Page 1 of 64
“CLINICAL MANAGEMENT NURSING EXAM “
NEWEST UPDATED EXAM 2025 – 2026
SOLVED QUESTIONS & ANSWERS
VERIFIED 100% GRADED A+ (LATEST
VERSION)
Clinical Management Exam
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 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.
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.
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
, Page 2 of 64
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 Maslows need hierarchy theory, what would be the best
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 wifes treatment.
c. Sympathize with the nurses 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 wifes treatments.
D
Placing the nurse on unpaid leave may threaten the nurses 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 wifes needs meets the needs of the
staff and of patients while satisfying the nurses need for affiliation.
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 managers 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.
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.
4. At a second negotiation session, the unit manager and staff nurse are
unable to reach a resolution. It would now be best to:
a. Arrange another meeting in a weeks time so as to allow a cooling-off period.
b. Turn the dispute over to the director of nursing.
, Page 3 of 64
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit managers actions and end the dispute.
B
According to the principles outlined by Ury, Brett, and Goldberg, a cooling-off period
is recommended if resolution fails.
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
nursingdelivery system and are very resistant to this idea. The 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.
A
Influencing others requires emotional intelligence in domains such as empathy,
handling relationships, deepening self-awareness in self and others, motivating
others, and managing emotions. Motivating others recognizes that values are
powerful forces that influence acceptance of change. Leaving the RNs alone for a
period of time before implementation does not provide opportunity to explore
different perspectives and values. Avoiding discussion until the team changes may
not promote adoption of the change until there is opportunity to explore perspectives
and values related to the change. Hiring of the assistants demonstrates lack of
empathy for the perspectives of the RN staff.
6. As the RN charge nurse on the night shift in a small long-term care facility,
youve found that there is little turnover among your LPN and nursing assistant
(NA) staff members, but they are not very motivated to go beyond their job
descriptions in their work. Which of the following strategies might motivate the
staff and lead to greater job satisfaction?
, Page 4 of 64
a. Ask the director of nursing to offer higher wages and bonuses for extra
work for the night LPNs and NAs.
b. Allow the LPNs and NAs greater decision-making power within the scope of
their positions in the institution.
c. Hire additional staff so that there are more staff available for enhanced care
and individual workloads are lessened.
d. Ask the director of nursing to increase job security for night staff by having
them sign contracts that guarantee work.
B
Hygiene factors such as salary, working conditions, and security are consistent with
Herzbergs two-factor theory of motivation; meeting these needs avoids job
dissatisfaction. Motivator factors such as recognition and satisfaction with work
promote a satisfying and enriched work environment. Transformational leaders use
motivator factors liberally to inspire work performance and increase job satisfaction.
7. As the nurse manager who wants to increase motivation by providing
motivating factors, which action would you select?
a. Collaborate with the human resource/personnel department to develop on-
site daycare services.
b. Provide a hierarchical organizational structure.
c. Implement a model of shared governance.
d. Promote the development of a flexible benefits package.
C
Complexity theory suggests that systems interact and adapt and that decision
making occurs throughout 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. This principle is the foundation of shared governance.
8. A charge nurse on a busy 40-bed medical/surgical unit is approached by a
family member who begins to complain loudly about the quality of care his
mother is receiving. His behavior is so disruptive that it is overheard by staff,
physicians, and other visitors. The family member rejects any attempt to
intervene therapeutically to resolve the issue. He leaves the unit abruptly, and
the nurse is left feeling frustrated. Which behavior by the charge nurse best
illustrates refined leadership skills in an emotionally intelligent practitioner?
“CLINICAL MANAGEMENT NURSING EXAM “
NEWEST UPDATED EXAM 2025 – 2026
SOLVED QUESTIONS & ANSWERS
VERIFIED 100% GRADED A+ (LATEST
VERSION)
Clinical Management Exam
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 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.
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.
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
, Page 2 of 64
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 Maslows need hierarchy theory, what would be the best
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 wifes treatment.
c. Sympathize with the nurses 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 wifes treatments.
D
Placing the nurse on unpaid leave may threaten the nurses 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 wifes needs meets the needs of the
staff and of patients while satisfying the nurses need for affiliation.
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 managers 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.
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.
4. At a second negotiation session, the unit manager and staff nurse are
unable to reach a resolution. It would now be best to:
a. Arrange another meeting in a weeks time so as to allow a cooling-off period.
b. Turn the dispute over to the director of nursing.
, Page 3 of 64
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit managers actions and end the dispute.
B
According to the principles outlined by Ury, Brett, and Goldberg, a cooling-off period
is recommended if resolution fails.
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
nursingdelivery system and are very resistant to this idea. The 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.
A
Influencing others requires emotional intelligence in domains such as empathy,
handling relationships, deepening self-awareness in self and others, motivating
others, and managing emotions. Motivating others recognizes that values are
powerful forces that influence acceptance of change. Leaving the RNs alone for a
period of time before implementation does not provide opportunity to explore
different perspectives and values. Avoiding discussion until the team changes may
not promote adoption of the change until there is opportunity to explore perspectives
and values related to the change. Hiring of the assistants demonstrates lack of
empathy for the perspectives of the RN staff.
6. As the RN charge nurse on the night shift in a small long-term care facility,
youve found that there is little turnover among your LPN and nursing assistant
(NA) staff members, but they are not very motivated to go beyond their job
descriptions in their work. Which of the following strategies might motivate the
staff and lead to greater job satisfaction?
, Page 4 of 64
a. Ask the director of nursing to offer higher wages and bonuses for extra
work for the night LPNs and NAs.
b. Allow the LPNs and NAs greater decision-making power within the scope of
their positions in the institution.
c. Hire additional staff so that there are more staff available for enhanced care
and individual workloads are lessened.
d. Ask the director of nursing to increase job security for night staff by having
them sign contracts that guarantee work.
B
Hygiene factors such as salary, working conditions, and security are consistent with
Herzbergs two-factor theory of motivation; meeting these needs avoids job
dissatisfaction. Motivator factors such as recognition and satisfaction with work
promote a satisfying and enriched work environment. Transformational leaders use
motivator factors liberally to inspire work performance and increase job satisfaction.
7. As the nurse manager who wants to increase motivation by providing
motivating factors, which action would you select?
a. Collaborate with the human resource/personnel department to develop on-
site daycare services.
b. Provide a hierarchical organizational structure.
c. Implement a model of shared governance.
d. Promote the development of a flexible benefits package.
C
Complexity theory suggests that systems interact and adapt and that decision
making occurs throughout 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. This principle is the foundation of shared governance.
8. A charge nurse on a busy 40-bed medical/surgical unit is approached by a
family member who begins to complain loudly about the quality of care his
mother is receiving. His behavior is so disruptive that it is overheard by staff,
physicians, and other visitors. The family member rejects any attempt to
intervene therapeutically to resolve the issue. He leaves the unit abruptly, and
the nurse is left feeling frustrated. Which behavior by the charge nurse best
illustrates refined leadership skills in an emotionally intelligent practitioner?
