LEADING & MANAGING IN NURSING 8TH EDITION BY YODER WISE TEST BANK - QUESTIONS & ANSWERS EXPLAINED (SCORED A+) BEST 2023

Chapter01:Leading,Managing,andFollowing Yoder-Wise:LeadingandManaginginNursing,8thEdition MULTIPLECHOICE 1. Anursemanagerofa20-bedmedicalunitfindsthat80%ofthepatientsareolderadults.She isaskedtoassessandadapttheunittobettermeettheuniqueneedsoftheolderadultpatient. Using complexityprinciples, what would be the best approach to take for implementation of this change? a. Leveragethehierarchicalmanawgreimtteenntpboysitiontogetunitstaffinvolvedin assessment and planning. b. Engageinvolvedstaffatalllevelsinthedecision-makingprocess. c. Focustheassessmentontheunitandomitthehospitalandcommunity environment. d. Hirea geriatricspecialist to overseeandcontroltheproject. ANS:B Complexitytheorysuggests that systems interact and adapt and that decision making occurs throughoutthe systems, asopposed tobeingheld inahierarchy. In complexitytheory, every voice counts, and therefore, all levels of staff would be involved in decision making. TOP:AONEcompetency:CommunicationandRelationship-Building 2. Aunitmanagerofa25-bedmedical/surgicalareareceivesaphonecallfromanursewhohas called in sick five times in the past month. He tells the manager that he very much wants to cometoworkwhenscheduledbutmustoftencareforhiswife,whoisundergoingtreatment forbreastcancer.AccordingtoUMaSslowN’sTneedhiOerarchytheory,whatwouldbethebest approachtosatisfyingtheneedsofthisnurse,otherstaff,andpatients? a. Lineupagencynurses whocanbecalledin to workonshort notice. b. Placethenurseon unpaidleavefortheremainder ofhiswife’s treatment. c. Sympathizewiththenurse’sdilemmaandletthechargenurseknowthatthisnurse may be calling in frequently in the future. d. Workwiththenurse,staffingoffice,andothernursestoarrangehisscheduled days off around his wife’s treatments. ANS:D Placingthenurseonunpaidleavemaythreatenthenurse’scapacitytomeetphysiologicneeds 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. TOP:AONEcompetency:CommunicationandRelationship-Building 3. Agrievancebroughtbyastaffnurseagainsttheunitmanagerrequiresmediation.Atthe first mediation session, the staff nurse repeatedly calls the unit manager’s actions unfair, and the unitmanagercontinuestoreiteratethereasonsfortheactions.Whatwouldbethebestcourse of action at this time? a. Sendthe twodisputants awayto reachtheirownresolution. b. Involveanotherstaffnursein thediscussion forclarityissues. c. Askeach partyto examinetheirownmotivesand issuesin the conflict. d. Continuetolistenasthepartiesrepeattheirthoughtsandfeelingsaboutthe conflict. ANS:C Forresolutionofconflict,oneshouldaddresstheinterestsandinvolvementofparticipantsin the conflict by examining the real issues of all parties. TOP:AONEcompetency:CommunicationandRelationship-Building 4. Atasecondnegotiationsession,theunitmanagerandstaffnurseareunabletoreacha resolution. What is the appropriate next step? a. Arrangeanothermeetinginaweek’stimesoastoallowacooling-offperiod. b. Elevatethenext negationsessiontothenextmanager,onelevelabove. c. Insistthatparticipants continuetotalkuntilaresolutionhasbeen reached. d. Backtheunitmanager’sactionsandendthedispute. ANS:B Partofleadershipisunderstandingconflictresolutionandabilitytonegotiateandmanagefor resolution of issues and concerns. This situation has failed a second negotiation session, elevationtoamanagerwithadditionaltrainingtofacilitateconflict resolutionisimportantat this point. TOP:AONEcompetency:CommunicationandRelationship-Building 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 ambulate patients. The RNs on the staff havealwayspracticedinaprNimaRrynIursiGng-BCveryMsystemandareveryresistanttothisidea. What would be the best initial strategy for implementation of this change? a. Exploringthevaluesandfeelings oftheRNgroupinrelationshiptothis change b. LeavingtheRNsaloneforatimesotheycanthinkaboutthechangebeforeitis implemented c. Droppingtheideaandtryingforthechangeina yearorsowhensomeofthe present RNs have retired d. Hiringtheassistantsand allowingtheRNstoseewhat goodadditionsthey are ANS:A Influencing others requires emotional intelligence in domains such as empathy, handling relationships, deepening self-awareness in self and others, motivating others, and managing emotions. Motivating others recognizes that values are powerful forces that influence acceptanceofchange. LeavingtheRNsaloneforaperiodoftimebeforeimplementationdoes not provide opportunity to explore different perspectives and values. Avoiding discussion until the team changes may not promote adoption of the change until there is opportunity to explore perspectives and values related to the change. Hiring of the assistants demonstrates lack of empathy for the perspectives of the RN staff.