Nokea
In the scenario where a family member slips on the wet floor and hits her head, what hospital process requires completion of an incident report?
- A. Risk management
- B. Outcome management
- C. Quality management
- D. Peer review
Correct Answer: A
Rationale: In healthcare settings, completing an incident report is a crucial aspect of risk management. Risk management aims to identify, assess, and mitigate risks to prevent harm to patients, visitors, or staff. Incident reports provide valuable data for analyzing events, implementing corrective actions, and improving patient safety within the healthcare facility. Choices B, C, and D are incorrect because outcome management focuses on achieving desired results, quality management concentrates on maintaining high standards of care, and peer review involves evaluating the performance of healthcare providers, none of which directly relate to the completion of an incident report due to an accident.
You may also like to solve these questions
A patient who was admitted with diabetic ketoacidosis secondary to a urinary tract infection has been weaned off an insulin drip 30 minutes ago. The patient reports feeling lightheaded and sweaty. Which action should the nurse take first?
- A. Infuse dextrose 50% by slow IV push.
- B. Administer 1 mg glucagon subcutaneously.
- C. Obtain a glucose reading using a finger stick.
- D. Have the patient drink 4 ounces of orange juice.
Correct Answer: C
Rationale: The correct action for the nurse to take first when a patient reports feeling lightheaded and sweaty after being weaned off an insulin drip is to obtain a glucose reading using a finger stick. This will provide crucial information on the patient's current blood glucose level, helping the nurse assess if the symptoms are due to hypoglycemia. Based on the glucose reading, appropriate interventions can be initiated, such as administering dextrose, glucagon, or oral sugars like orange juice if hypoglycemia is confirmed. However, verifying the blood glucose level is the initial step to guide subsequent actions and ensure patient safety.
When is the first opportunity for a manager to reduce turnover?
- A. When the decision to hire a new employee is made
- B. After one month of employment
- C. After three months of employment
- D. After a certain tenure period
Correct Answer: C
Rationale: The manager's first opportunity to reduce turnover occurs after three months of employment. During this period, the manager can assess the employee's performance, engagement, and fit within the organization. It allows the manager to address any concerns, provide support, and intervene early to prevent turnover. Waiting until after a certain tenure period might be too late to effectively mitigate turnover risk, as issues could have already escalated. Therefore, the three-month mark is a critical point for managers to proactively manage turnover. Choices A and B are incorrect because they do not allow sufficient time for the manager to evaluate the employee and take proactive measures to reduce turnover. Choice D is incorrect as it is too vague and does not provide a specific actionable timeframe for addressing turnover concerns.
Several factors are considered in the calculation of the amount of FTEs. Which of the following is NOT considered when calculating the FTEs? (EXCEPT)
- A. Hours of care provided
- B. Ancillary staff
- C. Procedures to be done
- D. Types of patients
Correct Answer: A
Rationale: When calculating the Full-Time Equivalents (FTEs), factors such as the hours of work for the staff for two weeks, average daily census, and types of patients are considered. However, the hours of care provided are not typically included in the calculation of FTEs. Therefore, the correct answer is A. Choice B, ancillary staff, can impact FTE calculations as they contribute to the overall workload. Choice C, procedures to be done, can also influence FTE calculations, especially if they affect staffing requirements. Choice D, types of patients, play a role in determining the level of care needed and subsequently impact FTE calculations.
When should the nurse initiate discharge planning for a client experiencing an exacerbation of heart failure?
- A. During the admission process
- B. As soon as the client's condition is stable
- C. After consulting with the client's family
- D. During the initial team conference
Correct Answer: B
Rationale: The correct time for the nurse to initiate discharge planning for a client experiencing an exacerbation of heart failure is as soon as the client's condition is stable. Discharge planning should begin early in the admission process to ensure a smooth transition and continuity of care. While involving the client's family in the planning process is crucial, the primary focus should be on starting the preparations for discharge once the client's immediate health concerns are addressed and their condition is stable. Waiting for a team conference or after consulting with the family may delay the planning process, which is not ideal in ensuring a timely and effective discharge plan.
While interviewing for a position at City Hospital, the nurse asks about the organizational structure of the institution. She is told that the hospital is organized into departments based on specialty (e.g., nursing, dietary, pharmacy, etc.). Based on what you know about organizational structure, select the structure in this example.
- A. Parallel
- B. Functional
- C. Service-integrated
- D. Matrix
Correct Answer: B
Rationale: The correct answer is B: Functional. In functional structures, employees are grouped in departments based on specialty, allowing individuals with similar skills and tasks to work together efficiently. In this scenario, organizing the hospital into departments such as nursing, dietary, and pharmacy based on their specialties exemplifies a functional organizational structure. Choice A, Parallel structure, involves independent units working on similar tasks. Choice C, Service-integrated structure, emphasizes cross-functional teamwork across various departments. Choice D, Matrix structure, involves employees reporting to multiple managers for different projects or tasks, which is not described in the scenario.