Boss 10
b.
"A staff committee will be formed to address that unit issue."
d.
"Administration has been supportive of the planned change in our care delivery system."
b.
"Be sure to get the written request in early."
d.
"Definitely. I'll go and get the supplies and meet you at the bedside."
c.
"I can do it for you later, if that helps."
c.
"I can't guarantee it right now but I will try to find a solution for you."
a.
"I need you to know that I won't accept any substandard nursing care."
a.
"I'd like to, but that would be unfair to the other nurses."
a.
"I'm in charge here, and so all requests need to come to me. Please let me know if you have any questions."
b.
"I'm really busy right now. Can we do it sometime this afternoon?"
b.
"I'm too tired to deal with Dr. Jones today. When he gets here, tell him I've gone to lunch."
d.
"I've got funding to support staff who are interested in earning certifications."
a.
"We are working with one fewer team member today."
c.
"We can arrange for you to spend 2 months working on another unit to expand your skills
d.
"We have a great deal to accomplish today, but I am confident that we can do it by working together."
a.
"We have determined that our level of care would improve if we provided it differently."
d.
"We will be having a member of the float pool on our team today."
c.
"We will discuss our proposed change with the multidisciplinary team members."
e.
"We're going to make our decision based on which option is newest in the literature."
d.
6.2 NCH/PPD
a.
A Bachelor of Science in Nursing degree
b.
A budget contains an estimate of both expenses and income for a fixed period.
b.
A decrease in workload
b.
A focus on prevention of illness
c.
A health maintenance organization (HMO)
b.
A job role of the facility business manager
a.
A large health-care budget equals quality health-care outcomes.
a.
A learned skill that improves with practice
e.
A mortgage is an example of a fixed expense.
b.
A successful fiscal planner must be creative.
b.
A traditional third-party payer indemnity plan
b.
A veteran who sustained injuries in combat
d.
A well-defined career plan
c.
Absolute autonomy of each employee
a.
Accepting more overtime shifts
b.
Accurately assessing personnel needs using agreed-on standards or an established client classification system
b.
Adding four to six new members
c.
Adhering to standards of ethical practice
a.
Adjusting from the student role to the professional role
c.
Administrative figures in the workplace
c.
Administrator-power differential
e.
Advancement and placement should be based on relationships.
b.
Ambulatory clinics
b.
America spends less than any other industrialized country on health care.
a.
An adult client who earns $750.00 per month
a.
An experienced primary care nurse who mentors other nurses
c.
An understanding of economic forces is necessary to perform fiscal planning.
d.
Ask clients and families to publicize the high-quality care they have received.
d.
Become familiarized with relevant public policy issues.
c.
Beginning to participate in continuing education
d.
Being a role model to other nurses
d.
Cancel the current MAP and adopt customized, rather than standardized care.
a.
Cancel the patient's current MAP and call a meeting to select a new one.
a.
Change the nurse' s client care assignment.
a.
Changing jobs every 12 to 18 months
d.
Channels of legitimate authority
d.
Coercive power
c.
Collaborate with the care team to arrange a transfer to a new setting.
a.
Collaborating with the interdisciplinary team
c.
Communicate the wishes of the patient to the other team members.
b.
Confirm the accuracy of the chart with the human resources department.
a.
Controllable
a.
Coordinating care for Medicare clients
c.
Cost
a.
Decision making will become unpredictable.
c.
Decision-making process
c.
Decreased emphasis on inpatient hospital care
d.
Delaying decision making until there is additional information
b.
Delegate as many management tasks as possible.
2.
Disease management is a collaborative process to meet patient needs.
a.
Emergence of antibiotic-resistant microorganisms in the 1990s
a.
Emergency department
d.
Emphasize improved quality of life and patient-centered care.
c.
Emphasizing formal communication
a.
Emphasizing formal demonstrations of power rather than informal demonstrations
a.
Employee attrition can be reduced.
c.
Employees can increase earning power.
d.
Employment benefits are increased.
d.
Enhanced quality of work life for nurses
b.
Establishing career paths
d.
Excuse those discussing staffing from the remainder of the meeting.
b.
Exemption from continuing education requirements
a.
Flexible
b.
Follow a rigid but consistent rule enforcement policy.
b.
Form joint practice committees.
c.
Frequent communication between team members
b.
Gaining additional nursing certifications
b.
Guiding patients and families through the health-care system at various sites
c.
Guiding the patient in an effort to provide high-quality managed care
c.
Harvest
a.
High flexibility in the way that work is structured
c.
High rates of infection, death, and disability during the Civil War
d.
High staff nurse satisfaction
3.
High-cost population groups are specifically targeted in disease management.
e.
Higher salaries abirb.com/test
b.
Identity of the nurse navigator
d.
Implementing shared decision making
c.
Improved patient outcomes
a.
Inclusion of the patient and family as members of the team
d.
Incremental budgets
e.
Indication of times when nursing interventions occur
d.
Initiate dialogues with colleagues about the relationship between gender and power.
a.
Input from local nursing educators and academics
a.
Introduce the applicant.
b.
Introducing evidence-based practice changes regarding wound dressings
d.
Introducing quality improvement initiatives
c.
Introducing time management skills
a.
It is the least expensive service available.
b.
It is typically found in large health-care organizations
a.
It is ultimately the employer's responsibility.
b.
It is worth the cost.
b.
It should begin once the nurse has at least 12 months of client care experience.
e.
Its authority is represented by its staff organizational chart.
a.
Leadership-subordinate conflict
b.
Limiting the influence of men on the unit whenever possible
c.
List the contact information for the nurse's references.
d.
Long-term coaching
c.
Longer budget cycles
a.
Maintaining a sense of humor
d.
Managed care
b.
Manager-subordinate gap
e.
Mandatory specialty certifications for all staff
c.
Many nurses find it stimulating and challenging.
b.
Meeting minimal standards for relicensing
c.
Members are reluctant to comply with the HMO regulations.
d.
Members leave the HMO for other HMOs that have more favorable terms.
a.
Members of the HMO adopt high-risk behaviors because they know that treatment is available.
c.
Minimize the amount of scrutiny and supervision that the manager provides.
b.
Minimizing costs to the organization
c.
Minimizing costs to the patient
c.
Modular nursing
b.
Momentum
a.
Monitoring aspects of budget control
a.
More experienced nurses will be likely to apply for jobs.
a.
New leadership
e.
New skills are brought into the organization.
d.
Noncontrollable
b.
Operating
b.
Opportunities for UAP and practical nurses to increase their education level
c.
Organization charts could depict the hierarchy of authority.
e.
Organizational culture
c.
Organizing an educational in service about gender in the workplace
c.
Outcomes related to low-birth-weight infants are worse than many other industrialized countries.
b.
Perform a cost-benefit analysis of the major alternatives for care delivery.
d.
Perioperative settings
b.
Perpetual budgeting
c.
Policies and processes for handling promotions
d.
Practical experience is a key to being a good fiscal planner.
a.
Promise
b.
Promoting members' career development
b.
Promoting the advancement of subordinates
b.
Promotion and advancement on the basis of relationships
c.
Recruit among the nurse's peers and colleagues.
a.
Referent power
a.
Reflecting on his or her own practice
d.
Review of the organizational chart
a.
Role model the way that an empowered nurse behaves.
b.
Seek to become highly visible in the organization.
d.
Seek to openly display authority when colleagues are present.
a.
Seeking frequent counsel from other women who are leaders
a.
Share her doubts about her abilities with the employees.
d.
Shifts from home-based care to hospital-based care during the 1930s
b.
Short-term capital acquisitions
a.
Social influences affect fiscal planning.
c.
Staffing costs will be reduced.
a.
Team nursing
c.
The charge nurse who oversees day shifts on a medical unit
a.
The circumstances surrounding the client's original injury
d.
The classes should be offered in an online format.
c.
The classes should include social learning activities.
b.
The client pays a fixed percentage of the cost of any health care, usually between 10% and 20%.
b.
The client' s baseline level of functioning
c.
The client's ability to act as the "gatekeeper" of his or her own care
c.
The committee members want to take turns chairing the meetings.
b.
The committee prefers to make decisions by consensus.
d.
The complexity of nursing care that was provided on a particular unit in a 24-hour time span
d.
The cost of supplies is an example of a variable expense.
d.
The cost was anticipated.
d.
The hospital's nursing supervisor
c.
The introduction of the Health Security Act to Congress
b.
The likelihood that the client will have to seek out-of-state treatment
b.
The manager has a large span of control.
b.
The manager has a responsibility to submit the unit budget on time each year.
c.
The manager has a top-level management position.
b.
The manager interacts with a comparatively small number of coworkers.
a.
The manager is accountable for the way that resources on used on the unit.
a.
The manager is isolated from top-level managers.
c.
The operating budget
c.
The organization's financial officer works with manager regarding budget approval.
a.
The organizational philosophy
b.
The passage of the Health Maintenance Act of 1973
d.
The profit to be made from the surgery
c.
The program uses a "gatekeeper" to ensure appropriate utilization of services.
c.
The results of a local public opinion survey
d.
The top-level manager was originally promoted from being a middle-manager.
b.
The total number of hours worked by nursing personnel
e.
The unit census
d.
There are formal and informal systems are in place to address conflicts.
d.
There are more middle-level managers than first-level managers in the organization.
c.
There are shared work goals across units.
a.
There is a collective spirit.
c.
There is a potential that the decision will be made too quickly.
b.
There is reduction in the administration levels.
d.
There should be sufficient expertise among committee members to accomplish the assigned task.
d.
They resemble Weber's original design of organization.
a.
Total patient care
c.
Transfer to a new department
d.
Turnover of new staff will likely be reduced.
b.
Two to 3 years of clinical experience
b.
Using competitive approaches to the decision-making process
b.
Willingness to work hard is the most important criterion for appointment.
c.
With adequate resources, primary nursing can be successfully implemented with the existing skills mix.
c.
Withholding or refusing to divulge information
c.
Women generally view power more positively than do men.
b.
Work experiences in each job held
d.
Worker autonomy and empowerment will increase. abirb.com/test
b.
Worker satisfaction was integral to productivity.
a.
Working in a variety of clinical settings
b.
aim for at least four to five pages in length.
b.
aim for diversity of genders and cultures among the membership.
c.
ask coworkers at various levels to interpret the organizational chart.
b.
ask the manager to perform this task, if possible.
b.
ask the middle- and upper level managers about the potential for advancement.
a.
asking other nurses to model their behavior on the new nurse's behavior.
a.
assigning a senior registered nurse to lead the implementation.
a.
assume primary responsibility for the organization's budgetary planning goals.
d.
avoid informality in speech or writing.
b.
avoid overt demonstrations of power or authority.
c.
change jobs as frequently as possible.
d.
consult with local stakeholders.
d.
continually seek new knowledge and experience.
d.
d. A nurse who was terminated after assaulting a client
a.
decentralize its decision-making model
c.
develop skills in handling information and communication.
a.
facilitating open communication and shared decision making.
a.
give equal weight to strong and weak points.
c.
give examples of professional growth.
d.
give members permission to attend meetings as often or as rarely as they wish in order to accommodate their schedules.
c.
help the nurse establish goals and make the attainment of the goals a condition of employment.
d.
hiring nurses who have experience in providing the new delivery system.
d.
make sure not to intimidate the employee during questioning.
b.
making decisions proactively
a.
manager can best ensure the successful introduction of a new delivery system by:
a.
meet at least twice per week for the first month to create momentum.
c.
minimize administrative costs.
a.
minimize the client's out-of-pocket expenses for care.
b.
monitor and evaluate all aspects of the unit' s budget control
b.
pay out of pocket for care and then submit for reimbursement
b.
providing the nurse with increasingly challenging work assignments.
d.
providing the nurse with positive feedback.
c.
require equal input from every staff member during the planning stage.
c.
reserve the right to impose decisions on the committee.
b.
role model being an empowered nurse to subordinates.
d.
showcase his or her academic credentials.
d.
standardize the client' s care.
d.
"If you don't take any sick time before then, I'll give it to you."
c.
"Is it okay with the rest of you if I do all the charting and you do the direct patient care?"
b.
"It's questionable whether our current nursing staff is large enough to support the proposed change."
c.
"Our patient assignment is comprised of both males and females."
a.
"Sure. Can you give me directions and then I'll do what you say?"
b.
"The team will be meeting for a care report update in 5 minutes."
e.
"There's talk of acquiring new mechanical lifts, but I'd like to get your input."
a.
carefully examine the demographic characteristics of the workforce.
c.
carefully studying the best method for implementing the planned change.
d.
choose between the health-care providers that are in the PPO.
a.
conduct the coaching in a group of no more than six to eight nurses.
d.
control unpredictable census variations that may undermine the personnel budget.
b.
decrease the amount of paperwork required for reimbursement.
d.
delegating decisions as much as possible.
c.
encourage broad participation of subordinates in the budgetary process.
b.
encourage the nurse to share his or her plans with the other nurse in the organization.
d.
engage in reflective practice.
c.
ensure that half of the members are the manager's subordinates and half are the manager's superiors.
d.
ensure that overt displays of power are visible to colleagues.
d.
ensure that the document is concise and easy to read.
a.
ensure their contributions are recorded for performance appraisal purposes.
b.
explaining the implications of the proposed change to patients and families.
b.
implement shared governance.
c.
initiating discussions about political power while at work.
b.
justify salary expectations.
a.
limit interpersonal interactions to people the manager can trust.
a.
networking with individuals who are politically influential.
b.
offer to mentor newly graduated nurses.
a.
present his or her specific career goals.
c.
prioritize areas of study that are new to the nurse.
a.
prioritize learning that can take place in a college or university setting.
a.
prove that he or she has received preventive care from a provider at some point.
c.
removing the nurse from client care responsibilities and assigning management tasks.
c.
review its organizational chart.
d.
review the qualifications of each person on the chart.
a.
seek a leadership position.
c.
try to meet with the people at the top of the chart, if possible.
d.
try to perceive the dominant values, traditions, and beliefs in the organization.
c.
use complex, scholarly language to demonstrate competence.
b.
4.8 NCH/PPD
c.
5.0 NCH/PPD
a.
5.6 NCH/PPD
c.
A Native American client who lives on a reservation
c.
A budget is revised every 3 months during a fiscal year.
a.
A budget's reliability decreases if it is prepared significantly in advance of the funding period.
d.
A child who requires physical therapy to recover from traumatic injuries
d.
A clear division of labor among employees
4.
A client being treated for a transfusion reaction after receiving packed red blood cells
3.
A client who has been diagnosed with a postpartum hemorrhage (PPH)
2.
A client who has chronic obstructive pulmonary disease (COPD)
d.
A coalition held by the three largest private insurers in 1975
a.
A community group that advocates for the rights of people addicted to drugs
c.
A community group that promotes client safety in health care
a.
A decision can be made at the lowest practical managerial level.
a.
A nurse who has been granted an extra vacation day after willingly working overtime for several days
b.
A nurse who has completed a master's degree in nursing
c.
A nurse who has great influence from being "well-connected"
d.
A nurse who is positioned high on the hospital's organizational chart
c.
A nurse whose dynamic and engaging personality makes it easy to create alliances
b.
A nurse with extensive experience and specialized training in perioperative nursing
a.
A nurse-manager who dispenses favors to nurses who are willing to work overtime
d.
A pairing of one registered nurse and one practical nurse provides all the care for a designated pool of residents.
a.
A personal sense of accomplishment
b.
Achieving a new specialty certification
a.
Acknowledge the difficulty of the patient's circumstances and arrange for a nurse navigator.
c.
Acquiring new knowledge and skills on a regular basis
a.
Acting as a role model to recent graduates
b.
Adjourn the meeting and reschedule at a time when there are no staffing problems.
b.
Aiming for an equal number of male and female subordinates
e.
Always used when submitting a resume.
b.
Any member of staff may exercise authority over the CNS.
d.
Applying the principles of team nursing
b.
Appropriate use of transfers between work locationsabirb.com/test
c.
Arrange a meeting to present the learning objectives for the program.
c.
Arrange for all employees to get an annual cost-of-living raise.
c.
Ask for input from staff on decision making.
c.
Assess the strengths and weaknesses of the current delivery model.
a.
Assessing each client's needs individually
b.
Assigning work according to the expertise of group members
a.
Assuming authority to do something if it is not expressly prohibited
a.
Assure the nurses that she has their best interests in mind.
c.
Attempting to appear as a victim so future gains can be made
e.
Attending a training seminar on a new piece of unit equipment
d.
Authority-power gap
d.
Avoid any and all forms of dishonesty.
b.
Avoiding obsolescence
c.
Avoiding obsolescence
c.
Basic health-care management skills
c.
Being responsible for care planning only during the shift when he or she works
d.
Being visionary in identifying short- and long-term unit fiscal needs
b.
Briefly highlight key points of the resume.
d.
Bring in an outside consultant to have one-on-one conversations with staff.
a.
Bring the issue to the state board of nursing.
d.
Budgets are reliable only when expenses are fixed.
b.
Budgets should be created as far in advance is possible.
a.
Bureaucracy could provide a rational basis for administrative decisions.
c.
Capital
c.
Capital budget
d.
Capitation
d.
Carrying out the majority of personal care for assigned patients
b.
Case method nursing
a.
Centralized decision-making environment
d.
Challenging any negative preconceptions of power that she may have learned while growing up
a.
Clients as gatekeepers of their health-care services
c.
Coaching nurses to provide evidence-based care
b.
Collaborating with another registered nurse to plan the care of all the mini-team's assigned patients
c.
Collaboration with a unit that is not entrenched
a.
Committees work best when there is an adequate supply of workers, with 10 members being the minimum.
c.
Confirming that each member of the mini-team is completing his or her assigned tasks
a.
Consult with the person who previously managed the clinic.
a.
Cost analysis of major interventions
a.
Creating a new organizational chart
a.
Creating a spending plan
c.
Critical path
b.
Decreased staff turnover
c.
Depreciation of capital equipment
c.
Determine which people are most powerful in the hospital.
d.
Determining how to maximize cost-effectiveness
b.
Determining what needs to be covered in the budget
d.
Determining whether clients' care plans are justified
d.
Developing career goals
a.
Developing career ladders
b.
Diagnosis-related groupings
d.
Diagnosis-related groupings (DRGs)
d.
Dialogue with the nurse about the effects of these comments.
c.
Discussing the health needs of the homeless with local politicians
1.
Disease management referrals begin in the hospital inpatient setting.
4.
Disease management treatment is episodic.
a.
Dispensing untrue information
b.
Document the presence of a variance in the MAP.
c.
Documenting the need for resources on a unit
d.
Earning a bachelor's degree in nursing
c.
Efficiency will decrease in the organization.
a.
Elicit support from internal and external stakeholders.
c.
Eliciting input from members of other health disciplines
b.
Eliciting input from trusted nursing colleagues
c.
Eliminate performance appraisals.
d.
Encourage staff to establish a strong unit culture.
e.
Enforcing adherence to institutional policies and procedures
d.
Establishment of new HMOs in the region
a.
Exercise overt displays of power to subordinates whenever possible.
d.
Experiences in the spiritual dimension of life
c.
Facilitating each nurse' s advancement up the facility' s career ladder
b.
Fixed
b.
Fulfilling state requirements for minimal nursing practice
b.
Functional nursing
d.
Functional nursing care
b.
Gaining exposure to a variety of experiences
d.
Graduating from nursing school
d.
Guiding the patient and family through their various interactions with the health-care system
d.
Having power generally results in the gain of additional power.
c.
Health promotion
a.
Health-care providers earn a bonus if the client remains free of disease for a predetermined length of time.
a.
Helping nurses identify ways to exceed minimal licensing requirements
c.
Hold a meeting to remind staff that they are under the manager's authority.
c.
How credible the manager is perceived to be
d.
How much informal power the manager possesses
c.
Identifying the organization's strengths and weaknesses
b.
Ignore the issue and reintroduce the directions in 6 to 8 weeks.
d.
Impersonality of relationships should exist in organizations.
b.
Implement disciplinary action.
b.
Implementation of primary nursing will likely require hiring more RNs, and laying off some UAPs.
a.
Implementation of primary nursing will likely require hiring more UAPs and laying off some RNs.
c.
Increase interactions with recent nursing students and recent nursing graduates.
d.
Increase the number of first-level managers.
a.
Increased ability to adapt to changing circumstances throughout the year
d.
Increased administration support
c.
Increased career options
d.
Increased client autonomy
b.
Increased communication
c.
Increased effectiveness of client care
a.
Increased interdisciplinary collaboration
e.
Increased interdisciplinary cooperation
d.
Increased opportunities for staff to participate in the budget process
d.
Increased potential for advancement and promotions
b.
Increased reimbursement from state and federal agencies
a.
Increased retention of staff
c.
Increased skill level of nurses
b.
Increases in patient empowerment during the 1970s and 1980s
d.
Increasing accountability to subordinates
a.
Increasing the RN staff will cut down on nursing errors, prevent burn out, and decrease the cost associated with staff turnover.
c.
Increasing the RN staff will free more nurses to be available to address doctors' concerns during their rounds and will reduce our costly use of overtime.
d.
Increasing the RN staff will lead to improved patient education and a reduction in costly patient stays.
b.
Increasing the use of unlicensed assistive personnel will result in increased patient safety and quality care, and thus improve physician satisfaction
a.
Incremental budgeting
c.
It allows for an institution to plan for the effective usaebirobf.coitms/treesst ources.
b.
It always involves verbal, face-to-face communication.
c.
It consists of negative and subversive messages.
d.
It eliminates the need for UAP or practical nurses.
b.
It focuses on employee performance deficits.
d.
It functions best when the planning is episodic in nature.
a.
It is a finite quality and, once gained, is very difficult to lose.
a.
It is commonly referred to as a line organization.
b.
It is comparatively easy to implement.
b.
It is destructively manipulative but is necessary for effective management.
a.
It is difficult to control or stop.
c.
It is reimbursable.
c.
It is rooted in individual personalities.
a.
It occurs annually at performance appraisal reviews.
d.
It occurs over the entire employment tenure of an employee.
c.
It requires development and implementation of a long-term plan.
a.
It requires minimal RN staffing.
c.
It requires the same intensity as a mentoring relationship.
d.
It will be unclear who is ultimately accountable for the decision.
a.
Keeping members on task and promoting productivitaybirb.com/test
e.
Large number of registered nurses and an absence of practical nurses
d.
Learning the institution' s organizational culture
d.
Legacy
a.
Legislation regarding client safety
b.
Legitimate power
b.
Lines of communication
d.
Link participation in the program to employees' performance appraisals.
b.
Maintain an open-door office policy.
d.
Maintaining ethical standards of practice
b.
Make a formal commitment to providing family-centered care.
d.
Make a positive first impression.
b.
Make more of an effort to get to know each of the employees individually.
b.
Members of the HMO use more health-care services because of the reduced cost.
a.
Members of the committee are unwilling to take risks with new ideas.
d.
Members of the local media
d.
Membership in the committee is frequently changing.
b.
Nurses on the unit will be more motivated.
d.
Nursing care plan
a.
Observe employees to see who would most benefit from coaching.
b.
Obtaining professional certification
c.
Offer sensitivity training to the nurse.
d.
Offer to accompany the patient to any upcoming appointments.
b.
Offer to lead a high-visibility committee within the hospital.
c.
Offer to mediate between the patient and the case manager.
a.
One nurse is assigned to provide all of a resident's care during a shift.
b.
Open, participatory management
c.
Part of the organizing phase of the management process
d.
Participating actively in performance appraisals
a.
Participating in career planning
a.
Patient needs
c.
Personality power
b.
Personnel can be used more effectively.
a.
Personnel costs are normally considered to be an uncontrollable expense.
d.
Physical layout of the facility
d.
Plan a pilot project where the delivery model will be changed on one subacute unit.
a.
Planning nursing care independently of others
b.
Possible changes in reimbursement policies
a.
Power figures in the family unit
e.
Preceptoring senior nursing students
a.
Preferred provider organizations (PPOs)
b.
Present a powerful picture to others in the group.
c.
Primary care delivery
d.
Primary care nursing
c.
Primary care provider offices
d.
Primary nursing is most successful if every member of the team providing direct patient care is an RN.
b.
Propose a plan to the CEO for organizational restructuring.
c.
Prospective payment system
b.
Provide the patient's direct bedside care, whenever possible.
c.
Providing challenging assignments
b.
Providing clinical leadership and ensuring quality for the patient's care
b.
Providing community-based illness prevention
a.
Providing every aspect of care to one half to one third of the mini-team's assigned patients
a.
Providing evidence-based guidance on treatment options and treatment decisions
d.
Providing information on each agenda item
d.
Providing total patient care to the most acutely ill patients that the mini-team is assigned
b.
Publicize the program to elicit as many participants as possible.
a.
Quarterly performance reviews for employees
d.
Reactive, based on political, social, and economic forces
a.
Recruit nursing students to join the group as auxiliary members.
c.
Reduce expectations on the employees in order to improve compliance.
c.
Registered nurses perform all assessments while UAPs provide all feeding and hygiene.
d.
Remind the nurse about their obligation to follow standards of practice.
a.
Remove lines of authority.
b.
Representatives from the labor union that represents many staff members, an external organization, or individual
c.
Request that committee members return to discussing items on the agenda.
c.
Resolving interpersonal conflicts and preventing groupthink
a.
Role model the characteristics of an empowered nurse.
d.
Satisfying institutional employment requirements
d.
Seek employment in a new setting.
c.
Seek entry into an informal power group.
a.
Seek formal positions where members can influence public policy.
e.
Seek nurses' input into proposed changes.
d.
Setting 3-year and 5-year career goals
a.
Skyrocketing health-care costs following the advent of Medicare and Medicaid
d.
Socializing nurses to the clinical environment
c.
Specialty certification in a specific area of practice.
b.
Staff expertise
b.
Strengthening new clinical skills
d.
Strong organizations have policies that prohibit it.
d.
Submitting to regular performance reviews
e.
Subordinates should be excluded from fiscal planning.
c.
Suggesting major changes to the unit's workflow
d.
Supplies and equipment
a.
Supporting practice autonomy
c.
Take every opportunity to collaborate with physicians.
a.
Take every opportunity to describe personal accomplishments.
a.
Take the remainder of the meeting time to discuss staffing with all members.
d.
Teach nurses strategies for increasing their personal power.
d.
The CNS does not have formal authority over other staff members.
c.
The CNS is not accountable for his or her practice.
a.
The CNS lacks productive relationships with colleagues.
a.
The acuity level of the clients on the unit
d.
The assessments will improve as a result of collaboration.
b.
The assessments will improve, but the nurses will be resentful.
c.
The average hourly wage of the nurses on the unit
d.
The budgeting process must be transparent and data must be made publicly available.
d.
The client's ability to qualify for Medicaid
d.
The client's providers are paid the same amount each month, regardless of the client's use of services.
c.
The costs and benefits of the proposed surgery
b.
The decision will be made by top-level managers.
b.
The degree of rigidity in the organizational chart
a.
The desired outcome will not be achieved.
b.
The findings from an onsite visit by assessors
a.
The individuals included in the group
d.
The manager is working in a poorly designed organization.
c.
The manager receives much communication from varied directions.
a.
The manager' s workload is unrealistic.
c.
The middle manager has only one boss.
b.
The middle manager is in a permanent position.
a.
The middle- and top-level manager share equal authority.
a.
The need to address cost-effective options for care
c.
The need to enhance professionalism throughout the organization
d.
The need to obtain magnet designation
b.
The need to provide challenging work for nurses and other members of the care team
a.
The number of health insurance plans that the client can choose between
a.
The nurse currently sits on the hospital's ethics board.
d.
The nurse has a master of science in nursing degree.
b.
The nurse has consistently adhered to the standards of practice.
a.
The nurse has more than 3 years of clinical experiencabei.rb.com/test
c.
The nurse identifies long-term goals for career advancement.
b.
The nurse is learning from experience how best to react in clinical situations.
d.
The nurse possesses an intuitive grasp of complex clinical situations.
b.
The nurses do not make significant changes to the way that they assess clients.
c.
The nurses improve their assessments out of fear for the consequences of not doing so.
a.
The nurses respond by improving their assessments because of the respect they hold for the manager.
d.
The nurses seek an extended dialogue about the issue.
a.
The personnel budget
d.
The scarcity of resources is the biggest factor in the failure to reach outcomes.
c.
The supervisor will need to use unauthorized enforcement.
e.
The surgeons and anesthetists who work in the operating room
b.
The team leader of the hospital's wound care specialist
b.
Unlicensed assistive personnels (UAPs) coordinate each resident's care and occasionally delegate to practical nurses.
e.
Unlimited choice of health-care providers
d.
Use of multidisciplinary action plans (MAPs)
b.
Validate the patient' s concerns and liaise with the clinical nurse-leader (CNL).
d.
Verbalizing discontent with the politics of an organization
a.
Weigh the benefits of suggested interventions with their costs.
e.
Working with a seasoned mentor
c.
Working with other women to help them achieve similar success
b.
Workplace satisfaction will increase.
c.
Written agendas provide excessive structure and stifle committee creativity.
d.
Zero based
c.
Zero-based budgeting
a.
Zero-based budgets
b.
adopting a functional nursing model whenever the setting allows.
a.
advocating for caps on the maximum allowable nurse-patient ratio.
b.
affect social relationships and group functioning in the workforce.
c.
be assessed by a nurse before being referred to a physician.
a.
be aware that the informal structure of the organization cannot be discerned from the chart.
d.
be best conducted by objective consultants from outside the organization
a.
be difficult to implement without hiring staff who have experience with the new model.
c.
becoming a nurse navigator who is centered on patients' needs.
b.
They should be limited to employees with university degrees.
a.
They should be offered to every employee in the organization.
