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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.
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You are charged with developing a new nursing curriculum and are committed to developing a curriculum that reflects the needs of the profession and of the workplace. To address deficits that may already be present in nursing curricula related to the workplace, you include more content and skills development related to:
- A. therapeutic communication with patients
- B. effective communication in the workplace
- C. increased emphasis on sender-receiver dyads
- D. generational differences in communication
Correct Answer: B
Rationale: Nursing curricula often emphasize patient-focused therapeutic communication, but workplace dynamics like team conflicts demand effective communication skills among colleagues. Your curriculum shift addresses this gap, vital for team cohesion and care delivery, as seen in staff disputes. Sender-receiver focus or generational differences are subsets, not the core need. Workplace communication equips nurses to navigate professional relationships, enhancing collaboration and reducing friction, aligning with profession and workplace realities.
A nurse manager is implementing a team nursing approach on his unit, hiring licensed practical nurses (LPNs) and assistive personnel (AP) as additional staff. Which of the following actions should the nurse manager take to facilitate acceptance of this change?
- A. Introduce the new approach and facilitate the development of a task force to plan implementation
- B. Announce the change and expect immediate compliance
- C. Train only the new staff on the approach
- D. Leave the staff to adapt on their own
Correct Answer: A
Rationale: Implementing a team nursing approach requires staff buy-in to ensure smooth adoption and effective collaboration. Introducing the new approach and creating a task force to plan its implementation actively involves the existing staff, giving them a sense of ownership and control over the change process. This strategy fosters acceptance by addressing concerns, encouraging input, and building a collaborative environment, which is critical in healthcare settings where teamwork directly impacts patient outcomes. Simply announcing the change without engagement risks resistance, as staff may feel blindsided or undervalued. Training only new staff excludes current employees, potentially creating resentment or confusion, while leaving staff to adapt independently neglects the need for structured guidance. Involving staff in planning leverages their expertise, reduces anxiety about the unknown, and aligns with leadership principles that prioritize communication and inclusion, ultimately enhancing the transition to a team-based model.
A nurse is ambulating a client who has an IV with an infusion pump. After the nurse returns the client to his room and plugs in the infusion pump, the client reports a slight tingling in his hand. Which of the following actions should the nurse take?
- A. Turn off the pump
- B. Increase the infusion rate
- C. Tape the cord
- D. Notify maintenance only
Correct Answer: A
Rationale: Tingling in the hand after plugging in an IV pump suggests electrical malfunction possibly a short circuit or grounding issue posing shock or fire risks. Turning off the pump immediately halts potential harm, prioritizing client and staff safety, allowing assessment (e.g., cord damage) and tagging for repair. Increasing the rate ignores the symptom, worsening exposure, while taping the cord assumes a fix without evidence, delaying resolution. Notifying maintenance alone prolongs risk until they arrive. Shutting off aligns with safety-first principles, mitigating electrical hazards swiftly, critical in a clinical setting where equipment failure can escalate, ensuring protection until a full check confirms functionality.
You have recently been appointed as a unit manager. After 3 months, you notice that staff are not seeking your advice as frequently as they did during your first weeks as manager. This observation may suggest that:
- A. Staff no longer perceive you as an expert
- B. Staff have increasing confidence in their own decision making
- C. There has been erosion in your relationships with staff
- D. Staff are experiencing dissatisfaction with your leadership
Correct Answer: B
Rationale: Staff seeking less advice after three months likely signals growing confidence in their own decisions, a natural shift as they adjust to your leadership and rely on their skills. It's not necessarily expertise loss, eroded ties, or dissatisfaction context matters, but reduced dependence often marks autonomy, a positive outcome in a stable unit. New managers see this as staff adapt, suggesting your initial support built their competence, aligning with effective leadership fostering independence over time.
As a staff nurse, you notice that patients often wait extended periods for call light responses. You suggest to your nurse manager that staff review response times and propose a staffing adjustment plan. Your suggestion reflects:
- A. A need to increase managerial control
- B. Commitment to patient-centered care
- C. Evidence of staff resistance to change
- D. A desire to shift responsibility to the manager
Correct Answer: B
Rationale: Reviewing call light delays and adjusting staffing shows patient-centered care speeding responses to ease patient distress, a priority. It's not control, resistance, or shirking staff act. As a nurse, you focus on comfort, aligning with care quality, engaging peers to fix a bottleneck, boosting satisfaction, a direct response to patient needs rooted in empathy and action.