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leadership and management

Questions and Answers of Leadership And Management

All but which of the following are steps to improve communication using the SBARR technique?A. Share the situation.B. Provide background information.C. Ensure patient safety.D. Ask for a
Which of the following showed that an individual’s performance is often determined in large part by the work group?A. Kaluzny study B. Dickson research C. Carnegie study D. Hawthorne experiments
Which of the following is not a characteristic of groupthink?A. Use of mindguards B. Illusion of unanimity C. Free discussion of ideas D. Pressure to conform
Based on the Tuckman and Jensen Team Process, what stage of team development consists of team members working harmoniously together, engaging in open communication, taking risks, and trusting each
Identify a problem that you have been considering.Using the decision-making grid below, rate the alternative solutions to the problem on a scale of 1 to 3 on the elements of cost, quality,
The education forms are not being fi lled out correctly for new admissions in your medicalsurgical unit. Decide on your own the best action to take in this situation. Then, get into a group and
You are taking the NCLEX in 10 weeks and need to prepare. Draw a PERT diagram to depict the sequence of tasks necessary for the successful completion of the NCLEX.
A nurse needs to assist a patient in walking down the hall twice daily as part of the patient’s postoperative activities. It is the middle of the afternoon, and the patient is asleep. The nurse
A nurse manager decides to form a task force to identify reasons and solutions for patient dissatisfaction on your unit. What are the advantages of forming this task force? Select all that
A task force designed to examine solutions for low patient satisfaction in an emergency department has decided to write their ideas down, present their ideas to the task force, discuss the ideas, and
A new nurse is trying to set her goals for the next fi ve years. She plans to eventually become an acute care nurse practitioner in the ICU setting. She knows she needs to become more experienced,
Review Pavalko’s characteristics of a profession in Table 3-3. Is nursing a profession?
Many believe that nurses should adopt a global framework for the empowerment of women to reduce health disparities. Discuss what you think this framework should include. How could you become a
Compare and contrast individual-focused nursing practice with population-based nursing practice.What nursing knowledge and skills do you need to practice population-based nursing care?
The four goals of population-based nursing practice are A. access, cost, empowerment, equity.B. access, cost, equity, resilience.C. access, cost, equity, quality.D. cost, equity, resilience, quality.
Population-based nursing interventions are directed at A. all individuals who need health services.B. people without health care insurance.C. the health needs of the total community.D. only
What is the major purpose of evidence-based care(EBC)?A. To increase variability of care B. To cause a link to be missing in clinical care C. To determine what medical models can be applied by
How can the fi ve IOM health professions competencies for quality care be achieved in the current workplace?
What are strategies to ensure patient access to appropriate health care services in public and private health care agencies?
Although it is diffi cult to modify the structure of health care, what could you do to implement a system to continually modify the process of health care delivery to improve health care quality in
What is the top underlying cause of health care disparity in the United States?A. Socioeconomic status B. Race C. Ethnicity D. Gender
The largest purchaser of health care in America is which of the following?A. private individuals B. private insurance companies C. Health Maintenance Organizations D. Medicare, Medicaid, and other
Knowledge of the structure and function of the health care system is important for nurses as a way to do which of the following?A. help themselves negotiate the health care system should they become
When asked to describe the advantages of a universal health care system, the nurse explains that such systems are typically characterized by which of the following? Select all that apply.A. lower
People who lack health insurance or who are underinsured are more likely to do which of the following? Select all that apply.A. use less costly alternative therapies and treatments B. seek health
Motivation is whatever infl uences our choices.What motivation factors did Herzberg say would lead to job satisfaction?A. Being offered a substantial bonus when being hired B. Realizing that no one
Management as a process that is used today by nurses in health care organizations is best described as A. scientifi c management.B. decision making.C. commanding and controlling others using
Leadership is defi ned as A. being in a leadership position with authority to exert control and power over subordinates.B. a process of interaction in which the leader infl uences others toward goal
Why is leadership important for nurses if they are not in a management position?A. It is not really important for nurses.B. Leadership is important at all levels in an organ ization because nurses
1. Explain the staffing process.
2. Examine staffing methodologies.
3. Describe management’s role in the staffing program.
1. How many patients can one professional nurse properly plan for, supervise, and evaluate in terms of nursing care provided?
2. How many associate nurses can one professional nurse direct, supervise, and evaluate?
3. How many patients will require the direct care of a professional nurse, and how much nursing time is involved in this care?
4. How can the autonomy of nursing practice and acceptance of accountability for results be fostered?
Who determines the staffing schedule, and what authority does this individual have over the staff?
What is the type and length of the staffing cycle—is it fixed, weekly, biweekly, monthly?
Is there a rotation-of-shift policy?
Where and at what time intervals is the staffing schedule posted?
What is the duration of time for shifts?
What is the weekend-off policy?
What is the tardiness policy?
What are the low-census procedures?
Is there a policy for trading shifts or days off?
Is there a policy for rotation to other divisions?
How are vacation and holiday requests handled?
How are conflicts over requests handled?
What is the emergency-time-off policy
What kind of staffing patterns should be offered?
How much flexibility should be suggested?
How would you handle financial compensation for part- and full-time staff?
1. Plan a staffing pattern for a 30-bed, step-down, coronary care unit for 24 hours per day for 7 days.Which staffing methodology did you use? Why?
2. What would you do to recruit and retain staff?
3. What working conditions are the most important to you?
4. What should be the criteria for hiring a new staff nurse?
5. Self-scheduling can increase staff job satisfaction and commitment. What would be some of the disadvantages of self-scheduling
American Association of Critical-Care Nurses.(2001). Maintaining patient-focused care in an environment of nursing staff shortages & financial constraint: A statement from AACN public policy, 1–4.
American Association of Critical-Care Nurses.(2001). Maintaining patient-focused care in an environment of nursing staff shortages & financial constraint: A statement from AACN public policy,
Retrieved in October, 2001, from http://www.aacn.org
Strickland, B., & Neely, S. (1995, March). Using a standard staffing index to allocate staff. Journal of Nursing Administration, 25(3), 15–21.
American Nurses Association. (1999). Principles for nurse staffing. Washington, DC: Author.
Joint Commission on the Accreditation of Healthcare Organizations (JCAHO). (2002).Comprehensive accreditation manual for hospitals:The official handbook. Oakbrook Terrance, Il: Author.
Dunne, M. A., Norby, R., & Cournoyer, P., et al.(1995). Expert panel method for nurse staffing and resource management. Journal of Nursing Administration, 25(10), 63–67.
Marron, S. (2001). Staffing summit: Addresses gap between patient needs and RN staffing. The Oregon Nurse, 65(4), 1–4.
Pederson, A., Hoover, C., & Kisiel, T. (1995).Redesigning a skill mix in the ICU. Nursing Management, 26(7), 32J–32P.
Managing teams for peak performance: Three in a series. Healthcare Continuing Education, LTU Extension, 39–41.
Managing teams for peak performance: Three in a series. Healthcare Continuing Education, LTU Extension, 39–41.
Managing teams for peak performance: Three in a series. Healthcare Continuing Education, LTU Extension, 39–41.
American Hospital Association. (1983). Managing under medical prospective pricing. Chicago, IL:AHA.
Strickland, B., & Neely, S. (1995, March). Using a standard staffing index to allocate staff. Journal of Nursing Administration, 25(3), 15–21.
Dunne, M. A., Norby, R., & Cournoyer, P., et al.(1995). Expert panel method for nurse staffing and resource management. Journal of Nursing Administration, 25(10), 63–67.
Shullanberger, G. (2000). Nurse staffing decisions:An integrative review of the literature. Nursing Economics$, 18(3), 124–136.
Hung, R. (2002). A note on nurse self-scheduling.Nursing Economics$, 20(1), 37–39.
Landergan, E. (1997). Staffing for census fluctuations. Nursing Management, 28(5), 77–78.
Bania, K. (1997). A tool for improving supplemental staffing. Nursing Management, 28(5), 78.
Cardello, D. (1995, April). Monitoring staffing variances and length of stay. Nursing Management, 26(4), 38–41.
Managing teams for peak performance: Three in a series. Healthcare Continuing Education, LTU Extension, 41.
Taunton, R., Hope, K., Woods, C., & Bott, M.(1995). Predictors of absenteeism among hospital staff nurses. Nursing Economics, 13(4), 217–229.
Registered Nurses and Patients Protection Act(H.R. 5179). 106th U.S. Congress. September 14, 2000.
ANA House of Delegates. (2000, August 24).Retrieved in September, 2000, from http://www.nursingworld/org/about/summary/oohodact.htm
Bolton, L. B., Jones, C., Aydin, L. E., Donaldson, N., Brown, D. S., Lowe, M., et al. (2001). A response to California’s mandated nursing ratios.Journal of Nursing Scholarship, (2nd Quarter),
Brookfield, S. (1987). Developing critical thinkers(p. 51). San Francisco: Jossey-Bass.
Lutjens, L. R., & Tiffany, C. R. (1994, March).Evaluating planned change theories. Nursing Management, 25(3), 54–57.
Porter-O’Grady, T. (2003). A different age for leadership, Part 2: New rules, new roles. Journal of Nursing Administration, 33(3), 173–178.
Hawke, M. (2003). Embracing change. Nursing Spectrum, 4(4), 32.
Koerner, J. G., Bunkers, S. S., & Nelson, J. N.(1991). Change: A professional challenge. Nursing Administration Quarterly, 16(1), 15–21.
Menix, K. D. (2001). Educating to manage the accelerated change environment effectively: Part 2.Journal for Nurses in Staff Development, 17(1), 44–53.
Jost, S. H. (2000). An assessment and intervention strategy for managing staff nurse needs during change. Journal of Nursing Administration, 30(1), 34–40.
Lewis, D. (2000). Reflections in nursing leadership. Sigma Theta Tau International Honor Society of Nursing, (4th Quarter), 24–26.
Tiffany, C. R., Cheatham, A. B., Doornbos, D., Loudermelt, L., & Momadi, G. G. (1994, July).Planned change theory: Survey of nursing periodical literature. Nursing Management, 25(7), 54–59.
Tiffany, C. R. (1994, February). Analysis of planned change. Nursing Management, 25(2), 60–62.
Hageman, Z. T., & Tiffany, C. R. (1994, April).Evaluation of two planned change theories.Nursing Management, 25(4), 57–62.
Hageman, Z. T., & Tiffany, C. R. (1994, April).Evaluation of two planned change theories.Nursing Management, 25(4), 57–62.
Hageman, Z. T., & Tiffany, C. R. (1994, April).Evaluation of two planned change theories.Nursing Management, 25(4), 57–62.
Hageman, Z. T., & Tiffany, C. R. (1994, April).Evaluation of two planned change theories.Nursing Management, 25(4), 57–62.
Godfrey, C. (1994, October). Downsizing: Coping with personal pain. Nursing Management, 25(10), 90–93.
Godfrey, C. (1994, October). Downsizing: Coping with personal pain. Nursing Management, 25(10), 90–93.
Finkelman, A. W. (2006). Leadership and Management in Nursing (p. 49). Upper Saddle River, NJ: Prentice Hall.
Hausfeld, J., Gibbons, K., Holtmeier, A., Knight, M., Schulte, C., Stadtmiller, T., et al. (1994, October). Self-staffing: Improving care and staff satisfaction. Nursing Management, 25(10), 74–80.

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