Exam (elaborations)

TEST BANK For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman| Verified Chapter's 1 - 30 | Complete ISBN: 9780323792073

0 purchase

Course
Leading and Managing in Nursing, 8th

Institution
Leading And Managing In Nursing, 8th

Book
Leading and Managing in Nursing

TEST BANK For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman| Verified Chapter's 1 - 30 | Complete ISBN: 9780323792073 TEST BANK For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman| Verified Chapter's 1 - 30 | Complet...

[Show more]

Preview 1 out of 247 pages

View example

Uploaded on February 1, 2025
Number of pages 247
Written in 2024/2025
Type Exam (elaborations)
Contains Questions & answers

isbn 9780323792073
8th edition
test bank
leading and managing in nursing
by patricia s yoder wise susan sportsman

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

Lectpotter Member since 7 months 11 documents sold

166

$20.99

Add to cart

Save

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

,Chapter01: Leading, Managing, and Following
rq rq rq H rq rq

Yoder-Wise: Leading and Managing in Nursing, 8th Edition r q H r q H r q r q r q r q r q

MULTIPLE CHOICE r q

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

ris asked to assess and adapt the unit to better meet the unique needs of the
q r q r q r q r q r q r q r q rq r q r q r q r q r q r q r q

older adult patient. Using complexity principles, what would be the best approach to take for
r q rq rq rq rq rq rq rq rq rq rq rq rq rq rq

implementation of this change?
rq r q r q r q

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

assessment and planning.
r q r q r q

b. Engage involved staff at all levels in the decision-making process. rq r q r q r q r q r q H r q r q r q

c. Focus the assessment on the unit and omit the hospital and community rq rq rq rq rq rq rq rq rq rq rq

environment. rq

d. Hire a geriatric specialist to oversee and control the project.
rq r q r q r q r q r q r q r q r q

HH: B
Complexity theory suggests r q r q r q that systems interact and adapt and that decision r q r q r q r q r q r q r q H rq

throughout rq , as opposed to being held in a hierarchy.
r q r q r q r q r q r q r q r q

voice H rq , and therefore, all levels of staff would be
r q r q r q r q r q r q r q r q

decision involved in r q r q

making.
r q

TOP: AONE competency: Communication and Relationship-Building
r q r q r q r q r q

2. A unit manager of a 25-bed medical/surgical area receives a phone call from a
rq r q r q rq r q r q r q r q r q rq r q r q r q

nurse whohas called in sick five times in the past month. He tells the
rq rq r q r q r q r q r q r q r q r q r q r q r q r q

manager that he very much wants to come to work when scheduled but must
r q r q r q r q rq r q r q r q r q r q r q r q r q r q H

often care for his wife, who is undergoing treatment for breast cancer. According
r q r q r q r q r q r q r q rq rq r q r q r q r q

to Maslow‘s need hierarchy theory, what would be the best approach to
r q r q r q r q rq rq r q r q r q r q r q r q

satisfying the needs of this nurse, other staff, and patients?
r q r q r q r q r q r q r q r q r q rq

a. Line up agencynurses who can be called in to work on short notice.
rq r q rq r q r q r q r q r q rq r q rq H r q r q

b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
rq r q r q r q r q r q r q r q r q r q r q r q

c. Sympathize with the nurse‘s dilemma and let the charge nurse know that rq rq rq rq rq rq H r q rq rq rq rq

thisnurse may be calling in frequently in the
rq future. r q rq r q r q r q r q r q

d. Work with the nurse, staffing office, and other nurses to arrange rq rq rq rq rq r q rq rq r q rq

hisscheduled days off around his wife‘s treatments.
rq r q r q r q r q r q r q

HH: D
Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs
rq rq rq rq rq rq rq rq rq rq rq rq rq rq

and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could
r q r q r q r q r q r q r q r q r q r q r q r q

affect patient care and threaten the needs of staff to feel competent. Arranging
rq r q r q r q r q r q r q r q r q r q r q r q r q

rthe schedule around the wife‘s needs meets the needs of the staff and of
q rq r q r q r q r q r q r q r q r q r q r q r q r q

rpatients while satisfying the nurse‘s need for affiliation.
q r q rq r q r q r q r q r q

TOP: AONE competency: Communication and Relationship-Building
r q r q r q r q r q

3. A grievance brought bya staff nurse against the unit manager requires mediation. At
rq rq r q rq r q rq rq r q r q H rq r q r q r q

the first mediation session, the staff nurse repeatedly calls the unit manager‘s
rq rq r q r q r q r q r q r q r q r q r q r q

ractions unfair, and the unit manager continues to reiterate the reasons for the actions.
q rq r q r q r q H rq rq rq r q rq rq r q rq rq

What would be the best course of action at this time?
rq rq rq rq rq rq r q r q r q r q r q

a. Send the two disputants away to reach their own resolution.H r q r q r q r q rq r q r q r q rq

b. Involve another staff nurse in the discussion for clarity issues. r q r q r q r q rq r q r q r q r q

, c. Ask each partyto examine their own motives and issues in the rq r q rq r q r q r q r q r q r q r q r q r q conflict.
d. Continue to listen as the parties repeat their thoughts and feelings rq rq rq rq rq H r q rq rq rq rq

aboutt he conflict.
rq H r q r q

HH: C rq

For resolution of conflict, one should address the interests and involvement of participants
rq rq rq rq rq rq rq rq rq H r q rq rq

in the conflict by examining the real issues of all parties.
rq r q r q r q r q r q r q r q r q r q r q

TOP: AONE competency: Communication and Relationship-Building
r q r q r q r q r q

4. At a second negotiation session, the unit manager and staff nurse are unable to
rq rq rq rq rq rq rq rq H r q rq rq rq rq

rq reach a resolution. What is the appropriate next step?
rq r q r q r q r q r q r q

a. Arrange another meeting in a week‘s time so as to allow a cooling-off period. H r q r q r q rq r q r q r q r q r q r q r q r q r q

b. Elevate the next negation session to the next manager, one level above. rq r q r q r q r q r q r q r q r q r q r q

c. Insist that participants continue to talk until a resolution has been reached.
rq r q r q r q r q r q r q r q r q r q rq

d. Back the unit manager‘s actions and end the dispute. r q r q rq r q rq r q rq r q

HH: B rq

Part of leadership is understanding conflict resolution and abilityto negotiate and
rq rq r q r q rq r q r q r q rq r q r q

manage for resolution of issues and concerns. This situation has failed a second
r q rq r q r q r q r q r q r q r q r q r q r q r q

negotiation session, elevation to a manager with additional training to facilitate
r q rq r q r q r q r q r q r q r q r q r q

conflict resolution is important at this point.
r q r q r q rq r q r q r q

TOP: AONE competency: Communication and Relationship-Building
r q r q r q r q r q

5. The manager of a surgical area has a vision for the future that requires the
r q r q r q r q r q r q r q r q r q r q r q r q r q r q

addition of RN assistants or unlicensed persons to feed, bathe, and ambulate
r q r q rq r q r q r q r q r q r q r q r q r q

patients. The RNs on the staff have always practiced in a primarynursing-delivery
r q r q r q r q rq r q r q rq rq r q rq rq rq

system and are veryresistant to this idea. What would be the best initial strategy
rq rq r q rq rq rq r q r q r q r q r q r q r q r q r q

for implementation of this change?
r q r q r q r q r q

a. Exploring the values and feelings of the RN group in relationship to thischange H rq r q r q r q r q r q r q r q r q rq r q r q rq

b. Leaving the RNs alone for a time so theycan think about the change before it rq rq rq r q rq rq rq rq rq rq r q r q rq rq rq H

is implemented r q r q

c. Dropping the idea and trying for the change in a year or so when some of rq rq rq rq H r q rq rq rq rq r q rq rq rq H r q rq

the present RNs have retiredrq r q r q r q r q

d. Hiring the assistants and allowing the RNs to see what good additions they are rq r q r q r q rq r q r q r q r q r q r q r q r q

HH: A rq

Influencing others requires emotional intelligence in domains such as empathy, r q r q r q r q r q r q r q r q r q

handling relationships, deepening self-awareness in self and others, motivating
r q rq r q r q r q r q r q r q r q

rothers, and managing emotions. Motivating others recognizes that values are
q r q rq r q r q r q r q r q r q r q

rpowerful forces that influence acceptance of change. Leaving the RNs alone for a
q r q r q rq r q rq rq r q rq rq rq rq rq

period of time before implementation does not provide opportunity to explore
rq rq rq rq rq r q r q r q r q r q r q

rdifferent perspectives and values. Avoiding discussion until the team changes
q r q r q rq r q r q r q r q r q r q

rmay not promote adoption of the change until there is opportunity to explore
q r q r q r q r q r q rq r q r q r q r q r q r q

rperspectives and values related to the change. Hiring of the assistants
q r q r q r q r q r q rq r q r q r q r q

rdemonstrates lack of empathy for the perspectives of the RN staff.
q r q r q r q r q r q r q r q rq r q r q

TOP: AONE competency: Knowledge of the Health Care Environment
rq rq rq rq rq rq rq r q

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

that there is little turnover among your LPN and nursing assistant (NA) staff
rq r q r q r q r q r q r q r q r q r q r q r q r q

members, but they are not very motivated to go beyond their job descriptions
r q rq r q r q r q r q r q r q r q r q r q r q r q

rin their work. Which of the following strategies might motivate the staff and
q r q r q rq r q r q r q r q r q r q r q r q r q

rlead to greater job satisfaction?
q r q r q r q rq

a. Ask the director of nursing to offer higher wages and bonuses for extra work for
rq rq rq rq rq rq rq rq rq rq rq rq rq rq

the night LPNs and NAs.
r q r q r q r q r q

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

their positions in the institution.
rq r q r q r q r q

c. Hire additional staff so that there are more staff available for enhanced
H r q rq rq rq rq rq rq rq rq rq rq

care,and individual workloads are lessened.
rq r q r q r q r q

d. Ask the director of nursing to increase job security for night staff byhaving
rq rq rq rq H r q rq rq rq rq rq rq rq rq

them sign contracts that guarantee work.
rq r q r q r q r q r q

HH: B rq

Hygiene factors such as salary, working conditions, and security are consistent r q r q r q r q r q r q r q r q r q r q

rwith Herzberg‘s two-factor theory of motivation; meeting these needs avoids job
q rqH HHH HHH HHH HHH r q r q r q r q r q

dissatisfaction. Motivator factors such as recognition and satisfaction with work
rq r q r q r q r q r q r q r q r q r q

promote a satisfying and enriched work environment. Tr HHformational leaders use
r q rq r q r q r q rq rq rq rq rq rq

motivator factors liberally to inspire work performance and increase job satisfaction.
rq rq rq rq rq r q r q r q r q r q r q

TOP: AONE competency: Communication and Relationship-Building
r q r q r q r q r q

7. The nurse manager wants to increase motivation by providing motivating factors for
rq rq rq r q rq r q rq rq rq rq rq

thenurse on the unit. What action would be appropriate to motivate the
rq r q r q r q r q r q r q r q r q r q r q r q

staff?
r q

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

site daycare services.rq r q r q

b. Provide a hierarchical organizational structure. rq rq r q rq

c. Implement a model of shared governance. r q r q r q rq r q

d. Promote the development of a flexible benefits package. r q r q r q r q rq r q r q

HH: C rq

Complexitytheorysuggests that systems interact and adapt and that decision making occurs rq rq rq H r q rq r q rq rq rq rq rq H rq

throughout systems, as opposed to being held in a hierarchy. In complexity
rq r q r q r q r q r q r q r q r q r q r q r q

theory, every voice counts, and therefore all levels of staff would be involved
r q rq r q r q r q r q r q r q r q r q r q r q r q

in decision making. This principle is the foundation of shared governance.
r q r q rq r q r q r q r q r q r q r q r q

TOP: AONE competency: Communication and Relationship-Building
r q r q r q r q r q

8. The nurse manager has been asked to implement an evidence-based approach to
rq rq r q r q r q r q r q rq r q r q r q

teach ostomy patients self-management skills postoperatively. The program is to
r q rq r q r q r q r q r q r q r q r q

be implemented across the entire facility. What illustrates effective leadership in
r q rq r q r q r q r q r q r q r q r q r q

this situation?
r q rq

a. The training modules are left in the staff room for times when staff are available.
rq H r q r q r q H r q rq r q r q r q r q r q r q rq r q

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

more familiar to staff. rq r q r q r q

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

RNs that the new approach takes too much time.
r q r q r q r q r q r q r q r q r q

d. An RN who is alreadyfamiliar with the new approach of volunteers to take the
rq rq rq H rq rq rq rq rq rq rq rq rq rq rq

lead in mentoring and teaching others how to implement it.
r q r q r q r q r q r q r q r q r q

HH: D rq

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 Lectpotter. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $20.99. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

64419 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 15 years now

Start selling

Seller

Summary ·

Exam (elaborations)

TEST BANK For Leading and Managing in Nursing, 8th Edition by Patricia S. Yoder-Wise, Susan Sportsman| Verified Chapter's 1 - 30 | Complete ISBN: 9780323792073

Document information

Subjects

Connected book

More summaries for

Written for