ATI RN
Contemporary Ethical Issues in Nursing Questions
Question 1 of 5
A state is devastated by a tornado killing many people, destroying communication systems, utility services, homes, and medical facilities. The state requests immediate assistance from the U.S. Congress and from surrounding states. The affected state should first contact the:
Correct Answer: A
Rationale: The correct answer is A: Emergency Management Assistance Compact (EMAC). 1. EMAC is a mutual aid agreement among states for disaster response. 2. It allows affected states to request and receive assistance from other states. 3. It facilitates coordination and deployment of resources quickly in emergencies. 4. IOM focuses on health research, Red Cross on humanitarian aid, and Strategic National Stockpile on medical supplies, but they do not provide the immediate multi-sectoral assistance needed in this scenario.
Question 2 of 5
Florence Nightingale is attributed with being intelligent (she developed statistical methods to evaluate health care), dependable (she often worked long hours to care for the injured), and ambitious (she fought against society's perception of nursing). Those who depict her as a leader on the basis of these qualities are practicing which leadership theory?
Correct Answer: A
Rationale: Step 1: Identify the qualities attributed to Florence Nightingale: intelligent, dependable, ambitious. Step 2: Recognize these qualities as traits. Step 3: Trait theory states that effective leaders possess certain traits. Step 4: Florence Nightingale's leadership qualities align with trait theory. Step 5: Therefore, depicting her as a leader based on her traits falls under trait theory. Summary: A: Trait theory focuses on inherent qualities of leaders, which align with Florence Nightingale's qualities. B: Chaos theory emphasizes unpredictability and complexity, not relevant here. C: Bureaucracy theory centers on structured organizations, not applicable to Nightingale's personal traits. D: Organizational theory addresses structure and management within organizations, not related to individual leadership attributes like traits.
Question 3 of 5
A hospital's policy requires that all nurse managers must have a minimum of a bachelor's degree in nursing. A BSN nurse new to the hospital has recently been hired as nurse manager for the oncology unit. An RN who has worked on this unit for many years is unable to be promoted to a nurse manager position because of his educational status and has been commenting to physicians and staff, "The new nurse manager has book sense but no leadership abilities." What is the best approach that can be used by the new nurse manager who is attempting to gain the trust and respect of the nursing staff on the unit?
Correct Answer: D
Rationale: Step 1: Acknowledge the clinical expertise of the upset nurse - This shows respect for the upset nurse's experience and expertise. Step 2: Clearly explain the expectations for teamwork - Setting clear expectations fosters a collaborative environment. Step 3: Emphasize open, honest communication - Encouraging open dialogue helps address concerns and build trust among the team. Overall, option D is the best approach as it combines acknowledging the upset nurse's expertise, setting expectations for teamwork, and promoting open communication, which are crucial for gaining trust and respect among the nursing staff. Summary of other choices: A: Sending memos excludes the upset nurse and may create further resentment. B: Transferring the upset nurse does not address the issue and may lead to more conflict. C: Assigning the upset nurse to unrelated committees may isolate them and not address the underlying problem of lack of trust and respect on the unit.
Question 4 of 5
A nurse manager wants his nursing unit to be a place where all nurses want to work, where patient satisfaction is high, and care is innovative and interdisciplinary. Staff are encouraged to chair taskforces to improve quality of care and he counsels staff in areas of measuring patient outcomes. Other managers want to mimic this manager's approach to improve their own units. This nurse is which type of leader?
Correct Answer: A
Rationale: The correct answer is A: Transformational. This nurse manager is focused on creating a positive work environment, encouraging innovation, empowering staff, and promoting interdisciplinary collaboration. Transformational leaders inspire and motivate followers to achieve high levels of performance by emphasizing shared vision, personal growth, and values. This nurse manager's approach aligns with the characteristics of a transformational leader. Incorrect Choices: B: Transactional leaders focus on rewards, punishments, and exchanges with followers based on performance. This nurse manager's approach goes beyond transactional interactions. C: Laissez-faire leaders are hands-off and provide little guidance or direction. This nurse manager is actively involved in guiding and supporting staff. D: Authoritative leaders make decisions independently and expect followers to follow orders. This nurse manager encourages staff involvement and input in decision-making processes.
Question 5 of 5
A nurse manager plans the fiscal budget to include salaries for two RNs for two 12-hour shifts with a patient census of 6 in the short-stay observation room. The nurse manager reviews the budget report 3 months later and notes that the salary expenses are higher than was budgeted because of higher-than-planned RN staff salaries. This additional RN staff is necessary to meet patient care needs because the census has remained constant at 10 patients rather than the 6 projected when the budget was developed. The difference between the planned budget and the actual cost is known as:
Correct Answer: B
Rationale: The correct answer is B: variance. In this scenario, the nurse manager planned a budget based on a patient census of 6 but the actual census remained constant at 10, leading to higher-than-planned RN staff salaries. The difference between the planned budget and the actual cost is known as a variance. Variances help identify discrepancies between planned and actual expenses, enabling managers to adjust budgets accordingly. Revenue (A) refers to income generated, not the difference between planned and actual expenses. Monitoring (C) is the process of overseeing and evaluating activities, not specifically related to budget discrepancies. Capital expenditures (D) are long-term investments in assets, not related to budget variances.