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Chapter 21: Managing Personal and Personnel Problems Chapter 22: Role Transition Chapter 23: Managing Your Career Chapter 24: Developing Leaders, Managers, and Followers Chapter 25: Thriving for the Future

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CHAPTER 24: DEVELOPING LEADERS, MANAGERS, AND FOLLOWERS {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)
CHAPTER 25: THRIVING FOR THE FUTURE {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)
CHAPTER 21: MANAGING PERSONAL AND PERSONNEL PROBLEMS {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)
CHAPTER 22: ROLE TRANSITION {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)
CHAPTER 23: MANAGING YOUR CAREER {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)

CHAPTER 23: MANAGING YOUR CAREER {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. You are offered an opportunity to take a temporary leave from your position as a nurse manager to lead a technology implementation project. Which of the following reasons for accepting the opportunity is most consistent with developing a solid career path? a. You are pressured to do so by your supervisor. b. The organization has no other suitable candidate for the position. c. You have limited knowledge of information technology and no real interest, but this will increa...

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CHAPTER 22: ROLE TRANSITION {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. A strategy that may help to make transition to a new management role and to respond to relationships and situations in the new position is: a. avoiding discussion of personal beliefs with staff until ready to do so. b. finding a network of clinicians with interests similar to their own. c. researching clinical literature to maintain clinical assessment skills for the unit. d. recognizing a strong commitment to care in the management process ANS: D During the trans...

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CHAPTER 21: MANAGING PERSONAL AND PERSONNEL PROBLEMS {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. The unit manager on 4E is concerned about the performance of Jean, a staff nurse. She is not involved directly with Jean, so she has not been able to determine whether the problem is one of motivation, ability, or both. If Jean lacks ability, which of the following strategies might the head nurse use? a. Dismiss or transfer Jean. b. Document all problem areas and then discuss them with Jean. c. Develop appropriate solutions and make recommendations to human resources. d...

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CHAPTER 25: THRIVING FOR THE FUTURE {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. Which of the following strategies is most important in developing a strong vision? a. Seeking out evidence to support trends and out-of-the-box thinking b. Spending time with others with whom we discuss ideas c. Setting up focus groups to provide information on current realities d. Being honest and open about what we think for the future ANS: D Regardless of how we go about developing our vision (gathering evidence, testing ideas with others), honesty and openness...

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CHAPTER 24: DEVELOPING LEADERS, MANAGERS, AND FOLLOWERS {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. Which of the following is not important in a positive work environment, as defined by the AONE? a. Clear, open, trustful communication b. Accountability and clarity of roles and responsibilities c. Participatory decision making d. Challenge and striving for excellence ANS: D Clear and open communication, accountability and clarity of roles, and participatory decision making are considered by the AONE to be important to a healthy environment. Challenge and excellen...

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Test Bank for Leading and Managing in Nursing 8th Edition by Patricia S. Yoder-Wise; Susan Sportsman /Chapter 16-20/

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Chapter 16: Building Effective Teams Chapter 17: The Impact of Technology Chapter 18: Artificial Intelligence Chapter 19: Managing Costs and Budgets Chapter 20: Selecting, Developing, and Evaluating Staff

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CHAPTER 18: ARTIFICIAL INTELLIGENCE {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)
CHAPTER 19: MANAGING COSTS AND BUDGETS {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)
CHAPTER 20: SELECTING, DEVELOPING, AND EVALUATING STAFF {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)
CHAPTER 16: BUILDING EFFECTIVE TEAMS {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)
CHAPTER 17: THE IMPACT OF TECHNOLOGY {Yoder-Wise: Leading and Managing in Nursing, 8th Edition} • Tentamen (uitwerkingen)

CHAPTER 17: THE IMPACT OF TECHNOLOGY {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. As the head nurse involved in leading determination of which patient surveillance systems to acquire for your unit, one of your aims is to avoid adverse events through the implementation of appropriate technology. This particular aim recognizes that: a. human error is significant in contributing to adverse events. b. documentation of patient data is often illegible and therefore, misinterpreted. c. data systems provide backup documentation with adverse events that staff ...

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CHAPTER 16: BUILDING EFFECTIVE TEAMS {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. Sally (RN) and Melissa (RN) have shared an ongoing conflict since the first day that Melissa worked on the unit. Sally has confided to another colleague that she doesn’t even know why the conflict started or what it was about. This is an example of: a. how expectations and objectives need to be made clear in team situations. b. the need to encourage open discussion of disagreements in opinions. c. the importance of involving all staff in discussions in group settings. ...

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CHAPTER 20: SELECTING, DEVELOPING, AND EVALUATING STAFF {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. A nurse manager in the ICU works with his staff to develop an appraisal instrument that includes quantitative data and respects standards for an RN working on that unit. This type of appraisal is a: a. rating scale. b. collaboratively based appraisal system. c. narrative instrument. d. behaviorally anchored rating scale. ANS: D Behaviorally anchored rating scales (BARSs) describe performance quantitatively and qualitatively. TOP: AONE competency: Business Skill...

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