N300 Final Exam Flashcards | StudBudN300 Final Exam
Ch 12, 13, 18, 19
110.
- Invites community members & staff of the hospital to an evening focus group
- Asks the board to provide a summary of major opportunities for the future.
- Discusses primary threats & opportunities in demographicshifts affecting
- Invite all levels of staff to focus groups on the effectiveness of hospital
2.
- Follow up action
- Reflection and planning
- Subsequent cycles
- Initiation
3.
- By earning credibility to serve as advisors.
- By being proactive
- By adopting early use of technology.
- By mentoring other nurses.
4.
- Requesting budgetary funds needed for systems
- Participating in organizational information technology committees
- Sending staff nurses to conferences that discuss cutting-edge technologies
- Submitting written requests for needed information systems
5.
- Creating empowering work environments
- Creating an online curriculum related to bullying
- Supervisors acting immediately if nurses report bullying
- Coaching and mentoring nurses on how to value and respect one another
6.
- Is a deficit approach.
- The people who they work with.
- Influence of both formal & informal leaders is shaped by specific contexts
- Relationships with whom they work.
7.
- Clear communication
- Consideration of customer input.
- Integrated financial planning.
- Consumer input planning.
8.
- Critical thinking
- Authentic listening
- Critical dialogue
- Reflection and planning
9.
- Engages as a traditional model.
- Reflection in action.
- Creating collaborative relationships
- Engaging in critical dialogue.
10.
- I find your soft voice and manners very reassuring and calming to patients.
- Try using a wider vocabulary so people will think that you're knowledgeable
- You tend to slump & avoid eye contact when talking with colleagues & family
- If you feel like saying something, say it, even if it hurts other people
11.
- Dialogue and team learning.
- Shared vision and systems thinking.
- Mental models and teachable moments
- Resilience and personal mastery.
12.
- Defining collaboration
- Negotiating power
- Developing partnerships
- Encouraging participation
13.
- Ensure nurse confidentiality through ongoing discussion
- Ensure nurses understand privacy legislation that applies to them
- Assign password that uniquely identifies user to system by name and title
- Monitor individual nurses
14.
- Preparation of DVDs that can be viewed on computers at thenursing station
- Email distribution to staff home email address regarding important policies
- Linking policies and procedures to the network for access when required
- Development of learning modules and software to support document retrieval.
15.
- Personal power.
- Competency power
- Expert power
- Position power.
16.
- Distance learning.
- Biomedical technology
- Telecommunications
- Knowledge software
17.
- Consciously evaluate invisible mental models.
- Allow for individual outcomes
- Encourage cooperative activities
- Operate between order and disorder
18.
- Working with coalitions.
- Packaging of evidence.
- Creating a sense of urgency.
- Assuming good data will lead to good policy.
19.
- Moving past apathy
- Empowering others
- Understanding power
- Using power.
20.
- Provide handouts about budget cuts, and allow recommendations in writing
- Inform of budget cuts in small meetings, and accepttheir ideas in writing
- Discuss budget cuts with staff, make decisions with those who participate
- Hold a series of mandatory meetings on the budget cuts, ask staff for ideas
21.
- Listening
- Action
- Participatory dialogue
- Change
22.
- A partnership
- A shared governance perspective
- A synergistic alliance
- A compromise
23.
- Reasonable.
- Understandable and specific.
- Measurable.
- Manager oriented.
24.
- Technology
- Team relationships.
- Threats.
- Time.
25.
- Knowledge systems
- Information systems
- Consistent nursing language
- Similar settings
26.
- Provide an educational session for staff on peer review.
- Revise the mission statement, objectives, and performance standards
- Implement objectives and performance standards
- Develop objectives and performance standards with employees.
27.
- It requires an upgrade to servers in the facility.
- It minimizes the amount of data entry necessary.
- It requires staff training during the implementation of the software
- It involves screen displays that are best configured for nonclinical users
28.
- Type of speech required for recognition is unlikely in pressured situation
- The hands-free function has not been perfected in SR technology
- Wireless communications are prone to unreliability in transmission.
- SR systems are not available outside pilot projects.
29.
- Is rare in nursing today.
- Reflects apathy.
- Reflects fear of power
- Reflects empowerment and capacity to make his own decisions.
30.
- Data, information, knowledge, and wisdom
- Hardware, software, competency, and printers.
- Wireless technology, voice recognition, and handheld devices.
- Decision making, data gathering, data analysis, and reporting.
31.
- Strategic planning
- Goal setting
- Philosophy creation.
- Objective development
32.
- Powerlessness.
- Opression
- Anger
- Apathy
33.
- Gladiator.
- Political Sophistication
- Self-interest
- Buy-in
34.
- Participation.
- Coordination.
- Resistance
- Anticipation.
35.
- Requirements for nursing licensure
- Informatics competencies
- Information systems
- Canadian Nursing Informatics Association standards.
36.
- Meeting with the same colleagues daily to share concernsabout the workplace
- Joining an online forum to gain ideas on how to handle workplace conflict.
- Suggest that you and new member meet after work to review unit guidelines.
- Joining a nurse executive meeting to meet other executives for support
37.
- Implement evidence-informed practice on units, according to.., by May 2016
- To increase staff satisfaction and to decrease burnout
- Reduce hospital-acquired infection &implement procedure to reduce infection
- To increase the health of the community
38.
- Because of environmental processes.
- Because of restructuring changes.
- Because of legislative changes
- Because of complaints about service
39.
- Reduction in incidents of medication error
- Increasing confusion with nursing workflow.
- Immediate documentation of care
- Improving discharge planning
40.
- Lack of knowledge of the internal and external operations of organization
- Lack of understanding of the planning process
- Delegation of the task to subordinates
- Not enough hours in the day for both day-to-day operations and planning.
41.
- A coalition
- Networking
- Collaboration.
- Policy building
42.
- Politics
- Mentorship.
- Empowerment
- Networking
43.
- Engages in critical consciousness
- Uses collaboration for social justice
- All of the above
- Uses reflexivity
44.
- Meeting standards
- Gathering information.
- Evidence informed practice
- Cost effective care
45.
- Insincere
- Networking
- Politically sophisticated
- Facilitating participatory decision-making
46.
- Providing instructions to employees as to how to implement toachieve goals
- Using behaviour modification strategies.
- Putting rewards in place at the unit level for compliance
- Including goal attainment in the performance evaluation of each staff nurse
47.
- Exploring alternatives
- Challenging assumptions
- Engaging in reflection
- Accepting context
48.
- Sarah refuses involvement in work organization but is involved in others
- Sondra nursing association bc of concern of underepresentation of expertise
- Roberta as chair of the local organization lobbying for increased standards
- Megan encourages staff to write letters to thelocal health board to protest
49.
- Retrieve standardized information regarding patient care and trends
- Learn sociodemographic and population-based trends.
- Find information on public funding and private health insurance revenues.
- Access medical diagnoses and pharmacologic interventions
50.
- Package the product
- Motivate the target market
- Communicate benefits to the target group.
- Research the target market
51.
- “Demonstrate.”
- "To"
- “Illustrate.”
- “Develop.”
52.
- Admin
- Nursing unit managers
- All staff
- Staff nurses
53.
- Forcing managers to be financially efficient and effective
- Orienting people to react instead of act.
- Assisting staff in critical thinking and improving decisions
- Focusing on activities, not results
54.
- Make appointment to meet with a former instructor from graduateprogram
- Making overdue call to former colleague who is now a chief nurse executive
- Attending conference for nurse managers and executives
- Reviewing names & phone numbers of formercolleagues who are now management
55.
- Position
- Personal.
- Professional
- Expert
56.
- Through immediate action
- Through authentic listening
- Through immediate changes
- Through immediate planning
57.
- It involves comparison of data against benchmarks.
- It relates only to the administration
- It does not include the organizational climate.
- It is an informal evaluation of relationships.
58.
- Is political
- Is social
- Is action-oriented
- Is easily practiced
59.
- It is a strength-based approach.
- It is the dominant approach to change.
- Addresses short term fixes.
- Focuses on fixing deficits.
60.
- To provide health promotion programs for school-aged children.
- Desire to relate to community to enable identification of programming needs
- Increase sustainability by increasing revenue streamswithin the next 3 yrs
- Provide family-centered care, collaborative partnerships, evidence-informed
61.
- Purposefully choose to exercise their power through indirect means.
- Refuse to believe they act like groups that suffer socioeconomic oppress
- Don't understand their failure to exercise power can limit the profession
- Suffer from helplessness as a result of abuse by powerful nurse executives.
62.
- Maintaining a soft voice during times of conflict and eye contact
- Greeting with a handshake and a smile; listen carefully when problems arise
- Smiling all the time, wearing suit & briefcase, women,wearing no jewelry
- Men: no facial hair, wearing a suit & tieWomen:always wearinga suit & heels
63.
- Includes immediate change
- Includes reflection
- Includes action
- Includes planning
64.
- Philosophy, mission statement, and objectives
- Mission statement, philosophy, and objectives.
- Philosophy, objectives, and mission statement.
- Objectives, philosophy, and mission statement
65.
- Accessing organizational empowerment structures
- Advocating for enhanced orientation processes to include workplace violence
- Seeking a leader with empowering behaviours to be a mentor.
- Accessing support to fulfill one’s job responsibilities
66.
- Organizing a telephone follow-up.
- Listing the patient population
- Monitoring ongoing activities and projects
- Sending out postcards.
67.
- Identify and evaluate the various strategies available to the organization
- Search environment to determine changes that may affect the organization
- Identify the major opportunities for and threats to the organization.
- Appraise the organization’s strengths and weaknesses.
68.
- Repeatedly monitoring equipment while documenting
- Actively listening while conducting electronic charting
- Involving patients in decisions about their own care
- Showing patients what is being documented.
69.
- Position power
- Knowledge.
- Negotiation skills
- Powerful image.
70.
- Takes staff away from real work.
- Gives meaning to work life
- Leads to the achievement of goals and objectives.
- Is not necessary for small organizations.
71.
- Experiencing the change
- Refreezing
- Unfreezing.
- Integrating the change
72.
- Font size
- Speed of operation
- Lower cost in relation to personal computers.
- Small display screen
73.
- Compromising
- Negotiating power
- Developing partnerships
- Cooperating
74.
- Collaboration
- Critical dialogue
- Critical Consciousness
- Reflexibility
75.
- Critical dialogue
- Constructive criticism
- All of the above
- Critical thinking
76.
- Integrative.
- Facilitative
- Nonlinear
- Linear
77.
- Women were not socialized to exert power.
- First nursing licensure laws prohibited nurses from making most decisions
- Nurses can defer to physicians and administrators with more education.
- Nurses astutely recognized the risks of grabbing too much power too soon.
78.
- Sharing change experiences early in the process
- Using experiential and propositional knowledge
- Taking a biomedical perspective to change
- Building a conceptual map
79.
- Is a conscious choice
- Requires commitment
- Demands engagement
- Represents an activity
80.
- An inadequately prepared nurse.
- Transition shock.
- The theory-to-practice gap.
- Ethical distress.
81.
- Revise clinical guidelines for incontinence care from evidence within 6mnth
- “Involve patients and families in planning health care."
- Acquire 4 million in funding within 12 month to support clinicaleducation
- “Patients and families are partners first in care planning.”
82.
- Repeated training sessions.
- Peer and leader support
- Adequacy and substance of professional development.
- Confidence in using technology
83.
- Revisiting the mission statement and objectives.
- Developing unit-based objectives related to the plan.
- Preparing a budget to support implementation
- Evaluate external and internal factors affecting evidence-informed practice
84.
- “I’ll put the note in for you. What do you want to say?”
- I’m sorry, you will have to enter the information using your own password
- “Just make sure that you sign your note because it’s under my password.”
- “No problem. Just log me off when you’re done.”
85.
- Implementation of strategies
- Review of mission statement, goals, and objectives.
- Assessment of the external and internal environment
- Identification of strategies
86.
- Interpreting dialogue
- Reasoning dialogue
- Following dialogue
- Authentic dialogue
87.
- Revises the goal statements in the strategic plan.
- Consult external team on prep of materials on evidence-informed practice.
- Recommend that the mission, objectives, goals of the hospital be reassessed
- Hold focus groups with staff to determine issues, challenges, and obstacles
88.
- Strengthen facilitating forces.
- Diminish facilitators of change and reinforce barriers to change.
- Weigh the strength of forces.
- Preserve the status quo.
89.
- Expert, coercive, and referent.
- Perceived, expert, and connection.
- Reward, referent, and connection.
- Reward, connection, and information.
90.
- Human error is significant in contributing to adverse events.
- Physiologic monitor system enable detection of changes before adverse event
- Data systems provide backup documents with adverse events that staff cannot
- Documentation of patient data is often illegible & therefore misinterpreted
91.
- Listening and responding.
- Allowing change to occur.
- Listening to feelings and experiences.
- Listening to words only.
92.
- Development of the statement by the administration team with no other staff
- Outdated goals and objectives contained in the mission statement.
- The level of abstraction inherent in mission statements
- Failure to provide action statements within the mission statement.
93.
- Economic forces and the escalating rates of health care costs.
- The numbers and types of health care providers.
- Input about current and future services
- Availability of rehabilitative and home health care services.
94.
- Participatory dialogue
- Listening
- Problem solving
- Action
95.
- A clinical database
- Email.
- Internet sources
- Biomedical technologies
96.
- As result of your position you will need to keep much knowledge to yourself
- You will have stature but no power at this point in your position
- You will have stature and power by accepting the position.
- Knowledge is assumed as a result of your position.
97.
- The recognition of unpredictable situations
- The importance of change
- The importance of a relational aspect
- The impact of an emancipatory perspective
98.
- The writing of objectives.
- The nursing process.
- The mission statement
- The goal-setting process.
