lOMoARcPSD|118 816 37
Test iBank ifor iLeading iand iManaging iin iNursing i7th iEdition iby iYoder iWise(chapters i1-30) icomplete
Chapter 01: Leading, Managing, and Following
i i i i i
Yoder-Wise: Leading and Managing in Nursing, 7th Edition i i i i i i i
MULTIPLE
CHOICE
i
1. A nurse manager of a 20-bed medical unit finds that 80% of the
i i i i i i i i i i i i
i patients are older adults. Sheis asked to assess and adapt the unit to
i i i i i i i i i i i i i
i better meet the unique needs of the older adult patient.Using
i i i i i i i i i i
i complexity principles, what would be the best approach to take for
i i i i i i i i i i
i implementation of this change? i i i
a. Leverage the hierarchical management position to get i i i i i i
i unit staff involved inassessment and planning.
i i i i i i
b. Engage involved staff at all levels in the decision-making process.
i i i i i i i i i
c. Focus the assessment on the unit and omit the
i i i i i i i i
i hospital and communityenvironment. i i i
d. Hire a geriatric specialist to oversee and control the project.
i i i i i i i i i
ANS: B i
Complexity theory suggests that systems interact and adapt and that i i i i i i i i i
i decision making occursthroughout the systems, as opposed to being
i i i i i i i i i
i held in a hierarchy. In complexity theory, every voice counts, and
i i i i i i i i i i
i therefore, all levels of staff would be involved in decision making.
i i i i i i i i i i
TOP: AONE competency: Communication and Relationship-Building
i i i i i
Test Bank for Leading and Managing in Nursing 7th Edition by
i i i i i i i i i i
i Yoder Wise(chapters 1-30) complete i i i
, lOMoARcPSD|118 816 37
Test iBank ifor iLeading iand iManaging iin iNursing i7th iEdition iby iYoder iWise(chapters i1-30) icomplete
2. A unit manager of a 25-bed medical/surgical area receives a phone
i i i i i i i i i i
i call from a nurse whoNhas
R cIalled
i
G B.Cin sick
M five times in the past month. i i i i
i
i
i i i
i i
i
i i i i i i
i He tells the manager that he very much wants to come to work when
i i i i i i i i i i i i i
i scheduled but must often care for his wife, who is undergoing i i i i i i i i i i
i treatment
for breast cancer. According toUMaSslow
i N’s Tneed hiO
erarchy theory, what i i i i i i i
i would be the best i i i
approach to satisfying the needs of this nurse, other staff, and patients?
i i i i i i i i i i i
a. Line up agency nurses who can be called in to work on short notice.
i i i i i i i i i i i i i
b. Place the nurse on unpaid leave for the remainder of his wife’s
i i i i i i i i i i i
i treatment.
c. Sympathize with the nurse’s dilemma and let the charge nurse know i i i i i i i i i i
i that this nurse i i
may be calling in frequently in the future.
i i i i i i i
d. Work with the nurse, staffing office, and other nurses to arrange his
i i i i i i i i i i i
i scheduled
days off around his wife’s treatments. i i i i i
ANS: D i
Placing the nurse on unpaid leave may threaten the nurse’s capacity to
i i i i i i i i i i i
i meet physiologic needsand demotivate the nurse. Unsatisfactory
i i i i i i i
i coverage of shifts on short notice could affect patient care and i i i i i i i i i i
i threaten the needs of staff to feel competent. Arranging the schedule
i i i i i i i i i i
i around
the wife’s needs meets the needs of the staff and of patients while
i i i i i i i i i i i i
i satisfying the nurse’s need i i i
for affiliation. i
Test Bank for Leading and Managing in Nursing 7th Edition by
i i i i i i i i i i
i Yoder Wise(chapters 1-30) complete i i i
, lOMoARcPSD|118 816 37
Test iBank ifor iLeading iand iManaging iin iNursing i7th iEdition iby iYoder iWise(chapters i1-30) icomplete
TOP: AONE competency: Communication and Relationship-Building
i i i i i
3. A grievance brought by a staff nurse against the unit manager
i i i i i i i i i i
i requires mediation. At the firstmediation session, the staff nurse
i i i i i i i i i
i repeatedly calls the unit manager’s actions unfair, and the unit i i i i i i i i i
i manager continues to reiterate the reasons for the actions. What
i i i i i i i i i
i would be the best courseof action at this time?
i i i i i i i i i
a. Send the two disputants away to reach their own resolution.
i i i i i i i i i
b. Involve another staff nurse in the discussion for clarity issues.Ask each
i i i i i i i i i i
i party to examine their own motives and issues in the conflict.
i i i i i i i i i i
c. Continue to listen as the parties repeat their thoughts i i i i i i i i
i and feelings about theconflict.
i i i i
ANS: C i
For resolution of conflict, one should address the interests and
i i i i i i i i i
i involvement of participants inthe conflict by examining the real i i i i i i i i i
i issues of all parties. i i i
TOP: AONE competency: Communication and Relationship-Building
i i i i i
4. At a second negotiation session, the unit manager and staff
i i i i i i i i i
i nurse are unable to reach aresolution. What is the appropriate
i i i i i i i i i i
i next step? i
a. Arrange another meeting in a week’s time so as to allow a cooling-off
i i i i i i i i i i i i
period.
i
b. Elevate the next negation session to the next manager, one level above.
i i i i i i i i i i i
Test Bank for Leading and Managing in Nursing 7th Edition by
i i i i i i i i i i
i Yoder Wise(chapters 1-30) complete i i i
, lOMoARcPSD|118 816 37
Test iBank ifor iLeading iand iManaging iin iNursing i7th iEdition iby iYoder iWise(chapters i1-30) icomplete
c. Insist that participants continue to talk until a resolution has been
i i i i i i i i i i
i reached.
d. Back the unit manager’s actions and end the dispute.
i i i i i i i i
ANS: B i
Part of leadership is understanding conflict resolution and ability to
i i i i i i i i i
i negotiate and manage forresolution of issues and concerns. This
i i i i i i i i i
i situation has failed a second negotiation session, elevation to a
i i i i i i i i i
i manager with additional training to facilitate conflict resolution is
i i i i i i i i
i important at this point. i i i
TOP: AONE competency: Communication and Relationship-Building
i i i i i
5. The manager of a surgical area has a vision for the future that requires
i i i i i i i i i i i i i
i the addition of RN assistants
i
U S N or
T unlicensed
O persons to feed, bathe, and i i i
i i
i
i
i i i i i i
i ambulate patients. The RNs on the staff have always practiced in a
i i i i i i i i i i i
i prNimaRry nIursiGng-B
de.liC
veryMsystem and are very resistant to this idea.
i i i i i i i i
What would be the best initial strategy for implementation of this change?
i i i i i i i i i i i
a. Exploring the values and feelings of the RN group in relationship to i i i i i i i i i i i
i this change i
b. Leaving the RNs alone for a time so they can think abouti i i i i i i i i i i
i the change before it isimplemented
i i i i i
c. Dropping the idea and trying for the change in a year or i i i i i i i i i i i
i so when some of thepresent RNs have retired
i i i i i i i i
d. Hiring the assistants and allowing the RNs to see what good additions
i i i i i i i i i i i
i they are i
ANS: A i
Test Bank for Leading and Managing in Nursing 7th Edition by
i i i i i i i i i i
i Yoder Wise(chapters 1-30) complete i i i
Test iBank ifor iLeading iand iManaging iin iNursing i7th iEdition iby iYoder iWise(chapters i1-30) icomplete
Chapter 01: Leading, Managing, and Following
i i i i i
Yoder-Wise: Leading and Managing in Nursing, 7th Edition i i i i i i i
MULTIPLE
CHOICE
i
1. A nurse manager of a 20-bed medical unit finds that 80% of the
i i i i i i i i i i i i
i patients are older adults. Sheis asked to assess and adapt the unit to
i i i i i i i i i i i i i
i better meet the unique needs of the older adult patient.Using
i i i i i i i i i i
i complexity principles, what would be the best approach to take for
i i i i i i i i i i
i implementation of this change? i i i
a. Leverage the hierarchical management position to get i i i i i i
i unit staff involved inassessment and planning.
i i i i i i
b. Engage involved staff at all levels in the decision-making process.
i i i i i i i i i
c. Focus the assessment on the unit and omit the
i i i i i i i i
i hospital and communityenvironment. i i i
d. Hire a geriatric specialist to oversee and control the project.
i i i i i i i i i
ANS: B i
Complexity theory suggests that systems interact and adapt and that i i i i i i i i i
i decision making occursthroughout the systems, as opposed to being
i i i i i i i i i
i held in a hierarchy. In complexity theory, every voice counts, and
i i i i i i i i i i
i therefore, all levels of staff would be involved in decision making.
i i i i i i i i i i
TOP: AONE competency: Communication and Relationship-Building
i i i i i
Test Bank for Leading and Managing in Nursing 7th Edition by
i i i i i i i i i i
i Yoder Wise(chapters 1-30) complete i i i
, lOMoARcPSD|118 816 37
Test iBank ifor iLeading iand iManaging iin iNursing i7th iEdition iby iYoder iWise(chapters i1-30) icomplete
2. A unit manager of a 25-bed medical/surgical area receives a phone
i i i i i i i i i i
i call from a nurse whoNhas
R cIalled
i
G B.Cin sick
M five times in the past month. i i i i
i
i
i i i
i i
i
i i i i i i
i He tells the manager that he very much wants to come to work when
i i i i i i i i i i i i i
i scheduled but must often care for his wife, who is undergoing i i i i i i i i i i
i treatment
for breast cancer. According toUMaSslow
i N’s Tneed hiO
erarchy theory, what i i i i i i i
i would be the best i i i
approach to satisfying the needs of this nurse, other staff, and patients?
i i i i i i i i i i i
a. Line up agency nurses who can be called in to work on short notice.
i i i i i i i i i i i i i
b. Place the nurse on unpaid leave for the remainder of his wife’s
i i i i i i i i i i i
i treatment.
c. Sympathize with the nurse’s dilemma and let the charge nurse know i i i i i i i i i i
i that this nurse i i
may be calling in frequently in the future.
i i i i i i i
d. Work with the nurse, staffing office, and other nurses to arrange his
i i i i i i i i i i i
i scheduled
days off around his wife’s treatments. i i i i i
ANS: D i
Placing the nurse on unpaid leave may threaten the nurse’s capacity to
i i i i i i i i i i i
i meet physiologic needsand demotivate the nurse. Unsatisfactory
i i i i i i i
i coverage of shifts on short notice could affect patient care and i i i i i i i i i i
i threaten the needs of staff to feel competent. Arranging the schedule
i i i i i i i i i i
i around
the wife’s needs meets the needs of the staff and of patients while
i i i i i i i i i i i i
i satisfying the nurse’s need i i i
for affiliation. i
Test Bank for Leading and Managing in Nursing 7th Edition by
i i i i i i i i i i
i Yoder Wise(chapters 1-30) complete i i i
, lOMoARcPSD|118 816 37
Test iBank ifor iLeading iand iManaging iin iNursing i7th iEdition iby iYoder iWise(chapters i1-30) icomplete
TOP: AONE competency: Communication and Relationship-Building
i i i i i
3. A grievance brought by a staff nurse against the unit manager
i i i i i i i i i i
i requires mediation. At the firstmediation session, the staff nurse
i i i i i i i i i
i repeatedly calls the unit manager’s actions unfair, and the unit i i i i i i i i i
i manager continues to reiterate the reasons for the actions. What
i i i i i i i i i
i would be the best courseof action at this time?
i i i i i i i i i
a. Send the two disputants away to reach their own resolution.
i i i i i i i i i
b. Involve another staff nurse in the discussion for clarity issues.Ask each
i i i i i i i i i i
i party to examine their own motives and issues in the conflict.
i i i i i i i i i i
c. Continue to listen as the parties repeat their thoughts i i i i i i i i
i and feelings about theconflict.
i i i i
ANS: C i
For resolution of conflict, one should address the interests and
i i i i i i i i i
i involvement of participants inthe conflict by examining the real i i i i i i i i i
i issues of all parties. i i i
TOP: AONE competency: Communication and Relationship-Building
i i i i i
4. At a second negotiation session, the unit manager and staff
i i i i i i i i i
i nurse are unable to reach aresolution. What is the appropriate
i i i i i i i i i i
i next step? i
a. Arrange another meeting in a week’s time so as to allow a cooling-off
i i i i i i i i i i i i
period.
i
b. Elevate the next negation session to the next manager, one level above.
i i i i i i i i i i i
Test Bank for Leading and Managing in Nursing 7th Edition by
i i i i i i i i i i
i Yoder Wise(chapters 1-30) complete i i i
, lOMoARcPSD|118 816 37
Test iBank ifor iLeading iand iManaging iin iNursing i7th iEdition iby iYoder iWise(chapters i1-30) icomplete
c. Insist that participants continue to talk until a resolution has been
i i i i i i i i i i
i reached.
d. Back the unit manager’s actions and end the dispute.
i i i i i i i i
ANS: B i
Part of leadership is understanding conflict resolution and ability to
i i i i i i i i i
i negotiate and manage forresolution of issues and concerns. This
i i i i i i i i i
i situation has failed a second negotiation session, elevation to a
i i i i i i i i i
i manager with additional training to facilitate conflict resolution is
i i i i i i i i
i important at this point. i i i
TOP: AONE competency: Communication and Relationship-Building
i i i i i
5. The manager of a surgical area has a vision for the future that requires
i i i i i i i i i i i i i
i the addition of RN assistants
i
U S N or
T unlicensed
O persons to feed, bathe, and i i i
i i
i
i
i i i i i i
i ambulate patients. The RNs on the staff have always practiced in a
i i i i i i i i i i i
i prNimaRry nIursiGng-B
de.liC
veryMsystem and are very resistant to this idea.
i i i i i i i i
What would be the best initial strategy for implementation of this change?
i i i i i i i i i i i
a. Exploring the values and feelings of the RN group in relationship to i i i i i i i i i i i
i this change i
b. Leaving the RNs alone for a time so they can think abouti i i i i i i i i i i
i the change before it isimplemented
i i i i i
c. Dropping the idea and trying for the change in a year or i i i i i i i i i i i
i so when some of thepresent RNs have retired
i i i i i i i i
d. Hiring the assistants and allowing the RNs to see what good additions
i i i i i i i i i i i
i they are i
ANS: A i
Test Bank for Leading and Managing in Nursing 7th Edition by
i i i i i i i i i i
i Yoder Wise(chapters 1-30) complete i i i
