,
,Chapter 01: Leading, Managing, and Following juki juki juki juki juki
Yoder-Wise: Leading and Managing in Nursing, 8th Edition juki juki juki juki juki juki juki
MULTIPLE CHOICE juki
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
She isasked to assess and adapt the unit to better meet the unique needs of the older
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
adult patient. Using complexity principles, what would be the best approach to take in
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
making this change?
juki juki juki
a. Leverage the hierarchical management position to get unit staff involved in assessment
juki juki juki juki juki juki juki juki juki juki juki
andplanning.
juki juki
b. Engage involved staff at all levels in the decision-making process. juki juki juki juki juki juki juki juki juki
c. Focus the assessment on the unit, and omit the hospital and community environment. juki juki juki juki juki juki juki juki juki juki juki juki
d. Hire a geriatric specialist to oversee and control the project. juki juki juki juki juki juki juki juki juki
ANS: B juki
Complexity theory suggests that systems interact and adapt and that decision making juki juki juki juki juki juki juki juki juki juki juki
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
theory, every voice counts, and therefore, all levels of staff would be involved in
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
decision making.
juki juki
REF: Page 8 juki juki TOP: AONE competency: Communication and Relationship-Building
juki juki juki juki juki
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
juki has called in sick five times in the past month. He tells the manager that he very much
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
juki wants to cometo work when scheduled but must often care for his wife, who is
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
juki undergoing treatment juki
for breast cancer. According to Maslow‘s need hierarchy theory, what would be the best
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
approach to juki
the needs of this nurse, other staff, and patients? juki juki juki juki juki juki juki juki
satisfying
juki juki
a. Line up agency nurses who can be called in to work on short notice.
juki juki juki juki juki juki juki juki juki juki juki juki juki
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
juki juki juki juki juki juki juki juki juki juki juki juki
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse juki juki juki juki juki juki juki juki juki juki juki juki juki
may becalling in frequently in the future.
juki juki juki juki juki juki juki juki
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
juki juki juki juki juki juki juki juki juki juki juki juki
days offaround his wife‘s treatments.
juki juki juki juki juki juki
ANS: D juki
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic
juki juki juki juki juki juki juki juki juki juki juki juki juki
needsand demotivate the nurse. Unsatisfactory coverage of shifts on short notice could
juki juki juki juki juki juki juki ju ki juki juki juki juki juki
affect patient care and threaten the needs of staff to feel competent. Arranging the
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
schedule around
juki juki
the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
needfor affiliation.
juki juki juki
REF: Page 10 juki juki TOP: AONE competency: Communication and Relationship-Building
juki juki juki juki juki
, 3. A grievance brought by a staff nurse against the unit manager requires mediation. At the
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
first mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair,
juki juki juki juki juki juki juki juki juki juki juki juki juki
and the unitmanager continues to reiterate the reasons for her actions. What would be
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
the best course of action at this time?
juki juki juki juki juki juki juki juki
a. Send the two disputants away to reach their own resolution. juki juki juki juki juki juki juki juki juki
b. Involve another staff nurse in the discussion so as to clarify issues. juki juki juki juki juki juki juki juki juki juki juki
c. Ask each party to examine her own motives and issues in the conflict.
juki juki juki juki juki juki juki juki juki juki juki juki
d. Continue to listen as the parties repeat their thoughts and feelings about the conflict. juki juki juki juki juki juki juki juki juki juki juki juki juki
ANS: C juki
Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
address theinterests and involvement of participants in the conflict by examining the
juki juki juki juki juki juki juki juki juki juki juki juki juki
real issues of all parties.
juki juki juki juki juki
REF: Page 16 juki juki TOP: AONE competency: Communication and Relationship-Building
juki juki juki juki juki
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
resolution.It would now be best to:
juki juki juki juki juki juki juki
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period. juki juki juki juki juki juki juki juki juki juki juki juki juki
b. Turn the dispute over to the director of nursing. juki juki juki juki juki juki juki juki
c. Insist that participants continue to talk until a resolution has been reached.
juki juki juki juki juki juki juki juki juki juki juki
d. Back the unit manager‘s actions and end the dispute. juki juki juki juki juki juki juki juki
ANS: B juki
According to the principles outlined by Ury, Brett, and Goldberg, a ―cooling-off‖
juki juki juki juki juki juki juki juki juki juki juki
period is recommended if resolution fails.
juki juki juki juki juki juki
REF: Page 16 juki juki TOP: AONE competency: Communication and Relationship-Building
juki juki juki juki juki
5. The manager of a surgical area has a vision for the future that requires the addition
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
of RN assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
the staff have always practiced in a primary nursing–delivery system and are very
juki juki juki juki juki juki juki juki juki juki juki juki juki
resistant to this idea. Thebest initial strategy in this situation would include:
juki juki juki juki juki juki juki juki juki juki juki juki juki
a. Exploring the values and feelings of the RN group in relationship to this change. juki juki juki juki juki juki juki juki juki juki juki juki juki
b. Leaving the RNs alone for a time so they can think about the change juki juki juki juki juki juki juki juki juki juki juki juki juki
before it isimplemented. juki juki juki juki
c. Dropping the idea and trying for the change in a year or so when some of the juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
present RNshave retired. juki juki juki juki
d. Hiring the assistants and allowing the RNs to see what good additions they are.
juki juki juki juki juki juki juki juki juki juki juki juki juki
,Chapter 01: Leading, Managing, and Following juki juki juki juki juki
Yoder-Wise: Leading and Managing in Nursing, 8th Edition juki juki juki juki juki juki juki
MULTIPLE CHOICE juki
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
She isasked to assess and adapt the unit to better meet the unique needs of the older
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
adult patient. Using complexity principles, what would be the best approach to take in
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
making this change?
juki juki juki
a. Leverage the hierarchical management position to get unit staff involved in assessment
juki juki juki juki juki juki juki juki juki juki juki
andplanning.
juki juki
b. Engage involved staff at all levels in the decision-making process. juki juki juki juki juki juki juki juki juki
c. Focus the assessment on the unit, and omit the hospital and community environment. juki juki juki juki juki juki juki juki juki juki juki juki
d. Hire a geriatric specialist to oversee and control the project. juki juki juki juki juki juki juki juki juki
ANS: B juki
Complexity theory suggests that systems interact and adapt and that decision making juki juki juki juki juki juki juki juki juki juki juki
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
theory, every voice counts, and therefore, all levels of staff would be involved in
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
decision making.
juki juki
REF: Page 8 juki juki TOP: AONE competency: Communication and Relationship-Building
juki juki juki juki juki
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
juki has called in sick five times in the past month. He tells the manager that he very much
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
juki wants to cometo work when scheduled but must often care for his wife, who is
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
juki undergoing treatment juki
for breast cancer. According to Maslow‘s need hierarchy theory, what would be the best
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
approach to juki
the needs of this nurse, other staff, and patients? juki juki juki juki juki juki juki juki
satisfying
juki juki
a. Line up agency nurses who can be called in to work on short notice.
juki juki juki juki juki juki juki juki juki juki juki juki juki
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
juki juki juki juki juki juki juki juki juki juki juki juki
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse juki juki juki juki juki juki juki juki juki juki juki juki juki
may becalling in frequently in the future.
juki juki juki juki juki juki juki juki
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
juki juki juki juki juki juki juki juki juki juki juki juki
days offaround his wife‘s treatments.
juki juki juki juki juki juki
ANS: D juki
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic
juki juki juki juki juki juki juki juki juki juki juki juki juki
needsand demotivate the nurse. Unsatisfactory coverage of shifts on short notice could
juki juki juki juki juki juki juki ju ki juki juki juki juki juki
affect patient care and threaten the needs of staff to feel competent. Arranging the
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
schedule around
juki juki
the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
needfor affiliation.
juki juki juki
REF: Page 10 juki juki TOP: AONE competency: Communication and Relationship-Building
juki juki juki juki juki
, 3. A grievance brought by a staff nurse against the unit manager requires mediation. At the
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
first mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair,
juki juki juki juki juki juki juki juki juki juki juki juki juki
and the unitmanager continues to reiterate the reasons for her actions. What would be
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
the best course of action at this time?
juki juki juki juki juki juki juki juki
a. Send the two disputants away to reach their own resolution. juki juki juki juki juki juki juki juki juki
b. Involve another staff nurse in the discussion so as to clarify issues. juki juki juki juki juki juki juki juki juki juki juki
c. Ask each party to examine her own motives and issues in the conflict.
juki juki juki juki juki juki juki juki juki juki juki juki
d. Continue to listen as the parties repeat their thoughts and feelings about the conflict. juki juki juki juki juki juki juki juki juki juki juki juki juki
ANS: C juki
Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to
juki juki juki juki juki juki juki juki juki juki juki juki juki juki
address theinterests and involvement of participants in the conflict by examining the
juki juki juki juki juki juki juki juki juki juki juki juki juki
real issues of all parties.
juki juki juki juki juki
REF: Page 16 juki juki TOP: AONE competency: Communication and Relationship-Building
juki juki juki juki juki
4. At a second negotiation session, the unit manager and staff nurse are unable to reach a
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
resolution.It would now be best to:
juki juki juki juki juki juki juki
a. Arrange another meeting in a week‘s time so as to allow a cooling-off period. juki juki juki juki juki juki juki juki juki juki juki juki juki
b. Turn the dispute over to the director of nursing. juki juki juki juki juki juki juki juki
c. Insist that participants continue to talk until a resolution has been reached.
juki juki juki juki juki juki juki juki juki juki juki
d. Back the unit manager‘s actions and end the dispute. juki juki juki juki juki juki juki juki
ANS: B juki
According to the principles outlined by Ury, Brett, and Goldberg, a ―cooling-off‖
juki juki juki juki juki juki juki juki juki juki juki
period is recommended if resolution fails.
juki juki juki juki juki juki
REF: Page 16 juki juki TOP: AONE competency: Communication and Relationship-Building
juki juki juki juki juki
5. The manager of a surgical area has a vision for the future that requires the addition
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
of RN assistants or unlicensed persons to feed, bathe, and walk patients. The RNs on
juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
the staff have always practiced in a primary nursing–delivery system and are very
juki juki juki juki juki juki juki juki juki juki juki juki juki
resistant to this idea. Thebest initial strategy in this situation would include:
juki juki juki juki juki juki juki juki juki juki juki juki juki
a. Exploring the values and feelings of the RN group in relationship to this change. juki juki juki juki juki juki juki juki juki juki juki juki juki
b. Leaving the RNs alone for a time so they can think about the change juki juki juki juki juki juki juki juki juki juki juki juki juki
before it isimplemented. juki juki juki juki
c. Dropping the idea and trying for the change in a year or so when some of the juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki juki
present RNshave retired. juki juki juki juki
d. Hiring the assistants and allowing the RNs to see what good additions they are.
juki juki juki juki juki juki juki juki juki juki juki juki juki
