FULL TEST BANK FOR
LEADING AND MANAGING IN NURSING 7TH EDITION
BY PATRICIA S. YODER-WISE, SUSAN SPORTSMAN
ALL CHAPTERS 1-31 |VERIFIED ANSWERS
,TABLE OF CONTENTS
CHAPTER 01: LEADING, MANAGING, AND FOLLOWING ............................................................. 4
CHAPTER 02: CLINICAL SAFETY: THE CORE OF LEADING, MANAGING, AND FOLLOWING ....... 20
CHAPTER 03: LEGAL AND ETHICAL ISSUES ................................................................................ 33
CHAPTER 04: CULTURAL DIVERSITY AND INCLUSION IN HEALTH CARE .................................... 47
CHAPTER 05: GAINING PERSONAL INSIGHT: THE BEGINNING OF BEING A LEADER................. 61
CHAPTER 06: BEING AN EFFECTIVE FOLLOWER ........................................................................ 72
CHAPTER 7 : SELF-MANAGEMENT ............................................................................................ 77
CHAPTER 8. COMMUNICATION AND CONFLICT ....................................................................... 78
CHAPTER 09: POWER, POLITICS, AND INFLUENCE.................................................................... 88
CHAPTER 10: HEALTHCARE ORGANIZATIONS ......................................................................... 103
CHAPTER 11: ORGANIZATIONAL STRUCTURES ....................................................................... 118
CHAPTER 12. CARE DELIVERY STRATEGIES ............................................................................. 131
CHAPTER 13. STAFFING AND SCHEDULING............................................................................. 151
CHAPTER 14. WORKFORCE ENGAGEMENT THROUGH COLLECTIVE ACTION AND GOVERNANCE
................................................................................................................................................. 162
CHAPTER 15: MAKING DECISIONS AND SOLVING PROBLEMS ................................................ 181
CHAPTER 16 : THE IMPACT OF TECHNOLOGY ......................................................................... 193
CHAPTER 17: DELEGATING: AUTHORITY, ACCOUNTABILITY, RESPONSIBILITY IN DELEGATION
DECISIONS ............................................................................................................................... 194
CHAPTER 18 : LEADING CHANGE ............................................................................................ 208
CHAPTER 19. BUILDING EFFECTIVE TEAMS ............................................................................ 209
CHAPTER 20. MANAGING COSTS AND BUDGETS.................................................................... 221
CHAPTER 21. SELECTING, DEVELOPING, AND EVALUATING STAFF ......................................... 238
CHAPTER 22. PERSON-CENTERED CARE.................................................................................. 248
CHAPTER 23. MANAGING QUALITY AND RISK ........................................................................ 266
CHAPTER 24. TRANSLATING RESEARCH INTO PRACTICE......................................................... 276
CHAPTER 25. MANAGING PERSONAL/PERSONNEL PROBLEMS ............................................. 294
CHAPTER 26. ROLE TRANSITION ............................................................................................. 311
CHAPTER 27. MANAGING YOUR CAREER ................................................................................ 323
,CHAPTER 28: DEVELOPING THE ROLE OF LEADER .................................................................. 333
CHAPTER 29: DEVELOPING THE ROLE OF MANAGER ............................................................. 348
CHAPTER 30 : THE STRATEGIC PLANNING PROCESS ............................................................... 361
CHAPTER 31. THRIVING FOR THE FUTURE .............................................................................. 362
, 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. 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 TOUMASSLOWN’S TNEED
HIOERARCHY 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.
LEADING AND MANAGING IN NURSING 7TH EDITION
BY PATRICIA S. YODER-WISE, SUSAN SPORTSMAN
ALL CHAPTERS 1-31 |VERIFIED ANSWERS
,TABLE OF CONTENTS
CHAPTER 01: LEADING, MANAGING, AND FOLLOWING ............................................................. 4
CHAPTER 02: CLINICAL SAFETY: THE CORE OF LEADING, MANAGING, AND FOLLOWING ....... 20
CHAPTER 03: LEGAL AND ETHICAL ISSUES ................................................................................ 33
CHAPTER 04: CULTURAL DIVERSITY AND INCLUSION IN HEALTH CARE .................................... 47
CHAPTER 05: GAINING PERSONAL INSIGHT: THE BEGINNING OF BEING A LEADER................. 61
CHAPTER 06: BEING AN EFFECTIVE FOLLOWER ........................................................................ 72
CHAPTER 7 : SELF-MANAGEMENT ............................................................................................ 77
CHAPTER 8. COMMUNICATION AND CONFLICT ....................................................................... 78
CHAPTER 09: POWER, POLITICS, AND INFLUENCE.................................................................... 88
CHAPTER 10: HEALTHCARE ORGANIZATIONS ......................................................................... 103
CHAPTER 11: ORGANIZATIONAL STRUCTURES ....................................................................... 118
CHAPTER 12. CARE DELIVERY STRATEGIES ............................................................................. 131
CHAPTER 13. STAFFING AND SCHEDULING............................................................................. 151
CHAPTER 14. WORKFORCE ENGAGEMENT THROUGH COLLECTIVE ACTION AND GOVERNANCE
................................................................................................................................................. 162
CHAPTER 15: MAKING DECISIONS AND SOLVING PROBLEMS ................................................ 181
CHAPTER 16 : THE IMPACT OF TECHNOLOGY ......................................................................... 193
CHAPTER 17: DELEGATING: AUTHORITY, ACCOUNTABILITY, RESPONSIBILITY IN DELEGATION
DECISIONS ............................................................................................................................... 194
CHAPTER 18 : LEADING CHANGE ............................................................................................ 208
CHAPTER 19. BUILDING EFFECTIVE TEAMS ............................................................................ 209
CHAPTER 20. MANAGING COSTS AND BUDGETS.................................................................... 221
CHAPTER 21. SELECTING, DEVELOPING, AND EVALUATING STAFF ......................................... 238
CHAPTER 22. PERSON-CENTERED CARE.................................................................................. 248
CHAPTER 23. MANAGING QUALITY AND RISK ........................................................................ 266
CHAPTER 24. TRANSLATING RESEARCH INTO PRACTICE......................................................... 276
CHAPTER 25. MANAGING PERSONAL/PERSONNEL PROBLEMS ............................................. 294
CHAPTER 26. ROLE TRANSITION ............................................................................................. 311
CHAPTER 27. MANAGING YOUR CAREER ................................................................................ 323
,CHAPTER 28: DEVELOPING THE ROLE OF LEADER .................................................................. 333
CHAPTER 29: DEVELOPING THE ROLE OF MANAGER ............................................................. 348
CHAPTER 30 : THE STRATEGIC PLANNING PROCESS ............................................................... 361
CHAPTER 31. THRIVING FOR THE FUTURE .............................................................................. 362
, 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. 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 TOUMASSLOWN’S TNEED
HIOERARCHY 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.
