Test Bank for Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise & Susan J. Seig | Complete Exam Questions & Answers

,ChapterI01:ILeading,IManaging,IandIFollowing
Yoder-Wise:ILeadingIandIManagingIinINursing,I8thIEdition


MULTIPLEICHOICE

1. AInurseImanagerIofIaI20-
bedImedicalIunitIfindsIthatI80%IofItheIpatientsIareIolderIadults.ISheIisIaskedItoIassessIandIadaptI
theIunitItoIbetterImeetItheIuniqueIneedsIofItheIolderIadultIpatient.IUsingIcomplexityIprinciples,I
whatIwouldIbeItheIbestIapproachItoItakeIinImakingIthisIchange?
a. LeverageItheIhierarchicalImanagementIpositionItoIgetIunitIstaffIinvolvedIinIassessmentIandI
planning.
b. EngageIinvolvedIstaffIatIallIlevelsIinItheIdecision-makingIprocess.
c. FocusItheIassessmentIonItheIunit,IandIomitItheIhospitalIandIcommunityIenvironment.
d. HireIaIgeriatricIspecialistItoIoverseeIandIcontrolItheIproject.

ANS:IB
ComplexityItheoryIsuggestsIthatIsystemsIinteractIandIadaptIandIthatIdecisionImakingIoccursIt
hroughoutItheIsystems,IasIopposedItoIbeingIheldIinIaIhierarchy.IInIcomplexityItheory,IeveryIv
oiceIcounts,IandItherefore,IallIlevelsIofIstaffIwouldIbeIinvolvedIinIdecisionImaking.

REF:IPageI8 TOP:IAONEIcompetency:ICommunicationIandIRelationship-Building

2. AIunitImanagerIofIaI25-
bedImedical/surgicalIareaIreceivesIaIphoneIcallIfromIaInurseIwhoIhasIcalledIinIsickIfiveItimesIinIt
heIpastImonth.IHeItellsItheImanagerIthatIheIveryImuchIwantsItoIcomeItoIworkIwhenIscheduledIbut
ImustIoftenIcareIforIhisIwife,IwhoIisIundergoingItreatment


forIbreastIcancer.IAccordingItoIMaslow‘sIneedIhierarchyItheory,IwhatIwouldIbeItheIbestI
approachItoIsatisfyingI
theIneedsIofIthisInurse,IotherIstaff,IandIpatients?
a. LineIupIagencyInursesIwhoIcanIbeIcalledIinItoIworkIonIshortInotice.
b. PlaceItheInurseIonIunpaidIleaveIforItheIremainderIofIhisIwife‘sItreatment.
c. SympathizeIwithItheInurse‘sIdilemmaIandIletItheIchargeInurseIknowIthatIthisInurseImayIbeI
callingIinIfrequentlyIinItheIfuture.
d. WorkIwithItheInurse,IstaffingIoffice,IandIotherInursesItoIarrangeIhisIscheduledIdaysIoffI
aroundIhisIwife‘sItreatments.



ANS:ID
PlacingItheInurseIonIunpaidIleaveImayIthreatenItheInurse‘sIcapacityItoImeetIphysiologicIneedsI
andIdemotivateItheInurse.IUnsatisfactoryIcoverageIofIshiftsIonIshortInoticeIcouldIaffectIpatient
IcareIandIthreatenItheIneedsIofIstaffItoIfeelIcompetent.IArrangingItheIscheduleIaround
theIwife‘sIneedsImeetsItheIneedsIofItheIstaffIandIofIpatientsIwhileIsatisfyingItheInurse‘sIneedIfo
rIaffiliation.

REF:IPageI10 TOP:IAONEIcompetency:ICommunicationIandIRelationship-Building

,3. AIgrievanceIbroughtIbyIaIstaffInurseIagainstItheIunitImanagerIrequiresImediation.IAtItheIfirstIme
diationIsession,ItheIstaffInurseIrepeatedlyIcallsItheIunitImanager‘sIactionsIunfair,IandItheIunitIma
nagerIcontinuesItoIreiterateItheIreasonsIforIherIactions.IWhatIwouldIbeItheIbestIcourseIofIactionI
atIthisItime?
a. SendItheItwoIdisputantsIawayItoIreachItheirIownIresolution.
b. InvolveIanotherIstaffInurseIinItheIdiscussionIsoIasItoIclarifyIissues.
c. AskIeachIpartyItoIexamineIherIownImotivesIandIissuesIinItheIconflict.
d. ContinueItoIlistenIasItheIpartiesIrepeatItheirIthoughtsIandIfeelingsIaboutItheIconflict.



ANS:IC
Ury,IBrett,IandIGoldbergIoutlineIstepsItoIrestoringIunity,ItheIfirstIofIwhichIisItoIaddressItheIi
nterestsIandIinvolvementIofIparticipantsIinItheIconflictIbyIexaminingItheIrealIissuesIofIallIp
arties.

REF:IPageI16 TOP:IAONEIcompetency:ICommunicationIandIRelationship-Building

4. AtIaIsecondInegotiationIsession,ItheIunitImanagerIandIstaffInurseIareIunableItoIreachIaIresolution.II
tIwouldInowIbeIbestIto:
a. ArrangeIanotherImeetingIinIaIweek‘sItimeIsoIasItoIallowIaIcooling-offIperiod.
b. TurnItheIdisputeIoverItoItheIdirectorIofInursing.
c. InsistIthatIparticipantsIcontinueItoItalkIuntilIaIresolutionIhasIbeenIreached.
d. BackItheIunitImanager‘sIactionsIandIendItheIdispute.



ANS:IB
AccordingItoItheIprinciplesIoutlinedIbyIUry,IBrett,IandIGoldberg,IaI―cooling-
off‖IperiodIisIrecommendedIifIresolutionIfails.

REF:IPageI16 TOP:IAONEIcompetency:ICommunicationIandIRelationship-Building

5. TheImanagerIofIaIsurgicalIareaIhasIaIvisionIforItheIfutureIthatIrequiresItheIadditionIofIRNIassi
stantsIorIunlicensedIpersonsItoIfeed,Ibathe,IandIwalkIpatients.ITheIRNsIonItheIstaffIhaveIalwa
ysIpracticedIinIaIprimaryInursing–
deliveryIsystemIandIareIveryIresistantItoIthisIidea.ITheIbestIinitialIstrategyIinIthisIsituationIwo
uldIinclude:
a. ExploringItheIvaluesIandIfeelingsIofItheIRNIgroupIinIrelationshipItoIthisIchange.
b. LeavingItheIRNsIaloneIforIaItimeIsoItheyIcanIthinkIaboutItheIchangeIbeforeIitIisIi
mplemented.
c. DroppingItheIideaIandItryingIforItheIchangeIinIaIyearIorIsoIwhenIsomeIofItheIpresentIRNsI
haveIretired.
d. HiringItheIassistantsIandIallowingItheIRNsItoIseeIwhatIgoodIadditionsItheyIare.

, ANS:IA
InfluencingIothersIrequiresIemotionalIintelligenceIinIdomainsIsuchIasIempathy,IhandlingIrelati
onships,IdeepeningIself-
awarenessIinIselfIandIothers,ImotivatingIothers,IandImanagingIemotions.IMotivatingIothersIrec
ognizesIthatIvaluesIareIpowerfulIforcesIthatIinfluenceIacceptanceIofIchange.ILeavingItheIRNsIa
loneIforIaIperiodIofItimeIbeforeIimplementationIdoesInotIprovideIopportunityItoIexploreIdiffere
ntIperspectivesIandIvalues.IAvoidingIdiscussionIuntilItheIteamIchangesImayInotIpromoteIadopti
onIofItheIchangeIuntilIthereIisIopportunityItoIexploreIperspectivesIandIvaluesIrelatedItoItheIchan
ge.IHiringIofItheIassistantsIdemonstratesIlackIofIempathyIforItheIperspectivesIofItheIRNIstaff.

REF:IPageI7I|IPageI15
TOP:IAONEIcompetency:IKnowledgeIofItheIHealthICareIEnvironment

6. AsItheIRNIchargeInurseIonItheInightIshiftIinIaIsmallIlong-
termIcareIfacility,Iyou‘veIfoundIthatIthereIisIlittleIturnoverIamongIyourILPNIandInursingIassista
ntI(NA)IstaffImembers,IbutItheyIareInotIveryImotivatedItoIgoIbeyondItheirIjobIdescriptionsIinIth
eirIwork.IWhichIofItheIfollowingIstrategiesImightImotivateItheIstaffIandIleadItoIgreaterIjobIsati
sfaction?
a. AskItheIdirectorIofInursingItoIofferIhigherIwagesIandIbonusesIforIextraIworkIforItheInightI
LPNsIandINAs.
b. AllowItheILPNsIandINAsIgreaterIdecision-
makingIpowerIwithinItheIscopeIofItheirIpositionsIinItheIinstitution.
c. HireIadditionalIstaffIsoIthatIthereIareImoreIstaffIavailableIforIenhancedIcareIandIindividualI
workloadsIareIlessened.
d. AskItheIdirectorIofInursingItoIincreaseIjobIsecurityIforInightIstaffIbyIhavingIthemIsignI
contractsIthatIguaranteeIwork.



ANS:IB
HygieneIfactorsIsuchIasIsalary,IworkingIconditions,IandIsecurityIareIconsistentIwith
Herzberg‘sItwo-
factorItheoryIofImotivation;ImeetingItheseIneedsIavoidsIjobIdissatisfaction.IMotivatorIfactorsIs
uchIasIrecognitionIandIsatisfactionIwithIworkIpromoteIaIsatisfyingIandIenrichedIworkIenviron
ment.ITransformationalIleadersIuseImotivatorIfactorsIliberallyItoIinspireIworkIperformanceIandI
increaseIjobIsatisfaction.

REF:IPageI9I|IPageI10
TOP:IAONEIcompetency:ICommunicationIandIRelationship-Building

7. AsItheInurseImanagerIwhoIwantsItoIincreaseImotivationIbyIprovidingImotivatingIfactors,IwhichI
actionIwouldIyouIselect?
a. CollaborateIwithItheIhumanIresource/personnelIdepartmentItoIdevelopIon-
siteIdaycareIservices.
b. ProvideIaIhierarchicalIorganizationalIstructure.
c. ImplementIaImodelIofIsharedIgovernance.
d. PromoteItheIdevelopmentIofIaIflexibleIbenefitsIpackage.