DEVELOPING THE ROLE OF MANAGER
YODER-WISE: LEADING AND
MANAGING IN NURSING, 7TH EDITION,
THE STRATEGIC PLANNING PROCESS,
DEVELOPING THE ROLE OF LEADER
YODER-WISE: LEADING AND
MANAGING IN NURSING, 7TH EDITION
EXAM QUESTIONS WITH COMPLETE
ANSWERS
10. Nurses in the CCU are unhappy and frustrated with their nurse manager. They
complain that
"nothing is ever good enough for him." These statements suggest that the nurse
manager's goals may be:
a. measurable.
b. unrealistic.
c. attainable.
d. too low. - Answer-ANS: B
Nurse managers who are successful in motivating staff often provide an inclusive
environment that facilitates clearly set, achievable goals that can result in both team and
personal satisfaction.
11. While interviewing for a nurse manager position, Ann is asked to give an example of
a situation in which she demonstrated leadership. Which of the following examples
exemplifies leadership?
a. Through research and investigation of best practice and practice-based evidence,
she proposed a change in the management of incontinence in older adult patients.
b. She ensures that new policies related to parenteral infusions are implemented
consistently within her team.
c. When asked by her students about institutional policies, she readily and patiently
interprets policies to facilitate quality care.
d. She organizes the team and delegates responsibilities effectively in providing
nursing care. - Answer-ANS: A
Nurse managers have the responsibility of day-to-day decisions for their units and
interpret established policy, procedures, and mandates. They meet their goals by
,organizing, staffing, controlling, and solving problems. By contrast, leaders develop a
vision and translate that direction into action.
12. Budgeting and protection of revenues is a function of:
a. leadership.
b. management.
c. team leadership.
d. followers. - Answer-ANS: B
Managers address complex issues such as planning, budgeting, and allocating
resources, whereas leaders address change.
13. Which of the following is not important in a positive work environment, as defined by
the AONE?
a. Clear, open, trustful communication
b. Accountability and clarity of roles and responsibilities
c. Participatory decision making
d. Challenge and striving for excellence - Answer-ANS: D
Clear and open communication, accountability and clarity of roles, and participatory
decision making are considered by the AONE to be important to a healthy environment.
Challenge and excellence are not specifically identified by the AONE as important to
healthy work environments.
14. As a nurse manager on a urology unit, you note that there has been a marked
increase in medication errors on the unit. Which of the following actions would be
consistent with the National Database of Nursing Quality Indicators (NDNQI) measures?
a. Staff are consulted regarding improvements in interprofessional approaches to
patient care.
b. Nursing staff are asked for input regarding the purchase of new medication carts.
c. A recognition program is developed to acknowledge nurses who have provided
safe and exemplary care utilizing skills in the staffing mix to optimize the delivery of
patient care.
d. Recent changes in staffing mixes are examined to determine if the timing of
changes coincides with the increase in errors. - Answer-ANS: D
The NDNQI measures are specifically concerned with patient safety and aspects of
quality of care that may be affected by changes in the delivery of care or staffing
resources. The quality indicators address staff mix and nursing hours for acute-care
settings, as well as other care components. The NDNQI project is designed to assist
healthcare organizations in identifying links between nursing care and patient outcomes.
15. A nurse manager in a hospital is deeply concerned that senior administration makes
decisions about budgetary directions that affect staffing and other resources without
sharing the rationale for changes or demonstrating concern as to how these changes
may affect patients orstaff. She says she does not feel respected and is emotionally
tired as a result. This situation represents:
a. bureaucratic organization.
b. realities of current health care.
, c. negative organizational culture.
d. lack of engagement by administration. - Answer-ANS: D
Organizational culture refers to the basic assumptions and values of an organization
and whether they contribute to relationships and decision making that is marked by
empowerment, information sharing, and truthfulness. Positive work cultures contribute
to a perception of being respected in the work environment. Collaborative organizational
cultures are essential for nurse managers to proactively work in today's complex
healthcare environment in a manner that engages them in their work. Interpersonal
relationships can be fostered with
organizational designs fostering a culture of collaboration, reward and recognition,
communication, and a mentoring environment. This demonstrates a lack of engagement
by the administration.
16. As a nurse manager, you identify that a shift in nursing care models might increase
patient and staff satisfaction and avoid downsizing. Administration is reluctant to adopt
this approach because downsizing is seen as critical to reduction of costs. To leverage
your ideas, you:
a. ask staff to send e-mails to administration encouraging consideration of your
option.
b. invite a senior member of administration to your staff meeting, so you can tell him
what you are planning.
c. write a letter of complaint to a member of the institutional board about the lack of
openness of the administration.
d. identify influential members of your nurse manager group with similar ideas and
request an opportunity to meet with administration to discuss options. - Answer-ANS: D
Staff members often look to nurse managers to lead them in addressing workplace
issues with higher levels of administration. To do this, nurse managers must possess
the ability to address power sources in the work environment and to define power-based
strategies, such as in organizing a following of other nurse managers with similar
concerns.
17. Nurses on Unit 17 complain that their manager frequently "checks up on them" and
encourages little involvement in decision making and yet, during performance reviews,
praises them for their outstanding performance. Nurses on Unit 18 indicate that their
experience is different from that of nurses on Unit 17. The manager on Unit 18
encourages active involvement in decision making and provides authentic, growth-
promoting feedback. The practices on Units 17 and 18 reflect.
a. differences in the managers' expectations of their role.
b. shaping of the workplace behavior of employees.
c. different approaches to cooperation and collaboration.
d. recognition of institutional priorities. - Answer-ANS: A
Management theory addresses how managers address employees' concerns and
needs and the interactions of managers with employees. Expectations of the
managerial role affect expectations of self as the manager and of others. McGregor's
(1960) Theory X and Theory Y made two basic opposing assumptions about employees
and how the manager should interact with them. Theory X suggests that people do not
YODER-WISE: LEADING AND
MANAGING IN NURSING, 7TH EDITION,
THE STRATEGIC PLANNING PROCESS,
DEVELOPING THE ROLE OF LEADER
YODER-WISE: LEADING AND
MANAGING IN NURSING, 7TH EDITION
EXAM QUESTIONS WITH COMPLETE
ANSWERS
10. Nurses in the CCU are unhappy and frustrated with their nurse manager. They
complain that
"nothing is ever good enough for him." These statements suggest that the nurse
manager's goals may be:
a. measurable.
b. unrealistic.
c. attainable.
d. too low. - Answer-ANS: B
Nurse managers who are successful in motivating staff often provide an inclusive
environment that facilitates clearly set, achievable goals that can result in both team and
personal satisfaction.
11. While interviewing for a nurse manager position, Ann is asked to give an example of
a situation in which she demonstrated leadership. Which of the following examples
exemplifies leadership?
a. Through research and investigation of best practice and practice-based evidence,
she proposed a change in the management of incontinence in older adult patients.
b. She ensures that new policies related to parenteral infusions are implemented
consistently within her team.
c. When asked by her students about institutional policies, she readily and patiently
interprets policies to facilitate quality care.
d. She organizes the team and delegates responsibilities effectively in providing
nursing care. - Answer-ANS: A
Nurse managers have the responsibility of day-to-day decisions for their units and
interpret established policy, procedures, and mandates. They meet their goals by
,organizing, staffing, controlling, and solving problems. By contrast, leaders develop a
vision and translate that direction into action.
12. Budgeting and protection of revenues is a function of:
a. leadership.
b. management.
c. team leadership.
d. followers. - Answer-ANS: B
Managers address complex issues such as planning, budgeting, and allocating
resources, whereas leaders address change.
13. Which of the following is not important in a positive work environment, as defined by
the AONE?
a. Clear, open, trustful communication
b. Accountability and clarity of roles and responsibilities
c. Participatory decision making
d. Challenge and striving for excellence - Answer-ANS: D
Clear and open communication, accountability and clarity of roles, and participatory
decision making are considered by the AONE to be important to a healthy environment.
Challenge and excellence are not specifically identified by the AONE as important to
healthy work environments.
14. As a nurse manager on a urology unit, you note that there has been a marked
increase in medication errors on the unit. Which of the following actions would be
consistent with the National Database of Nursing Quality Indicators (NDNQI) measures?
a. Staff are consulted regarding improvements in interprofessional approaches to
patient care.
b. Nursing staff are asked for input regarding the purchase of new medication carts.
c. A recognition program is developed to acknowledge nurses who have provided
safe and exemplary care utilizing skills in the staffing mix to optimize the delivery of
patient care.
d. Recent changes in staffing mixes are examined to determine if the timing of
changes coincides with the increase in errors. - Answer-ANS: D
The NDNQI measures are specifically concerned with patient safety and aspects of
quality of care that may be affected by changes in the delivery of care or staffing
resources. The quality indicators address staff mix and nursing hours for acute-care
settings, as well as other care components. The NDNQI project is designed to assist
healthcare organizations in identifying links between nursing care and patient outcomes.
15. A nurse manager in a hospital is deeply concerned that senior administration makes
decisions about budgetary directions that affect staffing and other resources without
sharing the rationale for changes or demonstrating concern as to how these changes
may affect patients orstaff. She says she does not feel respected and is emotionally
tired as a result. This situation represents:
a. bureaucratic organization.
b. realities of current health care.
, c. negative organizational culture.
d. lack of engagement by administration. - Answer-ANS: D
Organizational culture refers to the basic assumptions and values of an organization
and whether they contribute to relationships and decision making that is marked by
empowerment, information sharing, and truthfulness. Positive work cultures contribute
to a perception of being respected in the work environment. Collaborative organizational
cultures are essential for nurse managers to proactively work in today's complex
healthcare environment in a manner that engages them in their work. Interpersonal
relationships can be fostered with
organizational designs fostering a culture of collaboration, reward and recognition,
communication, and a mentoring environment. This demonstrates a lack of engagement
by the administration.
16. As a nurse manager, you identify that a shift in nursing care models might increase
patient and staff satisfaction and avoid downsizing. Administration is reluctant to adopt
this approach because downsizing is seen as critical to reduction of costs. To leverage
your ideas, you:
a. ask staff to send e-mails to administration encouraging consideration of your
option.
b. invite a senior member of administration to your staff meeting, so you can tell him
what you are planning.
c. write a letter of complaint to a member of the institutional board about the lack of
openness of the administration.
d. identify influential members of your nurse manager group with similar ideas and
request an opportunity to meet with administration to discuss options. - Answer-ANS: D
Staff members often look to nurse managers to lead them in addressing workplace
issues with higher levels of administration. To do this, nurse managers must possess
the ability to address power sources in the work environment and to define power-based
strategies, such as in organizing a following of other nurse managers with similar
concerns.
17. Nurses on Unit 17 complain that their manager frequently "checks up on them" and
encourages little involvement in decision making and yet, during performance reviews,
praises them for their outstanding performance. Nurses on Unit 18 indicate that their
experience is different from that of nurses on Unit 17. The manager on Unit 18
encourages active involvement in decision making and provides authentic, growth-
promoting feedback. The practices on Units 17 and 18 reflect.
a. differences in the managers' expectations of their role.
b. shaping of the workplace behavior of employees.
c. different approaches to cooperation and collaboration.
d. recognition of institutional priorities. - Answer-ANS: A
Management theory addresses how managers address employees' concerns and
needs and the interactions of managers with employees. Expectations of the
managerial role affect expectations of self as the manager and of others. McGregor's
(1960) Theory X and Theory Y made two basic opposing assumptions about employees
and how the manager should interact with them. Theory X suggests that people do not
