Test Bank for Leading and Managing in Nursing 7th Edition by Yoder Wise ( chapters 1-30) complete.
Chapter 01: Leading, Managing, and Following
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% ...
TEST BANK FOR LEADING AND MANAGING IN
NURSING 7TH EDITION BY YODER WISE
(CHAPTERS 1-30) UPGRADED A+.
,
,Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
Yoder-Wise: Leading and Managing in Nursing, 7th Edition
q q q q q q q
Chapter 01: Leading, Managing, and Following
q q q q q
MULTIPLEqCHOICE
1. Aqnurseqmanagerqofqaq20-
bedqmedicalqunitqfindsqthatq80%qofqtheqpatientsqareqolderqadults.qSheqisqaskedqtoqasse
ssqandqadaptqthequnitqtoqbetterqmeetqthequniqueqneedsqofqtheqolderqadultqpatient.qUsin
gqcomplexityqprinciples,qwhatqwouldqbeqtheqbestqapproachqtoqtakeqforqimplementati
onqofqthisqchange?
a. Leverageqtheqhierarchicalqmanagementqpositionqtoqgetqunitqstaffqinvolvedqinq
assessmentqandqplanning.
b. Engageqinvolvedqstaffqatqallqlevelsqinqtheqdecision-makingqprocess.
c. Focusqtheqassessmentqonqthequnitqandqomitqtheqhospitalqandqcommunityqenvironment.
d. Hireqaqgeriatricqspecialistqtoqoverseeqandqcontrolqtheqproject.
NURSINGTB.COMatment approach to satisfying the needs of this nurse, other staff,
q q q q q q q q q q q
andqpatients?
a. Linequpqagencyqnursesqwhoqcanqbeqcalledqinqtoqworkqonqshortqnotice.
b. Placeqtheqnurseqonqunpaidqleaveqforqtheqremainderqofqhisqwife‘sqtreatment.
c. Sympathizeqwithqtheqnurse‘sqdilemmaqandqletqtheqchargeqnurseqknowqthatqthisqnurseq
mayqbeqcallingqinqfrequentlyqinqtheqfuture.
d. Workqwithqtheqnurse,qstaffingqoffice,qandqotherqnursesqtoqarrangeqhisqscheduledqdaysqoffqa
roundqhisqwife‘sqtreatments.
, Leading and Managing in Nursing 7th Edition Yoder-Wise Test Bank
Stuvia.comq-qTheqMarketplaceqtoqBuyqandqSellqyourqStudyqMaterial
3. Aqgrievanceqbroughtqbyqaqstaffqnurseqagainstqthequnitqmanagerqrequiresqmediation.qAtqt
heqfirstqmediationqsession,qtheqstaffqnurseqrepeatedlyqcallsqthequnitqmanager‘sqactionsqu
nfair,qandqthequnitqmanagerqcontinuesqtoqreiterateqtheqreasonsqforqtheqactions.qWhatqwo
uldqbeqtheqbestqcourseqofqactionqatqthisqtime?
a. Sendqtheqtwoqdisputantsqawayqtoqreachqtheirqownqresolution.
b. Involveqanotherqstaffqnurseqinqtheqdiscussionqforqclarityqissues.
c. Askqeachqpartyqtoqexamineqtheirqownqmotivesqandqissuesqinqtheqconflict.
d. Continueqtoqlistenqasqtheqpartiesqrepeatqtheirqthoughtsqandqfeelingsqaboutqtheqconflict.
a. Arrangeqanotherqmeetingqinqaqweek‘sqtimeqsoqasqtoqallowqaqcooling-offqperiod.
b. Elevateqtheqnextqnegationqsessionqtoqtheqnextqmanager,qoneqlevelqabove.
c. Insistqthatqparticipantsqcontinueqtoqtalkquntilqaqresolutionqhasqbeenqreached.
d. Backqthequnitqmanager‘sqactionsqandqendqtheqdispute.
5. Theqmanagerqofqaqsurgicalqareaqhasqaqvisionqforqtheqfutureqthatqrequiresqtheqadditionqo
fqRNqassistantsqorqunlicensedqpersonsqtoqfeed,qbathe,qandqambulateqpatients.qTheqRN
sqonqtheqstaff
haveqalwaysqpracticedqinqaqprimaryqnursingWhatqwouldqbeqtheqbestqinitialqstrategyqforqimpleme
ntationqofqthisqchange?qNURSINGT-
Bdelivery system and are very resistant to this idea. .COM
q q q q q q q q q
a. ExploringqtheqvaluesqandqfeelingsqofqtheqRNqgroupqinqrelationshipqtoqthisqchange
b. LeavingqtheqRNsqaloneqforqaqtimeqsoqtheyqcanqthinkqaboutqtheqchangeqbeforeqitqisqi
mplemented
c. DroppingqtheqideaqandqtryingqforqtheqchangeqinqaqyearqorqsoqwhenqsomeqofqtheqpresentqRNsqh
aveqretired
d. HiringqtheqassistantsqandqallowingqtheqRNsqtoqseeqwhatqgoodqadditionsqtheyqare
ANS:qA
NURSINGTB.COM
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