LEADING AND MANAGING IN NURSING - BINDER READY 7TH EDITION
BY PATRICIA S. YODER-WISE|| TEST BANK ALL CHAPTERS 1-31|| 100%
VERIFIED ANSWERS || NEWEST VERSION|| A+ ULTIMATE GUIDE
,Table of Contents
Part 1: Overview ........................................................................................................................................... 3
Chapter 01: Leading, Managing, And Following ....................................................................................... 3
Chapter 02: Clinical Safety: The Core Of Leading, Managing, And Following......................................... 16
Chapter 03: Legal And Ethical Issues ...................................................................................................... 27
Chapter 04: Cultural Diversity And Inclusion In Health Care .................................................................. 38
Part 2: Know Yourself.................................................................................................................................. 50
Chapter 05: Gaining Personal Insight: The Beginning Of Being A Leader ............................................... 50
Chapter 06: Being An Effective Follower ................................................................................................ 59
Chapter 07: Managing Self: Stress And Time .......................................................................................... 64
Chapter 08: Communication And Conflict .............................................................................................. 76
Chapter 09: Power, Politics, And Influence ............................................................................................ 87
Part 3: Know The Organization ................................................................................................................... 99
Chapter 10: Healthcare Organizations .................................................................................................... 99
Chapter 11: Organizational Structures ................................................................................................. 111
Chapter 12: Care Delivery Strategies .................................................................................................... 122
Chapter 13: Staffing And Scheduling .................................................................................................... 134
Chapter 14: Work Force Engagement Through Collective Action And Governance ............................ 145
Part 4: Use Your Skills ............................................................................................................................... 158
Chapter 15: Making Decisions And Solving Problems .......................................................................... 158
Chapter 16: The Impact Of Technology ................................................................................................ 169
Chapter 17: Delegating: Authority, Accountability, Responsibility In Delegation Decisions ................ 182
Chapter 18: Leading Change ................................................................................................................. 194
Chapter 19: Building Effective Teams ................................................................................................... 206
Chapter 20: Managing Costs And Budgets............................................................................................ 218
Chapter 21: Selecting, Developing, And Evaluating Staff ..................................................................... 230
Chapter 22: Personcentered Care......................................................................................................... 241
Chapter 23: Managing Quality And Risk ............................................................................................... 253
Chapter 24: Translating Research Into Practice .................................................................................... 265
Chapter 25: Managing Personal And Personnel Problems ................................................................... 277
Part 5: Prepare For The Future ................................................................................................................. 288
Chapter 26: Role Transition .................................................................................................................. 288
Chapter 27: Managing Your Career ...................................................................................................... 301
, Chapter 28: Developing The Role Of Leader ......................................................................................... 313
Chapter 29: Developing The Role Of Manager ..................................................................................... 325
Chapter 30: The Strategic Planning Process ......................................................................................... 337
Chapter 31: Thriving For The Future ..................................................................................................... 348
Part 1: Overview
Chapter 01: Leading, Managing, And Following
Multiple Choice
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.
Answer>>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.
Answer>>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.
Answer>>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.
Top: Aone Competency: Communication And Relationship-Building
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.
D. Back The Unit Manager’s Actions And End The Dispute.
BY PATRICIA S. YODER-WISE|| TEST BANK ALL CHAPTERS 1-31|| 100%
VERIFIED ANSWERS || NEWEST VERSION|| A+ ULTIMATE GUIDE
,Table of Contents
Part 1: Overview ........................................................................................................................................... 3
Chapter 01: Leading, Managing, And Following ....................................................................................... 3
Chapter 02: Clinical Safety: The Core Of Leading, Managing, And Following......................................... 16
Chapter 03: Legal And Ethical Issues ...................................................................................................... 27
Chapter 04: Cultural Diversity And Inclusion In Health Care .................................................................. 38
Part 2: Know Yourself.................................................................................................................................. 50
Chapter 05: Gaining Personal Insight: The Beginning Of Being A Leader ............................................... 50
Chapter 06: Being An Effective Follower ................................................................................................ 59
Chapter 07: Managing Self: Stress And Time .......................................................................................... 64
Chapter 08: Communication And Conflict .............................................................................................. 76
Chapter 09: Power, Politics, And Influence ............................................................................................ 87
Part 3: Know The Organization ................................................................................................................... 99
Chapter 10: Healthcare Organizations .................................................................................................... 99
Chapter 11: Organizational Structures ................................................................................................. 111
Chapter 12: Care Delivery Strategies .................................................................................................... 122
Chapter 13: Staffing And Scheduling .................................................................................................... 134
Chapter 14: Work Force Engagement Through Collective Action And Governance ............................ 145
Part 4: Use Your Skills ............................................................................................................................... 158
Chapter 15: Making Decisions And Solving Problems .......................................................................... 158
Chapter 16: The Impact Of Technology ................................................................................................ 169
Chapter 17: Delegating: Authority, Accountability, Responsibility In Delegation Decisions ................ 182
Chapter 18: Leading Change ................................................................................................................. 194
Chapter 19: Building Effective Teams ................................................................................................... 206
Chapter 20: Managing Costs And Budgets............................................................................................ 218
Chapter 21: Selecting, Developing, And Evaluating Staff ..................................................................... 230
Chapter 22: Personcentered Care......................................................................................................... 241
Chapter 23: Managing Quality And Risk ............................................................................................... 253
Chapter 24: Translating Research Into Practice .................................................................................... 265
Chapter 25: Managing Personal And Personnel Problems ................................................................... 277
Part 5: Prepare For The Future ................................................................................................................. 288
Chapter 26: Role Transition .................................................................................................................. 288
Chapter 27: Managing Your Career ...................................................................................................... 301
, Chapter 28: Developing The Role Of Leader ......................................................................................... 313
Chapter 29: Developing The Role Of Manager ..................................................................................... 325
Chapter 30: The Strategic Planning Process ......................................................................................... 337
Chapter 31: Thriving For The Future ..................................................................................................... 348
Part 1: Overview
Chapter 01: Leading, Managing, And Following
Multiple Choice
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.
Answer>>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.
Answer>>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.
Answer>>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.
Top: Aone Competency: Communication And Relationship-Building
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.
D. Back The Unit Manager’s Actions And End The Dispute.
