TESTBANKLE
ADING AND MANAGING IN
c
NURSING,
7TH EDITION
By Patricia S. Yoder-Wise
TESTBANK
,Yoder-Wise: Leading and Managing in Nursing, 7th Edition Test Bank
ad c c c ad ad ad ad c
Contents
Chapter 1. Leading, Managing, and Following in Complex Health Systems
ad ca d a d ad ad ad ad ca d ca d ad
Chapter2. Clinical Safety: The Coreof Leading, Managing, and Following
a d ad ad ad ad ad ad ad
Chapter3. Legal and Ethical Issues-
a d ad ad ad
Chapter4. Cultural Diversity and Inclusion in Health Care
a d ad ad ad ad ad ad
Chapter5. Gaining Personal Insight: The Beginningof Being a Leader
a d ad ad ad ad ad c ad
Chapter6. Beingan EffectiveFollower
a d ad
Chapter7. Self-Management
a d
Chapter8. Communication and Conflict
a d ad ad
Chapter9. Power, Politics, and Influence
a d ad ad ad
Chapter10.HealthcareOrganizations
Chapter11. Organizational Structures
ad ad
Chapter 12. Care Delivery Strategies
ad ad ad ad
Chapter13. Staffingand Scheduling
ad ad
Chapter14. Workforce Engagement through Collective Actionand Governance
ad ad ad c ad ad
Chapter15. Making Decisions and Solving Problems
ad ad ad ad ad
Chapter16.The ImpactofTechnologyad
Chapter17. Delegating: Authority, Accountability, Responsibility in DelegationDecisions
ad ad ad ad ad ad
Chapter18. Leading Change
ad ad
Chapter19. Building Effective Teams
ad ad ad
Chapter20. Managing Costs and Budgets
ad ad ad ad
Chapter21. Selecting, Developing, and Evaluating Staff
a d ad ad ad ad
Chapter 22. Person-Centered Care
ad ad ad
Chapter23. Managing Quality and Risk
ad ad ad ad
Chapter 24. Translating Research into Practice
ad ad ad ad ad
Chapter25. Managing Personal/Personnel Problems
ad ad ad
Chapter 26. Role Transition
ad ad ca d
Chapter27. Managing Your Career
ad ad ad
Chapter28. Developingthe RoleofLeader
ad ad
Chapter29. Developingthe Roleof Manager
ad ad ad
Chapter 30. The Strategic Planning Process
ad ad ad ad cad
Chapter31. Thrivingforthe Future
ad ad
, Leading and Managing in Nursing 7th Edition Yoder- c ad ca d c c ca d c
Wise Test Bank ad c
Chapter 01:Leading,Managing,andFollowing
a d c
Yoder-Wise:Leading andManaginginNursing,7thEdition ad c c c
MULTIPLECHOICE
1. Anursemanagero fa20- ad ad c ad
bed medical unit findsthat 80% ofthe patients areolder adults. She is asked to assessand adapt the
ad c ca d ad ad c ad ad ad ad a d ad ca d ad c c
unit to better meet the unique needs ofthe older adult patient. Usingcomplexityprinciples, what w
ad c ad ad c ad c c c ad c ad c ad ad ad
ould be the best approach to take for implementation of this change?
ad c c ad ad ad c c ad
a. Leverage the hierarchical management position to getunit staff involved in ass c c ca d ad c ad c ad a d c
essment and planning.
ad c c
b. Engage involved staffata ll levels in the decision-making process. c ad ad ad ca d ca d c ad ad c
c. Focus the assessment on the unitand omitthe hospital and communityenv c ad c ad c c c c ad
ironment.
d. Hireageriatricspecialisttooverseeandcontrol theproject. ad ad ad ad ad ad c ad
ANS: B ca d
Complexitytheorysuggests that systems interact and adapt and that decision making occurs thro c ad ad c c c ad cad c ad ad
ughoutthesystems, as opposed to being held in a hierarchy. In complexitytheory, everyvoice co ad ad ad c c ad c c ad c ad ad ad
unts,and therefore,all levelso f staff wouldbe involved in decision making.
ad c ad ad ad c cad ad ad cad c cad
TOP: AONEcompetency: Communication andRelationship-Building
ca d c c
2. Aunit managerof a 25- c ad c c
bedmedical/surgical areareceives a phone call from a nursewho has called in sick fivet imes in th
ad c ad c cad c ad ad c cad c ad ad cad c ad
e past month.Hetells the manager that he verym uch wants tocome towork when scheduledbut m
ad c ad ad c ad ad cad ad ad c c ad ad ad ad c ad ad
ust often care forhiswife,who is undergoing treatment for breast cancer.According to Maslow ’
c c ad ad cad cad cad cad c ad c c ad
sneed hierarchytheory, what would be the bestapproach to satisfying the needs of this nurse, oth e
ad ad ad ad ad ca d ad c ad c c ca d ad ad
r staff, and patients?
ad ad ad
a. Lineupagencynurses who can be called in toworko n shortnotice.
ad ad ad c c cad cad ad ad c ad
b. Placethe nurse on unpaid leave forthe remaindero f his wife’s treatment.
ad ca d ad ad ad ad ad ca d c c
c. Sympathizew ith the nurse’s dilemmaand let thecharge nurseknowthatthis nurse may b ad c ad c ad ad c ad ad ad ad ad
e calling in frequently in the future. ca d ca d ad cad ad
d. Work with the nurse, staffing office, and other nurses to arrange hisscheduled day
c c ad ad c ad c c ad c ad
s off around his wife’streatments. c cad cad
ANS: D ca d
Placing the nurse on unpaid leave maythreaten the nurse’s capacityto meet physiologic needsand
c c c cad ad ad c c c ad c cad
demotivate the nurse. Unsatisfactorycoverage of shifts on short noticecould affect patient care a
ad ad ad ad ad c c c ca d ad ca d c ad
n d threaten theneedsof staff to feel competent.Arranging the schedulearoundt he wife’s needs mee
ad c c ad c c ad c ad c ad ad c ad
ts the needs of the staff and of patients while satisfying the nurse’s need foraffiliation.
ad ad c c c c ad c c ad ca d ca d
TOP: AONEcompetency: Communication andRelationship-Building
ca d c c
3. Agrievance brought bya staff nurse against the unit manager requires mediation. At the first med
ad c cad c cad ad ad ad c ad cad
i ation session, the staff nurse repeatedlycallsthe unit manager’s actions unfair, and the unit mana
ad c ad c ad ad cad ad cad ad ad ad ca d
g er continues to reiterate the reasons forthe actions. What would be the best course ofaction at this t
ad ad ad c ad ad c ad c c ad c c c c ad
i me?ad
a. Send the two disputants awayto reach their own resolution. ad ad c c ad ca d ad c
b. Involve anotherstaff nurse in thed iscussion forclarityissues. c ad cad ad c ad cad ad
, Leading and Managing in Nursing 7th Edition Yoder- c ad ca d c c ca d c
Wise Test Bank ad c
c. Ask each partytoexaminetheir own motives and issues in theconflict.
c c ad ad cad c cad cad c ad
d. Continueto listen asthepartiesrepeattheirthoughtsand feelingsabouttheconf l ad c c ad ad ad ad
ict.
ANS: C ca d
For resolution of conflict, one should addressthe interests and involvement ofparticipants in the co nflict
c c ad c ad ad ad ad c ad ca d ad ad c
byexaminingthe real issues of all parties. ad ca d ad c ad
TOP: AONEcompetency: Communication andRelationship-Building
ca d c c
4. Ata second negotiation session, the unit manager and staffnurseareunable to reach a resol
ad c c c ad ca d ad ad ad ad c c ad
ution. What is the appropriate next step?
ad ca d c ad ad c
a. Arrangeanother meeting in a week’stimesoas toa llowa cooling-off period. ad ad cad c c ad ad ad c ad c c
b. Elevate the next negation session to the next manager, one levelabove. c ca d ca d c c ad ca d cad ad ad ad
c. Insistthatparticipants continue to talk untila resolution hasbeen reached.
ad ad ad ad ad ca d c
d. Back the unit manager’s actionsand end the dispute. c c ca d ad ad c
ANS: B ca d
Part of leadership is understanding conflict resolution and abilitytonegotiateand manage forresol ution o
c c ad ad c c c ad ad ad ad ad ad c
f issuesa nd concerns.This situation has faileda second negotiation session,e levation toa manager wi
c ad ad c ad c cad cad ad cad c ad cad ad ad ad
th additional training to facilitate conflict resolution is important at thispoint.
c c c ad ad ca d cad c c ad
TOP: AONEcompetency: Communication andRelationship-Building
ca d c c
5. The manager ofa surgicalarea has a vision for the future that requires the additionof RN assista
ad ad c c c ad c ad cad ad ad ad c ad c ca d ad a
dnts or unlicensed persons to feed, bathe, and ambulate patients. The RNson the staff havealway
c ad c ad ad ad c c ad ad c ca d a
ds practiced in a primary nursing deliverysystem and are veryresistant to this idea. Whatwould b
c c c ad c c ad c ad ca d ad c a
e the best initial strategyfor implementation of this change?
d ad ad c c ad ad ad c
a. Exploring the valuesand feelingsoftheRN group in relationshipto thischange c cad ad c ad ad ad c ad ad ad
b. Leaving the RNsalone foratimesotheycan think about the changebefore it is imple
c cad ad ad ad ad c c c ad ad c ad ad ad
mented
c. Dropping the ideaandt rying forthechange in a yearorso when someo f theprese c ad ad ad cad ad c cad ad c c ad c ad ad
ntRNs have retired
ad c
d. Hiring the assistants and allowingthe RNs to see what good additions theyare
c ad ad ad c ad c ad ca d ca d ad ad
ANS: A ca d
Influencing others requiresemotional intelligence in domains such as empathy, handling relation
c ad cad ad c ad c c ad ca d
ships,deepening self-
ad ad c
awareness in self and others, motivating others, and managing emotions. Motivating others recog
ad c c c ad c ad ad c ad c c ad
nizes that values are powerful forcesthat influence acceptance ofchange. Leaving the RNsalone f
c c c ad ca d ad ad c c ad c c ad ad
oraperiod of time before implementation does not provide opportunityto explore different perspe
ad c c a d c ad c ad ad ad c ad
ctives and values. Avoiding discussion until the team changes maynotpromote adoption ofthe ch
ad ad ad c c c ad c cad ad c c c ad
ange until there is opportunityto explore perspectivesand valuesrelated to thechange. Hiringofth
c cad ad ad ad ad ca d ad ad ad c c ad
e assistants demonstrates lack o f empathy for the perspectives of the RN staff.
c ad ad c ad ad c c c ad ad
TOP: AONEcompetency: Knowledge of the Health Care Environment
ca d c ad ad ad c ad
ADING AND MANAGING IN
c
NURSING,
7TH EDITION
By Patricia S. Yoder-Wise
TESTBANK
,Yoder-Wise: Leading and Managing in Nursing, 7th Edition Test Bank
ad c c c ad ad ad ad c
Contents
Chapter 1. Leading, Managing, and Following in Complex Health Systems
ad ca d a d ad ad ad ad ca d ca d ad
Chapter2. Clinical Safety: The Coreof Leading, Managing, and Following
a d ad ad ad ad ad ad ad
Chapter3. Legal and Ethical Issues-
a d ad ad ad
Chapter4. Cultural Diversity and Inclusion in Health Care
a d ad ad ad ad ad ad
Chapter5. Gaining Personal Insight: The Beginningof Being a Leader
a d ad ad ad ad ad c ad
Chapter6. Beingan EffectiveFollower
a d ad
Chapter7. Self-Management
a d
Chapter8. Communication and Conflict
a d ad ad
Chapter9. Power, Politics, and Influence
a d ad ad ad
Chapter10.HealthcareOrganizations
Chapter11. Organizational Structures
ad ad
Chapter 12. Care Delivery Strategies
ad ad ad ad
Chapter13. Staffingand Scheduling
ad ad
Chapter14. Workforce Engagement through Collective Actionand Governance
ad ad ad c ad ad
Chapter15. Making Decisions and Solving Problems
ad ad ad ad ad
Chapter16.The ImpactofTechnologyad
Chapter17. Delegating: Authority, Accountability, Responsibility in DelegationDecisions
ad ad ad ad ad ad
Chapter18. Leading Change
ad ad
Chapter19. Building Effective Teams
ad ad ad
Chapter20. Managing Costs and Budgets
ad ad ad ad
Chapter21. Selecting, Developing, and Evaluating Staff
a d ad ad ad ad
Chapter 22. Person-Centered Care
ad ad ad
Chapter23. Managing Quality and Risk
ad ad ad ad
Chapter 24. Translating Research into Practice
ad ad ad ad ad
Chapter25. Managing Personal/Personnel Problems
ad ad ad
Chapter 26. Role Transition
ad ad ca d
Chapter27. Managing Your Career
ad ad ad
Chapter28. Developingthe RoleofLeader
ad ad
Chapter29. Developingthe Roleof Manager
ad ad ad
Chapter 30. The Strategic Planning Process
ad ad ad ad cad
Chapter31. Thrivingforthe Future
ad ad
, Leading and Managing in Nursing 7th Edition Yoder- c ad ca d c c ca d c
Wise Test Bank ad c
Chapter 01:Leading,Managing,andFollowing
a d c
Yoder-Wise:Leading andManaginginNursing,7thEdition ad c c c
MULTIPLECHOICE
1. Anursemanagero fa20- ad ad c ad
bed medical unit findsthat 80% ofthe patients areolder adults. She is asked to assessand adapt the
ad c ca d ad ad c ad ad ad ad a d ad ca d ad c c
unit to better meet the unique needs ofthe older adult patient. Usingcomplexityprinciples, what w
ad c ad ad c ad c c c ad c ad c ad ad ad
ould be the best approach to take for implementation of this change?
ad c c ad ad ad c c ad
a. Leverage the hierarchical management position to getunit staff involved in ass c c ca d ad c ad c ad a d c
essment and planning.
ad c c
b. Engage involved staffata ll levels in the decision-making process. c ad ad ad ca d ca d c ad ad c
c. Focus the assessment on the unitand omitthe hospital and communityenv c ad c ad c c c c ad
ironment.
d. Hireageriatricspecialisttooverseeandcontrol theproject. ad ad ad ad ad ad c ad
ANS: B ca d
Complexitytheorysuggests that systems interact and adapt and that decision making occurs thro c ad ad c c c ad cad c ad ad
ughoutthesystems, as opposed to being held in a hierarchy. In complexitytheory, everyvoice co ad ad ad c c ad c c ad c ad ad ad
unts,and therefore,all levelso f staff wouldbe involved in decision making.
ad c ad ad ad c cad ad ad cad c cad
TOP: AONEcompetency: Communication andRelationship-Building
ca d c c
2. Aunit managerof a 25- c ad c c
bedmedical/surgical areareceives a phone call from a nursewho has called in sick fivet imes in th
ad c ad c cad c ad ad c cad c ad ad cad c ad
e past month.Hetells the manager that he verym uch wants tocome towork when scheduledbut m
ad c ad ad c ad ad cad ad ad c c ad ad ad ad c ad ad
ust often care forhiswife,who is undergoing treatment for breast cancer.According to Maslow ’
c c ad ad cad cad cad cad c ad c c ad
sneed hierarchytheory, what would be the bestapproach to satisfying the needs of this nurse, oth e
ad ad ad ad ad ca d ad c ad c c ca d ad ad
r staff, and patients?
ad ad ad
a. Lineupagencynurses who can be called in toworko n shortnotice.
ad ad ad c c cad cad ad ad c ad
b. Placethe nurse on unpaid leave forthe remaindero f his wife’s treatment.
ad ca d ad ad ad ad ad ca d c c
c. Sympathizew ith the nurse’s dilemmaand let thecharge nurseknowthatthis nurse may b ad c ad c ad ad c ad ad ad ad ad
e calling in frequently in the future. ca d ca d ad cad ad
d. Work with the nurse, staffing office, and other nurses to arrange hisscheduled day
c c ad ad c ad c c ad c ad
s off around his wife’streatments. c cad cad
ANS: D ca d
Placing the nurse on unpaid leave maythreaten the nurse’s capacityto meet physiologic needsand
c c c cad ad ad c c c ad c cad
demotivate the nurse. Unsatisfactorycoverage of shifts on short noticecould affect patient care a
ad ad ad ad ad c c c ca d ad ca d c ad
n d threaten theneedsof staff to feel competent.Arranging the schedulearoundt he wife’s needs mee
ad c c ad c c ad c ad c ad ad c ad
ts the needs of the staff and of patients while satisfying the nurse’s need foraffiliation.
ad ad c c c c ad c c ad ca d ca d
TOP: AONEcompetency: Communication andRelationship-Building
ca d c c
3. Agrievance brought bya staff nurse against the unit manager requires mediation. At the first med
ad c cad c cad ad ad ad c ad cad
i ation session, the staff nurse repeatedlycallsthe unit manager’s actions unfair, and the unit mana
ad c ad c ad ad cad ad cad ad ad ad ca d
g er continues to reiterate the reasons forthe actions. What would be the best course ofaction at this t
ad ad ad c ad ad c ad c c ad c c c c ad
i me?ad
a. Send the two disputants awayto reach their own resolution. ad ad c c ad ca d ad c
b. Involve anotherstaff nurse in thed iscussion forclarityissues. c ad cad ad c ad cad ad
, Leading and Managing in Nursing 7th Edition Yoder- c ad ca d c c ca d c
Wise Test Bank ad c
c. Ask each partytoexaminetheir own motives and issues in theconflict.
c c ad ad cad c cad cad c ad
d. Continueto listen asthepartiesrepeattheirthoughtsand feelingsabouttheconf l ad c c ad ad ad ad
ict.
ANS: C ca d
For resolution of conflict, one should addressthe interests and involvement ofparticipants in the co nflict
c c ad c ad ad ad ad c ad ca d ad ad c
byexaminingthe real issues of all parties. ad ca d ad c ad
TOP: AONEcompetency: Communication andRelationship-Building
ca d c c
4. Ata second negotiation session, the unit manager and staffnurseareunable to reach a resol
ad c c c ad ca d ad ad ad ad c c ad
ution. What is the appropriate next step?
ad ca d c ad ad c
a. Arrangeanother meeting in a week’stimesoas toa llowa cooling-off period. ad ad cad c c ad ad ad c ad c c
b. Elevate the next negation session to the next manager, one levelabove. c ca d ca d c c ad ca d cad ad ad ad
c. Insistthatparticipants continue to talk untila resolution hasbeen reached.
ad ad ad ad ad ca d c
d. Back the unit manager’s actionsand end the dispute. c c ca d ad ad c
ANS: B ca d
Part of leadership is understanding conflict resolution and abilitytonegotiateand manage forresol ution o
c c ad ad c c c ad ad ad ad ad ad c
f issuesa nd concerns.This situation has faileda second negotiation session,e levation toa manager wi
c ad ad c ad c cad cad ad cad c ad cad ad ad ad
th additional training to facilitate conflict resolution is important at thispoint.
c c c ad ad ca d cad c c ad
TOP: AONEcompetency: Communication andRelationship-Building
ca d c c
5. The manager ofa surgicalarea has a vision for the future that requires the additionof RN assista
ad ad c c c ad c ad cad ad ad ad c ad c ca d ad a
dnts or unlicensed persons to feed, bathe, and ambulate patients. The RNson the staff havealway
c ad c ad ad ad c c ad ad c ca d a
ds practiced in a primary nursing deliverysystem and are veryresistant to this idea. Whatwould b
c c c ad c c ad c ad ca d ad c a
e the best initial strategyfor implementation of this change?
d ad ad c c ad ad ad c
a. Exploring the valuesand feelingsoftheRN group in relationshipto thischange c cad ad c ad ad ad c ad ad ad
b. Leaving the RNsalone foratimesotheycan think about the changebefore it is imple
c cad ad ad ad ad c c c ad ad c ad ad ad
mented
c. Dropping the ideaandt rying forthechange in a yearorso when someo f theprese c ad ad ad cad ad c cad ad c c ad c ad ad
ntRNs have retired
ad c
d. Hiring the assistants and allowingthe RNs to see what good additions theyare
c ad ad ad c ad c ad ca d ca d ad ad
ANS: A ca d
Influencing others requiresemotional intelligence in domains such as empathy, handling relation
c ad cad ad c ad c c ad ca d
ships,deepening self-
ad ad c
awareness in self and others, motivating others, and managing emotions. Motivating others recog
ad c c c ad c ad ad c ad c c ad
nizes that values are powerful forcesthat influence acceptance ofchange. Leaving the RNsalone f
c c c ad ca d ad ad c c ad c c ad ad
oraperiod of time before implementation does not provide opportunityto explore different perspe
ad c c a d c ad c ad ad ad c ad
ctives and values. Avoiding discussion until the team changes maynotpromote adoption ofthe ch
ad ad ad c c c ad c cad ad c c c ad
ange until there is opportunityto explore perspectivesand valuesrelated to thechange. Hiringofth
c cad ad ad ad ad ca d ad ad ad c c ad
e assistants demonstrates lack o f empathy for the perspectives of the RN staff.
c ad ad c ad ad c c c ad ad
TOP: AONEcompetency: Knowledge of the Health Care Environment
ca d c ad ad ad c ad
