NSG 4700 Exam 2 V1 | NSG 4700 Leadership & Management in
Nursing Practice | Actual Q&A with Rationale (NSG4700 Exam 2) |
Galen
1. A nurse manager is evaluating the unit’s budget and notices that the cost of supplies was
15% higher than projected. Which type of variance does this represent?
A. Favorable variance
B. Volume variance
C. Price variance
D. Efficiency variance
Answer: C
Rationale: A price variance occurs when the actual cost of an item differs from the
budgeted cost. In this scenario, the increased expenditure on supplies indicates that the
unit paid more per item than originally planned. This requires the manager to investigate
supplier contracts or market fluctuations to stabilize the budget for the next quarter.
2. A nurse manager is utilizing Lewin’s Change Theory to implement a new electronic health
record system. During the ‘Unfreezing’ stage, which action should the manager take?
A. Implement the new documentation protocol unit-wide
B. Collect data to demonstrate the inadequacy of the current system
C. Provide technical support to staff struggling with the new software
D. Establish a reward system for early adopters of the technology
Answer: B
Rationale: The ‘Unfreezing’ stage involves creating the motivation for change by helping
individuals realize that the current status quo is no longer effective. By collecting data that
shows the current system’s flaws, the manager builds a sense of urgency among the staff.
This stage is critical for reducing resistance before new methods are introduced.
3. Which staffing model relies on the nurse manager of a specific unit to perform all staffing
and scheduling functions?
A. Centralized staffing
B. Decentralized staffing
C. Cyclical staffing
D. Automated staffing
,Answer: B
Rationale: Decentralized staffing gives the unit manager the authority and responsibility
for managing the unit’s schedule. This model allows for more flexibility and consideration
of staff needs but can be more time-consuming for the individual manager. It often results
in higher staff satisfaction because the manager understands the specific dynamics of their
team better than a central office would.
4. A nurse manager is dealing with a conflict between two staff nurses regarding holiday
shifts. The manager tells them, ‘I don’t want to hear about this; figure it out yourselves.’
Which conflict management style is being used?
A. Compromising
B. Avoiding
C. Collaborating
D. Accommodating
Answer: B
Rationale: Avoiding is a conflict management style where the individual chooses not to
address the issue at hand. While this can sometimes allow for a ‘cooling off’ period, it often
leads to unresolved issues that resurface later. The manager in this case is abdicating
responsibility for facilitating a resolution between the staff members.
5. When calculating Full-Time Equivalents (FTEs), a nurse works 40 hours per week. How
many FTEs does this nurse represent?
A. 0.5 FTE
B. 1.0 FTE
C. 0.8 FTE
D. 2.0 FTE
Answer: B
Rationale: One FTE is typically defined as 40 hours of work per week or 2,080 hours per
year. Therefore, a nurse working 40 hours per week is considered a 1.0 FTE. Understanding
FTEs is crucial for nurse managers when planning labor budgets and ensuring adequate
staffing levels for patient safety.
6. Which type of power is based on an individual’s possession of specialized knowledge or
skills that others value?
A. Referent power
B. Coercive power
C. Legitimate power
, D. Expert power
Answer: D
Rationale: Expert power is derived from an individual’s expertise, skill, or knowledge in a
specific area. Nurses often gain expert power through certifications, advanced degrees, or
extensive clinical experience. This form of power is highly respected in clinical settings and
influences others because they trust the expert’s judgment.
7. A nurse manager is preparing the operating budget for the next fiscal year. Which of the
following is included in the operating budget?
A. Purchase of a new MRI machine
B. Daily maintenance of medical equipment
C. Renovation of the hospital lobby
D. A 10-year lease for a new outpatient facility
Answer: B
Rationale: The operating budget covers the day-to-day expenses required to run a unit or
facility, such as salaries and minor supplies. Capital budgets are used for large, long-term
investments like new buildings or expensive technology. Maintenance is an ongoing
operational cost, making it part of the operating budget rather than the capital budget.
8. During a performance appraisal, a manager gives a nurse an excellent rating in all
categories because the nurse is always on time, even though their clinical skills are average.
What error is the manager committing?
A. Horn effect
B. Leniency error
C. Recency effect
D. Halo effect
Answer: D
Rationale: The halo effect occurs when a manager allows one positive trait (punctuality) to
influence the entire evaluation of an employee’s performance. This leads to an inaccurate
assessment that fails to address areas where the employee may need improvement.
Managers must strive to evaluate each performance criteria independently to maintain
objectivity.
9. A nurse is caring for four patients. According to the principles of prioritization, which
patient should the nurse see first?
A. A patient scheduled for discharge in 2 hours
B. A patient requesting pain medication for chronic back pain
Nursing Practice | Actual Q&A with Rationale (NSG4700 Exam 2) |
Galen
1. A nurse manager is evaluating the unit’s budget and notices that the cost of supplies was
15% higher than projected. Which type of variance does this represent?
A. Favorable variance
B. Volume variance
C. Price variance
D. Efficiency variance
Answer: C
Rationale: A price variance occurs when the actual cost of an item differs from the
budgeted cost. In this scenario, the increased expenditure on supplies indicates that the
unit paid more per item than originally planned. This requires the manager to investigate
supplier contracts or market fluctuations to stabilize the budget for the next quarter.
2. A nurse manager is utilizing Lewin’s Change Theory to implement a new electronic health
record system. During the ‘Unfreezing’ stage, which action should the manager take?
A. Implement the new documentation protocol unit-wide
B. Collect data to demonstrate the inadequacy of the current system
C. Provide technical support to staff struggling with the new software
D. Establish a reward system for early adopters of the technology
Answer: B
Rationale: The ‘Unfreezing’ stage involves creating the motivation for change by helping
individuals realize that the current status quo is no longer effective. By collecting data that
shows the current system’s flaws, the manager builds a sense of urgency among the staff.
This stage is critical for reducing resistance before new methods are introduced.
3. Which staffing model relies on the nurse manager of a specific unit to perform all staffing
and scheduling functions?
A. Centralized staffing
B. Decentralized staffing
C. Cyclical staffing
D. Automated staffing
,Answer: B
Rationale: Decentralized staffing gives the unit manager the authority and responsibility
for managing the unit’s schedule. This model allows for more flexibility and consideration
of staff needs but can be more time-consuming for the individual manager. It often results
in higher staff satisfaction because the manager understands the specific dynamics of their
team better than a central office would.
4. A nurse manager is dealing with a conflict between two staff nurses regarding holiday
shifts. The manager tells them, ‘I don’t want to hear about this; figure it out yourselves.’
Which conflict management style is being used?
A. Compromising
B. Avoiding
C. Collaborating
D. Accommodating
Answer: B
Rationale: Avoiding is a conflict management style where the individual chooses not to
address the issue at hand. While this can sometimes allow for a ‘cooling off’ period, it often
leads to unresolved issues that resurface later. The manager in this case is abdicating
responsibility for facilitating a resolution between the staff members.
5. When calculating Full-Time Equivalents (FTEs), a nurse works 40 hours per week. How
many FTEs does this nurse represent?
A. 0.5 FTE
B. 1.0 FTE
C. 0.8 FTE
D. 2.0 FTE
Answer: B
Rationale: One FTE is typically defined as 40 hours of work per week or 2,080 hours per
year. Therefore, a nurse working 40 hours per week is considered a 1.0 FTE. Understanding
FTEs is crucial for nurse managers when planning labor budgets and ensuring adequate
staffing levels for patient safety.
6. Which type of power is based on an individual’s possession of specialized knowledge or
skills that others value?
A. Referent power
B. Coercive power
C. Legitimate power
, D. Expert power
Answer: D
Rationale: Expert power is derived from an individual’s expertise, skill, or knowledge in a
specific area. Nurses often gain expert power through certifications, advanced degrees, or
extensive clinical experience. This form of power is highly respected in clinical settings and
influences others because they trust the expert’s judgment.
7. A nurse manager is preparing the operating budget for the next fiscal year. Which of the
following is included in the operating budget?
A. Purchase of a new MRI machine
B. Daily maintenance of medical equipment
C. Renovation of the hospital lobby
D. A 10-year lease for a new outpatient facility
Answer: B
Rationale: The operating budget covers the day-to-day expenses required to run a unit or
facility, such as salaries and minor supplies. Capital budgets are used for large, long-term
investments like new buildings or expensive technology. Maintenance is an ongoing
operational cost, making it part of the operating budget rather than the capital budget.
8. During a performance appraisal, a manager gives a nurse an excellent rating in all
categories because the nurse is always on time, even though their clinical skills are average.
What error is the manager committing?
A. Horn effect
B. Leniency error
C. Recency effect
D. Halo effect
Answer: D
Rationale: The halo effect occurs when a manager allows one positive trait (punctuality) to
influence the entire evaluation of an employee’s performance. This leads to an inaccurate
assessment that fails to address areas where the employee may need improvement.
Managers must strive to evaluate each performance criteria independently to maintain
objectivity.
9. A nurse is caring for four patients. According to the principles of prioritization, which
patient should the nurse see first?
A. A patient scheduled for discharge in 2 hours
B. A patient requesting pain medication for chronic back pain
