GNUR 383 Exam 1 Questions with Correct Answers Already Passed
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. - Answers b. Engage involved staff at all
levels in the decision-making process.
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
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. - Answers d. Work with the nurse, staffing office, and other nurses to arrange his
scheduled days off around his wifes treatments.
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. - Answers c. Ask
each party to examine her own motives and issues in the conflict.
,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.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit managers actions and end the dispute. - Answers a. Arrange another meeting in a weeks
time so as to allow a cooling-off period.
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. - Answers a. Exploring
the values and feelings of the RN group in relationship to this change.
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?
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. - Answers b. Allow the LPNs and NAs greater decision-making power within the scope
of their positions in the institution.
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. - Answers c. Implement a model 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?
a. Reflect to gain insight into how the situation could be handled differently in the future.
b. Try to catch up with the angry family member to resolve the concern.
c. Discuss the concern with the patient after the family member has left.
d. Notify nursing administration of the situation. - Answers a. Reflect to gain insight into how the
situation could be handled differently in the future.
9. The chief nursing officer has asked the staff development coordinator to facilitate the development of
a clinical competency program for the facility. While making rounds on the units, the staff development
coordinator overhears RN staff complaining that they feel it is insulting to be required to participate in a
competency program. Which behavior by the staff development coordinator is most appropriate in this
situation?
a. Disregard staff concerns and continue with development of the program.
b. Inform the nurses that this program is a requirement for JCAHO accreditation.
c. Schedule a meeting with the chief nurse executive to apprise her of the situation.
d. Facilitate a meeting so nurses can articulate their values and concerns about a competency program. -
Answers d. Facilitate a meeting so nurses can articulate their values and concerns about a competency
program.
10. As the manager, you have been asked to implement an evidence-based approach to teach ostomy
patients self-management skills postoperatively that is being operationalized throughout your
organization. Which of the following illustrates effective leadership?
a. The training modules are left in the staff room for times when staff are available.
, b. The current approach is continued because it is also evidence-based and is more familiar to staff.
c. You decide to implement the approach at a later date because of feedback from the RNs that the new
approach takes too much time.
d. A RN who is already familiar with the new approach volunteers to take the lead in mentoring and
teaching others how to implement it. - Answers d. A RN who is already familiar with the new approach
volunteers to take the lead in mentoring and teaching others how to implement it.
11. You overhear a newly graduated RN telling one of your colleagues that leadership and management
belong to the unit manager and not to her. As a nursing colleague, you respond by demonstrating
understanding that the perception of the new graduate:
a. Is correct. Leadership is not the role of the staff nurse.
b. Would benefit from further understanding of her role as a professional, whose influence may affect
the decision making of patients, colleagues, and other professionals.
c. Has been influenced by nurse leaders and managers who leave for other positions.
d. Is related to the general perception that nurse leaders and managers are not satisfied in their jobs. -
Answers b. Would benefit from further understanding of her role as a professional, whose influence may
affect the decision making of patients, colleagues, and other professionals.
12. You walk into Mr. Smiths room and find him yelling at the LPN, Miss Jones. He is obviously very upset
and after you speak with him regarding his behavior, you determine that he has not slept for three
nights because of unrelieved pain levels. The LPN is very upset with Mr. Smith and calls him an ugly, old
man. You acknowledge her feelings and concerns and then suggest that Mr. Smiths behavior was
aggressive but is related to lack of sleep and to pain. You say to Miss Jones, Can you both, together with
Mr. Smith, determine triggers for the pain and effective approaches to controlling his pain? This
approach demonstrates:
a. Lack of empathy and understanding for Miss Jones.
b. Concern with placating Mr. Smith.
c. Leadership behavior.
d. Management behavior. - Answers c. Leadership behavior.
13. After assessing an older adult patient in long-term care who has been slowly deteriorating for weeks,
the nurse manager calls the family and asks them to come in, as the patient is dying. The nurse
managers decision and actions are based on:
a. An established clinical pathway.
b. Confirmatory scientific evidence.
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. - Answers b. Engage involved staff at all
levels in the decision-making process.
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
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. - Answers d. Work with the nurse, staffing office, and other nurses to arrange his
scheduled days off around his wifes treatments.
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. - Answers c. Ask
each party to examine her own motives and issues in the conflict.
,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.
c. Insist that participants continue to talk until a resolution has been reached.
d. Back the unit managers actions and end the dispute. - Answers a. Arrange another meeting in a weeks
time so as to allow a cooling-off period.
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. - Answers a. Exploring
the values and feelings of the RN group in relationship to this change.
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?
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. - Answers b. Allow the LPNs and NAs greater decision-making power within the scope
of their positions in the institution.
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. - Answers c. Implement a model 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?
a. Reflect to gain insight into how the situation could be handled differently in the future.
b. Try to catch up with the angry family member to resolve the concern.
c. Discuss the concern with the patient after the family member has left.
d. Notify nursing administration of the situation. - Answers a. Reflect to gain insight into how the
situation could be handled differently in the future.
9. The chief nursing officer has asked the staff development coordinator to facilitate the development of
a clinical competency program for the facility. While making rounds on the units, the staff development
coordinator overhears RN staff complaining that they feel it is insulting to be required to participate in a
competency program. Which behavior by the staff development coordinator is most appropriate in this
situation?
a. Disregard staff concerns and continue with development of the program.
b. Inform the nurses that this program is a requirement for JCAHO accreditation.
c. Schedule a meeting with the chief nurse executive to apprise her of the situation.
d. Facilitate a meeting so nurses can articulate their values and concerns about a competency program. -
Answers d. Facilitate a meeting so nurses can articulate their values and concerns about a competency
program.
10. As the manager, you have been asked to implement an evidence-based approach to teach ostomy
patients self-management skills postoperatively that is being operationalized throughout your
organization. Which of the following illustrates effective leadership?
a. The training modules are left in the staff room for times when staff are available.
, b. The current approach is continued because it is also evidence-based and is more familiar to staff.
c. You decide to implement the approach at a later date because of feedback from the RNs that the new
approach takes too much time.
d. A RN who is already familiar with the new approach volunteers to take the lead in mentoring and
teaching others how to implement it. - Answers d. A RN who is already familiar with the new approach
volunteers to take the lead in mentoring and teaching others how to implement it.
11. You overhear a newly graduated RN telling one of your colleagues that leadership and management
belong to the unit manager and not to her. As a nursing colleague, you respond by demonstrating
understanding that the perception of the new graduate:
a. Is correct. Leadership is not the role of the staff nurse.
b. Would benefit from further understanding of her role as a professional, whose influence may affect
the decision making of patients, colleagues, and other professionals.
c. Has been influenced by nurse leaders and managers who leave for other positions.
d. Is related to the general perception that nurse leaders and managers are not satisfied in their jobs. -
Answers b. Would benefit from further understanding of her role as a professional, whose influence may
affect the decision making of patients, colleagues, and other professionals.
12. You walk into Mr. Smiths room and find him yelling at the LPN, Miss Jones. He is obviously very upset
and after you speak with him regarding his behavior, you determine that he has not slept for three
nights because of unrelieved pain levels. The LPN is very upset with Mr. Smith and calls him an ugly, old
man. You acknowledge her feelings and concerns and then suggest that Mr. Smiths behavior was
aggressive but is related to lack of sleep and to pain. You say to Miss Jones, Can you both, together with
Mr. Smith, determine triggers for the pain and effective approaches to controlling his pain? This
approach demonstrates:
a. Lack of empathy and understanding for Miss Jones.
b. Concern with placating Mr. Smith.
c. Leadership behavior.
d. Management behavior. - Answers c. Leadership behavior.
13. After assessing an older adult patient in long-term care who has been slowly deteriorating for weeks,
the nurse manager calls the family and asks them to come in, as the patient is dying. The nurse
managers decision and actions are based on:
a. An established clinical pathway.
b. Confirmatory scientific evidence.
