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Test Bank For Leading and Managing in Nursing, 7th Edition by Patricia S. Yoder-Wise;Susan Sportsman () Chapter 1-30 complete questions and answers$12.99
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Test Bank For Leading and Managing in Nursing, 7th Edition by Patricia S. Yoder-Wise;Susan Sportsman () Chapter 1-30 complete questions and answers
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Leading and Managing in Nursing
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Leading And Managing In Nursing
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Leading and Managing in Nursing
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...
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Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2023) Chapter 1-25 | All Chapters
Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2024) Chapter 1-25 | All Chapters
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Test Bank For Leading and Managing in
Nursing 7th Edition By Patricia S. Yoder-
Wise; Susan Sportsman (2023 - 2024) /
Chapter 1- 30 / Complete Questions and
Answers| Boston College
,
,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 assessmentand 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, everyvoice 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 verymuch 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 thisnurse may be calling in
frequently in the future.
d. Work with the nurse, staffing office, and other nurses to
arrange his scheduleddays off around his wife’s
treatments.
, ANS: D
Placing the nurse on unpaid leave may threaten the nurse’s capacity to
meet physiologic needs and demotivate the nurse. Unsatisfactory
coverage of shifts on short notice could affectpatient 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: AONE competency: Communication and Relationship-Building
3. A grievance brought by a staff nurse against the unit manager
requires mediation. Atthe first mediation session, the staff
nurse repeatedly calls the unit manager’s actionsunfair, and the
unit manager continues to reiterate the reasons for the 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 for clarity
issues.
c. Ask each party to examine their own motives and issues in
the conflict.
d. Continue to listen as the parties repeat their thoughts
and feelings about theconflict.
ANS: C
For resolution of conflict, one should address the interests and
involvement of participants inthe conflict by examining the real issues
of all parties.
TOP: AONE competency: Communication and Relationship-Building
4. At a second negotiation session, the unit manager and staff
nurse are unable to reacha resolution. What is the appropriate
next step?
a. Arrange another meeting in a week’s time so as to allow a
cooling-off period.
b. Elevate the next negation session to the next manager, one
level above.
c. Insist that participants continue to talk until a resolution has
been reached.
d. Back the unit manager’s actions and end the dispute.
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