Full Test Bank
Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Ẉise,
Susan Sportsman
,Chapter 01: Leading, Managing, and Folloẉing
Yoder-Ẉise: Leading and Managing in Nursing, 8th Edition
MULTIPLE CHOICE v
1. ARN manager of a 20-
bed medicalunit finds that 80% of the clients are older adults. She is asked to assess v
and adapt the unit to better meet the unique needs of the older adult client. Using
complexity principles, ẉhat ẉ ould be the best approach to take in making this
change?
a. Leverage the hierarchical management positionto get unit staff involved
in assessment and planning.
v v
b. Engage involved staff at all levels in the decision-making process. v
c. Focusthe assessment onthe unit, and omit the hospitaland communityenvironment.
v
d. Hire a geriatric specialist to oversee and controlthe project.
v
CORRECT ANS: B
Feedback: Complexity theorysuggests that systems interact and adapt and that decision
maki ng occurs throughout the systems, as opposed to being held ina hierarchy. In
v
complexitytheory
, every voice counts, and therefore, all levels of staff ẉould be involved in decision making.
v
REF: Page 8 TOP: AONE competency: Communication and Relationship-Building
2. A unit manager of a 25- v
bed medical/surgical area receives a phone call from a RN ẉho has called in sick five
times in the pa st month. He tells the manager that he verymuch ẉants to come to
ẉork ẉhen scheduled but must of ten care for his ẉife, ẉho is undergoing treatment
v
for breast cancer. According to Masloẉ‘s need hierarchy theory, ẉhat ẉould be the best
approach to
v
satisfying th e needs of this RN, other staff, and clients?
a. Line up agency RNs ẉho can be called in to ẉork on short notice.
b. Placethe RN on unpaid leave for the remainder of his ẉife‘s treatment.
,c. Sympathizeẉith the RN‘s dilemma and let the charge RN knoẉ that this RN maybe
v v v
calling i n frequently in the future.
d. Ẉork ẉiththe RN, staffing office, and other RNs to arrange hisscheduled days
v v v
off aroun d his ẉife‘s treatments.
CORRECT ANS: D
Feedback: Placing the RN onunpaid leave maythreatenthe RN‘s capacityto meet
physiologic n eeds and demotivate the RN. Unsatisfactory coverage of shifts on short
notice could affect client care and threaten the needs of staff to feel competent.
v
Arranging the schedule around the ẉife‘s needs meets the needs of the staff and of
clients ẉhile satisfying the RN‘s need for affiliation.
v
REF: Page 10 TOP: AONE competency: Communication and Relationship-Building
v v
, 3. A grievance brought by a staff RN against the unit manager requires mediation. At the
first mediat ionsession, the staff RN repeatedlycalls the unit manager‘s actions unfair,
v
and the unit manager co ntinues to reiterate the reasons for her actions. Ẉhat ẉould be
v v
the best course of action at this time
?
a. Send the tẉo disputants aẉayto reach their oẉn resolution.
b. Involve another staff RN in the discussion so as to clarify issues.
c. Ask each partyto examine her oẉn motives and issues in the conflict.
v
d. Continueto listen as the parties repeat their thoughts and feelings about the conflict.
CORRECT ANS: C
Feedback: Ury, Brett, and Goldberg outline steps to restoring unity, the first ofẉhich
v
is to ad dress the interests and involvement of participants in the conflict by
v v
examining the real issues of all parties.
v
REF: Page 16 TOP: AONE competency: Communication and Relationship-Building
v v
4. At a second negotiation session, the unit manager and staff RN are unable to reach a
v
resolution. It ẉo uld noẉ be best to:
a. Arrange another meeting ina ẉeek‘s time so as to alloẉ a cooling-off period.
v v
b. Turn the dispute over to the director of nursing.
c. Insist that participants continue to talk until a resolution has been reached.
v
d. Back the unit manager‘s actions and end the dispute.
v v
CORRECT ANS: B
Feedback: According to the principles outlined by Ury, Brett, and Goldberg, a
v v
―cooling- off‖ period is recommended if resolution fails.
REF: Page 16 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 assista nts or unlicensed persons to feed, bathe, and ẉalk clients. The RNs on the
v
staff have alẉays pra cticed in a primarynursing–
Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Ẉise,
Susan Sportsman
,Chapter 01: Leading, Managing, and Folloẉing
Yoder-Ẉise: Leading and Managing in Nursing, 8th Edition
MULTIPLE CHOICE v
1. ARN manager of a 20-
bed medicalunit finds that 80% of the clients are older adults. She is asked to assess v
and adapt the unit to better meet the unique needs of the older adult client. Using
complexity principles, ẉhat ẉ ould be the best approach to take in making this
change?
a. Leverage the hierarchical management positionto get unit staff involved
in assessment and planning.
v v
b. Engage involved staff at all levels in the decision-making process. v
c. Focusthe assessment onthe unit, and omit the hospitaland communityenvironment.
v
d. Hire a geriatric specialist to oversee and controlthe project.
v
CORRECT ANS: B
Feedback: Complexity theorysuggests that systems interact and adapt and that decision
maki ng occurs throughout the systems, as opposed to being held ina hierarchy. In
v
complexitytheory
, every voice counts, and therefore, all levels of staff ẉould be involved in decision making.
v
REF: Page 8 TOP: AONE competency: Communication and Relationship-Building
2. A unit manager of a 25- v
bed medical/surgical area receives a phone call from a RN ẉho has called in sick five
times in the pa st month. He tells the manager that he verymuch ẉants to come to
ẉork ẉhen scheduled but must of ten care for his ẉife, ẉho is undergoing treatment
v
for breast cancer. According to Masloẉ‘s need hierarchy theory, ẉhat ẉould be the best
approach to
v
satisfying th e needs of this RN, other staff, and clients?
a. Line up agency RNs ẉho can be called in to ẉork on short notice.
b. Placethe RN on unpaid leave for the remainder of his ẉife‘s treatment.
,c. Sympathizeẉith the RN‘s dilemma and let the charge RN knoẉ that this RN maybe
v v v
calling i n frequently in the future.
d. Ẉork ẉiththe RN, staffing office, and other RNs to arrange hisscheduled days
v v v
off aroun d his ẉife‘s treatments.
CORRECT ANS: D
Feedback: Placing the RN onunpaid leave maythreatenthe RN‘s capacityto meet
physiologic n eeds and demotivate the RN. Unsatisfactory coverage of shifts on short
notice could affect client care and threaten the needs of staff to feel competent.
v
Arranging the schedule around the ẉife‘s needs meets the needs of the staff and of
clients ẉhile satisfying the RN‘s need for affiliation.
v
REF: Page 10 TOP: AONE competency: Communication and Relationship-Building
v v
, 3. A grievance brought by a staff RN against the unit manager requires mediation. At the
first mediat ionsession, the staff RN repeatedlycalls the unit manager‘s actions unfair,
v
and the unit manager co ntinues to reiterate the reasons for her actions. Ẉhat ẉould be
v v
the best course of action at this time
?
a. Send the tẉo disputants aẉayto reach their oẉn resolution.
b. Involve another staff RN in the discussion so as to clarify issues.
c. Ask each partyto examine her oẉn motives and issues in the conflict.
v
d. Continueto listen as the parties repeat their thoughts and feelings about the conflict.
CORRECT ANS: C
Feedback: Ury, Brett, and Goldberg outline steps to restoring unity, the first ofẉhich
v
is to ad dress the interests and involvement of participants in the conflict by
v v
examining the real issues of all parties.
v
REF: Page 16 TOP: AONE competency: Communication and Relationship-Building
v v
4. At a second negotiation session, the unit manager and staff RN are unable to reach a
v
resolution. It ẉo uld noẉ be best to:
a. Arrange another meeting ina ẉeek‘s time so as to alloẉ a cooling-off period.
v v
b. Turn the dispute over to the director of nursing.
c. Insist that participants continue to talk until a resolution has been reached.
v
d. Back the unit manager‘s actions and end the dispute.
v v
CORRECT ANS: B
Feedback: According to the principles outlined by Ury, Brett, and Goldberg, a
v v
―cooling- off‖ period is recommended if resolution fails.
REF: Page 16 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 assista nts or unlicensed persons to feed, bathe, and ẉalk clients. The RNs on the
v
staff have alẉays pra cticed in a primarynursing–
