Full Test Bank
nn nn
Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-
nn nn nn nn nn nn nn nn nn nn
Wise, Susan Sportsman
nn nn nn
,Chapter 01: Leading, Managing, and Following
nn nn nn nn nn
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
nn nn nn nn nn nn nn
MULTIPLE CHOICE v
1. ARNnnmanager nnofnna nn20-
bed nnmedicalunit nnfinds nnthat nn80% nnof nnthe nnclients nnare nnolder nnadults. nnShe nnis nnasked to nnassess nnand v
nnadapt nnthe nnunit nnto nnbetter nnmeet nnthe nnunique nnneeds nnof nnthe nnolder nnadult nnclient. nnUsing
nncomplexity nnprinciples, nnwhat nnw nnould nnbe nnthe nnbest nnapproach nnto nntake nnin nnmaking nnthis
nnchange?
a. Leveragennthennhierarchicalnnmanagementnnpositiontonngetnnunitnnstaffnninvolved
in assessment and nnplanning.
nn v v
b. Engage nninvolved nnstaffnnat nnall nnlevels nnin nnthenndecision-making process. v
c. Focusthe nnassessment nnonthennunit, nnand nnomit nnthe nnhospitaland communityenvironment. v
d. Hirenna geriatricnnspecialist nntonnoversee nnand nncontrolthe nnproject.
v
CORRECT nnANS: nnB
Feedback: nnComplexitynntheorysuggests nnthat nnsystems nninteract nnand nnadapt nnand nnthat nndecision nnmaki
nnng occurs nnthroughoutnnthennsystems, nnasnnopposednntonnbeing nnheldnnina nnhierarchy. nnInnncomplexitytheory
v
, nnevery nnvoice nncounts, nnand nntherefore, nnall nnlevels nnof nnstaff nnwould be nninvolved nnin nndecision nnmaking.
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REF: nnPage nn8 TOP:nnAONE nn competency: nn Communication nnand nn Relationship-Building
2. A nnunit nnmanager nnof nna 25- v
bed nnmedical/surgical nnarea nnreceives nna nnphone nncall nnfrom nna nnRN nnwho nnhas nncalled nnin nnsick nnfive nntimes
nnin nnthe nnpa nnst nnmonth. nnHe nntells nnthe nnmanager nnthat nnhe nnverymuch nnwants nnto nncome nnto nnwork when v
nnscheduled nnbut nnmust nnof nnten nncare nnfor nnhis nnwife, nnwho nnis nnundergoing nntreatment
for nnbreast nncancer.nnAccording nnto nnMaslow‘s nnneed nnhierarchy nntheory, nnwhat would nnbe nnthe nnbest nn
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th nne nnneeds nnof nnthis nnRN, nnother nnstaff, nnand nnclients?
satisfying nn
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a. Linennup nnagencynnRNs nnwho nncannnbe nncalled nninnnto nnwork nnonnnshort nnnotice.
b. PlacethennRNnnonnnunpaid nnleavennfornnthe nnremainder nnofnnhisnnwife‘snntreatment.
c. SympathizewithnnthennRN‘snndilemma and let thennchargennRNnnknownnthatnnthis nnRN nnmaybe
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callingnni nnn nnfrequently nnin nnthe nnfuture.
nn
d. Work withthe RN,nnstaffing office,nnandnnothernnRNsnnto nnarrangennhisschedulednndaysnnoff
v v v
nnaroun nnd nnhis nnwife‘s nntreatments.
CORRECT nnANS: nnD
Feedback: nnPlacingnnthe nnRN nnonunpaid nnleave nnmaythreatenthe nnRN‘s nncapacityto nnmeet
nnphysiologic nnn nneeds nnandnndemotivatennthe nnRN.nnUnsatisfactorynncoverage nnof nnshifts nnon nnshort
nnnotice nncould nnaffect nnclient nncare nnand nnthreaten nnthe nnneeds of nnstaff nnto nnfeel nncompetent.
v
nnArranging nnthe nnschedule nnaround nnthe nnwife‘s nnneeds nnmeets nnthe nnneeds nnof nnthe nnstaff nnand nnof
nnclients nnwhile nnsatisfying nnthe nnRN‘s nnneed for nnaffiliation.
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REF: nnPage nn10 TOP: nnAONE nn competency: nn Communication and Relationship-Building
v v
,3. A nngrievance nnbrought nnby nna nnstaff nnRN nnagainst nnthe nnunit nnmanager nnrequires nnmediation. nnAt nnthe
nnfirst nnmediat nnionsession, nnthe staff nnRN nnrepeatedlycalls nnthe nnunit nnmanager‘s nnactions nnunfair, nnand
v
nnthe nnunit manager nnco nnntinues nnto reiterate nnthe nnreasons nnfor nnher nnactions. nnWhat nnwould nnbe nnthe nnbest
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nncourse nnof nnaction nnat nnthis nntime
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a. Send nnthenntwo nndisputants nnawayto nnreachnntheir nnown nnresolution.
b. Involvennanother nnstaffnnRN nninnnthenndiscussionnnso nnasnntonnclarifynnissues.
c. Ask eachnnpartyto nnexamine nnher nnownnnmotivesnnand nnissues nninnnthe nnconflict.
v
d. Continuetonnlistennnasnnthe nnpartiesnnrepeatnntheir nnthoughtsnnand nnfeelings nnaboutnnthennconflict.
CORRECT nnANS:nnC
Feedback: nnUry, nnBrett, nnand nnGoldberg nnoutline nnsteps nnto nnrestoring unity, nnthe nnfirst v
nnofwhich nnis to ad nndress nnthe nninterests nnand nninvolvement nnof nnparticipants nnin nnthe nnconflict nnby
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nnexamining the nnreal nnissues nnof nnall nnparties.
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REF: nnPage nn16 TOP: nnAONE nn competency: nn Communication and Relationship-Building
v v
4. Atnnannsecondnnnegotiationnnsession,nnthennunit nnmanagernnandnnstaffnnRNnnare unablenntonnreachnnannresolution. nnIt
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wo nnuld nnnow nnbe nnbest nnto:
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a. Arrangennanother nnmeeting inannweek‘s nntimennso nnasnnto nnallownna cooling-offnnperiod.
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b. Turnnnthenndisputennover nntonnthenndirectornnofnnnursing.
c. Insist nnthat nnparticipants nncontinuennto nntalk nnuntilnna nnresolution nnhas been nnreached. v
d. Back nnthennunit manager‘s actions nnand nnend nnthe nndispute.
v v
CORRECT nnANS: nnB
Feedback: nnAccordingnntonnthe principlesnnoutlined bynnUry,nnBrett,nnandnnGoldberg, nnann―cooling-
v v
nnoff‖ nnperiod nnis nnrecommended nnif nnresolution nnfails.
REF: nnPage nn16 TOP:nnAONE nn competency: nn Communication nnand nn Relationship-Building
5. Thennmanager nnofnnannsurgical nnarea nnhas nnannvisionnnfornnthe nnfuturennthat nnrequires nnthe nnadditionnnofnnRN
nnassista nnnts nnor nnunlicensed nnpersons to nnfeed, nnbathe, nnand nnwalk nnclients. nnThe nnRNsnnon nnthe nnstaff
v
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deliverysystemand nnarennveryresistant nntonnthis nnidea. nnThe best nninitial nnstrategy nnin nnthis nnsituation
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a. Exploring nnthe nnvalues nnand feelings nnofnnthe nnRN nngroup nnin nnrelationship nnto nnthis nnchange.
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d. Hiring nnthe nnassistants nnand nnallowing nnthe nnRNs nnto nnsee nnwhat good additions nntheyare.
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nnempathy, nnhand nnling nnrelationships, nndeepening nnself-
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nnothers nnreco nngnizes nnthat nnvalues nnare nnpowerful nnforces nnthat nninfluence nnacceptance nnof nnchange.
nnLeaving the nnRNs nnalon nne nnfor nna nnperiod nnof nntime nnbefore nnimplementation nndoes nnnot nnprovide
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nnopportunityto nnexploredifferent nnper nnspectivesand nnvalues. nnAvoiding nndiscussionuntil
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6. As nnthe nnRN nncharge nnRN nnonnnthe nnnight nnshift nnin nna nnsmall nnlong-
term nncare nnfacility, nnyou‘ve nnfound nnthat nnthere nnis nnlittle nnturnover nnamong nnyour nnLPN nnand
nnnursing assistant nn(NA) nnstaff nnmembers, nnbut nntheyare nnnot nnvery nnmotivated nnto nngo nnbeyond nntheir
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nnjob nndescriptions nnin nntheir nnw nnork. nnWhich of nnthe nnfollowing nnstrategies nnmight motivate nnthe nnstaff
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a. Ask thenndirectornnofnursing to offer nnhighernnwagesnnand bonuses nnfornnextrannworknnfornnthennnight
v v v v
nnLP nnNs nnand nnNAs.
b. Allownnthe nnLPNsnnand nnNAs nngreater nndecision-
makingnnpowernnwithinnnthe nnscopennoftheir nnpositions nnin nnthe nninstitution.
c. Hirennadditionalnnstaffnnsonnthatnntherennaremorennstaffnnavailablennfornnenhanced nncare nnandnnindividual
nnw nnorkloads nnare nnlessened.
d. Ask the nndirector nnofnursing nnto nnincrease nnjob nnsecurityfor nnnight nnstaff
v
nnbyhaving themsign nnco nnntracts nnthat nnguarantee nnwork.
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CORRECT nnANS: nnB
Feedback: nnHygiene nnfactors nnsuch nnas nnsalary, nnworking conditions, nnand nnsecurity nnare
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nnconsistent with nnHerzberg‘s nntwo-
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factor nntheory nnof nnmotivation; nnmeeting nnthese nnneeds nnavoids nnjob dissatisfaction. nnMotivator
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7. AsnnthennRN nnmanager nnwho nnwantstonnincreasennmotivationnnbyprovidingnnmotivating nnfactors, nnwhich
acti nnon nnwould you nnselect?
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nnon- nnsite nndaycare nnservices.
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d. Promotennthenndevelopment nnofannflexiblennbenefitsnnpackage.
nn nn
Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-
nn nn nn nn nn nn nn nn nn nn
Wise, Susan Sportsman
nn nn nn
,Chapter 01: Leading, Managing, and Following
nn nn nn nn nn
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
nn nn nn nn nn nn nn
MULTIPLE CHOICE v
1. ARNnnmanager nnofnna nn20-
bed nnmedicalunit nnfinds nnthat nn80% nnof nnthe nnclients nnare nnolder nnadults. nnShe nnis nnasked to nnassess nnand v
nnadapt nnthe nnunit nnto nnbetter nnmeet nnthe nnunique nnneeds nnof nnthe nnolder nnadult nnclient. nnUsing
nncomplexity nnprinciples, nnwhat nnw nnould nnbe nnthe nnbest nnapproach nnto nntake nnin nnmaking nnthis
nnchange?
a. Leveragennthennhierarchicalnnmanagementnnpositiontonngetnnunitnnstaffnninvolved
in assessment and nnplanning.
nn v v
b. Engage nninvolved nnstaffnnat nnall nnlevels nnin nnthenndecision-making process. v
c. Focusthe nnassessment nnonthennunit, nnand nnomit nnthe nnhospitaland communityenvironment. v
d. Hirenna geriatricnnspecialist nntonnoversee nnand nncontrolthe nnproject.
v
CORRECT nnANS: nnB
Feedback: nnComplexitynntheorysuggests nnthat nnsystems nninteract nnand nnadapt nnand nnthat nndecision nnmaki
nnng occurs nnthroughoutnnthennsystems, nnasnnopposednntonnbeing nnheldnnina nnhierarchy. nnInnncomplexitytheory
v
, nnevery nnvoice nncounts, nnand nntherefore, nnall nnlevels nnof nnstaff nnwould be nninvolved nnin nndecision nnmaking.
v
REF: nnPage nn8 TOP:nnAONE nn competency: nn Communication nnand nn Relationship-Building
2. A nnunit nnmanager nnof nna 25- v
bed nnmedical/surgical nnarea nnreceives nna nnphone nncall nnfrom nna nnRN nnwho nnhas nncalled nnin nnsick nnfive nntimes
nnin nnthe nnpa nnst nnmonth. nnHe nntells nnthe nnmanager nnthat nnhe nnverymuch nnwants nnto nncome nnto nnwork when v
nnscheduled nnbut nnmust nnof nnten nncare nnfor nnhis nnwife, nnwho nnis nnundergoing nntreatment
for nnbreast nncancer.nnAccording nnto nnMaslow‘s nnneed nnhierarchy nntheory, nnwhat would nnbe nnthe nnbest nn
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approachnnto
th nne nnneeds nnof nnthis nnRN, nnother nnstaff, nnand nnclients?
satisfying nn
nn
a. Linennup nnagencynnRNs nnwho nncannnbe nncalled nninnnto nnwork nnonnnshort nnnotice.
b. PlacethennRNnnonnnunpaid nnleavennfornnthe nnremainder nnofnnhisnnwife‘snntreatment.
c. SympathizewithnnthennRN‘snndilemma and let thennchargennRNnnknownnthatnnthis nnRN nnmaybe
v v v
callingnni nnn nnfrequently nnin nnthe nnfuture.
nn
d. Work withthe RN,nnstaffing office,nnandnnothernnRNsnnto nnarrangennhisschedulednndaysnnoff
v v v
nnaroun nnd nnhis nnwife‘s nntreatments.
CORRECT nnANS: nnD
Feedback: nnPlacingnnthe nnRN nnonunpaid nnleave nnmaythreatenthe nnRN‘s nncapacityto nnmeet
nnphysiologic nnn nneeds nnandnndemotivatennthe nnRN.nnUnsatisfactorynncoverage nnof nnshifts nnon nnshort
nnnotice nncould nnaffect nnclient nncare nnand nnthreaten nnthe nnneeds of nnstaff nnto nnfeel nncompetent.
v
nnArranging nnthe nnschedule nnaround nnthe nnwife‘s nnneeds nnmeets nnthe nnneeds nnof nnthe nnstaff nnand nnof
nnclients nnwhile nnsatisfying nnthe nnRN‘s nnneed for nnaffiliation.
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REF: nnPage nn10 TOP: nnAONE nn competency: nn Communication and Relationship-Building
v v
,3. A nngrievance nnbrought nnby nna nnstaff nnRN nnagainst nnthe nnunit nnmanager nnrequires nnmediation. nnAt nnthe
nnfirst nnmediat nnionsession, nnthe staff nnRN nnrepeatedlycalls nnthe nnunit nnmanager‘s nnactions nnunfair, nnand
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nnthe nnunit manager nnco nnntinues nnto reiterate nnthe nnreasons nnfor nnher nnactions. nnWhat nnwould nnbe nnthe nnbest
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nncourse nnof nnaction nnat nnthis nntime
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a. Send nnthenntwo nndisputants nnawayto nnreachnntheir nnown nnresolution.
b. Involvennanother nnstaffnnRN nninnnthenndiscussionnnso nnasnntonnclarifynnissues.
c. Ask eachnnpartyto nnexamine nnher nnownnnmotivesnnand nnissues nninnnthe nnconflict.
v
d. Continuetonnlistennnasnnthe nnpartiesnnrepeatnntheir nnthoughtsnnand nnfeelings nnaboutnnthennconflict.
CORRECT nnANS:nnC
Feedback: nnUry, nnBrett, nnand nnGoldberg nnoutline nnsteps nnto nnrestoring unity, nnthe nnfirst v
nnofwhich nnis to ad nndress nnthe nninterests nnand nninvolvement nnof nnparticipants nnin nnthe nnconflict nnby
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nnexamining the nnreal nnissues nnof nnall nnparties.
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REF: nnPage nn16 TOP: nnAONE nn competency: nn Communication and Relationship-Building
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4. Atnnannsecondnnnegotiationnnsession,nnthennunit nnmanagernnandnnstaffnnRNnnare unablenntonnreachnnannresolution. nnIt
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a. Arrangennanother nnmeeting inannweek‘s nntimennso nnasnnto nnallownna cooling-offnnperiod.
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b. Turnnnthenndisputennover nntonnthenndirectornnofnnnursing.
c. Insist nnthat nnparticipants nncontinuennto nntalk nnuntilnna nnresolution nnhas been nnreached. v
d. Back nnthennunit manager‘s actions nnand nnend nnthe nndispute.
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CORRECT nnANS: nnB
Feedback: nnAccordingnntonnthe principlesnnoutlined bynnUry,nnBrett,nnandnnGoldberg, nnann―cooling-
v v
nnoff‖ nnperiod nnis nnrecommended nnif nnresolution nnfails.
REF: nnPage nn16 TOP:nnAONE nn competency: nn Communication nnand nn Relationship-Building
5. Thennmanager nnofnnannsurgical nnarea nnhas nnannvisionnnfornnthe nnfuturennthat nnrequires nnthe nnadditionnnofnnRN
nnassista nnnts nnor nnunlicensed nnpersons to nnfeed, nnbathe, nnand nnwalk nnclients. nnThe nnRNsnnon nnthe nnstaff
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deliverysystemand nnarennveryresistant nntonnthis nnidea. nnThe best nninitial nnstrategy nnin nnthis nnsituation
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a. Exploring nnthe nnvalues nnand feelings nnofnnthe nnRN nngroup nnin nnrelationship nnto nnthis nnchange.
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nnempathy, nnhand nnling nnrelationships, nndeepening nnself-
awareness nnin nnself nnand nnothers, nnmotivating nnothers, nnand nnmanaging nnemotions. nnMotivating
nnothers nnreco nngnizes nnthat nnvalues nnare nnpowerful nnforces nnthat nninfluence nnacceptance nnof nnchange.
nnLeaving the nnRNs nnalon nne nnfor nna nnperiod nnof nntime nnbefore nnimplementation nndoes nnnot nnprovide
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nnopportunityto nnexploredifferent nnper nnspectivesand nnvalues. nnAvoiding nndiscussionuntil
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6. As nnthe nnRN nncharge nnRN nnonnnthe nnnight nnshift nnin nna nnsmall nnlong-
term nncare nnfacility, nnyou‘ve nnfound nnthat nnthere nnis nnlittle nnturnover nnamong nnyour nnLPN nnand
nnnursing assistant nn(NA) nnstaff nnmembers, nnbut nntheyare nnnot nnvery nnmotivated nnto nngo nnbeyond nntheir
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a. Ask thenndirectornnofnursing to offer nnhighernnwagesnnand bonuses nnfornnextrannworknnfornnthennnight
v v v v
nnLP nnNs nnand nnNAs.
b. Allownnthe nnLPNsnnand nnNAs nngreater nndecision-
makingnnpowernnwithinnnthe nnscopennoftheir nnpositions nnin nnthe nninstitution.
c. Hirennadditionalnnstaffnnsonnthatnntherennaremorennstaffnnavailablennfornnenhanced nncare nnandnnindividual
nnw nnorkloads nnare nnlessened.
d. Ask the nndirector nnofnursing nnto nnincrease nnjob nnsecurityfor nnnight nnstaff
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nnbyhaving themsign nnco nnntracts nnthat nnguarantee nnwork.
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CORRECT nnANS: nnB
Feedback: nnHygiene nnfactors nnsuch nnas nnsalary, nnworking conditions, nnand nnsecurity nnare
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factor nntheory nnof nnmotivation; nnmeeting nnthese nnneeds nnavoids nnjob dissatisfaction. nnMotivator
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nnenriched work nnenvironment. nnTransformational nnleaders nnuse nnmotivator nnfactors nnliberallyto
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TOP:nnAONE n n competency: nn Communication nn and nnRelationship-Building
7. AsnnthennRN nnmanager nnwho nnwantstonnincreasennmotivationnnbyprovidingnnmotivating nnfactors, nnwhich
acti nnon nnwould you nnselect?
nn v
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nnon- nnsite nndaycare nnservices.
b. Provide nna hierarchical nnorganizational nnstructure.
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c. Implement nna nnmodelofnnshared nngovernance.
d. Promotennthenndevelopment nnofannflexiblennbenefitsnnpackage.
