel
atedwtowthewchange.wHiringwofwthewassistantswdemonstrateswlackwofwempathywforwthewperspective
swofwthewRNwstaff.
, LeadingwandwManagingwinwNursingw7thwEditionwYoder-
lOMoAR cPSD| 11881637
WisewTestwBank
TOP:w AONEwcompetency:wKnowledgewofwthewHealthwCarewEnvironment
NURSINGTB.COM
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il.com
TEST BANK FOR LEADING AND MANAGING INNURSIN
W W W W W W W
G 7TH EDITION BY YODER WISE (CHAPTERS 1-
W W W W W W W
30) COMPLETE. W
wwwwwwwwwwwwwwwwwwwwwwwww Chapterw01:wLeading,wManaging,wandwFollowing
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
w w w w w w w
MULTIPLEwCHOICE
1. Awnursewmanagerwofwaw20-
bedwmedicalwunitwfindswthatw80%wofwthewpatientswarewolderwadults.wShewiswaskedwtowassesswan
dwadaptwthewunitwtowbetterwmeetwthewuniquewneedswofwthewolderwadultwpatient.wUsingwcompl
exitywprinciples,wwhatwwouldwbewthewbestwapproachwtowtakewforwimplementationwofwthiswcha
nge?
a. Leveragewthewhierarchicalwmanagementwpositionwtowgetwunitwstaffwinvolve
dwinwassessmentwandwplanning.
b. Engagewinvolvedwstaffwatwallwlevelswinwthewdecision-makingwprocess.
c. Focuswthewassessmentwonwthewunitwandwomitwthewhospitalwandwcomm
unitywenvironment.
d. Hirewawgeriatricwspecialistwtowoverseewandwcontrolwthewproject.
ANS:w B
Complexitywtheorywsuggestswthatwsystemswinteractwandwadaptwandwthatwdecisionwmakingwoccu
rswthroughoutwthewsystems,waswopposedwtowbeingwheldwinwawhierarchy.wInwcomplexitywtheory,we
verywvoicewcounts,wandwtherefore,wallwlevelswofwstaffwwouldwbewinvolvedwinwdecisionwmaking.
TOP:w AONEwcompetency:wCommunicationwandwRelationship-Building
2. Awunitwmanagerwofwaw25-
bedwmedical/surgicalwareawreceiveswawphonewcallwfromwawnursewwhowhaswcalledwinwsickwfivewti
meswinwthewpastwmonth.wHewtells the
NwRwwI wmanagerwthatwhewverywmuchwwantswtowcomewtowworkw
wG wB.CwM
whenwscheduledwbutwmustwoftenwcarewforwhiswwife,wwhowiswundergoingwtreatment
forwbreastwcancer.wAccordingwtoUMaS N’swTneedwhiO
slow erarchywtheory,wwhatwwouldwbewthewbest
approachwtowsatisfyingwthewneedswofwthiswnurse,wotherwstaff,wandwpatients?
a. Linewupwagencywnurseswwhowcanwbewcalledwinwtowworkwonwshortwnotice.
b. Placewthewnursewonwunpaidwleavewforwthewremainderwofwhiswwife’swtreatment.
c. Sympathizewwithwthewnurse’swdilemmawandwletwthewchargewnursewknowwthatwthiswnurse
, Pagew2
maywbewcallingwinwfrequentlywinwthewfuture.
d. Workwwithwthewnurse,wstaffingwoffice,wandwotherwnurseswtowarrangewhiswscheduled
dayswoffwaroundwhiswwife’swtreatments.
ANS:w D
Placingwthewnursewonwunpaidwleavewmaywthreatenwthewnurse’swcapacitywtowmeetwphysiologicwnee
dswandwdemotivatewthewnurse.wUnsatisfactorywcoveragewofwshiftswonwshortwnoticewcouldwaffectwp
atientwcarewandwthreatenwthewneedswofwstaffwtowfeelwcompetent.wArrangingwthewschedulewaround
thewwife’swneedswmeetswthewneedswofwthewstaffwandwofwpatientswwhilewsatisfyingwthewnurse’swneed
forwaffiliation.
TOP:w AONEwcompetency:wCommunicationwandwRelationship-Building
3. Awgrievancewbroughtwbywawstaffwnursewagainstwthewunitwmanagerwrequireswmediation.wAtwthew
firstwmediationwsession,wthewstaffwnursewrepeatedlywcallswthewunitwmanager’swactionswunfair,w
andwthewunitwmanagerwcontinueswtowreiteratewthewreasonswforwthewactions.wWhatwwouldwbewt
hewbestwcoursewofwactionwatwthiswtime?
a. Sendwthewtwowdisputantswawaywtowreachwtheirwownwresolution.
b. Involvewanotherwstaffwnursewinwthewdiscussionwforwclaritywissues.
NURSINGTB.COM
, LeadingwandwManagingwinwNursingw7thwEditionwYoder-
lOMoAR cPSD| 11881637
WisewTestwBank
c. Askweachwpartywtowexaminewtheirwownwmotiveswandwissueswinwthewconflict.
d. Continuewtowlistenwaswthewpartieswrepeatwtheirwthoughtswandwfeelingswabou
twthewconflict.
ANS:w C
Forwresolutionwofwconflict,wonewshouldwaddresswthewinterestswandwinvolvementwofwparticipantsw
inwthewconflictwbywexaminingwthewrealwissueswofwallwparties.
TOP:w AONEwcompetency:wCommunicationwandwRelationship-Building
4. Atwawsecondwnegotiationwsession,wthewunitwmanagerwandwstaffwnursewarewunablewtowre
achwawresolution.wWhatwiswthewappropriatewnextwstep?
a. Arrangewanotherwmeetingwinwawweek’swtimewsowaswtowallowwawcooling-offwperiod.
b. Elevatewthewnextwnegationwsessionwtowthewnextwmanager,wonewlevelwabove.
c. Insistwthatwparticipantswcontinuewtowtalkwuntilwawresolutionwhaswbeenwreached.
d. Backwthewunitwmanager’swactionswandwendwthewdispute.
ANS:w B
Partwofwleadershipwiswunderstandingwconflictwresolutionwandwabilitywtownegotiatewandwmanagewf
orwresolutionwofwissueswandwconcerns.wThiswsituationwhaswfailedwawsecondwnegotiationwsession,we
levationwtowawmanagerwwithwadditionalwtrainingwtowfacilitatewconflictwresolutionwiswimportantwat
wthiswpoint.
TOP:w AONEwcompetency:wCommunicationwandwRelationship-Building
5. ThewmanagerwofwawsurgicalwareawhaswawvisionwforwthewfuturewthatwrequireswthewadditionwofwRN
wassistantsworwunlicensedwpersonswtowfeed,wbathe,wandwambulatewpatients.wThewRNswonwthews
taffwhavewalwayswpracticedwinwaUwprNimaRrywnIursiGng-O
wSwNwT
B
de.liC
veryMsystemwandwarewverywresistantwtowthiswidea.
Whatwwouldwbewthewbestwinitialwstrategywforwimplementationwofwthiswchange?
a. ExploringwthewvalueswandwfeelingswofwthewRNwgroupwinwrelationshipwtowthiswchange
b. LeavingwthewRNswalonewforwawtimewsowtheywcanwthinkwaboutwthewchangewbeforew
itwiswimplemented
c. Droppingwthewideawandwtryingwforwthewchangewinwawyearworwsowwhenwsomewof
thewpresentwRNswhavewretired
w
d. HiringwthewassistantswandwallowingwthewRNswtowseewwhatwgoodwadditionswtheyware
ANS:w A
Influencingwotherswrequireswemotionalwintelligencewinwdomainswsuchwaswempathy,whandlingwrel
ationships,wdeepeningwself-
awarenesswinwselfwandwothers,wmotivatingwothers,wandwmanagingwemotions.wMotivatingwotherswr
ecognizeswthatwvalueswarewpowerfulwforceswthatwinfluencewacceptancewofwchange.wLeavingwthew
RNswalonewforwawperiodwofwtimewbeforewimplementationwdoeswnotwprovidewopportunitywtowexplor
ewdifferentwperspectiveswandwvalues.wAvoidingwdiscussionwuntilwthewteamwchangeswmaywnotwpro
motewadoptionwofwthewchangewuntilwtherewiswopportunitywtowexplorewperspectiveswandwvalueswrel
atedwtowthewchange.wHiringwofwthewassistantswdemonstrateswlackwofwempathywforwthewperspective
swofwthewRNwstaff.
, LeadingwandwManagingwinwNursingw7thwEditionwYoder-
lOMoAR cPSD| 11881637
WisewTestwBank
TOP:w AONEwcompetency:wKnowledgewofwthewHealthwCarewEnvironment
NURSINGTB.COM
DowD
nloow
adnelodad
be
y:dLbeyc:tm
heaarcduesn1|w6m|ahrceuasdkeenn1y6a@
ttag1m@
agil.m
coam
il.com
