Examsrevision

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1. A nurse-manager is planning to apply a decision-making model to a clinical challenge. When using a decision-making tool, what should the manager do? a. Be aware that the tool cannot eliminate the risk of human error. b. Have an impartial colleague apply the tool, if possible. c. Apply the tool as quickly as possible. d. Recognize that the tool will negate the effect of the manager’s values. ANS: A Feedback: Management decision-making aids are subject to human error and do not ...

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CHAPTER 04: ETHICAL ISSUES

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1. The nurse-manager has learned there is conflict between a nonresponsive client’s family members about the best plan of care. The manager recognizes the complex ethics of this situation. What is the manager’s best action? a. Base a decision on the most recent precedent in the organization. b. Make contact with the hospital’s ethics committee. c. Refer the family to the hospital’s spiritual care service. d. Ask an impartial staff member to mediate. ANS: B Feedback: An ethi...

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CHAPTER 03: TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND MANAGEMENT

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1. A subordinate has accused a manager of favoritism after the manager created the work assignment for the day. How should the manager best apply the principles of emotional intelligence? a. Identify and reflect on the feelings that she experiences after being accused. b. Recognize that the subordinate’s statement was likely based on emotion rather than evidence. c. Involve a colleague in the situation who has no emotional investment in the situation. d. Choose a response that will diffuse...

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Test Bank for Leading and Managing in Nursing 8th Edition by Patricia S. Yoder-Wise; Susan Sportsman /Chapter 21- 25/

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Chapter 21: Managing Personal and Personnel Problems Chapter 22: Role Transition Chapter 23: Managing Your Career Chapter 24: Developing Leaders, Managers, and Followers Chapter 25: Thriving for the Future

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CHAPTER 23: MANAGING YOUR CAREER {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. You are offered an opportunity to take a temporary leave from your position as a nurse manager to lead a technology implementation project. Which of the following reasons for accepting the opportunity is most consistent with developing a solid career path? a. You are pressured to do so by your supervisor. b. The organization has no other suitable candidate for the position. c. You have limited knowledge of information technology and no real interest, but this will increa...

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CHAPTER 22: ROLE TRANSITION {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. A strategy that may help to make transition to a new management role and to respond to relationships and situations in the new position is: a. avoiding discussion of personal beliefs with staff until ready to do so. b. finding a network of clinicians with interests similar to their own. c. researching clinical literature to maintain clinical assessment skills for the unit. d. recognizing a strong commitment to care in the management process ANS: D During the trans...

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CHAPTER 21: MANAGING PERSONAL AND PERSONNEL PROBLEMS {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. The unit manager on 4E is concerned about the performance of Jean, a staff nurse. She is not involved directly with Jean, so she has not been able to determine whether the problem is one of motivation, ability, or both. If Jean lacks ability, which of the following strategies might the head nurse use? a. Dismiss or transfer Jean. b. Document all problem areas and then discuss them with Jean. c. Develop appropriate solutions and make recommendations to human resources. d...

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CHAPTER 25: THRIVING FOR THE FUTURE {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. Which of the following strategies is most important in developing a strong vision? a. Seeking out evidence to support trends and out-of-the-box thinking b. Spending time with others with whom we discuss ideas c. Setting up focus groups to provide information on current realities d. Being honest and open about what we think for the future ANS: D Regardless of how we go about developing our vision (gathering evidence, testing ideas with others), honesty and openness...

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CHAPTER 24: DEVELOPING LEADERS, MANAGERS, AND FOLLOWERS {Yoder-Wise: Leading and Managing in Nursing, 8th Edition}

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MULTIPLE CHOICE 1. Which of the following is not important in a positive work environment, as defined by the AONE? a. Clear, open, trustful communication b. Accountability and clarity of roles and responsibilities c. Participatory decision making d. Challenge and striving for excellence ANS: D Clear and open communication, accountability and clarity of roles, and participatory decision making are considered by the AONE to be important to a healthy environment. Challenge and excellen...

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Test Bank for Leading and Managing in Nursing 8th Edition by Patricia S. Yoder-Wise; Susan Sportsman /Chapter 16-20/

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Chapter 16: Building Effective Teams Chapter 17: The Impact of Technology Chapter 18: Artificial Intelligence Chapter 19: Managing Costs and Budgets Chapter 20: Selecting, Developing, and Evaluating Staff