xx xx xx xx xx Full Test Bank xx xx
Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-
xx xx xx xx xx xx xx xx xx xx
Wise, Susan Sportsman
xx xx
,Chapter 01: Leading, Managing, and Following
xx xx xx xx xx
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
xx xx xx xx xx xx xx
MULTIPLE xxCHOICE
1. A xxRN xxmanager xxof xxa xx20-bed xxmedical xxunit xxfinds xxthat xx80% xxof xxthe xxclients xxare
xxolder xxadults. xxShe xxis xxasked xxto xxassess xxand xxadapt xxthe xxunit xxto xxbetter xxmeet xxthe
xxunique xxneeds xxof xxthe xxolder xxadult xxclient. xxUsing xxcomplexity xxprinciples, xxwhat
xxwould xxbe xxthe xxbest xxapproach xxto xxtake xxin xxmaking xxthis xxchange?
a. Leverage xxthe xxhierarchical xxmanagement xxposition xxto xxget xxunit xxstaff xxinvolved xxin
assessment xxand xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xxplanning.
xx
b. Engage xxinvolved xxstaff xxat xxall xxlevels xxin xxthe xxdecision-making xxprocess.
c. Focus xxthe xxassessment xxon xxthe xxunit, xxand xxomit xxthe xxhospital xxand xxcommunity
xxenvironment.
d. Hire xxa xxgeriatric xxspecialist xxto xxoversee xxand xxcontrol xxthe xxproject.
CORRECT xxANS: xxB
Feedback: xxComplexity xxtheory xxsuggests xxthat xxsystems xxinteract xxand xxadapt xxand
xxthat xxdecision xxmaking xxoccurs xxthroughout xxthe xxsystems, xxas xxopposed xxto xxbeing
xxheld xxin xxa xxhierarchy. xxIn xxcomplexity xxtheory, xxevery xxvoice xxcounts, xxand
xxtherefore, xxall xxlevels xxof xxstaff xxwould xxbe xxinvolved xxin xxdecision xxmaking.
REF: xxPage xx8 TOP: xxAONE x x competency: xxCommunication xxand xxRelationship-Building
2. A xxunit xxmanager xxof xxa xx25-bed xxmedical/surgical xxarea xxreceives xxa xxphone xxcall xxfrom
xxa xxRN xxwho xxhas xxcalled xxin xxsick xxfive xxtimes xxin xxthe xxpast xxmonth. xxHe xxtells xxthe
xxmanager xxthat xxhe xxvery xxmuch xxwants xxto xxcome xxto xxwork xxwhen xxscheduled xxbut
xxmust xxoften xxcare xxfor xxhis xxwife, xxwho xxis xxundergoing xxtreatment
for xxbreast xxcancer. xxAccording xxto xxMaslow’s xxneed xxhierarchy xxtheory, xxwhat xxwould xxbe xxthe xxbest
xx the xxneeds xxof xxthis xxRN, xxother xxstaff, xxand xxclients?
approach xxto xxsatisfying xx
a. Line xxup xxagency xxRNs xxwho xxcan xxbe xxcalled xxin xxto xxwork xxon xxshort xxnotice.
b. Place xxthe xxRN xxon xxunpaid xxleave xxfor xxthe xxremainder xxof xxhis xxwife’s xxtreatment.
c. Sympathize xxwith xxthe xxRN’s xxdilemma xxand xxlet xxthe xxcharge xxRN xxknow xxthat xxthis
RN xxmay xxbe xxcalling xxin xxfrequently xxin xxthe xxfuture.
xx
d. Work xxwith xxthe xxRN, xxstaffing xxoffice, xxand xxother xxRNs xxto xxarrange xxhis
xxscheduled xxdays xxoff xxaround xxhis xxwife’s xxtreatments.
CORRECT xxANS: xxD
Feedback: xxPlacing xxthe xxRN xxon xxunpaid xxleave xxmay xxthreaten xxthe xxRN’s xxcapacity xxto
xxmeet xxphysiologic xxneeds xxand xxdemotivate xxthe xxRN. xxUnsatisfactory xxcoverage xxof
xxshifts xxon xxshort xxnotice xxcould xxaffect xxclient xxcare xxand xxthreaten xxthe xxneeds xxof
xxstaff xxto xxfeel xxcompetent. xxArranging xxthe xxschedule xxaround xxthe xxwife’s xxneeds
xxmeets xxthe xxneeds xxof xxthe xxstaff xxand xxof xxclients xxwhile xxsatisfying xxthe xxRN’s xxneed
xxfor xxaffiliation.
,REF: xxPage xx10 TOP: xxAONE x x competency: xxCommunication xxand xxRelationship-Building
, 3. A xxgrievance xxbrought xxby xxa xxstaff xxRN xxagainst xxthe xxunit xxmanager xxrequires
xxmediation. xxAt xxthe xxfirst xxmediation xxsession, xxthe xxstaff xxRN xxrepeatedly xxcalls xxthe
xxunit xxmanager’s xxactions xxunfair, xxand xxthe xxunit xxmanager xxcontinues xxto xxreiterate
xxthe xxreasons xxfor xxher xxactions. xxWhat xxwould xxbe xxthe xxbest xxcourse xxof xxaction xxat
xxthis xxtime?
a. Send xxthe xxtwo xxdisputants xxaway xxto xxreach xxtheir xxown xxresolution.
b. Involve xxanother xxstaff xxRN xxin xxthe xxdiscussion xxso xxas xxto xxclarify xxissues.
c. Ask xxeach xxparty xxto xxexamine xxher xxown xxmotives xxand xxissues xxin xxthe xxconflict.
d. Continue xxto xxlisten xxas xxthe xxparties xxrepeat xxtheir xxthoughts xxand xxfeelings xxabout
xxthe xxconflict.
CORRECT xxANS: xxC
Feedback: xxUry, xxBrett, xxand xxGoldberg xxoutline xxsteps xxto xxrestoring xxunity, xxthe
xxfirst xxof xxwhich xxis xxto xxaddress xxthe xxinterests xxand xxinvolvement xxof xxparticipants
xxin xxthe xxconflict xxby xxexamining xxthe xxreal xxissues xxof xxall xxparties.
REF: xxPage xx16 TOP: xxAONE x x competency: xxCommunication xxand xxRelationship-Building
4. At xxa xxsecond xxnegotiation xxsession, xxthe xxunit xxmanager xxand xxstaff xxRN xxare xxunable xxto
reach xxa xxresolution. xxIt xxwould xxnow xxbe xxbest xxto:
xx
a. Arrange xxanother xxmeeting xxin xxa xxweek’s xxtime xxso xxas xxto xxallow xxa xxcooling-off
xxperiod.
b. Turn xxthe xxdispute xxover xxto xxthe xxdirector xxof xxnursing.
c. Insist xxthat xxparticipants xxcontinue xxto xxtalk xxuntil xxa xxresolution xxhas xxbeen xxreached.
d. Back xxthe xxunit xxmanager’s xxactions xxand xxend xxthe xxdispute.
CORRECT xxANS: xxB
Feedback: xxAccording xxto xxthe xxprinciples xxoutlined xxby xxUry, xxBrett, xxand
xxGoldberg, xxa xx“cooling-off” xxperiod xxis xxrecommended xxif xxresolution xxfails.
REF: xxPage xx16 TOP: xxAONE x x competency: xxCommunication xxand xxRelationship-Building
5. The xxmanager xxof xxa xxsurgical xxarea xxhas xxa xxvision xxfor xxthe xxfuture xxthat xxrequires
xxthe xxaddition xxof xxRN xxassistants xxor xxunlicensed xxpersons xxto xxfeed, xxbathe, xxand
xxwalk xxclients. xxThe xxRNs xxon xxthe xxstaff xxhave xxalways xxpracticed xxin xxa xxprimary
xxnursing–delivery xxsystem xxand xxare xxvery xxresistant xxto xxthis xxidea. xxThe xxbest xxinitial
xxstrategy xxin xxthis xxsituation xxwould xxinclude:
a. Exploring xxthe xxvalues xxand xxfeelings xxof xxthe xxRN xxgroup xxin xxrelationship xxto xxthis
change.
xx
b. Leaving xxthe xxRNs xxalone xxfor xxa xxtime xxso xxthey xxcan xxthink xxabout xxthe
xxchange xxbefore xxit xxis xximplemented.
c. Dropping xxthe xxidea xxand xxtrying xxfor xxthe xxchange xxin xxa xxyear xxor xxso xxwhen
xxsome xxof xxthe xxpresent xxRNs xxhave xxretired.
d. Hiring xxthe xxassistants xxand xxallowing xxthe xxRNs xxto xxsee xxwhat xxgood xxadditions
xxthey xxare.
Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-
xx xx xx xx xx xx xx xx xx xx
Wise, Susan Sportsman
xx xx
,Chapter 01: Leading, Managing, and Following
xx xx xx xx xx
Yoder-Wise: Leading and Managing in Nursing, 8th Edition
xx xx xx xx xx xx xx
MULTIPLE xxCHOICE
1. A xxRN xxmanager xxof xxa xx20-bed xxmedical xxunit xxfinds xxthat xx80% xxof xxthe xxclients xxare
xxolder xxadults. xxShe xxis xxasked xxto xxassess xxand xxadapt xxthe xxunit xxto xxbetter xxmeet xxthe
xxunique xxneeds xxof xxthe xxolder xxadult xxclient. xxUsing xxcomplexity xxprinciples, xxwhat
xxwould xxbe xxthe xxbest xxapproach xxto xxtake xxin xxmaking xxthis xxchange?
a. Leverage xxthe xxhierarchical xxmanagement xxposition xxto xxget xxunit xxstaff xxinvolved xxin
assessment xxand xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xxplanning.
xx
b. Engage xxinvolved xxstaff xxat xxall xxlevels xxin xxthe xxdecision-making xxprocess.
c. Focus xxthe xxassessment xxon xxthe xxunit, xxand xxomit xxthe xxhospital xxand xxcommunity
xxenvironment.
d. Hire xxa xxgeriatric xxspecialist xxto xxoversee xxand xxcontrol xxthe xxproject.
CORRECT xxANS: xxB
Feedback: xxComplexity xxtheory xxsuggests xxthat xxsystems xxinteract xxand xxadapt xxand
xxthat xxdecision xxmaking xxoccurs xxthroughout xxthe xxsystems, xxas xxopposed xxto xxbeing
xxheld xxin xxa xxhierarchy. xxIn xxcomplexity xxtheory, xxevery xxvoice xxcounts, xxand
xxtherefore, xxall xxlevels xxof xxstaff xxwould xxbe xxinvolved xxin xxdecision xxmaking.
REF: xxPage xx8 TOP: xxAONE x x competency: xxCommunication xxand xxRelationship-Building
2. A xxunit xxmanager xxof xxa xx25-bed xxmedical/surgical xxarea xxreceives xxa xxphone xxcall xxfrom
xxa xxRN xxwho xxhas xxcalled xxin xxsick xxfive xxtimes xxin xxthe xxpast xxmonth. xxHe xxtells xxthe
xxmanager xxthat xxhe xxvery xxmuch xxwants xxto xxcome xxto xxwork xxwhen xxscheduled xxbut
xxmust xxoften xxcare xxfor xxhis xxwife, xxwho xxis xxundergoing xxtreatment
for xxbreast xxcancer. xxAccording xxto xxMaslow’s xxneed xxhierarchy xxtheory, xxwhat xxwould xxbe xxthe xxbest
xx the xxneeds xxof xxthis xxRN, xxother xxstaff, xxand xxclients?
approach xxto xxsatisfying xx
a. Line xxup xxagency xxRNs xxwho xxcan xxbe xxcalled xxin xxto xxwork xxon xxshort xxnotice.
b. Place xxthe xxRN xxon xxunpaid xxleave xxfor xxthe xxremainder xxof xxhis xxwife’s xxtreatment.
c. Sympathize xxwith xxthe xxRN’s xxdilemma xxand xxlet xxthe xxcharge xxRN xxknow xxthat xxthis
RN xxmay xxbe xxcalling xxin xxfrequently xxin xxthe xxfuture.
xx
d. Work xxwith xxthe xxRN, xxstaffing xxoffice, xxand xxother xxRNs xxto xxarrange xxhis
xxscheduled xxdays xxoff xxaround xxhis xxwife’s xxtreatments.
CORRECT xxANS: xxD
Feedback: xxPlacing xxthe xxRN xxon xxunpaid xxleave xxmay xxthreaten xxthe xxRN’s xxcapacity xxto
xxmeet xxphysiologic xxneeds xxand xxdemotivate xxthe xxRN. xxUnsatisfactory xxcoverage xxof
xxshifts xxon xxshort xxnotice xxcould xxaffect xxclient xxcare xxand xxthreaten xxthe xxneeds xxof
xxstaff xxto xxfeel xxcompetent. xxArranging xxthe xxschedule xxaround xxthe xxwife’s xxneeds
xxmeets xxthe xxneeds xxof xxthe xxstaff xxand xxof xxclients xxwhile xxsatisfying xxthe xxRN’s xxneed
xxfor xxaffiliation.
,REF: xxPage xx10 TOP: xxAONE x x competency: xxCommunication xxand xxRelationship-Building
, 3. A xxgrievance xxbrought xxby xxa xxstaff xxRN xxagainst xxthe xxunit xxmanager xxrequires
xxmediation. xxAt xxthe xxfirst xxmediation xxsession, xxthe xxstaff xxRN xxrepeatedly xxcalls xxthe
xxunit xxmanager’s xxactions xxunfair, xxand xxthe xxunit xxmanager xxcontinues xxto xxreiterate
xxthe xxreasons xxfor xxher xxactions. xxWhat xxwould xxbe xxthe xxbest xxcourse xxof xxaction xxat
xxthis xxtime?
a. Send xxthe xxtwo xxdisputants xxaway xxto xxreach xxtheir xxown xxresolution.
b. Involve xxanother xxstaff xxRN xxin xxthe xxdiscussion xxso xxas xxto xxclarify xxissues.
c. Ask xxeach xxparty xxto xxexamine xxher xxown xxmotives xxand xxissues xxin xxthe xxconflict.
d. Continue xxto xxlisten xxas xxthe xxparties xxrepeat xxtheir xxthoughts xxand xxfeelings xxabout
xxthe xxconflict.
CORRECT xxANS: xxC
Feedback: xxUry, xxBrett, xxand xxGoldberg xxoutline xxsteps xxto xxrestoring xxunity, xxthe
xxfirst xxof xxwhich xxis xxto xxaddress xxthe xxinterests xxand xxinvolvement xxof xxparticipants
xxin xxthe xxconflict xxby xxexamining xxthe xxreal xxissues xxof xxall xxparties.
REF: xxPage xx16 TOP: xxAONE x x competency: xxCommunication xxand xxRelationship-Building
4. At xxa xxsecond xxnegotiation xxsession, xxthe xxunit xxmanager xxand xxstaff xxRN xxare xxunable xxto
reach xxa xxresolution. xxIt xxwould xxnow xxbe xxbest xxto:
xx
a. Arrange xxanother xxmeeting xxin xxa xxweek’s xxtime xxso xxas xxto xxallow xxa xxcooling-off
xxperiod.
b. Turn xxthe xxdispute xxover xxto xxthe xxdirector xxof xxnursing.
c. Insist xxthat xxparticipants xxcontinue xxto xxtalk xxuntil xxa xxresolution xxhas xxbeen xxreached.
d. Back xxthe xxunit xxmanager’s xxactions xxand xxend xxthe xxdispute.
CORRECT xxANS: xxB
Feedback: xxAccording xxto xxthe xxprinciples xxoutlined xxby xxUry, xxBrett, xxand
xxGoldberg, xxa xx“cooling-off” xxperiod xxis xxrecommended xxif xxresolution xxfails.
REF: xxPage xx16 TOP: xxAONE x x competency: xxCommunication xxand xxRelationship-Building
5. The xxmanager xxof xxa xxsurgical xxarea xxhas xxa xxvision xxfor xxthe xxfuture xxthat xxrequires
xxthe xxaddition xxof xxRN xxassistants xxor xxunlicensed xxpersons xxto xxfeed, xxbathe, xxand
xxwalk xxclients. xxThe xxRNs xxon xxthe xxstaff xxhave xxalways xxpracticed xxin xxa xxprimary
xxnursing–delivery xxsystem xxand xxare xxvery xxresistant xxto xxthis xxidea. xxThe xxbest xxinitial
xxstrategy xxin xxthis xxsituation xxwould xxinclude:
a. Exploring xxthe xxvalues xxand xxfeelings xxof xxthe xxRN xxgroup xxin xxrelationship xxto xxthis
change.
xx
b. Leaving xxthe xxRNs xxalone xxfor xxa xxtime xxso xxthey xxcan xxthink xxabout xxthe
xxchange xxbefore xxit xxis xximplemented.
c. Dropping xxthe xxidea xxand xxtrying xxfor xxthe xxchange xxin xxa xxyear xxor xxso xxwhen
xxsome xxof xxthe xxpresent xxRNs xxhave xxretired.
d. Hiring xxthe xxassistants xxand xxallowing xxthe xxRNs xxto xxsee xxwhat xxgood xxadditions
xxthey xxare.
