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  • LEADING AND MANAGING IN NURSING
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Test Bank For Leading And Managing In Nursing 7Th Edition By Yoder Wise (Chapters 1-30) Upgraded A+.

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Test Bank for Leading and Managing in Nursing 7th Edition by Yoder Wise ( chapters 1-30) complete. Chapter 01: Leading, Managing, and Following Yoder-Wise: Leading and Managing in Nursing, 7th Edition 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 trefor breast cancer. According to Maslow’s need hierarchy theory, what would be the best NURSINGTB.COM atment 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 affect patient 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 S - The Marketplace to Buy and Sell your Study Material 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 actions unfair, 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 the conflict. 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 reach a 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 resolution of issues and concerns. This situation has failed a second negotiation session, elevation to a manager with additional training to facilitate conflict resolution is important at this point. TOP: AONE competency: Communication and Relationship-Building 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 ambulate patients. The RNs on the staff have always practiced in a primary nursingWhat would be the best initial strategy for implementation of this change? NURSINGT-Bdelivery system and are very resistant to this idea. .COM 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 ANS: A

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TEST BANK FOR LEADING AND MANAGING IN
NURSING 7TH EDITION BY YODER WISE
(CHAPTERS 1-30) UPGRADED A+.

,
,Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
q q q q q q q

Chapter 01: Leading, Managing, and Following
q q q q q




MULTIPLEqCHOICE

1. Aqnurseqmanagerqofqaq20-
bedqmedicalqunitqfindsqthatq80%qofqtheqpatientsqareqolderqadults.qSheqisqaskedqtoqasse
ssqandqadaptqthequnitqtoqbetterqmeetqthequniqueqneedsqofqtheqolderqadultqpatient.qUsin
gqcomplexityqprinciples,qwhatqwouldqbeqtheqbestqapproachqtoqtakeqforqimplementati
onqofqthisqchange?
a. Leverageqtheqhierarchicalqmanagementqpositionqtoqgetqunitqstaffqinvolvedqinq
assessmentqandqplanning.
b. Engageqinvolvedqstaffqatqallqlevelsqinqtheqdecision-makingqprocess.
c. Focusqtheqassessmentqonqthequnitqandqomitqtheqhospitalqandqcommunityqenvironment.
d. Hireqaqgeriatricqspecialistqtoqoverseeqandqcontrolqtheqproject.


ANS:qB
Complexityqtheoryqsuggestsqthatqsystemsqinteractqandqadaptqandqthatqdecisionqmakingqoccursqt
hroughoutqtheqsystems,qasqopposedqtoqbeingqheldqinqaqhierarchy.qInqcomplexityqtheory,qeveryqv
oiceqcounts,qandqtherefore,qallqlevelsqofqstaffqwouldqbeqinvolvedqinqdecisionqmaking.

TOP:qAONEqcompetency:qCommunicationqandqRelationship-Building

2. Aqunitqmanagerqofqaq25-
bedqmedical/surgicalqareaqreceivesqaqphoneqcallqfromqaqnurseqwhoqhasqcalledqinqsickqfiv
eqtimesqinqtheqpastqmonth.qHeqtellsqtheqmanagerqthatqheqveryqmuchqwantsqto
comeqtoqworkqwhenqscheduledqbutqmustqoftenqcareqforqhisqwife,qwhoqisqundergoingqtreforqbreastq

cancer.qAccordingqtoqMaslow‘sqneedqhierarchyqtheory,qwhatqwouldqbeqtheqbest

NURSINGTB.COMatment approach to satisfying the needs of this nurse, other staff,
q q q q q q q q q q q



andqpatients?
a. Linequpqagencyqnursesqwhoqcanqbeqcalledqinqtoqworkqonqshortqnotice.
b. Placeqtheqnurseqonqunpaidqleaveqforqtheqremainderqofqhisqwife‘sqtreatment.
c. Sympathizeqwithqtheqnurse‘sqdilemmaqandqletqtheqchargeqnurseqknowqthatqthisqnurseq
mayqbeqcallingqinqfrequentlyqinqtheqfuture.
d. Workqwithqtheqnurse,qstaffingqoffice,qandqotherqnursesqtoqarrangeqhisqscheduledqdaysqoffqa
roundqhisqwife‘sqtreatments.


ANS:qD
Placingqtheqnurseqonqunpaidqleaveqmayqthreatenqtheqnurse‘sqcapacityqtoqmeetqphysiologicqneedsq
andqdemotivateqtheqnurse.qUnsatisfactoryqcoverageqofqshiftsqonqshortqnoticeqcouldqaffectqpatientq
careqandqthreatenqtheqneedsqofqstaffqtoqfeelqcompetent.qArrangingqtheqscheduleqaroundqtheqwife‘
sqneedsqmeetsqtheqneedsqofqtheqstaffqandqofqpatientsqwhileqsatisfyingqtheqnurse‘sqneedqforqaffiliat
ion.

TOP:qAONEqcompetency:qCommunicationqandqRelationship-Building



NURSINGTB.COM

, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
Stuvia.comq-qTheqMarketplaceqtoqBuyqandqSellqyourqStudyqMaterial
3. Aqgrievanceqbroughtqbyqaqstaffqnurseqagainstqthequnitqmanagerqrequiresqmediation.qAtqt
heqfirstqmediationqsession,qtheqstaffqnurseqrepeatedlyqcallsqthequnitqmanager‘sqactionsqu
nfair,qandqthequnitqmanagerqcontinuesqtoqreiterateqtheqreasonsqforqtheqactions.qWhatqwo
uldqbeqtheqbestqcourseqofqactionqatqthisqtime?
a. Sendqtheqtwoqdisputantsqawayqtoqreachqtheirqownqresolution.
b. Involveqanotherqstaffqnurseqinqtheqdiscussionqforqclarityqissues.
c. Askqeachqpartyqtoqexamineqtheirqownqmotivesqandqissuesqinqtheqconflict.
d. Continueqtoqlistenqasqtheqpartiesqrepeatqtheirqthoughtsqandqfeelingsqaboutqtheqconflict.


ANS:qC
Forqresolutionqofqconflict,qoneqshouldqaddressqtheqinterestsqandqinvolvementqofqparticipantsqinqth
eqconflictqbyqexaminingqtheqrealqissuesqofqallqparties.

TOP:qAONEqcompetency:qCommunicationqandqRelationship-Building

4. Atqaqsecondqnegotiationqsession,qthequnitqmanagerqandqstaffqnurseqarequnableqtoqreachqa
qresolution.qWhatqisqtheqappropriateqnextqstep?

a. Arrangeqanotherqmeetingqinqaqweek‘sqtimeqsoqasqtoqallowqaqcooling-offqperiod.
b. Elevateqtheqnextqnegationqsessionqtoqtheqnextqmanager,qoneqlevelqabove.
c. Insistqthatqparticipantsqcontinueqtoqtalkquntilqaqresolutionqhasqbeenqreached.
d. Backqthequnitqmanager‘sqactionsqandqendqtheqdispute.


ANS:qB
Partqofqleadershipqisqunderstandingqconflictqresolutionqandqabilityqtoqnegotiateqandqmanageqforqr
esolutionqofqissuesqandqconcerns.qThisqsituationqhasqfailedqaqsecondqnegotiationqsession,qelevati
onqtoqaqmanagerqwithqadditionalqtrainingqtoqfacilitateqconflictqresolutionqisqimportantqatqthisqpoi
nt.

TOP:qAONEqcompetency:qCommunicationqandqRelationship-Building

5. Theqmanagerqofqaqsurgicalqareaqhasqaqvisionqforqtheqfutureqthatqrequiresqtheqadditionqo
fqRNqassistantsqorqunlicensedqpersonsqtoqfeed,qbathe,qandqambulateqpatients.qTheqRN
sqonqtheqstaff
haveqalwaysqpracticedqinqaqprimaryqnursingWhatqwouldqbeqtheqbestqinitialqstrategyqforqimpleme
ntationqofqthisqchange?qNURSINGT-
Bdelivery system and are very resistant to this idea. .COM
q q q q q q q q q



a. ExploringqtheqvaluesqandqfeelingsqofqtheqRNqgroupqinqrelationshipqtoqthisqchange
b. LeavingqtheqRNsqaloneqforqaqtimeqsoqtheyqcanqthinkqaboutqtheqchangeqbeforeqitqisqi
mplemented
c. DroppingqtheqideaqandqtryingqforqtheqchangeqinqaqyearqorqsoqwhenqsomeqofqtheqpresentqRNsqh
aveqretired
d. HiringqtheqassistantsqandqallowingqtheqRNsqtoqseeqwhatqgoodqadditionsqtheyqare


ANS:qA




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Patricia S. Yoder-Wise Leading and Managing in Nursing
Publisher: 2018 ISBN: 9780323449137 Edition: Unknown

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