Chapter 13
Which statement about power is correct? a. It is a finite quality and, once gained, is very difficult to lose. b. It is destructively manipulative but is necessary for effective management. c. Women generally view power more positively than do men. d. Having power generally results in the gain of additional power.
d
A group of nurses have formed an action group that has the goal of increasing professional power of the nursing profession. What strategy should the group adopt? a. Seek formal positions where members can influence public policy. b. Make a formal commitment to providing family-centered care. c. Increase interactions with recent nursing students and recent nursing graduates. d. Ask clients and families to publicize the high-quality care they have received.
a
A new manager is confused why nurses are not heeding her directions in the workplace. What strategy is most appropriate when attempting to resolve this problem? a. Assure the nurses that she has their best interests in mind. b. Ignore the issue and reintroduce the directions in 6 to 8 weeks. c. Hold a meeting to remind staff that they are under the manager's authority. d. Bring in an outside consultant to have one-on-one conversations with staff.
a
A nurse at a community health clinic has no formal position of authority but exercises great influence over staff because many of them perceive the nurse as being powerful. What type of power does this nurse possess? a. Referent power b. Legitimate power c. Personality power d. Coercive power
a
A nurse-manager can best expand political resources by: a. networking with individuals who are politically influential. b. making decisions proactively. c. initiating discussions about political power while at work. d. delegating decisions as much as possible.
a
A nurse-manager is implementing proactive political strategies. What activity by the nurse is most consistent with this type of strategy? a. Assuming authority to do something if it is not expressly prohibited b. Using competitive approaches to the decision-making process c. Attempting to appear as a victim so future gains can be made d. Verbalizing discontent with the politics of an organization
a
What is one of the most politically serious errors one can make? a. Dispensing untrue information b. Promoting the advancement of subordinates c. Withholding or refusing to divulge information d. Delaying decision making until there is additional information
a
What is the primary influence that shapes a person's response to authority? a. Power figures in the family unit b. Work experiences in each job held c. Administrative figures in the workplace d. Experiences in the spiritual dimension of life
a
Which strategy should the manager adopt when attempting to empower staff? a. Role model the characteristics of an empowered nurse. b. Follow a rigid but consistent rule enforcement policy. c. Arrange for all employees to get an annual cost-of-living raise. d. Encourage staff to establish a strong unit culture.
a
A new employee is attempting to implement appropriate power-building strategies. What actions should this employee perform? Select all that apply. a. Maintaining a sense of humor b. Gaining additional nursing certifications c. Suggesting major changes to the unit's workflow d. Learning the institution's organizational culture e. Attending a training seminar on a new piece of unit equipment
a, b, d, e
A nurse-manager has begun in a new position and has quickly perceived that the nurses in the organization need to be empowered. How can the nurse empower the nurses? Select all that apply. a. Role model the way that an empowered nurse behaves. b. Delegate as many management tasks as possible. c. Minimize the amount of scrutiny and supervision that the manager provides. d. Teach nurses strategies for increasing their personal power. e. Seek nurses' input into proposed changes.
a, d, e
A new nurse-manager has set a goal of building a personal power base. What strategy should the manager choose? a. Exercise overt displays of power to subordinates whenever possible. b. Seek to become highly visible in the organization. c. Take every opportunity to collaborate with physicians. d. Initiate dialogues with colleagues about the relationship between gender and power.
b
A nurse-manager has been overseeing the care at a clinic for several weeks and has noted that staff members are reluctant to follow instructions. How should the manager attempt to resolve this problem? a. Consult with the person who previously managed the clinic. b. Make more of an effort to get to know each of the employees individually. c. Reduce expectations on the employees in order to improve compliance. d. Remind the nurse about their obligation to follow standards of practice.
b
The manager has been experiencing challenges working with a nurse who has a history of making unsympathetic comments about clients to other nurses. The manager has tried various strategies for changing the nurse's behavior with little effect. The manager feels that an application of coercive power is now appropriate. What action will the manager most likely take? a. Change the nurse's client care assignment. b. Implement disciplinary action. c. Offer sensitivity training to the nurse. d. Dialogue with the nurse about the effects of these comments.
b
The nurse-manager has held an educational workshop about the need for nurses to be more comprehensive with their client assessments. What outcome would suggest that there is a wide authority-power gap? a. The nurses respond by improving their assessments because of the respect they hold for the manager. 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. d. The nurses seek an extended dialogue about the issue.
b
Which of the following nurses would be considered to have expert power? a. A nurse-manager who dispenses favors to nurses who are willing to work overtime b. A nurse with extensive experience and specialized training in perioperative nursing c. A nurse whose dynamic and engaging personality makes it easy to create alliances d. A nurse who is positioned high on the hospital's organizational chart
b
Which statements support the manager's commitment to staff empowerment? Select all that apply. a. "I need you to know that I won't accept any substandard nursing care." b. "A staff committee will be formed to address that unit issue." c. "We can arrange for you to spend 2 months working on another unit to expand your skills." d. "I've got funding to support staff who are interested in earning certifications." e. "There's talk of acquiring new mechanical lifts, but I'd like to get your input."
b,c,d,e
A female manager has worked hard in her career to reach a high position in the organization. What action by the manager will directly prevent her from developing the queen bee syndrome? a. Emphasizing formal demonstrations of power rather than informal demonstrations b. Aiming for an equal number of male and female subordinates c. Working with other women to help them achieve similar success d. Increasing accountability to subordinates
c
A nursing administrator believes that the organization supports an inadequate distribution of power. What is an appropriate action to combat this situation? a. Bring the issue to the state board of nursing. b. Propose a plan to the CEO for organizational restructuring. c. Seek entry into an informal power group. d. Seek employment in a new setting.
c
A staff member asks the manager for a particular day off on the next schedule. Which response demonstrates the concept of underpromising and help the manager retain the staff's trust? a. "I'd like to, but that would be unfair to the other nurses." b. "Be sure to get the written request in early." c. "I can't guarantee it right now but I will try to find a solution for you." d. "If you don't take any sick time before then, I'll give it to you."
c
An experienced nurse has been hired to manage an inpatient unit at a hospital in a different city. What is an appropriate activity for building the manager's personal power base when beginning this new job? a. Take every opportunity to describe personal accomplishments. b. Offer to lead a high-visibility committee within the hospital. c. Determine which people are most powerful in the hospital. d. Seek to openly display authority when colleagues are present.
c
In order to minimize the potentially negative effects of organizational politics in the workplace, the nurse-manager should: a. limit interpersonal interactions to people the manager can trust. b. role model being an empowered nurse to subordinates. c. develop skills in handling information and communication. d. ensure that overt displays of power are visible to colleagues.
c
The nurse-manager is working in a facility where two of the organizational goals are to increase physician satisfaction and reduce costs. A unit goal is to increase professional RN staffing. Which statement best supports all the stated goals? a. Increasing the RN staff will cut down on nursing errors, prevent burn out, and decrease the cost associated with staff turnover. b. Increasing the use of unlicensed assistive personnel will result in increased patient safety and quality care, and thus improve physician satisfaction. 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.
c
What determines the size of the authority-power gap between a manager and an employee? a. The organizational philosophy b. The degree of rigidity in the organizational chart c. How credible the manager is perceived to be d. How much informal power the manager possesses
c
A manager has issued a directive to nursing staff about improving the timeliness of their documentation. Most nurses have failed to make a change in their practice, however. The manager should consider what potential cause of this failure to act? a. Leadership-subordinate conflict b. Manager-subordinate gap c. Administrator-power differential d. Authority-power gap
d
A nurse has joined a group that has a goal of increasing the power base of the nursing profession. What is the nurse's best initial action to help achieve the group's goals? a. Recruit nursing students to join the group as auxiliary members. b. Present a powerful picture to others in the group. c. Recruit among the nurse's peers and colleagues. d. Become familiarized with relevant public policy issues.
d
A nurse-manager is aiming to project a powerful image of a team leader who empowers subordinates. What statement is most appropriate to this goal? 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 too tired to deal with Dr. Jones today. When he gets here, tell him I've gone to lunch." c. "Is it okay with the rest of you if I do all the charting and you do the direct patient care?" d. "We have a great deal to accomplish today, but I am confident that we can do it by working together."
d
An experienced nurse has been assigned to a management position. What task will this new manager most likely have to accomplish in order to address a common reluctance among women to hold positions of power? a. Seeking frequent counsel from other women who are leaders b. Limiting the influence of men on the unit whenever possible c. Organizing an educational inservice about gender in the workplace d. Challenging any negative preconceptions of power that she may have learned while growing up
d
The nurse-manager has just begun a new assignment in a new health-care organization. What action should the manager prioritize in order to be seen as credible by subordinates? a. Share her doubts about her abilities with the employees. b. Maintain an open-door office policy. c. Ask for input from staff on decision making. d. Avoid any and all forms of dishonesty.
d
Which nurse is experiencing the effects of coercive power? 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 was terminated after assaulting a client
d
