Test Bank For Leading and Managing in Nursing. 8th Edition By Patricia S. Yoder-Wise; Susan Sportsman Chapter 1- 25- Complete Questions and Answers- Latest Edition

Full Test Bank
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Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise,
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Susan Sportsman
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,Chapter 01: Leading, Managing, and Following li li li li li



Yoder-Wise:Leading and Managing in Nursing, 8thEdition li li li li li li li




MULTIPLE CHOICE li




1. A RN manager of a 20-bed medical unit finds that 80% of the clients are older adults. She is
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liasked to assess and adapt the unit to better meet the unique needs of the older adult client.
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liUsing complexity principles, what would be the best approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff involved in assessment and
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planning.
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b. Engage involved staff at all levels in the decision-making process. li li li li li li li li li


c. Focus the assessment on the unit, and omit the hospital and community environment.
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d. Hire a geriatric specialist to oversee and control the project.
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CORRECT ANS: B li li


Feedback: Complexity theory suggests that systems interact and adapt and that decision
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making occurs throughout the systems, as opposed to being held in a hierarchy. In
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complexity theory, every voice counts, and therefore, all levels of staff would be involved
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in decision making.
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REF: Page 8 li li TOP: AONE competency: Communication and Relationship-Building
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2. A unit manager of a 25-bed medical/surgical area receives a phone call from a RN who has
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licalled in sick five times in the past month. He tells the manager that he very much wants to come
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lito work when scheduled but must often care for his wife, who is undergoing treatment
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for breast cancer. According to Maslow‘s need hierarchy theory, what would be the best
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the needs of this RN, other staff, and clients?
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satisfying
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a. Line up agency RNs who can be called in to work on short notice.
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b. Place the RN on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the RN‘s dilemma and let the charge RN know that this RN may be calling li li li li li li li li li li li li li li li li


in frequently in the future.
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d. Work with the RN, staffing office, and other RNs to arrange his scheduled days off
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around his wife‘s treatments.
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CORRECT ANS: D li li


Feedback: Placing the RN on unpaid leave may threaten the RN‘s capacity to meet
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physiologic needs and demotivate the RN. Unsatisfactory coverage of shifts on short notice
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could affect client care and threaten the needs of staff to feel competent. Arranging the
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schedule around the wife‘s needs meets the needs of the staff and of clients while satisfying
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the RN‘s need for affiliation.
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REF: Page 10 li li TOP: AONE competency: Communication and Relationship-Building
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,3. A grievance brought by a staff RN against the unit manager requires mediation. At the first
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mediation session, the staff RN repeatedly calls the unit manager‘s actions unfair, and the unit
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manager continues to reiterate the reasons for her actions. What would be the best course of
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action at this time?
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a. Send the two disputants away to reach their own resolution. li li li li li li li li li


b. Involve another staff RN in the discussion so as to clarify issues. li li li li li li li li li li li


c. Ask each party to examine her own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about the conflict. li li li li li li li li li li li li li




CORRECT ANS: C li li


Feedback: Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to
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address the interests and involvement of participants in the conflict by examining the real
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issues of all parties.
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REF: Page 16 li li TOP: AONE competency: Communication and Relationship-Building
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4. At a second negotiation session, the unit manager and staff RN are unable to reach a resolution. It
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would now be best to:
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a. Arrange another meeting in a week‘s time so as to allow a cooling-off period. li li li li li li li li li li li li li


b. Turn the dispute over to the director of nursing. li li li li li li li li


c. Insist that participants continue to talk until a resolution has been reached.
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d. Back the unit manager‘s actions and end the dispute. li li li li li li li li




CORRECT ANS: B li li



Feedback: According to the principles outlined by Ury, Brett, and Goldberg, a ―cooling-
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off‖ period is recommended if resolution fails.
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REF: Page 16 li li TOP: AONE competency: Communication and Relationship-Building
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5. The manager of a surgical area has a vision for the future that requires the addition of RN
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assistants or unlicensed persons to feed, bathe, and walk clients. The RNs on the staff have
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always practiced in a primary nursing–delivery system and are very resistant to this idea. The
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best initial strategy in this situation would include:
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a. Exploring the values and feelings of the RN group in relationship to this change. li li li li li li li li li li li li li


b. Leaving the RNs alone for a time so they can think about the change before it is li li li li li li li li li li li li li li li li


implemented.
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c. Dropping the idea and trying for the change in a year or so when some of the present RNs li li li li li li li li li li li li li li li li li li


have retired.
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d. Hiring the assistants and allowing the RNs to see what good additions they are.
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, CORRECT ANS: A li li


Feedback: Influencing others requires emotional intelligence in domains such as empathy,
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handling relationships, deepening self-awareness in self and others, motivating others, and
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managing emotions. Motivating others recognizes that values are powerful forces that
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influence acceptance of change. Leaving the RNs alone for a period of time before
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implementation does not provide opportunity to explore different perspectives and values.
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Avoiding discussion until the team changes may not promote adoption of the change until there
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is opportunity to explore perspectives and values related to the change. Hiring of the
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assistants demonstrates lack of empathy for the perspectives of the RN staff.
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REF: Page 7 | Page 15 li li li li li


TOP:AONE competency: Knowledge of the Health Care Environment
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6. As the RN charge RN on the night shift in a small long-term care facility, you‘ve found that
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there is little turnover among your LPN and nursing assistant (NA) staff members, but they are
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not very motivated to go beyond their job descriptions in their work. Which of the following
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strategies might motivate the staff and lead to greater job satisfaction?
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a. Ask the director of nursing to offer higher wages and bonuses for extra work for the night
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LPNs and NAs.li li li


b. Allow the LPNs and NAs greater decision-making power within the scope of their
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positions in the institution.
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c. Hire additional staff so that there are more staff available for enhanced care and individual
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workloads are lessened.
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d. Ask the director of nursing to increase job security for night staff by having them sign
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contracts that guarantee work.
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CORRECT ANS: B li li


Feedback: Hygiene factors such as salary, working conditions, and security are consistent
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with Herzberg‘s two-factor theory of motivation; meeting these needs avoids job
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dissatisfaction. Motivator factors such as recognition and satisfaction with work promote a
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satisfying and enriched work environment. Transformational leaders use motivator factors
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liberally to inspire work performance and increase job satisfaction.
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REF: Page 9 | Page 10 li li li li li


TOP: AONE competency: Communication and Relationship-Building
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7. As the RN manager who wants to increase motivation by providing motivating factors, which
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action would you select?
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a. Collaborate with the human resource/personnel department to develop on-site daycare li li li li li li li li li


services. li


b. Provide a hierarchical organizational structure. li li li li


c. Implement a model of shared governance. li li li li li


d. Promote the development of a flexible benefits package. li li li li li li li