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COMPLETE TEST BANK FOR Leading And Managing In Nursing, 8th Edition By Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 Latest Update $17.99
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COMPLETE TEST BANK FOR Leading And Managing In Nursing, 8th Edition By Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 Latest Update
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COMPLETE TEST BANK FOR Leading And Managing In Nursing, 8th Edition By Patricia S. Yoder-Wise, Susan Sportsman Chapter 1-25 Latest Update

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  • December 9, 2024
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  • complete test bank
  • 8th edition
  • complete test bank for leading and managing in nur
  • 8th edition by patricia s yoder wise susan sport
  • leading and managing in nursing

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Chapter 01: Leading, Managing, and Following
w w w w w


Yoder-Wise: Leading and Managing in Nursing, 8th Edition
w w w w w w w




MULTIPLE CHOICE w




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
w w w w w w w w w w w w w w w w


wSheis asked to assess and adapt the unit to better meet the unique needs of the older adult
w w w w w w w w w w w w w w w w w w


wpatient.Using complexity principles, what would be the best approach to take for
w w w w w w w w w w w w


wimplementation of this change? w w w


a. Leverage the hierarchical management position to get unit staff involved
w w w w w w w w w


inassessment and planning.
w w w w


b. Engage involved staff at all levels in the decision-making process.
w w w w w w w w w


c. Focus the assessment on the unit and omit the hospital and
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communityenvironment.
w w


d. Hire a geriatric specialist to oversee and control the project.
w w w w w w w w w




ANS: B w


Complexity theory suggests that systems interact and adapt and that decision making
w w w w w w w w w w w


occurs throughout the systems, as opposed to being held in a hierarchy. In complexity
w w w w w w w w w w w w w w


theory, everyvoice counts, and therefore, all levels of staff would be involved in decision
w w w w w w w w w w w w w w w


making.
w




TOP: AONE competency: Communication and Relationship-Building
w w w w w




2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who
w w w w w w w w w w w w w w w


hascalled in sick five times in the past month. He tells the manager that he very much
w w w w w w w w w w w w w w w w w w


wwants to come to work when scheduled but must often care for his wife, who is
w w w w w w w w w w w w w w w


wundergoing treatmentfor breast cancer. According to Maslow‘s need hierarchy theory,
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wwhat would be the best approach to satisfying the needs of this nurse, other staff, and
w w w w w w w w w w w w w w w


wpatients?
a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this
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nursemay be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his
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scheduleddays off around his wife‘s treatments.
w w w w w w w




ANS: D w


Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic
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needsand demotivate the nurse. Unsatisfactory coverage of shifts on short notice could
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affect patient care and threaten the needs of staff to feel competent. Arranging the
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schedule around the wife‘s needs meets the needs of the staff and of patients while
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satisfying the nurse‘s need for affiliation.
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TOP: AONE competency: Communication and Relationship-Building
w w w w w




3. A grievance brought by a staff nurse against the unit manager requires mediation. At the
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wfirstmediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair,
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wand the unit manager continues to reiterate the reasons for the actions. What would be the
w w w w w w w w w w w w w w w


wbest courseof action at this time?
w w w w w w


a. Send the two disputants away to reach their own resolution.
w w w w w w w w w


b. Involve another staff nurse in the discussion for clarity issues.
w w w w w w w w w




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c. Ask each party to examine their own motives and issues in the conflict.
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d. Continue to listen as the parties repeat their thoughts and feelings about
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theconflict.
w w




ANS: C w


For resolution of conflict, one should address the interests and involvement of participants
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inthe conflict by examining the real issues of all parties.
w w w w w w w w w w w




TOP: AONE competency: Communication and Relationship-Building
w w w w w




4. At a second negotiation session, the unit manager and staff nurse are unable to
w w w w w w w w w w w w w


wreach aresolution. What is the appropriate next step?
w w w w w w w w


a. Arrange another meeting in a week‘s time so as to allow a cooling-off period.
w w w w w w w w w w w w w


b. Elevate the next negation session to the next manager, one level above.
w w w w w w w w w w w


c. Insist that participants continue to talk until a resolution has been reached.
w w w w w w w w w w w


d. Back the unit manager‘s actions and end the dispute.
w w w w w w w w




ANS: B w


Part of leadership is understanding conflict resolution and ability to negotiate and manage
w w w w w w w w w w w w


forresolution of issues and concerns. This situation has failed a second negotiation
w w w w w w w w w w w w w


session, elevation to a manager with additional training to facilitate conflict resolution is
w w w w w w w w w w w w w


important at this point.
w w w w




TOP: AONE competency: Communication and Relationship-Building
w w w w w




5. The manager of a surgical area has a vision for the future that requires the addition of RN
w w w w w w w w w w w w w w w w w


wassistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the
w w w w w w w w w w w w w


wstaff have always practiced in a primary nursing-delivery system and are very resistant to
w w w w w w w w w w w w w


wthis idea.What would be the best initial strategy for implementation of this change?
w w w w w w w w w w w w w


a. Exploring the values and feelings of the RN group in relationship to this change
w w w w w w w w w w w w w


b. Leaving the RNs alone for a time so they can think about the change before
w w w w w w w w w w w w w w


it isimplemented
w w w


c. Dropping the idea and trying for the change in a year or so when some of
w w w w w w w w w w w w w w w


thepresent RNs have retired
w w w w w


d. Hiring the assistants and allowing the RNs to see what good additions they are
w w w w w w w w w w w w w




ANS: A w


Influencing others requires emotional intelligence in domains such as empathy, handling
w w w w w w w w w w


wrelationships, deepening self-awareness in self and others, motivating others, and managing
w w w w w w w w w w


wemotions. Motivating others recognizes that values are powerful forces that influence
w w w w w w w w w w


wacceptance of change. Leaving the RNs alone for a period of time before implementation
w w w w w w w w w w w w w


wdoesnot provide opportunity to explore different perspectives and values. Avoiding
w w w w w w w w w w


wdiscussion until the team changes may not promote adoption of the change until there is
w w w w w w w w w w w w w w


wopportunity to explore perspectives and values related to the change. Hiring of the
w w w w w w w w w w w w


wassistants demonstrates lack of empathy for the perspectives of the RN staff.
w w w w w w w w w w w




TOP: AONE competency: Knowledge of the Health Care Environment
w w w w w w w w




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6. As the RN charge nurse on the night shift in a small long-term care facility, you‘ve found
w w w w w w w w w w w w w w w w


wthatthere is little turnover among your LPN and nursing assistant (NA) staff members, but
w w w w w w w w w w w w w w


wthey are not very motivated to go beyond their job descriptions in their work. Which of
w w w w w w w w w w w w w w w


wthe following strategies might motivate the staff and lead to greater job satisfaction?
w w w w w w w w w w w w


a. Ask the director of nursing to offer higher wages and bonuses for extra work
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forthe night LPNs and NAs.
w w w w w w


b. Allow the LPNs and NAs greater decision-making power within the scope of
w w w w w w w w w w w


theirpositions in the institution.
w w w w w


c. Hire additional staff so that there are more staff available for enhanced care,
w w w w w w w w w w w w


andindividual workloads are lessened.
w w w w w


d. Ask the director of nursing to increase job security for night staff by having
w w w w w w w w w w w w w


themsign contracts that guarantee work.
w w w w w w




ANS: B w


Hygiene factors such as salary, working conditions, and security are consistent with
w w w w w w w w w w w


Herzberg‘s two-factor theory of motivation; meeting these needs avoids job dissatisfaction.
w w w w w w w w w w w


Motivator factors such as recognition and satisfaction with work promote a satisfying and
w w w w w w w w w w w w w


enriched work environment. Transformational leaders use motivator factors liberally to
w w w w w w w w w w


inspirework performance and increase job satisfaction.
w w w w w w w




TOP: AONE competency: Communication and Relationship-Building
w w w w w




7. The nurse manager wants to increase motivation by providing motivating factors for
w w w w w w w w w w w


wthenurseon the unit. What action would be appropriate to motivate the staff?
w w w w w w w w w w w w


a. Collaborate with the human resource/personnel department to develop on-
w w w w w w w w


sitedaycare services.
w w


b. Provide a hierarchical organizational structure.
w w w w


c. Implement a model of shared governance. w w w w w


d. Promote the development of a flexible benefits package.
w w w w w w w




ANS: C w


Complexity theory suggests that systems interact and adapt and that decision making
w w w w w w w w w w w


occursthroughout systems, as opposed to being held in a hierarchy. In complexity theory,
w w w w w w w w w w w w w w


every voice counts, and therefore all levels of staff would be involved in decision
w w w w w w w w w w w w w w


making. This principle is the foundation of shared governance.
w w w w w w w w w




TOP: AONE competency: Communication and Relationship-Building
w w w w w




8. The nurse manager has been asked to implement an evidence-based approach to teach
w w w w w w w w w w w w


wostomypatients self-management skills postoperatively. The program is to be implemented
w w w w w w w w w w


wacross theentire facility. What illustrates effective leadership in this situation?
w w w w w w w w w w


a. The training modules are left in the staff room for times when staff are available.
w w w w w w w w w w w w w w


b. The current approach is continued because it is also evidence-based and is
w w w w w w w w w w w


morefamiliar to staff.
w w w w


c. You decide to implement the approach at a later date because of feedback from
w w w w w w w w w w w w w


theRNs that the new approach takes too much time.
w w w w w w w w w w


d. An RN who is already familiar with the new approach of volunteers to take
w w w w w w w w w w w w w


thelead in mentoring and teaching others how to implement it.
w w w w w w w w w w w




ANS: D w




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