Exam (elaborations)

Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2023) Chapter 1-25 | All Chapters

13 views 0 purchase

Course
Leading and Managing in Nursing, 8th Edition

Institution
Leading And Managing In Nursing, 8th Edition

Book
Leading and Managing in Nursing

Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2023) Chapter 1-25 | All ChaptersTest Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2023) Chapter 1-25 | All Chapters Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2023) Chapter 1...

[Show more]

Preview 4 out of 246 pages

View example

Uploaded on August 29, 2024
Number of pages 246
Written in 2024/2025
Type Exam (elaborations)
Contains Questions & answers

8th edition
yoder wise 2023
test bank for leading and managing in nursing
chapter 1 25 all chapters

Institution Leading and Managing in Nursing, 8th Edition
Course Leading and Managing in Nursing, 8th Edition

QUIVERS Member since 5 months 30 documents sold

$17.99

Add to cart

Add to wishlist

100% satisfaction guarantee
Immediately available after payment
Both online and in PDF
No strings attached

Stuvia.com - The Marketplace to Buy and Sell your Study Material

Downloaded by: khanhpham74 | khanhpham74@gmail.com Want to earn $1.236
Distribution of this document is illegal extra per year?

, Stuvia.com - The Marketplace to Buy and Sell your Study Material

Chapter “01: “Leading, “Managing, “and “Following
Yoder-Wise: “Leading “and “Managing “in “Nursing, “8th “Edition

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.

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.

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.

Downloaded by: khanhpham74 | khanhpham74@gmail.com Want to earn $1.236
Distribution of this document is illegal extra per year?

, Stuvia.com - The Marketplace to Buy and Sell your Study Material

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.
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.
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
c. Dropping ―the ―idea ―and ―trying ―for ―the ―change ―in ―a ―year ―or ―so ―when ―some
―of ―the―present ―RNs ―have ― retired
d. Hiring ―the ―assistants ―and ―allowing ―the ―RNs ―to ―see ―what ―good ―additions ―they ―are
ANS: ―A
Influencing ―others ―requires ―emotional ―intelligence ―in ―domains ―such ―as ―empathy, ―handling
―relationships, ―deepening ―self-awareness ―in ―self ―and ―others, ―motivating ―others, ―and
―managing ―emotions. ―Motivating ―others ―recognizes ―that ―values ―are ―powerful ―forces ―that
―influence ―acceptance ―of ―change. ― Leaving ―the ―RNs ―alone ―for ―a ―period ―of ―time ―before
―implementation ―does―not ―provide ―opportunity ―to ―explore ―different ―perspectives ―and ―values.
―Avoiding ―discussion ―until ―the ―team ―changes ―may ―not ―promote ―adoption ―of ―the ―change
―until ―there ―is ―opportunity ―to ―explore ―perspectives ―and ―values ―related ―to ―the ―change.
―Hiring ―of ―the ―assistants ―demonstrates ―lack ―of ―empathy ―for ―the ―perspectives ―of ―the ―RN
―staff.

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

Downloaded by: khanhpham74 | khanhpham74@gmail.com Want to earn $1.236
Distribution of this document is illegal extra per year?

, Stuvia.com - The Marketplace to Buy and Sell your Study Material

6. As ―the ―RN ―charge ―nurse ―on ―the ―night ―shift ―in ―a ―small ―long-term ―care ―facility, ―you‘ve
―found ―that―there ―is ―little ―turnover ―among ―your ―LPN ―and ―nursing ―assistant ―(NA) ―staff
―members, ―but ―they ―are ―not ―very ―motivated ―to ―go ―beyond ―their ―job ―descriptions ―in ―their
―work. ―Which ―of ―the ―following ―strategies ―might ―motivate ―the ―staff ―and ―lead ―to ―greater ―job
― satisfaction?
a. Ask ―the ―director ―of ―nursing ―to ―offer ―higher ―wages ―and ―bonuses ―for ―extra
―work ―for―the ―night ―LPNs ―and ― NAs.
b. Allow ―the ―LPNs ―and ―NAs ―greater ―decision-making ―power ―within ―the ―scope ―of
―their―positions ―in ―the ― institution.
c. Hire ―additional ―staff ―so ―that ―there ―are ―more ―staff ―available ―for ―enhanced
―care,―and―individual ―workloads ―are ―lessened.
d. Ask ―the ―director ―of ―nursing ―to ―increase ―job ―security ―for ―night ―staff ―by ―having
―them―sign ―contracts ―that ― guarantee ―work.

ANS: ―B
Hygiene ―factors ―such ―as ―salary, ―working ―conditions, ―and ―security ―are ―consistent ―with
―Herzberg‘s ―two-factor ―theory ―of ―motivation; ―meeting ―these ―needs ―avoids ―job
―dissatisfaction. ―Motivator ―factors ―such ―as ―recognition ―and ―satisfaction ―with ―work ―promote
―a ―satisfying ―and ―enriched ―work ―environment. ―Transformational ―leaders ―use ―motivator
―factors ―liberally ―to ―inspire―work ―performance ―and ―increase ―job ―satisfaction.

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

7. The ―nurse ―manager ― wants ―to ―increase ―motivation ― by ―providing ―motivating ―factors ―for
― thenurse―on ―the ―unit. ―What ―action ―would ―be ―appropriate ―to ―motivate ―the ―staff?
a. Collaborate ―with ―the ―human ―resource/personnel ―department ―to ―develop ―on-
site―daycare ―services.
b. Provide ―a ―hierarchical ―organizational ―structure.
c. Implement ―a ―model ―of ―shared ―governance.
d. Promote ―the ―development ―of ―a ―flexible ―benefits ―package.
ANS: ―C
Complexity ―theory ―suggests ―that ―systems ―interact ―and ―adapt ―and ―that ―decision ―making
―occurs―throughout ―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. ―This ―principle ―is ―the ―foundation ―of ―shared ― governance.

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

8. The ―nurse ―manager ―has ―been ―asked ―to ―implement ―an ―evidence-based ―approach ―to ―teach
―ostomy ―patients ―self-management ―skills ―postoperatively. ―The ―program ―is ―to ―be
―implemented ―across ―the ―entire ―facility. ―What ―illustrates ―effective ―leadership ― in ―this
― situation?
a. The ―training ―modules ―are ―left ―in ―the ―staff ―room ―for ―times ―when ―staff ―are ―available.
b. The ―current ―approach ―is ―continued ―because ―it ―is ―also ―evidence-based ―and ―is
―more―familiar ―to ― staff.
c. You ―decide ―to ―implement ―the ―approach ―at ―a ―later ―date ―because ―of ―feedback
―from ―the―RNs ―that ―the ―new ―approach ―takes ―too ―much ―time.
d. An ―RN ―who ―is ―already ―familiar ―with ―the ―new ―approach ―of ―volunteers ―to
―take ―the―lead ―in ―mentoring ―and ―teaching ―others ―how ―to ―implement ― it.

ANS: ―D

Downloaded by: khanhpham74 | khanhpham74@gmail.com Want to earn $1.236
Distribution of this document is illegal extra per year?

The benefits of buying summaries with Stuvia:

Guaranteed quality through customer reviews

Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.

Quick and easy check-out

You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.

Focus on what matters

Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!

Frequently asked questions

What do I get when I buy this document?

You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.

Satisfaction guarantee: how does it work?

Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.

Who am I buying these notes from?

Stuvia is a marketplace, so you are not buying this document from us, but from seller QUIVERS. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $17.99. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

49160 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 14 years now

Start selling

Popular Universities in the United States

Popular books

Find notes and summaries for these qualifications

Seller

Exam (elaborations)

Test Bank for Leading and Managing in Nursing, 8th Edition (Yoder-Wise, 2023) Chapter 1-25 | All Chapters

Document information

Subjects

Connected book

More summaries for

Written for