TEST BANK FOR
LEADING AND MANAGING IN NURSING
8TH EDITION
BY PATRICIA S. YODER-WISE; SUSAN
SPORTSMAN ALL CHAPTERS 1-25
,TABLE OF CONTENTS
CHAPTER 01: LEADING, MANAGING, AND FOLLOWING.......................... 4
CHAPTER 02: QUALITY AND SAFETY ...................................................... 15
CHAPTER 03: ETHICAL AND LEGAL ISSUES IN NURSING ........................ 26
CHAPTER 04: TOWARD JUSTICE ............................................................ 37
CHAPTER 05: HEALTHY WORKPLACES, HEALTHY WORKFORCE ............. 47
CHAPTER 06: TRANSLATING RESEARCH INTO PRACTICE ....................... 58
CHAPTER 07: GAINING PERSONAL INSIGHT: BEING AN EFFECTIVE
FOLLOWER AND LEADER ....................................................................... 70
CHAPTER 08: COMMUNICATION AND CONFLICT .................................. 79
CHAPTER 09: HEALTHCARE ORGANIZATIONS AND STRUCTURES .......... 90
CHAPTER 10: PERSON-CENTERED CARE .............................................. 102
CHAPTER 11: STAFFING AND SCHEDULING ......................................... 113
CHAPTER 12: WORKFORCE ENGAGEMENT THROUGH COLLECTIVE
ACTION AND GOVERNANCE ................................................................ 123
CHAPTER 13: SOLVING PROBLEMS AND INFLUENCING POSITIVE
OUTCOMES ......................................................................................... 137
CHAPTER 14: DELEGATING: AUTHORITY, ACCOUNTABILITY, AND
RESPONSIBILITY IN DELEGATION DECISIONS....................................... 151
CHAPTER 15: EFFECTING CHANGE, LARGE AND SMALL ...................... 165
CHAPTER 16: BUILDING EFFECTIVE TEAMS ......................................... 178
CHAPTER 17: THE IMPACT OF TECHNOLOGY ...................................... 191
CHAPTER 18: ARTIFICIAL INTELLIGENCE .............................................. 205
CHAPTER 19: MANAGING COSTS AND BUDGETS ................................ 217
,CHAPTER 20: SELECTING, DEVELOPING, AND EVALUATING STAFF ..... 231
CHAPTER 21: MANAGING PERSONAL AND PERSONNEL PROBLEMS ... 244
CHAPTER 22: ROLE TRANSITION ......................................................... 255
CHAPTER 23: MANAGING YOUR CAREER ............................................ 266
CHAPTER 24: DEVELOPING LEADERS, MANAGERS, AND FOLLOWERS 276
CHAPTER 25: THRIVING FOR THE FUTURE .......................................... 288
, CHAPTER 01: LEADING, MANAGING, AND FOLLOWING
YODER-WISE: LEADING AND MANAGING IN NURSING, 8TH EDITION
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.
ANS: 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.
ANS: D
LEADING AND MANAGING IN NURSING
8TH EDITION
BY PATRICIA S. YODER-WISE; SUSAN
SPORTSMAN ALL CHAPTERS 1-25
,TABLE OF CONTENTS
CHAPTER 01: LEADING, MANAGING, AND FOLLOWING.......................... 4
CHAPTER 02: QUALITY AND SAFETY ...................................................... 15
CHAPTER 03: ETHICAL AND LEGAL ISSUES IN NURSING ........................ 26
CHAPTER 04: TOWARD JUSTICE ............................................................ 37
CHAPTER 05: HEALTHY WORKPLACES, HEALTHY WORKFORCE ............. 47
CHAPTER 06: TRANSLATING RESEARCH INTO PRACTICE ....................... 58
CHAPTER 07: GAINING PERSONAL INSIGHT: BEING AN EFFECTIVE
FOLLOWER AND LEADER ....................................................................... 70
CHAPTER 08: COMMUNICATION AND CONFLICT .................................. 79
CHAPTER 09: HEALTHCARE ORGANIZATIONS AND STRUCTURES .......... 90
CHAPTER 10: PERSON-CENTERED CARE .............................................. 102
CHAPTER 11: STAFFING AND SCHEDULING ......................................... 113
CHAPTER 12: WORKFORCE ENGAGEMENT THROUGH COLLECTIVE
ACTION AND GOVERNANCE ................................................................ 123
CHAPTER 13: SOLVING PROBLEMS AND INFLUENCING POSITIVE
OUTCOMES ......................................................................................... 137
CHAPTER 14: DELEGATING: AUTHORITY, ACCOUNTABILITY, AND
RESPONSIBILITY IN DELEGATION DECISIONS....................................... 151
CHAPTER 15: EFFECTING CHANGE, LARGE AND SMALL ...................... 165
CHAPTER 16: BUILDING EFFECTIVE TEAMS ......................................... 178
CHAPTER 17: THE IMPACT OF TECHNOLOGY ...................................... 191
CHAPTER 18: ARTIFICIAL INTELLIGENCE .............................................. 205
CHAPTER 19: MANAGING COSTS AND BUDGETS ................................ 217
,CHAPTER 20: SELECTING, DEVELOPING, AND EVALUATING STAFF ..... 231
CHAPTER 21: MANAGING PERSONAL AND PERSONNEL PROBLEMS ... 244
CHAPTER 22: ROLE TRANSITION ......................................................... 255
CHAPTER 23: MANAGING YOUR CAREER ............................................ 266
CHAPTER 24: DEVELOPING LEADERS, MANAGERS, AND FOLLOWERS 276
CHAPTER 25: THRIVING FOR THE FUTURE .......................................... 288
, CHAPTER 01: LEADING, MANAGING, AND FOLLOWING
YODER-WISE: LEADING AND MANAGING IN NURSING, 8TH EDITION
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.
ANS: 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.
ANS: D
