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During a staffing crisis, managers may need to use nurse extenders. These individuals are better known as:
- A. Float RNs.
- B. Unlicensed assistive personnel.
- C. LPNs.
- D. Agency nurses.
Correct Answer: B
Rationale: The correct answer is B: Unlicensed assistive personnel. Nurse extenders are typically nursing assistants or other unlicensed staff who provide basic patient care under the supervision of registered nurses. They help alleviate the workload during staffing shortages but do not have the same level of education and training as licensed nurses. Float RNs (A) are registered nurses who work in various units as needed. LPNs (C) are licensed practical nurses who have more training than nursing assistants. Agency nurses (D) are temporary nurses hired from external agencies. Unlicensed assistive personnel best fit the description of nurse extenders due to their role in providing direct patient care under supervision.
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A nurse manager has two out of six staff nurses call in sick for one shift. Because of reduced availability of staff, the manager decides to manage the unit with the three remaining nurses, which keeps the unit at minimal staffing standards. What type of decision-making strategy would this be?
- A. Satisficing
- B. Routine
- C. Adaptive
- D. Rationalizing
Correct Answer: A
Rationale: The correct answer is A: Satisficing. Satisficing is a decision-making strategy where the decision-maker selects the first option that meets the minimum criteria or satisfies the immediate need. In this scenario, the nurse manager is making a decision to manage the unit with the three remaining nurses to meet the minimal staffing standards due to the unexpected absence of two nurses. This decision is based on satisfying the immediate need of maintaining minimal staffing levels despite not having the full staff complement available.
Summary:
B: Routine decision-making involves following established procedures and protocols, which is not the case in this scenario.
C: Adaptive decision-making involves adapting to changing circumstances, which is not the primary focus here.
D: Rationalizing decision-making involves thoroughly evaluating options and selecting the best one, which is not happening in this situation where the focus is on meeting minimum staffing standards quickly.
A nurse is reviewing the laboratory results of a female client who has hypovolemia. Which of the following laboratory results would be a priority for the nurse to report to the provider?
- A. BUN 21 mg/dL (10 to 20 mg/dL)
- B. Potassium 5.8 mEq/L (3.5 to 5 mEq/L)
- C. Creatinine 1.4 mg/dL (0.5 to 1.1 mg/dL)
- D. Sodium 132 mEq/L (136 to 145 mEq/L)
Correct Answer: B
Rationale: The correct answer is B: Potassium 5.8 mEq/L. In hypovolemia, there is a decrease in blood volume leading to electrolyte imbalances. Potassium levels outside the normal range can be life-threatening, causing cardiac arrhythmias. Therefore, a potassium level of 5.8 mEq/L is a priority to report to the provider for prompt intervention.
Rationale for why the other choices are incorrect:
A: BUN within the normal range. It may indicate dehydration but not immediately life-threatening.
C: Creatinine slightly elevated, indicating kidney function impairment but not as critical as potassium imbalance.
D: Sodium within acceptable range, not an immediate concern in hypovolemia.
When someone is consistently late for work due to unreliable transportation, this is known as which type of barrier?
- A. Attendance
- B. Voluntary
- C. Motivation
- D. Involuntary
Correct Answer: A
Rationale: The correct answer is A: Attendance. This is because being consistently late for work due to unreliable transportation directly impacts one's ability to be present at work on time, affecting attendance. It is not voluntary (B) as the individual is not choosing to be late, nor is it related to motivation (C) as it is an external factor beyond their control. It is also not involuntary (D) as the lateness is a result of a specific issue rather than a lack of intention.
Factors that may contribute to workplace violence in a health care setting include:
- A. Lack of armed security
- B. Continuous loud noises and/or poorly monitored entrances
- C. Poor staff interactions
- D. Tense shoulders and clenched fists
Correct Answer: B
Rationale: The correct answer is B because continuous loud noises and poorly monitored entrances can create a stressful environment, leading to heightened emotions and potential triggers for violence. Loud noises can increase agitation, while poorly monitored entrances can allow unauthorized individuals to enter, posing a security risk. The other choices are incorrect because lack of armed security (A) is not a direct cause of workplace violence, poor staff interactions (C) may contribute to a negative work environment but not necessarily violence, and tense shoulders and clenched fists (D) are physical signs of stress but do not directly cause workplace violence.
A nurse manager is interested in solving a serious conflict that exists among the nursing staff. He uses a strategy that involves allowing the group to explore a number of solutions and come to a consensus on a solution. What strategy for conflict resolution has the manager used?
- A. Integrative decision-making
- B. Win-win
- C. Competing
- D. Confrontation
Correct Answer: A
Rationale: The correct answer is A: Integrative decision-making. This strategy involves allowing the group to explore multiple solutions and reach a consensus, fostering collaboration and mutual benefit. This approach promotes a win-win outcome and encourages open communication and respect among team members. It is effective for resolving conflicts as it focuses on finding a solution that satisfies the interests of all parties involved.
Choice B: Win-win is a similar concept to integrative decision-making but lacks the emphasis on exploring multiple solutions and reaching a consensus.
Choice C: Competing involves one party winning at the expense of the other, contrary to the collaborative nature of integrative decision-making.
Choice D: Confrontation is a direct and aggressive approach that does not promote collaboration or consensus-building like integrative decision-making does.