TEST BANK
FOR
- YODER WISE’S
LEADING AND
MAN AGING IN
CANADIAN NURSING
7th EDITION BY
YODER-WISE
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
Chapter 01: Leading, Managing, and Following Yoder-Wise: Leading and Managing in
Nursing, 7th Edition
MULTIPLE CHOICE
1.tAtnursetmanagertoftat20-
bedtmedicaltunittfindstthatt80%toftthetpatientstaretoldertadults.tShetistaskedttotassesstandtadapttthet
unitttotbettertmeettthetuniquetneedstoftthetoldertadulttpatient.tUsingtcomplexitytprinciples,twhattw
ouldtbetthetbesttapproachttottaketfortimplementationtoftthistchange?t
a. Leveragetthethierarchicaltmanagementtpositionttotgettunittstafftinvolvedtintassessmenttandtp
lanning.t
b. Engagetinvolvedtstafftattalltlevelstintthetdecision-makingtprocess.t
c. Focustthetassessmenttontthetunittandtomittthethospitaltandtcommunitytenvironment.t
d. Hiretatgeriatrictspecialistttotoverseetandtcontroltthetproject.t
t
t
ANS:tBt
Complexityttheorytsuggeststthattsystemstinteracttandtadapttandtthattdecisiontmakingtoccurstthrou
ghouttthetsystems,tastopposedttotbeingtheldtintathierarchy.tIntcomplexityttheory,teverytvoicetcount
s,tandttherefore,talltlevelstoftstafftwouldtbetinvolvedtintdecisiontmaking.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
2. Atunittmanagertoftat25-
bedtmedical/surgicaltareatreceivestatphonetcalltfromtatnursetwhothastcalledtintsicktfivettimestintthetp
asttmonth.tHettellstthetmanagertthatthetverytmuchtwantsttot
come to work when scheduled but must often care for his wife, who is undergoing tre
t t t t t t t t t t t t t t
fortbreasttcance
t
r.tAccordingttotMaslow’stneedthierarchyttheory,twhattwouldtbetthetbesttNURSINGTB.CO
M atmenttapproachttotsatisfyingtthetneedstoftthistnurse,tothertstaff,tandtpatients?t
a. Linetuptagencytnursestwhotcantbetcalledtinttotworktontshorttnotice.t
b. Placetthetnursetontunpaidtleavetfortthetremaindertofthistwife’sttreatment.t
c. Sympathizetwithtthetnurse’stdilemmatandtlettthetchargetnursetknowtthattthistnursetmaytbetcal
lingtintfrequentlytintthetfuture.t
d. Worktwithtthetnurse,tstaffingtoffice,tandtothertnursesttotarrangethistscheduledtdaystofftaroun
dthistwife’sttreatments.t
t
t
ANS:tDt
Placingtthetnursetontunpaidtleavetmaytthreatentthetnurse’stcapacityttotmeettphysiologictneedstandt
demotivatetthetnurse.tUnsatisfactorytcoveragetoftshiftstontshorttnoticetcouldtaffecttpatienttcaretan
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
dtthreatentthetneedstoftstaffttotfeeltcompetent.tArrangingtthetscheduletaroundtthetwife’stneedstmee
tstthetneedstoftthetstafftandtoftpatientstwhiletsatisfyingtthetnurse’stneedtfortaffiliation.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
3. Atgrievancetbroughttbytatstafftnursetagainsttthetunittmanagertrequirestmediation.tAttthetfirsttmediati
ontsession,tthetstafftnursetrepeatedlytcallstthetunittmanager’stactionstunfair,tandtthetunittmanagertco
ntinuesttotreiteratetthetreasonstfortthetactions.tWhattwouldtbetthetbesttcoursetoftactiontattthisttime?t
a. Sendtthettwotdisputantstawayttotreachttheirtowntresolution.t
b. Involvetanothertstafftnursetintthetdiscussiontfortclaritytissues.t
c. Askteachtpartyttotexaminettheirtowntmotivestandtissuestintthetconflict.t
d. Continuettotlistentastthetpartiestrepeatttheirtthoughtstandtfeelingstabouttthetconflict.t
t
t
ANS:tCt
Fortresolutiontoftconflict,tonetshouldtaddresstthetintereststandtinvolvementtoftparticipantstintthetco
nflicttbytexaminingtthetrealtissuestoftalltparties.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
4. Attatsecondtnegotiationtsession,tthetunittmanagertandtstafftnursetaretunablettotreachtatresolution.tWh
attistthetappropriatetnexttstep?t
a. Arrangetanothertmeetingtintatweek’sttimetsotasttotallowtatcooling-offtperiod.t
b. Elevatetthetnexttnegationtsessionttotthetnexttmanager,tonetleveltabove.t
c. Insisttthattparticipantstcontinuettottalktuntiltatresolutionthastbeentreached.t
d. Backtthetunittmanager’stactionstandtendtthetdispute.t
t
t
ANS:tBt
Parttoftleadershiptistunderstandingtconflicttresolutiontandtabilityttotnegotiatetandtmanagetfortresol
utiontoftissuestandtconcerns.tThistsituationthastfailedtatsecondtnegotiationtsession,televationttotatm
anagertwithtadditionalttrainingttotfacilitatetconflicttresolutiontistimportanttattthistpoint.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
5. ThetmanagertoftatsurgicaltareathastatvisiontfortthetfuturetthattrequirestthetadditiontoftRNtassistantstort
unlicensedtpersonsttotfeed,tbathe,tandtambulatetpatients.tThetRNstontthetstaffthavetalwaystpracticedt
intatprimarytnursingNURSINGT-
Bdelivery system and are very resistant to this idea. .COM What would be the best initial strategy f
t t t t t t t t t t t t t t t t t
ortimplementationtoftthistchange?t
a. ExploringtthetvaluestandtfeelingstoftthetRNtgrouptintrelationshipttotthistchanget
b. LeavingtthetRNstalonetfortattimetsottheytcantthinktabouttthetchangetbeforetittistimplementedt
c. DroppingtthetideatandttryingtfortthetchangetintatyeartortsotwhentsometoftthetpresenttRNsthavetr
etiredt
d. HiringtthetassistantstandtallowingtthetRNsttotseetwhattgoodtadditionsttheytaret
t
t
ANS:tAt
Influencingtotherstrequirestemotionaltintelligencetintdomainstsuchtastempathy,thandlingtrelations
hips,tdeepeningtself-
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
awarenesstintselftandtothers,tmotivatingtothers,tandtmanagingtemotions.tMotivatingtotherstrecogn
izestthattvaluestaretpowerfultforcestthattinfluencetacceptancetoftchange.tLeavingtthetRNstalonetfor
tatperiodtofttimetbeforetimplementationtdoestnottprovidetopportunityttotexploretdifferenttperspecti
vestandtvalues.tAvoidingtdiscussiontuntiltthetteamtchangestmaytnottpromotetadoptiontoftthetchang
etuntilttheretistopportunityttotexploretperspectivestandtvaluestrelatedttotthetchange.tHiringtoftthetas
sistantstdemonstratestlacktoftempathytfortthetperspectivestoftthetRNtstaff.t
t
TOP:tAONEtcompetency:tKnowledgetoftthetHealthtCaretEnvironmenttt
t
6. AstthetRNtchargetnursetontthetnighttshifttintatsmalltlong-
termtcaretfacility,tyou’vetfoundtthatttheretistlittletturnovertamongtyourtLPNtandtnursingtassistantt(N
A)tstafftmembers,tbutttheytaretnottverytmotivatedttotgotbeyondttheirtjobtdescriptionstinttheirtwork.t
Whichtoftthetfollowingtstrategiestmighttmotivatetthetstafftandtleadttotgreatertjobtsatisfaction?t
a. AsktthetdirectortoftnursingttotofferthighertwagestandtbonusestfortextratworktfortthetnighttLP
NstandtNAs.t
b. AllowtthetLPNstandtNAstgreatertdecision-
makingtpowertwithintthetscopetofttheirtpositionstintthetinstitution.t
c. Hiretadditionaltstafftsotthatttheretaretmoretstafftavailabletfortenhancedtcare,tandtindividualtw
orkloadstaretlessened.t
d. Asktthetdirectortoftnursingttotincreasetjobtsecuritytfortnighttstafftbythavingtthemtsigntcontra
ctstthattguaranteetwork.t
t
t
ANS:tBt
Hygienetfactorstsuchtastsalary,tworkingtconditions,tandtsecuritytaretconsistenttwitht
Herzberg’sttwo-
factorttheorytoftmotivation;tmeetingtthesetneedstavoidstjobtdissatisfaction.tMotivatortfactorstsucht
astrecognitiontandtsatisfactiontwithtworktpromotetatsatisfyingtandtenrichedtworktenvironment.tTr
ansformationaltleaderstusetmotivatortfactorstliberallyttotinspiretworktperformancetandtincreasetjo
btsatisfaction.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
7. Thetnursetmanagertwantsttotincreasetmotivationtbytprovidingtmotivatingtfactorstfortthetnursetontthet
unit.tWhattactiontwouldtbetappropriatettotmotivatetthetstaff?t
a.tCollaboratetwithtthethumantresource/personneltdepartmentttotdevelopton-
sitetdaycaretservices.t
b.c.ttProvidetathierarchicaltorganizationaltstructure.Implementtatmodeltoftsharedtgovernance.NU
RSINGTB. CO M t t
d.tPromotetthetdevelopmenttoftatflexibletbenefitstpackage.t
t
t
ANS:tCt
Complexityttheorytsuggeststthattsystemstinteracttandtadapttandtthattdecisiontmakingtoccurstthrou
ghouttsystems,tastopposedttotbeingtheldtintathierarchy.tIntcomplexityttheory,teverytvoicetcounts,ta
ndtthereforetalltlevelstoftstafftwouldtbetinvolvedtintdecisiontmaking.tThistprincipletistthetfoundatio
ntoftsharedtgovernance.t
t
NURSINGTB.COM
FOR
- YODER WISE’S
LEADING AND
MAN AGING IN
CANADIAN NURSING
7th EDITION BY
YODER-WISE
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
Chapter 01: Leading, Managing, and Following Yoder-Wise: Leading and Managing in
Nursing, 7th Edition
MULTIPLE CHOICE
1.tAtnursetmanagertoftat20-
bedtmedicaltunittfindstthatt80%toftthetpatientstaretoldertadults.tShetistaskedttotassesstandtadapttthet
unitttotbettertmeettthetuniquetneedstoftthetoldertadulttpatient.tUsingtcomplexitytprinciples,twhattw
ouldtbetthetbesttapproachttottaketfortimplementationtoftthistchange?t
a. Leveragetthethierarchicaltmanagementtpositionttotgettunittstafftinvolvedtintassessmenttandtp
lanning.t
b. Engagetinvolvedtstafftattalltlevelstintthetdecision-makingtprocess.t
c. Focustthetassessmenttontthetunittandtomittthethospitaltandtcommunitytenvironment.t
d. Hiretatgeriatrictspecialistttotoverseetandtcontroltthetproject.t
t
t
ANS:tBt
Complexityttheorytsuggeststthattsystemstinteracttandtadapttandtthattdecisiontmakingtoccurstthrou
ghouttthetsystems,tastopposedttotbeingtheldtintathierarchy.tIntcomplexityttheory,teverytvoicetcount
s,tandttherefore,talltlevelstoftstafftwouldtbetinvolvedtintdecisiontmaking.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
2. Atunittmanagertoftat25-
bedtmedical/surgicaltareatreceivestatphonetcalltfromtatnursetwhothastcalledtintsicktfivettimestintthetp
asttmonth.tHettellstthetmanagertthatthetverytmuchtwantsttot
come to work when scheduled but must often care for his wife, who is undergoing tre
t t t t t t t t t t t t t t
fortbreasttcance
t
r.tAccordingttotMaslow’stneedthierarchyttheory,twhattwouldtbetthetbesttNURSINGTB.CO
M atmenttapproachttotsatisfyingtthetneedstoftthistnurse,tothertstaff,tandtpatients?t
a. Linetuptagencytnursestwhotcantbetcalledtinttotworktontshorttnotice.t
b. Placetthetnursetontunpaidtleavetfortthetremaindertofthistwife’sttreatment.t
c. Sympathizetwithtthetnurse’stdilemmatandtlettthetchargetnursetknowtthattthistnursetmaytbetcal
lingtintfrequentlytintthetfuture.t
d. Worktwithtthetnurse,tstaffingtoffice,tandtothertnursesttotarrangethistscheduledtdaystofftaroun
dthistwife’sttreatments.t
t
t
ANS:tDt
Placingtthetnursetontunpaidtleavetmaytthreatentthetnurse’stcapacityttotmeettphysiologictneedstandt
demotivatetthetnurse.tUnsatisfactorytcoveragetoftshiftstontshorttnoticetcouldtaffecttpatienttcaretan
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
dtthreatentthetneedstoftstaffttotfeeltcompetent.tArrangingtthetscheduletaroundtthetwife’stneedstmee
tstthetneedstoftthetstafftandtoftpatientstwhiletsatisfyingtthetnurse’stneedtfortaffiliation.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
3. Atgrievancetbroughttbytatstafftnursetagainsttthetunittmanagertrequirestmediation.tAttthetfirsttmediati
ontsession,tthetstafftnursetrepeatedlytcallstthetunittmanager’stactionstunfair,tandtthetunittmanagertco
ntinuesttotreiteratetthetreasonstfortthetactions.tWhattwouldtbetthetbesttcoursetoftactiontattthisttime?t
a. Sendtthettwotdisputantstawayttotreachttheirtowntresolution.t
b. Involvetanothertstafftnursetintthetdiscussiontfortclaritytissues.t
c. Askteachtpartyttotexaminettheirtowntmotivestandtissuestintthetconflict.t
d. Continuettotlistentastthetpartiestrepeatttheirtthoughtstandtfeelingstabouttthetconflict.t
t
t
ANS:tCt
Fortresolutiontoftconflict,tonetshouldtaddresstthetintereststandtinvolvementtoftparticipantstintthetco
nflicttbytexaminingtthetrealtissuestoftalltparties.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
4. Attatsecondtnegotiationtsession,tthetunittmanagertandtstafftnursetaretunablettotreachtatresolution.tWh
attistthetappropriatetnexttstep?t
a. Arrangetanothertmeetingtintatweek’sttimetsotasttotallowtatcooling-offtperiod.t
b. Elevatetthetnexttnegationtsessionttotthetnexttmanager,tonetleveltabove.t
c. Insisttthattparticipantstcontinuettottalktuntiltatresolutionthastbeentreached.t
d. Backtthetunittmanager’stactionstandtendtthetdispute.t
t
t
ANS:tBt
Parttoftleadershiptistunderstandingtconflicttresolutiontandtabilityttotnegotiatetandtmanagetfortresol
utiontoftissuestandtconcerns.tThistsituationthastfailedtatsecondtnegotiationtsession,televationttotatm
anagertwithtadditionalttrainingttotfacilitatetconflicttresolutiontistimportanttattthistpoint.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
5. ThetmanagertoftatsurgicaltareathastatvisiontfortthetfuturetthattrequirestthetadditiontoftRNtassistantstort
unlicensedtpersonsttotfeed,tbathe,tandtambulatetpatients.tThetRNstontthetstaffthavetalwaystpracticedt
intatprimarytnursingNURSINGT-
Bdelivery system and are very resistant to this idea. .COM What would be the best initial strategy f
t t t t t t t t t t t t t t t t t
ortimplementationtoftthistchange?t
a. ExploringtthetvaluestandtfeelingstoftthetRNtgrouptintrelationshipttotthistchanget
b. LeavingtthetRNstalonetfortattimetsottheytcantthinktabouttthetchangetbeforetittistimplementedt
c. DroppingtthetideatandttryingtfortthetchangetintatyeartortsotwhentsometoftthetpresenttRNsthavetr
etiredt
d. HiringtthetassistantstandtallowingtthetRNsttotseetwhattgoodtadditionsttheytaret
t
t
ANS:tAt
Influencingtotherstrequirestemotionaltintelligencetintdomainstsuchtastempathy,thandlingtrelations
hips,tdeepeningtself-
NURSINGTB.COM
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
awarenesstintselftandtothers,tmotivatingtothers,tandtmanagingtemotions.tMotivatingtotherstrecogn
izestthattvaluestaretpowerfultforcestthattinfluencetacceptancetoftchange.tLeavingtthetRNstalonetfor
tatperiodtofttimetbeforetimplementationtdoestnottprovidetopportunityttotexploretdifferenttperspecti
vestandtvalues.tAvoidingtdiscussiontuntiltthetteamtchangestmaytnottpromotetadoptiontoftthetchang
etuntilttheretistopportunityttotexploretperspectivestandtvaluestrelatedttotthetchange.tHiringtoftthetas
sistantstdemonstratestlacktoftempathytfortthetperspectivestoftthetRNtstaff.t
t
TOP:tAONEtcompetency:tKnowledgetoftthetHealthtCaretEnvironmenttt
t
6. AstthetRNtchargetnursetontthetnighttshifttintatsmalltlong-
termtcaretfacility,tyou’vetfoundtthatttheretistlittletturnovertamongtyourtLPNtandtnursingtassistantt(N
A)tstafftmembers,tbutttheytaretnottverytmotivatedttotgotbeyondttheirtjobtdescriptionstinttheirtwork.t
Whichtoftthetfollowingtstrategiestmighttmotivatetthetstafftandtleadttotgreatertjobtsatisfaction?t
a. AsktthetdirectortoftnursingttotofferthighertwagestandtbonusestfortextratworktfortthetnighttLP
NstandtNAs.t
b. AllowtthetLPNstandtNAstgreatertdecision-
makingtpowertwithintthetscopetofttheirtpositionstintthetinstitution.t
c. Hiretadditionaltstafftsotthatttheretaretmoretstafftavailabletfortenhancedtcare,tandtindividualtw
orkloadstaretlessened.t
d. Asktthetdirectortoftnursingttotincreasetjobtsecuritytfortnighttstafftbythavingtthemtsigntcontra
ctstthattguaranteetwork.t
t
t
ANS:tBt
Hygienetfactorstsuchtastsalary,tworkingtconditions,tandtsecuritytaretconsistenttwitht
Herzberg’sttwo-
factorttheorytoftmotivation;tmeetingtthesetneedstavoidstjobtdissatisfaction.tMotivatortfactorstsucht
astrecognitiontandtsatisfactiontwithtworktpromotetatsatisfyingtandtenrichedtworktenvironment.tTr
ansformationaltleaderstusetmotivatortfactorstliberallyttotinspiretworktperformancetandtincreasetjo
btsatisfaction.t
t
TOP:tAONEtcompetency:tCommunicationtandtRelationship-Buildingt t
t
7. Thetnursetmanagertwantsttotincreasetmotivationtbytprovidingtmotivatingtfactorstfortthetnursetontthet
unit.tWhattactiontwouldtbetappropriatettotmotivatetthetstaff?t
a.tCollaboratetwithtthethumantresource/personneltdepartmentttotdevelopton-
sitetdaycaretservices.t
b.c.ttProvidetathierarchicaltorganizationaltstructure.Implementtatmodeltoftsharedtgovernance.NU
RSINGTB. CO M t t
d.tPromotetthetdevelopmenttoftatflexibletbenefitstpackage.t
t
t
ANS:tCt
Complexityttheorytsuggeststthattsystemstinteracttandtadapttandtthattdecisiontmakingtoccurstthrou
ghouttsystems,tastopposedttotbeingtheldtintathierarchy.tIntcomplexityttheory,teverytvoicetcounts,ta
ndtthereforetalltlevelstoftstafftwouldtbetinvolvedtintdecisiontmaking.tThistprincipletistthetfoundatio
ntoftsharedtgovernance.t
t
NURSINGTB.COM
