Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
Test Bank For Leading and Managing in
Nursing 8th Edition By Patricia S. Yoder-Wise;
Susan Sportsman
Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 7th 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.
N RheI very
He tells the manager that G B.C
muchMwants to come to work when
scheduled but must often care for his wife, who is undergoing
treatment
for breast cancer. According toUMaSslowN’s Tneed hiO erarchy theory, what
would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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
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.
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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.
ANS: 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.
ANS: B
Part of leadership is understanding conflict resolution and ability to
negotiate and manage for resolution of issues and concerns. This
situation has failed a second negotiation session, elevation to a
manager with additional training to facilitate conflict resolution is
important at this point.
TOP: AONE competency: Communication and Relationship-Building
5. The manager of a surgical area has a vision for the future that
requires the addition of RN assistants or unlicensed persons to feed,
bathe, and ambulate patients.
U S N The T RNs
O on the staff have always practiced
in a prNimaRry nIu rsiGng-B
del. iC
veryMsystem and are very resistant to
this idea.
What would be the best initial strategy for implementation of this
change?
a. Exploring the values and feelings of the RN group in relationship to
this change
b. Leaving the RNs alone for a time so they can think about the
change before it is implemented
c. Dropping the idea and trying for the change in a year or
so when some of the present RNs have retired
d. Hiring the assistants and allowing the RNs to see what good additions
they are
ANS: A
Influencing others requires emotional intelligence in domains such as
empathy, handling relationships, deepening self-awareness in self and
others, motivating others, and managing emotions. Motivating others
NURSINGTB.COM
Test Bank For Leading and Managing in
Nursing 8th Edition By Patricia S. Yoder-Wise;
Susan Sportsman
Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 7th 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.
N RheI very
He tells the manager that G B.C
muchMwants to come to work when
scheduled but must often care for his wife, who is undergoing
treatment
for breast cancer. According toUMaSslowN’s Tneed hiO erarchy theory, what
would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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
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.
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
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.
ANS: 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.
ANS: B
Part of leadership is understanding conflict resolution and ability to
negotiate and manage for resolution of issues and concerns. This
situation has failed a second negotiation session, elevation to a
manager with additional training to facilitate conflict resolution is
important at this point.
TOP: AONE competency: Communication and Relationship-Building
5. The manager of a surgical area has a vision for the future that
requires the addition of RN assistants or unlicensed persons to feed,
bathe, and ambulate patients.
U S N The T RNs
O on the staff have always practiced
in a prNimaRry nIu rsiGng-B
del. iC
veryMsystem and are very resistant to
this idea.
What would be the best initial strategy for implementation of this
change?
a. Exploring the values and feelings of the RN group in relationship to
this change
b. Leaving the RNs alone for a time so they can think about the
change before it is implemented
c. Dropping the idea and trying for the change in a year or
so when some of the present RNs have retired
d. Hiring the assistants and allowing the RNs to see what good additions
they are
ANS: A
Influencing others requires emotional intelligence in domains such as
empathy, handling relationships, deepening self-awareness in self and
others, motivating others, and managing emotions. Motivating others
NURSINGTB.COM
