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COMPLETE TEST BANK
LEADING AND MANAGING IN NURSING 7TH EDITION BY PATRICIA S. YODER-
WISE| ALL CHAPTERS 1-31|100% VERIFIED SOLUTIONS|NEWEST EDITION|
RATED A+
PRINTED PDF| ORIGINAL DIRECTLY FROM THE PUBLISHER| 100% VERIFIED ANSWERS|DOWNLOAD
IMMEDIETLY AFTER THE ORDER

,Table of Contents
PART 1: OVERVIEW ....................................................................................................................................... 3
CHAPTER 01: LEADING, MANAGING, AND FOLLOWING ........................................................................... 3
CHAPTER 02: CLINICAL SAFETY: THE CORE OF LEADING, MANAGING, AND FOLLOWING ..................... 17
CHAPTER 03: LEGAL AND ETHICAL ISSUES .............................................................................................. 28
CHAPTER 04: CULTURAL DIVERSITY AND INCLUSION IN HEALTH CARE ................................................. 40
PART 2: KNOW YOURSELF ........................................................................................................................... 52
CHAPTER 05: GAINING PERSONAL INSIGHT: THE BEGINNING OF BEING A LEADER .............................. 52
CHAPTER 06: BEING AN EFFECTIVE FOLLOWER ...................................................................................... 62
CHAPTER 07: MANAGING SELF: STRESS AND TIME ................................................................................ 67
CHAPTER 08: COMMUNICATION AND CONFLICT ................................................................................... 79
CHAPTER 09: POWER, POLITICS, AND INFLUENCE.................................................................................. 92
PART 3: KNOW THE ORGANIZATION......................................................................................................... 105
CHAPTER 10: HEALTHCARE ORGANIZATIONS ....................................................................................... 105
CHAPTER 11: ORGANIZATIONAL STRUCTURES ..................................................................................... 117
CHAPTER 12: CARE DELIVERY STRATEGIES ........................................................................................... 129
CHAPTER 13: STAFFING AND SCHEDULING .......................................................................................... 141
CHAPTER 14: WORK FORCE ENGAGEMENT THROUGH COLLECTIVE ACTION AND GOVERNANCE ...... 153
PART 4: USE YOUR SKILLS.......................................................................................................................... 166
CHAPTER 15: MAKING DECISIONS AND SOLVING PROBLEMS .............................................................. 166
CHAPTER 16: THE IMPACT OF TECHNOLOGY........................................................................................ 178
CHAPTER 17: DELEGATING: AUTHORITY, ACCOUNTABILITY, RESPONSIBILITY IN DELEGATION
DECISIONS ............................................................................................................................................. 191
CHAPTER 18: LEADING CHANGE ........................................................................................................... 204
CHAPTER 19: BUILDING EFFECTIVE TEAMS .......................................................................................... 217
CHAPTER 20: MANAGING COSTS AND BUDGETS ................................................................................. 229
CHAPTER 21: SELECTING, DEVELOPING, AND EVALUATING STAFF ...................................................... 242
CHAPTER 22: PERSONCENTERED CARE ................................................................................................. 253
CHAPTER 23: MANAGING QUALITY AND RISK ...................................................................................... 266
CHAPTER 24: TRANSLATING RESEARCH INTO PRACTICE ...................................................................... 278
CHAPTER 25: MANAGING PERSONAL AND PERSONNEL PROBLEMS .................................................... 291
PART 5: PREPARE FOR THE FUTURE .......................................................................................................... 303
CHAPTER 26: ROLE TRANSITION ........................................................................................................... 303

, CHAPTER 27: MANAGING YOUR CAREER.............................................................................................. 316
CHAPTER 28: DEVELOPING THE ROLE OF LEADER ................................................................................ 328
CHAPTER 29: DEVELOPING THE ROLE OF MANAGER ........................................................................... 341
CHAPTER 30: THE STRATEGIC PLANNING PROCESS .............................................................................. 354
CHAPTER 31: THRIVING FOR THE FUTURE ............................................................................................ 365

PART 1: OVERVIEW
CHAPTER 01: LEADING, MANAGING, AND FOLLOWING

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.

CORRECT 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 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 THIS
NURSE MAY BE CALLING IN FREQUENTLY IN THE FUTURE.

D. WORK WITH THE NURSE, STAFFING OFFICE, AND OTHER NURSES TO ARRANGE HIS SCHEDULED
DAYS OFF AROUND HIS WIFE’S TREATMENTS.

CORRECT 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 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: AONE COMPETENCY: COMMUNICATION AND RELATIONSHIP-BUILDING

3. A GRIEVANCE BROUGHT BY A STAFF NURSE AGAINST THE UNIT MANAGER REQUIRES
MEDIATION. AT THE FIRST MEDIATION SESSION, THE STAFF NURSE REPEATEDLY CALLS THE UNIT
MANAGER’S ACTIONS UNFAIR, 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 THE
CONFLICT.

CORRECT ANS>>C

FOR RESOLUTION OF CONFLICT, ONE SHOULD ADDRESS THE INTERESTS AND INVOLVEMENT OF
PARTICIPANTS IN THE CONFLICT BY EXAMINING THE REAL ISSUES OF ALL PARTIES.

TOP: AONE COMPETENCY: COMMUNICATION AND RELATIONSHIP-BUILDING

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