Nokea
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.
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The nurse is preparing to administer a dose of amoxicillin to a client with a urinary tract infection. Which laboratory value should the nurse review prior to administration?
- A. Serum creatinine
- B. White blood cell count
- C. Blood glucose
- D. Potassium
Correct Answer: A
Rationale: Before amoxicillin for a UTI, review serum creatinine, not WBC, glucose, or potassium. Penicillins are renally cleared creatinine flags kidney function, guiding dosing. Others track infection or unrelated issues. Leadership checks this imagine oliguria; it prevents toxicity, aligning with antibiotic care effectively.
What leadership style is used to maintain a strong control in the department?
- A. Laissez-faire
- B. Democratic
- C. Collegial
- D. Autocratic
Correct Answer: D
Rationale: Autocratic style enforces strong control, unlike laissez-faire, democratic, or collegial. Nurse managers like mandating protocols use this, contrasting with participative approaches. It's key in healthcare for order, though it may limit input, aligning leadership with authority in high-stakes settings.
In addition to basic managerial functions of planning, organizing, staffing, directing, and controlling, leaders are ascribed:
- A. Procedural and external roles
- B. Procedural and internal roles
- C. Strategic and internal roles
- D. Strategic and external roles
Correct Answer: D
Rationale: Leaders handle strategic/external roles unlike procedural B) or internal. Nurse leaders like community outreach go beyond management, contrasting with routine. In healthcare, this expands influence, aligning leadership with broader impact.
What is no longer a characteristic of an organizational chart?
- A. It shows the division of work
- B. It shows the workload of each personnel
- C. It reflects the type of work of each
- D. [Missing option]
Correct Answer: B
Rationale: Workload isn't typically shown, unlike division, type, or missing. Nurse managers use charts for roles, contrasting with staffing details. It's vital in healthcare for structure, aligning leadership with clarity (assumed B).
In Hospital STV, senior administration is strongly oriented toward fiscal and social conservatism. The nursing department is deeply concerned with the provision of quality to the community, which includes a high number of poor and unemployed. To accomplish the goals of the nursing department, resources need to be allocated that administration is not able to allocate. Nursing and administration:
- A. Are engaged in shared governance
- B. Are involved in an irreconcilable conflict of interests
- C. Represent separate subcultures in the institution
- D. Represent union and nonunion conflict
Correct Answer: C
Rationale: Hospital STV's administration and nursing department reflect distinct subcultures administration's fiscal conservatism versus nursing's quality focus for a needy community. Subcultures within organizations have unique values and goals, here creating tension over resource allocation. This isn't shared governance (collaborative decision-making), irreconcilable conflict (not proven unresolvable), or union disputes (no union mentioned). These separate ideologies can coexist, potentially constructively, but currently highlight differing priorities, fitting the subculture concept where groups within an institution operate with distinct, sometimes clashing, perspectives.