Leading and Managing in Nursing, 8th Edition. By Patricia S. Yoder-Wise All Chapters 1 to 30. Test Bank

Full Test Bank
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Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise,
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Susan Sportsman
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,Chapter 01: Leading, Managing, and Following s s s s s




Yoder-Wise:Leading andManaging inNursing, 8thEdition s s s s s s s




MULTIPLE CHOICE v




1. ARNmanagerofa20- s s s s



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


c. Focusthe assessment ontheunit, and omit the hospitaland communityenvironment. s s s s s s s v


d. Hirea geriatricspecialist tooverseeand controltheproject. s v s s s s s s




CORRECT ANS:B s s



Feedback: Complexitytheorysuggests that systems interact and adapt and that decision maki ng occurs
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throughoutthesystems,asopposedtobeingheldi nahierarchy. Incomplexitytheory
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,everyvoice counts, and therefore, all levels of staff would beinvolved in decision making.
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REF:Page 8 s s TOP:AONE competency: Communication and Relationship-Building
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2. Aunit manager of a 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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for breastcancer.Accordingto Maslow‘s need hierarchytheory, what would bethebest
approachtosatisfyingth e
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needs of this RN, other staff, and clients?
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a. Lineup agencyRNswho canbecalled into workonshort notice. s s s s s s s s s s s s s




b. PlacetheRNonunpaidleavefortheremainder ofhiswife‘streatment. s s s s s s s s s s s




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



s frequently in the future. s s s



d. Work withthe RN,staffing office,andotherRNsto arrangehisscheduleddaysoff aroun d
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s his wife‘s treatments. s s




CORRECT ANS:D s s




Feedback: PlacingtheRNonunpaid leavemaythreatenthe RN‘s capacityto meet physiologic n s s s s s s s s s s s



eedsanddemotivatetheRN.Unsatisfactorycoverageofshiftsonshortnoticecouldaffectclient care
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and threaten the needs of staff to feel competent. Arranging the schedule around the wife‘s needs
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meets the needs ofthe staff and of clients while satisfying the RN‘s need for affiliation.
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REF:Page 10 s s 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. Sendthetwo disputantsawayto reachtheir ownresolution.
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b. InvolveanotherstaffRNinthediscussionsoastoclarifyissues. s s s s s s s s s s s



c. Ask eachpartyto examineherownmotivesand issuesintheconflict.
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d. Continuetolistenasthepartiesrepeattheir thoughtsandfeelingsabouttheconflict. s s s s s s s s s s s s




CORRECT ANS:C s s




Feedback: Ury, Brett, and Goldberg outline steps to restoring unity, the first ofwhich is to ad
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dress the interests and involvement of participants in the conflict by examining the real issues of
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all parties.
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REF:Page 16 s s TOP: AONE competency: Communication and Relationship-Building
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4. Atasecondnegotiationsession,theunitmanagerandstaffRNare unabletoreacharesolution.Itwo uld
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s now be best to: s s s



a. Arrangeanothermeeting inaweek‘stimesoastoallowa cooling-offperiod. s s v s s s s s s s v s



b. Turnthedisputeovertothedirectorofnursing. s s s s s s s s



c. Insist that participants continueto talk untila resolutionhas been reached.
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d. Back theunit manager‘s actions and end thedispute.
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CORRECT ANS:B s s




Feedback:Accordingtothe principlesoutlined byUry,Brett,andGoldberg,a―cooling- off‖
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period is recommended if resolution fails.
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REF:Page 16 s s TOP:AONE competency: Communication and Relationship-Building
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5. Themanagerofasurgical areahasavisionforthefuturethatrequirestheadditionofRNassista ntsor
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unlicensed persons tofeed,bathe,andwalk clients.TheRNson thestaffhave alwayspra cticed in a
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primarynursing–
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deliverysystemand areveryresistant tothisidea.The best initial strategyin thissituation would include: s s s s s s v s s s s s s s




a. Exploringthe values and feelings oftheRN group inrelationship to this change. s s s v s s s s s s s s s



b. Leaving theRNsaloneforatimesotheycanthinkaboutthechangebeforeitisim v s s s s s s s s s s s s s s s



plemented. s



c. DroppingtheideaandtryingforthechangeinayearorsowhensomeofthepresentRNshav e s s s s s s s s s s s s s s s s s s s s



retired. s



d. Hiring the assistants and allowing the RNsto seewhat good additions theyare.
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, CORRECT ANS:A s s




Feedback: Influencing others requires emotional intelligence in domains such as empathy, hand
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ling 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 |Page 15 s v s s s



TOP:AONEcompetency: Knowledge of theHealthCareEnvironment
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6. AstheRN charge RN onthenight shift inasmall long-
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term care facility, you‘ve found that there is little turnover among your LPN and nursing assistant
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(NA) staff members, but theyare not very motivated to go beyond their job descriptions in their w ork.
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Which of the following strategies might motivate the staff and lead to greater job satisfaction
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?
a. Ask thedirectorofnursing to offerhigherwagesand bonusesforextraworkforthenight LP Ns
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and NAs. s s



b. AllowtheLPNsand NAs greaterdecision- s s s s s s



makingpowerwithinthescopeoftheir positionsin theinstitution. s s s s s s s s s



c. Hireadditionalstaffsothattherearemorestaffavailableforenhanced careandindividualw
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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 s s



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 |Page 10 s v s s s



TOP:AONE competency: Communication and Relationship-Building
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7. AstheRNmanagerwho wantstoincreasemotivationbyprovidingmotivatingfactors,which acti on
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would you select?
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a. Collaboratewiththehumanresource/personneldepartmenttodevelopon- s s s s s s s s



site daycare services.
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b. Provide a hierarchical organizational structure. s v s s



c. Implement amodelofshared governance. s s s s




d. Promotethedevelopment ofa flexiblebenefitspackage. s s s s s s