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As a member of a hospital committee, you advocate for a policy that allows staff nurses to request additional staffing during unexpected increases in patient acuity. Your advocacy reflects concerns about:
- A. Staff satisfaction
- B. Patient safety
- C. Cost containment
- D. Staff authority
Correct Answer: B
Rationale: Pushing for staffing boosts during acuity spikes like a trauma surge prioritizes patient safety, ensuring care matches need, cutting risks like errors or delays. Satisfaction may rise, costs shift, and authority isn't the focus safety is. On the committee, you address workload stress, as in fall or error trends, aligning with nursing's duty to protect patients, a proactive policy to maintain quality under pressure.
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A client with a history of asthma is prescribed fluticasone. Which instruction should the nurse include?
- A. Rinse your mouth after each use
- B. Use it only during an asthma attack
- C. Shake the inhaler well before use
- D. Take deep breaths and hold for 5 seconds
Correct Answer: A
Rationale: For fluticasone in asthma, rinse mouth, not PRN, shake, or 5-second hold. Steroids risk thrush rinsing prevents, PRN's rescue, hold's 10 seconds. Leadership teaches this imagine white patches; it ensures safety, aligning with asthma care effectively.
In collective bargaining, the term 'fringe benefit' refers to:
- A. Health insurance
- B. Salary increases
- C. Shift differential
- D. Base salary
Correct Answer: A
Rationale: Fringe benefits in collective bargaining are perks beyond base salary, like health insurance, retirement plans, or paid leave non-wage compensations enhancing the employment package. Here, health insurance fits as a standard fringe benefit, vital in healthcare negotiations where staff value security amid demanding roles. Salary increases and base salary are direct pay, not fringes, while shift differential, though a pay adjustment, isn't typically classified as a fringe. Unions often prioritize these benefits to attract and retain nurses, reflecting their role in addressing broader worker needs beyond hourly rates.
The chief nursing officer decided that the nurse managers need a series of staff-development programs on team building through communication and partnerships. She understood that the nurse managers needed to build confidence in ways of handling various situations. The greatest deterrent to confidence is:
- A. lack of clarity in the mission
- B. lack of control of the environment
- C. fear that one can't handle the consequences
- D. fear that the boss will not like one's work
Correct Answer: C
Rationale: Confidence in managing situations like team conflicts erodes most when nurse managers fear they can't handle outcomes, such as unresolved disputes or poor team performance. The CNO's focus on communication and partnerships aims to bolster this, as fear of consequences undermines competence and decision-making. Unclear missions or uncontrolled environments challenge leadership, but the personal dread of failure is more paralyzing. Fear of disapproval is less critical than managing tangible results. Building skills to navigate consequences directly boosts confidence, addressing the core barrier identified here.
A client with rheumatoid arthritis is prescribed methotrexate. Which laboratory value should the nurse monitor?
- A. White blood cell count
- B. Serum creatinine
- C. Blood glucose
- D. Serum potassium
Correct Answer: A
Rationale: For methotrexate in RA, monitor WBC, not creatinine, glucose, or potassium. This immunosuppressant risks leukopenia infection looms if low. Kidneys matter, but marrow's primary. Leadership watches this imagine fever; it ensures safety, aligning with RA therapy effectively.
The nurse manager generally uses a stepwise method to arrive at decisions that are logical and that is used to maximize the achievement of the desired objective. Which decision-making model does this manager use?
- A. Political decision-making model
- B. Experimentation process
- C. Rational decision-making model
- D. Trial-and-error method
Correct Answer: C
Rationale: The rational decision-making model uses a stepwise, logical approach to maximize objectives, unlike political, experimentation, or trial-and-error. Nurse managers employing this like scheduling staff to reduce overtime analyze options systematically, contrasting with intuitive methods. This ensures decisions align with goals, such as patient safety or resource efficiency, critical in healthcare's structured environment. Leadership here emphasizes evidence over politics or guesswork, fostering trust and consistency in high-stakes settings where errors impact lives.