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TEST BANK FOR LEADING AND MANAGING IN NURSING 8TH EDITION BY PATRICIA S. YODER-WISE| SUSAN SPORTSMAN|COMPLETE GUIDE| NEWEST EDITION| 100% CORRECT SOLUTIONS| A+ GRADE$15.49
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TEST BANK FOR LEADING AND MANAGING IN NURSING 8TH EDITION BY PATRICIA S. YODER-WISE| SUSAN SPORTSMAN|COMPLETE GUIDE| NEWEST EDITION| 100% CORRECT SOLUTIONS| A+ GRADE
TEST BANK FOR LEADING AND MANAGING IN NURSING 8TH EDITION BY PATRICIA S. YODER-WISE| SUSAN SPORTSMAN|COMPLETE GUIDE| NEWEST EDITION| 100% CORRECT SOLUTIONS| A+ GRADE
TEST BANK FOR LEADING AND MANAGING IN NURSING 8TH EDITION BY PATRICIA S. YODER-WISE| SUSAN SPORTSMAN|COMPLETE GUIDE| NEWEST EDITION|...
TEST BANK FOR LEADING AND MANAGING IN NURSING 8TH EDITION
BY PATRICIA S. YODER-WISE| SUSAN SPORTSMAN|COMPLETE GUIDE|
NEWEST EDITION| 100% CORRECT SOLUTIONS| A+ GRADE
,Table of Contents
Part 1: Overview ........................................................................................................................................... 3
Chapter 01: Leading, Managing, And Following ....................................................................................... 3
Chapter 02: Quality And Safety............................................................................................................... 13
Chapter 03: Ethical And Legal Issues In Nursing ..................................................................................... 23
Chapter 04: Toward Justice..................................................................................................................... 33
Chapter 05: Healthy Workplaces, Healthy Workforce............................................................................ 44
Chapter 06: Translating Research Into Practice ...................................................................................... 54
Part 2: Know Yourself.................................................................................................................................. 65
Chapter 07: Gaining Personal Insight: Being An Effective Follower And Leader .................................... 65
Chapter 08: Communication And Conflict .............................................................................................. 73
Part 3: Know The Organization ................................................................................................................... 84
Chapter 09: Healthcare Organizations And Structures ........................................................................... 84
Chapter 10: Person-Centered Care ......................................................................................................... 94
Chapter 11: Staffing And Scheduling .................................................................................................... 105
Chapter 12: Workforce Engagement Through Collective Action And Governance .............................. 115
Chapter 13: Solving Problems And Influencing Positive Outcomes...................................................... 128
Chapter 14: Delegating: Authority, Accountability, And Responsibility In Delegation Decisions ........ 141
Chapter 15: Effecting Change, Large And Small.................................................................................... 154
Chapter 16: Building Effective Teams ................................................................................................... 167
Part 4: Use Your Skills ............................................................................................................................... 179
Chapter 17: The Impact Of Technology ................................................................................................ 179
Chapter 18: Artificial Intelligence ......................................................................................................... 193
Chapter 19: Managing Costs And Budgets............................................................................................ 204
Chapter 20: Selecting, Developing, And Evaluating Staff ..................................................................... 217
Chapter 21: Managing Personal And Personnel Problems ................................................................... 229
Part 5: Prepare For The Future ................................................................................................................. 240
Chapter 22: Role Transition .................................................................................................................. 240
Chapter 23: Managing Your Career ...................................................................................................... 250
Chapter 24: Developing Leaders, Managers, And Followers ................................................................ 260
Chapter 25: Thriving For The Future ..................................................................................................... 271
,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
4. At A Second Negotiation Session, The Unit Manager And Staff Nurse Are Unable To Reach A
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.
Correct Ans>>B
Part Of Leadership Is Understanding Conflict Resolution And Ability To Negotiate And Manage For
Resolution Of Issues And Concerns. This Situation Has Failed A Second Negotiation Session, Elevation To
A Manager With Additional Training To Facilitate Conflict Resolution Is Important At This Point.
Top: Aone Competency: Communication And Relationship-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 Have
Always Practiced In A Primary Nursing-Delivery System And Are Very Resistant To This Idea. What Would
Be The Best Initial Strategy For Implementation Of This Change?
A. Exploring The Values And Feelings Of The Rn Group In Relationship To This Change
B. Leaving The Rns Alone For A Time So They Can Think About The Change Before It Is
Implemented
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