Book Questions in Nursing

Nursing Leadership Thinking Critically, Making Decisions, Solving Problems LO1: Response The critical-thinking process can be used by answering 4 questions related to practical experiences. They are: the underlying assumptions, interpretation of evidence, evaluation of arguments and the possible alternative perspectives. Ref: LO 2: response Creativity can be fostered by preparing, incubation, insight and verification. Ref: LO 3: response Decision-making and problem-solving skills can be improved by defining the problem, gathering of information, analyzing of the information, developing solutions, making a decision, implementation and evaluations of the solution.

Ref: page 11 and 112 LO 4: response The major difference between individual and collective decision making process is the possibility of the exchange of ideas in the latter through brain storming sessions. Ref LO 5: response For a leader, the stumbling blocks to making decisions and problem solving are the personality traits of the leaders, the experience, lack of adaptability and ideas with preconceived notions. Ref: page 114 LO 6: response To foster innovation one should provide stimulus for innovation, give case studies to analyze patient situations and debate and learn problem solving.

Ref: page: 115 Chapter 9: Communicating Effectively LO 1: response The factors that influence communication are the level of formality that is used and the relationship between the sender and the receiver of the communication. Ref: page: 118 LO 2: response Communication can be distorted by the use of inadequate reasoning, use of strong, judgmental words, too fast or too slow speaking, use of unfamiliar words and being very detailed.

Ref: page 119 LO 3: response Formal communication is used for downward -- for directive communication, upward -- staff to management, lateral -- between individuals or departments, and diagonal - between individuals and departments at different hierarchal levels. Ref: page: 120 LO 4: response Communication strategies varies according to gender differences in communication and generational or difference in culture between sender and recipient. Ref: page 121 LO 5: response Collaborative communication skills can be improved by identifying direction of communication removing communication distortion and ascertaining eh right communication strategy.

Ref: page 127 LO 6: response Identify relationship to the receiver, craft the message, communicate message appropriately, choose appropriate medium and accurate timing of message delivery can enhance communication skills Ref: Page 129 Chapter 10: Delegating Successfully LO 1: response Delegation involves responsibility which is an obligation to complete a task, accountability is acceptance of ownership for the outcome and authority is the accrued or conferred right to act. Ref: page: 132 LO 2: response Effective delegation benefits the delegate by gaining of new skills and abilities and creates confidence by bringing in trust and support.

The delegator is able to devote more time for management, the unit benefits by creation of better functioning team and the organization benefits as it is able to achieve the goals efficiently. Ref: page 133 LO 3: response An effective delegator can be created by following the following steps -- defining the task, deciding on the delegate, determining the task, reaching an agreement and monitoring the performance and providing feedback.

Ref: page 135 LO 4: Response The obstacles of impediment to effective delegation and wrong or unfavorable organizational culture, lack of resources and insecure delegation. Ref: page 138 LO 5: Response Some individuals do not want to take risks and hence shy away from delegation and hence the fear of liability falling upon them with delegation keeps them away and affects delegation. Ref: page 139 Chapter 11: Building and Managing Teams LO 1: response Groups and teams function in the following manner -- starts with forming of team, followed by storming, norming, performing and adjourning.

Ref: page 146/147 LO 2: response Teams are built with the intention of increasing efficiency and productivity by focusing on task and relationships of a group. Composition, productivity, cohesiveness, task, group size and development and growth are factors that dictate team management. Ref; page 149 & 150 LO 3: response Teams can be build by focus on improvement of interpersonal workplace relationships, groups to meet goals and ability to accomplish tasks. Also training sessions and situation-based training are methods to build teams.

Ref: page 150 LO 4: response The factors affecting team management include composition, productivity, cohesiveness, task, group size and development and growth of a team over time and the shared goals of the organization. LO 5: response The nurse manager's leadership skills are vital because the staff nurses function in close proximity, coordination and have to frequently depend on one another fr performance at work. Ref: page 153 LO 5: response For leading groups, it is important to hold meetings efficiently through preparation and participation in the meeting and managing the behaviors of the members.

I order to manage a task force; a leader would require to familiarize the task force members efficiently with each other so that there are bonds that are created in relation to the task. Patient care conferences can be effectively led by being patient-focused and discuss specific patient care problems and a leader has to act as a coach, teacher and facilitator at such conferences.

Ref: page 154, 156 & 158 Chapter 12: Handling Conflict LO 1: response Conflict can be positive when it gives rise to healthy competition and focuses on winning and can be negative when it causes disruption and disturbance at work and focus is not defeat of the opponent. Positive conflict can be beneficial to organization by way of better competition and hence better overall outcome. Negative conflict can be harmful as it can hamper productivity.

Ref: page 161 LO 2: response Positive or competitive conflict in interprofessional settings can bring in change as it focuses on creating of new things and new order even while collaborating between various departments. Ref; page 161 LO 3: response The components of conflict are antecedent conditions, perceived conflicts and felt conflicts, behavioral conflicts, suppressed and resolved conflicts and outcomes of conflicts. Other components include role and structural conflicts, competition for resources and conflicts for values and beliefs.

Ref: page 164 & 165 LO 4: response There are three basic approaches to managing conflict: The lose -- lose strategy where no one side wins and a settlement is reached that is unsatisfactory for both sides. The win -- win strategy which strives to meet the goals and needs of both the parties in the conflict through consensus The integrative decision making focuses on solving of the problem that caused the conflict rather than outcome of the conflict.

Ref; page 168 LO 5: response A conflict can be managed by first evaluating the conflict situation and then deciding when and whether to intervene. Then one has to know and understand the antecedents and the conditions that created the conflict and the positions of the various parties involved. If required other should be enlisted to help and then solve the conflict by the selection of a conflict resolution approach and strategy that suits the conflict conditions.

Ref: page 170 Chapter 13: Managing Times LO 1: response Time wasters are issues that tend to prevent an individual from accomplishing a task assigned or delegated or in the achievement of a goal. This can include a large number of issues including interruptions like phone calls, messages and unplanned visitors, unscheduled and unnecessary meetings, absence of clear-cut goals and objectives, lack of regular or weekly plans and dearth of personal organization among others.

Ref: page 174 LO 2: response The specific statements of results providing direction and vision in a prescribed timeline for achievement of a task are goals. Ref: page 175 LO 3: response Setting of goals according to the long and the short-term and the determination of importance of the goal is setting priorities. Ref: page 176 LO 4: response Group activities are undertaken to distribute work so that less time is required to accomplish regular or routine work.

This can be achieved through identifying work items which tend to have similar characteristics and demands similar environmental surroundings as well as resources and can be grouped within divisions in the work shift. Ref: page 177 LO 5: response Personal organization and self-discipline can be achieved and managed by defining clearly the priorities that are based on well-defined and measurable goals that are achievable.

Ref: page 177 LO 6: response Time wasters can be minimized by minimizing socializing and voiding small talks, planning meetings and calls, avoiding unnecessary talking, setting time for calls, using emails for messaging, controlling drop in visitors, scheduling and planning of paperwork, time control in meetings and respecting time. Ref; pages 180,181 & 182. Chapter 14: Budgeting and Managing Fiscal Resources LO 1: response Budgeting process works by of planning and controlling the operations of the future by way of comparison of the actual results and the planned expectations.

Ref: page 185 LO 2: response The types of budget are incremental budget, zero-based budget, fixed or variable budgets, revenue budgets and expense budgets, Ref: page 1887 & 188 LO 3: response To monitor and control budgetary performance the variance or the difference between the actual amount for a work and that which was budgeted for that specific revenue are compared during a particular period of time is to be measured from time to time and monitored and changes made to stick to the budget.

Ref: page 190 LO 4: response Budget variance can be determined by: Items of over or under budget amounts should be identified Ascertaining the reason for variance by reviewing of the activity level of the identified budget section with that in the previous year Ref: page 193 LO 5: Response The nursing staff can affect budgetary performance negatively by misusing sick time, resorting to excessive overtime or turnover and resources being used in wasteful manner. The elimination of the above can result in a positive budgetary performance.

Ref: page 196 Chapter 15: Recruiting and Selecting Staff LO 1: response Applicants are recruited in the basis of shortlisting of CVs, interview rounds, self-assessment rounds, practical and personality rounds and final selection process. Ref: page 200 LO 2: response The selection procedure includes reviewing of applications holding screening interviews, ascertaining contact references, conducting further interviews, comparing of applicants taking hiring or rejecting decision, performing a thorough background check, making job offer, conducting medical examination and final appointment by signing of contract.

Ref page 204 LO 3: response Interviewing prospective candidates requires the interviewee to develop a structured interview guides, prepare for the interview with relevant questions to job requirements, and ascertaining qualities such as decision making ability, communication qualities, adaptability and initiative, motivation and planning and organization skills and critical thinking and conflict resolution abilities among others. Apart from this the specific educational qualifications and relevant knowledge are also tested in interviews. Ref: page: 206 LO 4: response Appropriate questions are those that are related to the job specifications and desired qualities of an individual.

Inappropriate question are those that bear no relevance to the ob requirements and specifications and personal attributes of a candidate being interviewed. Ref: page 207 LO 5: response A hiring decision involves assessing the educational and experience of nurses along with licensure along with personal traits. The information gathered is assimilated and integrated for choosing he most appropriate candidate and a final decision is taken to make the hiring offer to the selected candidate.

Ref: page 201 LO 6: response The legal issues involved in hiring are explanation of the hiring terms to the candidate, the legal status of employment, causes and policy for termination, knowledge about equality at work place and secrecy and data protection agreements if applicable. Chapter 16: Staffing and Scheduling LO 1: Response Staffing needs are determined by the appropriate numbers and the right mixture of nursing staff and matching it to the actual or projected patient and care needs in order to provide efficient and effective care.

Ref: page 218 LO 2: Response Analysis of patient workload trends are made for every day of the week, in terms of hours in case of critical care, or in reference to a particular type of patient diagnosis that can help to determine the staffing needs and this is how patient classification systems to calculate nursing care hours necessary. Ref: page 219 LO 3: response One FTE equals 40 hours of work per week for 52 weeks which amounts to 2,080 hours per year. One FTE would be equal 80 hours in a two-week pay period.

For the purpose of computation, one person or a combination of staff with comparable expertise can fill one FTE. Ref; page 219 & 220 LO 4: Response Data got from FTE is used to calculate both appropriate Staffing Mix and distribution of staff where considerations and calculations are made on the basis of general hygiene care, turning patients, feeding or transferring, licensed practical nurses (LPNs) or unlicensed assistive personnel (UAPs). Ref: page 220 LO 5: Response Scheduling staff can be done by creative and flexible staffing that includes self-staffing and scheduling, shared.