HEHEHEHEHE Full Test Bank
Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise,
Susan Sportsman
,Chapter 01: Leading, Managing, and Following HE HE HE HE HE
Yoder-Wise:Leading and Managing in Nursing, 8th Edition H
E H
E HE HE HE HE H
E
MULTIPLE CHOICE HE
1. A RN manager of a 20-
HE HE HE HE HE
bed medical unit finds that 80% of the clients are older adults. She is asked to assess and adapt th
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
e unit to better meet the unique needs of the older adult client. Using complexity principles, wh
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
at would be the best approach to take in making this change?
HE HE HE HE HE HE HE HE HE HE HE
a. Leverage the hierarchical management position to get unit staff involved in assessment and
HE HE HE HE HE HE HE HE HE HE HE HE HEHEHEH
planning.
EHEHEHEHEHEHEHEHEHEHEHEHE
b. Engage involved staff at all levels in the decision-making process.
HE HE HE HE HE HE HE HE HE
c. Focus the assessment on the unit, and omit the hospital and community environment.
HE HE HE HE HE HE HE HE HE HE HE HE
d. Hire a geriatric specialist to oversee and control the project.
HE HE HE HE HE HE HE HE HE
CORRECT ANS: B HE HE
Feedback: Complexity theory suggests that systems interact and adapt and that decision mak
HE HE HE HE HE HE HE HE HE HE HE HE
ing occurs throughout the systems, as opposed to being held in a hierarchy. In complexity theo
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ry, every voice counts, and therefore, all levels of staff would be involved in decision making
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
.
REF: Page 8 HE HE TOP: AONE competency: Communication and Relationship-Building
HE HE HE HE HE
2. A unit manager of a 25-
HE HE HE HE HE
bed medical/surgical area receives a phone call from a RN who has called in sick five times in the
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
past month. He tells the manager that he very much wants to come to work when scheduled but mu
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
st often care for his wife, who is undergoing treatment
HE HE HE HE HE HE HE HE HE
for breast cancer. According to Maslow’s need hierarchy theory, what would be the best
approach to satisfying
HE HE HE HE HE HE HE HE HE HE HE HE HE HE
HE HE HE
the needs of this RN, other staff, and clients?
HE HE HE HE HE HE HE HE
a. Line up agency RNs who can be called in to work on short notice.
HE HE HE HE HE HE HE HE HE HE HE HE HE
b. Place the RN on unpaid leave for the remainder of his wife’s treatment.
HE HE HE HE HE HE HE HE HE HE HE HE
c. Sympathize with the RN’s dilemma and let the charge RN know that this RN may be calling HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
in frequently in the future.HE HE HE HE
d. Work with the RN, staffing office, and other RNs to arrange his scheduled days off aroun
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
d his wife’s treatments.
HE HE HE
CORRECT ANS: D HE HE
Feedback: Placing the RN on unpaid leave may threaten the RN’s capacity to meet physiologic
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
needs and demotivate the RN. Unsatisfactory coverage of shifts on short notice could affect cli
HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ent care and threaten the needs of staff to feel competent. Arranging the schedule around the w
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ife’s needs meets the needs of the staff and of clients while satisfying the RN’s need for affiliat
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ion.
REF: Page 10 HE HE TOP: AONE competency: Communication and Relationship-Building
HE HE HE HE HE
,3. A grievance brought by a staff RN against the unit manager requires mediation. At the first medi
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ation session, the staff RN repeatedly calls the unit manager’s actions unfair, and the unit manager
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
continues to reiterate the reasons for her actions. What would be the best course of action at this
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE H
time?
E
a. Send the two disputants away to reach their own resolution. HE HE HE HE HE HE HE HE HE
b. Involve another staff RN in the discussion so as to clarify issues. HE HE HE HE HE HE HE HE HE HE HE
c. Ask each party to examine her own motives and issues in the conflict.
HE HE HE HE HE HE HE HE HE HE HE HE
d. Continue to listen as the parties repeat their thoughts and feelings about the conflict. HE HE HE HE HE HE HE HE HE HE HE HE HE
CORRECT ANS: C HE HE
Feedback: Ury, Brett, and Goldberg outline steps to restoring unity, the first of which is to a
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ddress the interests and involvement of participants in the conflict by examining the real iss
HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ues of all parties.HE HE HE
REF: Page 16 HE HE TOP: AONE competency: Communication and Relationship-Building
HE HE HE HE HE
4. At a second negotiation session, the unit manager and staff RN are unable to reach a resolution. It
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
would now be best to: HE HE HE HE
a. Arrange another meeting in a week’s time so as to allow a cooling-off period. HE HE HE HE HE HE HE HE HE HE HE HE HE
b. Turn the dispute over to the director of nursing. HE HE HE HE HE HE HE HE
c. Insist that participants continue to talk until a resolution has been reached.
HE HE HE HE HE HE HE HE HE HE HE
d. Back the unit manager’s actions and end the dispute. HE HE HE HE HE HE HE HE
CORRECT ANS: B HE HE
Feedback: According to the principles outlined by Ury, Brett, and Goldberg, a “cooling-
HE HE HE HE HE HE HE HE HE HE HE HE
off” period is recommended if resolution fails.
HE HE HE HE HE HE
REF: Page 16 HE HE TOP: AONE competency: Communication and Relationship-Building
HE HE HE HE HE
5. The manager of a surgical area has a vision for the future that requires the addition of RN assi
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
stants or unlicensed persons to feed, bathe, and walk clients. The RNs on the staff have alway
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
s practiced in a primary nursing–
HE HE HE HE HE
delivery system and are very resistant to this idea. The best initial strategy in this situation wou
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ld include:
HE
a. Exploring the values and feelings of the RN group in relationship to this change. HE HE HE HE HE HE HE HE HE HE HE HE HE
b. Leaving the RNs alone for a time so they can think about the change before it is i HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
mplemented.
c. Dropping the idea and trying for the change in a year or so when some of the present RNs h HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ave retired. HE
d. Hiring the assistants and allowing the RNs to see what good additions they are.
HE HE HE HE HE HE HE HE HE HE HE HE HE
, CORRECT ANS: A HE HE
Feedback: Influencing others requires emotional intelligence in domains such as empathy, han
HE HE HE HE HE HE HE HE HE HE HE
dling relationships, deepening self-
HE HE HE
awareness in self and others, motivating others, and managing emotions. Motivating others rec
HE HE HE HE HE HE HE HE HE HE HE HE
ognizes that values are powerful forces that influence acceptance of change. Leaving the RNs a
HE HE HE HE HE HE HE HE HE HE HE HE HE HE
lone for a period of time before implementation does not provide opportunity to explore differen
HE HE HE HE HE HE HE HE HE HE HE HE HE HE
t perspectives and values. Avoiding discussion until the team changes may not promote adoption
HE HE HE HE HE HE HE HE HE HE HE HE HE
of the change until there is opportunity to explore perspectives and values related to the change.
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
Hiring of the assistants demonstrates lack of empathy for the perspectives of the RN staff.
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
REF: Page 7 | Page 15 HE HE HE HE HE
TOP: AONE competency: Knowledge of the Health Care Environment
HE HE HE HE HE HE HE HE
6. As the RN charge RN on the night shift in a small long-
HE HE HE HE HE HE HE HE HE HE HE HE
term care facility, you’ve found that there is little turnover among your LPN and nursing assista
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
nt (NA) staff members, but they are not very motivated to go beyond their job descriptions in th
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
eir work. Which of the following strategies might motivate the staff and lead to greater job satis
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
faction?
a. Ask the director of nursing to offer higher wages and bonuses for extra work for the night L
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
PNs and NAs. HE HE
b. Allow the LPNs and NAs greater decision- HE HE HE HE HE HE
making power within the scope of their positions in the institution. HE HE HE HE HE HE HE HE HE HE
c. Hire additional staff so that there are more staff available for enhanced care and individual
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
workloads are lessened. HE HE
d. Ask the director of nursing to increase job security for night staff by having them sign c
HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ontracts that guarantee work. HE HE HE
CORRECT ANS: B HE HE
Feedback: Hygiene factors such as salary, working conditions, and security are consistent wit
HE HE HE HE HE HE HE HE HE HE HE HE
h Herzberg’s two-
HE HE
factor theory of motivation; meeting these needs avoids job dissatisfaction. Motivator factors s
HE HE HE HE HE HE HE HE HE HE HE HE
uch as recognition and satisfaction with work promote a satisfying and enriched work environ
HE HE HE HE HE HE HE HE HE HE HE HE HE
ment. Transformational leaders use motivator factors liberally to inspire work performance and i
HE HE HE HE HE HE HE HE HE HE HE HE
ncrease job satisfaction. HE HE
REF: Page 9 | Page 10 HE HE HE HE HE
TOP: AONE competency: Communication and Relationship-Building
HE HE HE HE HE
7. As the RN manager who wants to increase motivation by providing motivating factors, which act
HE HE HE HE HE HE HE HE HE HE HE HE HE HE
ion would you select?
HE HE HE
a. Collaborate with the human resource/personnel department to develop on- HE HE HE HE HE HE HE HE
site daycare services. HE HE
b. Provide a hierarchical organizational structure. HE HE HE HE
c. Implement a model of shared governance. HE HE HE HE HE
d. Promote the development of a flexible benefits package. HE HE HE HE HE HE HE
