Question 1

Who of the following might be the BEST mentor for Becky,a new nurse manager on the cardiac unit who has 4 years of previous clinical experience?

Accepted Answer

A) Sam, near retirement. He has 20 years of clinical nursing and recently assumed role of head nurse in an interim capacity because of the incumbent's illness. 
B) Leslie, who has been a clinical educator at the institution for a number of years. She has tired of her role and aspires to become a nurse manager. She looks at mentorship as an opportunity to understand the role better. 
C) Courtney, who has been a nurse manager for 3 years. Her staff and supervisor value her skills and her leadership acumen and championship of innovation. 
D) Ben, who was nurse manager for 3 years, soon after graduation. He left the role because he was uncomfortable with the expectations and has been a team leader on surgery for 15 years. 
A) Sam, near retirement. He has 20 years of clinical nursing and recently assumed role of head nurse in an interim capacity because of the incumbent's illness. 
B) Leslie, who has been a clinical educator at the institution for a number of years. She has tired of her role and aspires to become a nurse manager. She looks at mentorship as an opportunity to understand the role better. 
C) Courtney, who has been a nurse manager for 3 years. Her staff and supervisor value her skills and her leadership acumen and championship of innovation. 
D) Ben, who was nurse manager for 3 years, soon after graduation. He left the role because he was uncomfortable with the expectations and has been a team leader on surgery for 15 years.

Question 2

The new nurse manager feels pulled between the expectations of staff,the demands of hospital administrators,and family obligations.According to Hardy (1978),unrelieved role stress and strain will lead to:

Accepted Answer

A) Frustration and anger. 
B) Alienation of family and friends. 
C) Low productivity and performance. 
D) Physical symptoms and acute illness. 
A) Frustration and anger. 
B) Alienation of family and friends. 
C) Low productivity and performance. 
D) Physical symptoms and acute illness.

Question 3

In assisting new graduates to make the role transition to graduate nurse,Ted,the unit manager initiates which of the following?

Accepted Answer

A) Self-check list to assess competencies that have been strengthened 
B) Discussions that focus on what the new graduates have yet to learn 
C) Fixed target dates for acquisition of competency and transition to RN role 
D) Frequent formal meetings to provide feedback on performance and areas to be strengthened 
A) Self-check list to assess competencies that have been strengthened 
B) Discussions that focus on what the new graduates have yet to learn 
C) Fixed target dates for acquisition of competency and transition to RN role 
D) Frequent formal meetings to provide feedback on performance and areas to be strengthened

Question 4

Sarah is a nursing graduate of 5 years who is very confident in her clinical skills.She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus.She is excited about being able to use her knowledge and interest by being hired as a nurse manager.Before beginning her new position,Sarah spends time with her nurse executive to clarify the executive's expectations of her and of the unit that she has been hired to manage.A strategy that may help to make the transition to her management role and to respond to relationships and situations in her new position is:

Accepted Answer

A) Avoiding discussion of her personal beliefs with staff until she is ready to do so. 
B) Finding a network of clinicians with interests similar to her own. 
C) Researching clinical literature to maintain her clinical assessment skills for the unit. 
D) Recognizing her strong commitment to care in the management process through journaling. 
A) Avoiding discussion of her personal beliefs with staff until she is ready to do so. 
B) Finding a network of clinicians with interests similar to her own. 
C) Researching clinical literature to maintain her clinical assessment skills for the unit. 
D) Recognizing her strong commitment to care in the management process through journaling.

Question 5

Sarah is a nursing graduate of 5 years who is very confident in her clinical skills.She has taken some certificate courses in leadership and management and has considered beginning a graduate degree with this focus.She is excited about being able to use her knowledge and interest by being hired as a nurse manager.Before beginning her new position,Sarah spends time with her nurse executive to clarify the executive's expectations of her and of the unit that she has been hired to manage.After beginning her new position,Sarah finds that she spends a great deal of time in direct patient care.Her staff begins to complain that they are never able to find her when they need her,and that some aspects of her responsibilities fall behind,such as scheduling.Sarah is most likely:

Accepted Answer

A) Lacking an understanding of the nurse management role. 
B) Attempting to prove her clinical skills to the nursing staff. 
C) Experiencing difficulty in unlearning old roles. 
D) Lacking enjoyment in her new role. 
A) Lacking an understanding of the nurse management role. 
B) Attempting to prove her clinical skills to the nursing staff. 
C) Experiencing difficulty in unlearning old roles. 
D) Lacking enjoyment in her new role.

Who of the following might be the BEST mentor for Becky,a new nurse manager on the cardiac unit who has 4 years of previous clinical experience?

The new nurse manager feels pulled between the expectations of staff,the demands of hospital administrators,and family obligations.According to Hardy (1978),unrelieved role stress and strain will lead to:

In assisting new graduates to make the role transition to graduate nurse,Ted,the unit manager initiates which of the following?

Leading,Managing,and Following

Safe Care The Core of Leading and Managing

Developing the Role of Leader

Developing the Role of Manager

Legal and Ethical Issues

Making Decisions and Solving Problems

Healthcare Organizations

Understanding and Designing Organizational Structures

Cultural Diversity in Health Care

Power,Politics,and Influence

Caring, Communicating, and Managing with Technology

Managing Costs and Budgets

Care Delivery Strategies

Staffing and Scheduling

Selecting, Developing, and Evaluating Staff

Strategic Planning, Goal-Setting, and Marketing

Leading Change

Building Teams Through Communication and Partnerships

Workforce Engagement and Collective Action

Managing Quality and Risk

Translating Research into Practice

Consumer Relationships

Conflict The Cutting Edge of Change

Managing Personal/Personnel Problems

Workplace Violence and Incivility

Delegation An Art of Professional Nursing Practice

Self-Management Stress and Time

Managing Your Career

Thriving for the Future

Filters

Exam 27: Role Transition

Who of the following might be the BEST mentor for Becky,a new nurse manager on the cardiac unit who has 4 years of previous clinical experience?

The new nurse manager feels pulled between the expectations of staff,the demands of hospital administrators,and family obligations.According to Hardy (1978),unrelieved role stress and strain will lead to:

In assisting new graduates to make the role transition to graduate nurse,Ted,the unit manager initiates which of the following?

Leading,Managing,and Following

Safe Care The Core of Leading and Managing

Developing the Role of Leader

Developing the Role of Manager

Legal and Ethical Issues

Making Decisions and Solving Problems

Healthcare Organizations

Understanding and Designing Organizational Structures

Cultural Diversity in Health Care

Power,Politics,and Influence

Caring, Communicating, and Managing with Technology

Managing Costs and Budgets

Care Delivery Strategies

Staffing and Scheduling

Selecting, Developing, and Evaluating Staff

Strategic Planning, Goal-Setting, and Marketing

Leading Change

Building Teams Through Communication and Partnerships

Workforce Engagement and Collective Action

Managing Quality and Risk

Translating Research into Practice

Consumer Relationships

Conflict The Cutting Edge of Change

Managing Personal/Personnel Problems

Workplace Violence and Incivility

Delegation An Art of Professional Nursing Practice

Self-Management Stress and Time

Managing Your Career

Thriving for the Future

Filters