YODER-WISE COMPLETE TESTBANK FOR
LEADING AND MANAGING 8TH EDITION/ ALL
VERIFIED CHAPTERS.
1
, Table of Content
CHAPTER 1…………………………………...Leading, Managing, and Following in Complex Health Systems.
CHAPTER 2 …………………………………………Clinical Safety: The Core of Leading, Managing and Following.
CHAPTER 3…………………………………………………………………………………………..Legal and Ethical Issues.
CHAPTER 4……………………………………..………………………...Cultural Diversity and Inclusion in Heath Care.
CHAPTER 5 ………………………………….………….Gaining Personal Insight: The Beginning of Being a Leader.
CHAPTER 6 ………………………………………………………………………………….Being an Effective Follower.
CHAPTER 7……………………………………………………………………………………………………Self-Management.
CHAPTER 9…………………………………………………..……………………………….Power, Politics, and Influence.
CHAPTER 10 ……………………………………………………………………………………………Health Organizations.
CHAPTER 11………………………………………………………………………………..Organizational Structures.
CHAPTER 12 ……………………………………………………..……………….………………………Care Delivery
Strategies.
CHAPTER 13 ………………………………………………………………………………………Staffing and Scheduling.
CHAPTER 14 …………………………….Worforce Engagement through Collective Action and Governance.
CHAPTER 15 …………………………………………………………………….Making Decisions and Solving Problems.
CHAPTER 16 ……………………………………………………………………The Impact of Technology.
CHAPTER 17……………………….Delegating: Authority, Acountability, Responsibility in Delegation Decisions
CHAPTER 18 ……………………………………………………………………………………………..…….Leading Change.
CHAPTER 19 ………………………………………………………………………………………………..…Building Effective
teams.
CHAPTER 20…………………………………………………………………………………….…..Managing Costs and
Budgets.
CHAPTER 21 …………………………………………………………………….Selecting, Developing, and Evaluating staff.
CHAPTER 22 ………………………………………………………………………..Person-Centered Care.
CHAPTER 23 ……………………………………………………………………..….. Managing Quality and Risk.
CHAPTER 24 …………………………………………………………………………..Translating Research into Practice.
CHAPTER 25 …………………………………………………………....Managing Personal/ Personnel Problems.
CHAPTER 26 ………………………………………………………………..…..Role Transition.
m
,CHAPTER 27 ……………………………………………………………………………………..…managing your Career.
CHAPTER 28…………………………………………………………………………..…Developing the Role of Leader.
CHAPTER 29………………………………………………………………………….Developing the Role of a Manager.
CHAPTER 30 …………………………………………………………………………The Strategic Planning Process.
CHAPTER 31 …………………………………………………………………………………….Thriving for the Future.
Chapter 1:
Leading, Managing and following in Complex Health Systems.
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 for
implementation of 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.
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
voice counts, and therefore, all levels of staff would be involved in decision making.
TOP: AONE competency: Communication and Relationship-Building
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 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
3
, 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 wife’s treatment.
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.
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
affectpatient 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.
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
actionsunfair, and the unit manager continues to reiterate the reasons for the
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 for clarity issues.
c. Ask each party to examine their own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about
theconflict.
ANS: C
For resolution of conflict, one should address the interests and involvement of participants in
the conflict by examining the real issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
4. At a second negotiation session, the unit manager and staff nurse are unable to
reacha resolution. What is the appropriate next step?
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
b. Elevate the next negation session to the next manager, one level above.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit manager’s actions and end the dispute.
ANS: B
Part of leadership is understanding conflict resolution and ability to negotiate and manage for
m
LEADING AND MANAGING 8TH EDITION/ ALL
VERIFIED CHAPTERS.
1
, Table of Content
CHAPTER 1…………………………………...Leading, Managing, and Following in Complex Health Systems.
CHAPTER 2 …………………………………………Clinical Safety: The Core of Leading, Managing and Following.
CHAPTER 3…………………………………………………………………………………………..Legal and Ethical Issues.
CHAPTER 4……………………………………..………………………...Cultural Diversity and Inclusion in Heath Care.
CHAPTER 5 ………………………………….………….Gaining Personal Insight: The Beginning of Being a Leader.
CHAPTER 6 ………………………………………………………………………………….Being an Effective Follower.
CHAPTER 7……………………………………………………………………………………………………Self-Management.
CHAPTER 9…………………………………………………..……………………………….Power, Politics, and Influence.
CHAPTER 10 ……………………………………………………………………………………………Health Organizations.
CHAPTER 11………………………………………………………………………………..Organizational Structures.
CHAPTER 12 ……………………………………………………..……………….………………………Care Delivery
Strategies.
CHAPTER 13 ………………………………………………………………………………………Staffing and Scheduling.
CHAPTER 14 …………………………….Worforce Engagement through Collective Action and Governance.
CHAPTER 15 …………………………………………………………………….Making Decisions and Solving Problems.
CHAPTER 16 ……………………………………………………………………The Impact of Technology.
CHAPTER 17……………………….Delegating: Authority, Acountability, Responsibility in Delegation Decisions
CHAPTER 18 ……………………………………………………………………………………………..…….Leading Change.
CHAPTER 19 ………………………………………………………………………………………………..…Building Effective
teams.
CHAPTER 20…………………………………………………………………………………….…..Managing Costs and
Budgets.
CHAPTER 21 …………………………………………………………………….Selecting, Developing, and Evaluating staff.
CHAPTER 22 ………………………………………………………………………..Person-Centered Care.
CHAPTER 23 ……………………………………………………………………..….. Managing Quality and Risk.
CHAPTER 24 …………………………………………………………………………..Translating Research into Practice.
CHAPTER 25 …………………………………………………………....Managing Personal/ Personnel Problems.
CHAPTER 26 ………………………………………………………………..…..Role Transition.
m
,CHAPTER 27 ……………………………………………………………………………………..…managing your Career.
CHAPTER 28…………………………………………………………………………..…Developing the Role of Leader.
CHAPTER 29………………………………………………………………………….Developing the Role of a Manager.
CHAPTER 30 …………………………………………………………………………The Strategic Planning Process.
CHAPTER 31 …………………………………………………………………………………….Thriving for the Future.
Chapter 1:
Leading, Managing and following in Complex Health Systems.
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 for
implementation of 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.
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
voice counts, and therefore, all levels of staff would be involved in decision making.
TOP: AONE competency: Communication and Relationship-Building
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 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
3
, 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 wife’s treatment.
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.
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
affectpatient 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.
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
actionsunfair, and the unit manager continues to reiterate the reasons for the
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 for clarity issues.
c. Ask each party to examine their own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings about
theconflict.
ANS: C
For resolution of conflict, one should address the interests and involvement of participants in
the conflict by examining the real issues of all parties.
TOP: AONE competency: Communication and Relationship-Building
4. At a second negotiation session, the unit manager and staff nurse are unable to
reacha resolution. What is the appropriate next step?
a. Arrange another meeting in a week’s time so as to allow a cooling-off period.
b. Elevate the next negation session to the next manager, one level above.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit manager’s actions and end the dispute.
ANS: B
Part of leadership is understanding conflict resolution and ability to negotiate and manage for
m
