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N400 Final
26-3.
25-11.
N400 Final
79 terms
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StudBud Administration
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Chapters 24,25,26 from Yoder-Wise Second Edition Text Bank
Flashcards
79 cards
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Practice quiz
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Host live
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Questions
79
Answers
1
25-11.
Increased absenteeism over the past month.
Frequent defensiveness.
Testing of workplace guidelines.
Increased attempts to discuss his concerns with his colleagues.
2
26-3.
RN complains about inadequate staffing, they attribute an incident to this
RN A recently broke up with RN B, RN B seems to been intoxicated last night
Experienced RN began miss work regular & is vague about reason for absence
RN is quiet, more animated since becoming friendly with other RNs on unit
3
25-6.
A flexible protocol for evaluating competency skills.
A standardized clinical skills checklist.
A formalized competency program with established standards for practice.
A newly established peer review process.
4
24-16.
Lower employee satisfaction levels.
Diminished resolutions
Improved team functioning.
Inhibition of movement.
5
25-22.
Documentation cannot be left to memory,a notation is left in personnel file
Documentation should avoid discussion of the problem.
Documentation should include what was done about problem when it occurred
Documentation needs to include date, time, and place.
6
25-13.
Changes in educational involvement and pursuit.
Absenteeism.
Personality and behavioural changes.
Job performance changes.
7
24-15.
Compromising
Collaboration.
Withdrawl
Avoiding
8
24-4.
Schedule a meeting time for resolution
Have clear understanding of the differences between the parties in conflict
Identify conflicint facts
Be determined to resolve the conflict.
9
26-2.
Vertical violence
Horizontal violence.
Aggression.
Physical violence.
10
24-Select all that apply 4. (this one has A/B/C/D/E answers so I put 2 in A)
RN-Auxillary personal relationships
RN-Cheif nursing office relationship
RN-Patient relationship
RN-Dr relationship / RN-RN relationship
11
25-24.
Protect the public.
Uphold nursing practice standards.
Duty to report.
Maintain competence.
12
25-4.
Be an expert in all legal aspects of employment termination & discipline
Function as a counsellor for problem employees.
Do everything to assist & protect employe by adjusting standards & policies
Know organization specific policies for disciplinary problems & termination
13
24-10.
Conceptualizing.
Outcomes
Frustration.
Action
14
25-23.
Care will suffer and standards will be lowered.
Employee morale is at a high level.
Existing staff have experienced little effect from the absenteeism.
Replacement staff usually needs little supervision.
15
24-18.
RN asks for permanent nights, Head RN agrees if RN mentors nights staff
Head RN from Unit A dominates meetings, so head RN from Unit B doesnt go
Staff nervous about tech change,head RN ask for ideas to meet goals & needs
Head RN finds RN is irritable to new ideas, so she comes in after he leaves
16
25-8.
The chemically dependent employee usually hides any changes in behaviour.
The chemically impaired nurse affects the entire health care organization.
When confronted with the issue, the affected employee is usually relieved
Hospital policy, state laws, and nurse practice acts address procedures
17
26-17.
Data is collected only in relation to physical injuries.
Collected data are inflated.
No consistent system of data collection for workplace violence exists.
The classification of workplace violence is unclear.
18
26- Select all that apply 3.
Maternity-pediatric.
Gerontology.
Emergency.
Psychiatry.
19
25-10.
Having a friend present during the termination meeting.
Following specific procedures at other organizations.
Having an attorney present at the termination meeting.
Having adequate written documentation to support the action.
20
24-1.
debates, negotiations, and compromises
Group decision making options
increases in group cohesiveness
perceptions of injustice
21
24-Select all that apply 1.
Clarifying your own values and beliefs.
One’s ability to receive and respond constructively to feedback.
The ability to get along with others.
A positive view of one’s self.
22
25- Select all that apply 4.
Minimizes ambiguity related role stress.
Takes longer to determine an actable outcome.
Shifts the responsibility to act from the manager to the employee.
Enables both parties to attain their dignity
23
25-14.
The manager could refer Aurora to the human resources department.
The manager could assist in monitoring Aurora’s progress.
Aurora needs to be asked not to involve her family in the recovery program
The manager could counsel Aurora if has formed a trusting relationship with
24
25-2.
Salary costs are lower because personnel are fewer & outcome is favourable
Absence on the part of the rest of the staff is decreased.
Unacceptable patient care may result.
Using replacement personnel with new ideas may be beneficial.
25
26-14.
Has more experience.
Is male
Has high coworker support.
Consistently works day shifts
26
24-2.
Personal and professional priorites do not match
Ways in which people should act don't match the ways in which they do act
Risk taking seems to be unavoidable.
People see events differently
27
24-20.
RN A asks RN B to stay late for third day in a row, RN B refuses
RN A asks RN B to switch shifts to attend concert, RN B enables RN A
RN trades shift with another for family reasons in exchange extra day off
Two RNs diagree, so they consult and decide best practice together
28
26-15.
Aware that violence is a rare but present factor in the workplace
Demonstrate awareness that workplace violence has significant costs
Confirming the high correlation between managerial incompetence & violence
Aware that staff and manager experiences contribute to high turnover
29
25-12.
Selling narcotics obtained from the unit supply of narcotics.
Grabbing the manager and threatening physical harm after a poor appraisal
Restraining a patient in bed for 7 hours, unsupervised, as punishment
Failing to pursue further medical help for a pt, after which the pt dies
30
25-21.
As a manager, you need to be aware of regulatory reporting requirements
As a manager, you realize that the nurse is a professional embarrassment
As a manager, you check the RN practice acts in the province the RN lives
As a manager, you should check w/ human resources about empoyment practices
31
24-11.
Collaborating
Avoiding.
Compromising.
Competing
32
26-4.
Bullying.
Building alliances.
Political action.
Disgruntlement.
33
25- Select all that apply 2.
Decreased commitment to the team.
Withdrawal from interaction.
Feeling of belonging
Job dissatisfaction
34
24-17.
Lateral violence
Bullying
Horizontial violence
Confrontation
35
25- Select all that apply 3.
Hostility toward others.
Maladaptive perfectionism.
Addictive tendencies.
Testing of workplace guidelines
36
26-22.
Interpersonal conflict.
Bullying.
Horizontal violence.
Lateral violence.
37
24-9.
Conceptualization
Frustration.
Outcomes
Action
38
25-20.
Not all absenteeism is voluntary.
Direct discussions with employees who have high levels are not recommended
High personal control contributes to absenteeism.
All absenteeism is related to personal issues and needs.
39
26-11.
Citations of leaders for not addressing workplace violence.
Low morale.
An increase in power for leaders.
Preventable adverse outcomes
40
26- Select all that apply 2.
Feminism.
Lack of supports.
Hierarchical structure.
Worker burnout.
41
24-21.
Less participation in decision-making.
Flat organizational structure.
Clarity in role responsibilities.
Increased autonomy through self-governance.
42
25-9.
The manager should rehire the employee after a reasonable length of time.
The manager should terminate the employee if the problem persists.
The manager should reprimand and suspend the employee as a last resort.
The manager is a counsellor and friend to the employee.
43
26-20.
Provides direction as to changes in facilities that protect staff.
Specifies preventive measures in relation to violence.
Establishes expectations in relation to behaviour and tolerance of violence
Establishes policies and practices that guide prevention of violence
44
24-7.
Creativity,problem-solving atmosphere, growth,motivation for its workers
Creativity,problem-solving atmosphere,weak team spirit,motivation of worker
A bureaucratic atmosphere,strong team spirit,motivation for its workers
Creativity,staid atmosphere,weak team spirit,motivation of its workers
45
26-7.
Acknowledges the deep distress and fear of the family.
Is reasonable. No physical violence was involved.
Is related to why incidents of violence in health care are underreported
Acknowledges the concern of the nurse.
46
24-19.
Escalation of conflicts
Similar conflict management strategies.
Avoidance and compromise strategies.
Competing and compromise strategies
47
24-8.
Intrapersonal.
Organizational
Disruptive.
Interpersonal
48
25- Select all that apply 1.
All instances of clinical incompetence are to be reported.
Patient care is the number one concern. Meeting standards is mandatory
It is a nurse’s professional responsibility to maintain quality control
It is not considered disloyal when one RN reports another for poor care
49
26-13.
Verbal abuse.
Incivility.
Harassment.
Physical injury.
50
26-10.
Assess your situation and your surroundings.
Ask two or three staff to assist in confronting the individual.
Remain calm as there is no potential for violence here.
Ask what floor his wife is on and remind him that visiting hours are over.
51
26-5.
Horizontal violence.
Dislike.
Lack of trust in Rosalie’s abilities.
Cultural incompetence.
52
24-Select all that apply 3.
Accommodation
Collaborating
Compromising
Avoidance
53
24-14.
Accommodating.
Negotiating
Collaborating
Avoiding
54
26-21.
Assist with follow-up documentation and offer access to counselling
Provide access to a lawyer.
Encourage Aishwarya to perceive the incident as a normal part of care.
Offer Aishwarya immediate education and training in self-defence.
55
25- 1.
Adjust the employee’s work schedule to decrease stress.
Assist the employee in obtaining professional help.
Act as a therapist for the employee.
Adjust the standard of care to assist the employee.
56
24-13.
Competition for resources
Incompatible goals.
Structural conflict.
Role conflicts
57
26-12.
Feed residents earlier in the day
Make smaller area away from main that is for those w/ potential violence
Seat those w/ highest potential for violence next to those w/ lowest
Restrain residents who are violent or aggressive during meal times.
58
26-19.
Reza.
Sharon.
Sarah.
Donna.
59
26- Select all that apply 1.
Verbal by nurse colleague.
Verbal by patient.
Verbal by physician.
Verbal by family member.
60
26-1.
Refuse to hire applicants who are pushy during interviews.
Thoroughly follow up with all references before offering a position.
Refuse to interview applicants with sporadic work histories.
Ask applicants during interview whether drug or alcohol abuse is a problem
61
25-16.
C, B, A, D
A, B, C, D
C, A, B, D
B, A, C, D
62
26-18.
Sharon.
Reza.
Sarah.
Donna.
63
25-18.
Calling Gregory at home,tell him he is fired,paperwork will be sent to him
meeting in your office on unit,&assistance is available if he becomes upset
Planning an opportunity to return and be recognized at a staff goodbye
private meeting with Gregory,human resources,&deliver termination notice
64
25-17.
Asked to attend a union grievance meeting.
Transferred to another unit.
Suspended indefinitely.
Terminated after the first infraction.
65
25-3.
Be written at the convenience of the manager.
State a detailed history of past problems that are related to current one
nclude a plan to correct them and to prevent future occurrences.
Accumulate until the evaluation period begins.
66
26-23.
5%
12%
10%
20%
67
25-5.
Counsel the employee regarding the problem.
Provide a verbal reprimand.
Prepare a written reprimand.
Give the employee the day off without pay.
68
26-9.
We are very busy and don’t have enough staff to deal with your problems
It frustrating to wait in pain when expecting to receive relief right away
Perhaps you should go elsewhere. We do not have time for you here
If you are going to be rude, then you will not receive treatment here
69
26-16.
Use pepper spray.
Hit the patient in the midsection
Calmly ask the patient to remove his hands.
Yell at him to stop.
70
26-8.
Developing a policy that outlines zero tolerance for bullying.
Offering education sessions on recognizing potential for violence
Survey staff about satisfaction w/ work&management,collegial,pt relations
Offering training sessions in self-defence.
71
26-6.
Threatening behaviour.
Harassment.
Verbal abuse.
Written threat.
72
24-5.
Professional
Organizational
Interpersonal
Intrapersonal.
73
25-15.
Providing written admonishment that is discussed & put in employee’s file
Providing verbal admonishment
Terminating the staff member.
Suspending the staff member from work.
74
24-6.
Frustration, cooperation, collaboration, action, and outcomes.
Frustration, conceptualization, action, and outcomes.
Frustration, competition, negotiation, and action.
Frustration, conceptualization, negotiation, action, and outcomes.
75
25-7.
Copies of reports, placed in the employee’s file, of all unusual occurrence
Use of the performance appraisal on an annual basis.
A tally of medication errors and other problems to be used at annual review
Notes after that describe the incident,actions taken, plans,follow-up.
76
24-Select all that apply 2.
Facing trivial and/or temporary issues.
Give up forever
Give time for people to “cool down.”
There is no chance to obtain what one wants or needs.
77
25-19.
“Why are you absent from shifts every month?”
“I am concerned that you have been absent 3 days this month.”
“I'm changing your shift rotation as it's obvious you are unable to attend"
“Your attendance record is not very good. Do you want to talk about it?”
78
24-12.
Conflict can arise over the most trivial issues.
All conflicts involve some level of disagreement
Conflict can decrease creativity, acting as a deterrent of new ideas
A variety of definitions of conflict are known.
79
24-3.
Managing effects of fatigue and error
An enhancing nursing workforce
Accepting that some conflict is normal.
The use of avoidance.
