Leading Managing, and Following Yoder-Wise:
Leading and Managing in Nursing, 7th Edition
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.---correct-answers--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-
treatment-for-breast-cancer.-According-to-Maslow's-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-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.---correct-answers--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
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.---correct-answers--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.
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.
Leading and Managing in Nursing, 7th Edition
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.---correct-answers--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-
treatment-for-breast-cancer.-According-to-Maslow's-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-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.---correct-answers--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
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.---correct-answers--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.
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.
