Test Bank For Leading and Managing In Nursing 6th Edition
TEST BANK FOR LEADING AND
MANAGING IN NURSING 6TH EDITION
BY PATRICIA S.YODER WISE |
COMPLETE STUDY GUIDE | GRADED
A+
Page | 1
,Test Bank For Leading and Managing In Nursing 6th Edition
Chapter 01: Leading, Managing, and Following
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 in
making 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.
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
Placing the nurse on unpaid leave may threaten the nurse’s capacity
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,Test Bank For Leading and Managing In Nursing 6th Edition
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.
Page | 3
, Test Bank For Leading and Managing In Nursing 6th Edition
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 her 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 so as to clarify issues.
c. Ask each party to examine her own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings
about the conflict.
ANS: C
Ury, Brett, and Goldberg outline steps to restoring unity, the first of
which is to address the interests and involvement of participants in
the conflict by examining the real issues of all parties.
4. At a second negotiation session, the unit manager and staff
nurse are unable to reach a resolution. It would now be best to:
a. Arrange another meeting in a week’s time so as to allow a
cooling-off period.
b. Turn the dispute over to the director of nursing.
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
According to the principles outlined by Ury, Brett, and Goldberg, a
“cooling- off” period is recommended if resolution fails.
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 walk patients. The RNs on the staff have always practiced
in a primary nursing– delivery system and are very resistant to this
idea. The best initial strategy in this situation would include:
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
Page | 4
TEST BANK FOR LEADING AND
MANAGING IN NURSING 6TH EDITION
BY PATRICIA S.YODER WISE |
COMPLETE STUDY GUIDE | GRADED
A+
Page | 1
,Test Bank For Leading and Managing In Nursing 6th Edition
Chapter 01: Leading, Managing, and Following
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 in
making 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.
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
Placing the nurse on unpaid leave may threaten the nurse’s capacity
Page | 2
,Test Bank For Leading and Managing In Nursing 6th Edition
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.
Page | 3
, Test Bank For Leading and Managing In Nursing 6th Edition
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 her 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 so as to clarify issues.
c. Ask each party to examine her own motives and issues in the conflict.
d. Continue to listen as the parties repeat their thoughts and feelings
about the conflict.
ANS: C
Ury, Brett, and Goldberg outline steps to restoring unity, the first of
which is to address the interests and involvement of participants in
the conflict by examining the real issues of all parties.
4. At a second negotiation session, the unit manager and staff
nurse are unable to reach a resolution. It would now be best to:
a. Arrange another meeting in a week’s time so as to allow a
cooling-off period.
b. Turn the dispute over to the director of nursing.
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
According to the principles outlined by Ury, Brett, and Goldberg, a
“cooling- off” period is recommended if resolution fails.
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 walk patients. The RNs on the staff have always practiced
in a primary nursing– delivery system and are very resistant to this
idea. The best initial strategy in this situation would include:
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
Page | 4
