ATI RN
Contemporary Ethical Issues in Nursing Questions
Question 1 of 5
One difference between a leader and a manager is that a:
Correct Answer: C
Rationale: Step 1: A manager focuses on coordinating resources, such as people, time, and materials, to achieve organizational goals. Step 2: Coordinating resources is a key responsibility of a manager, as it involves planning, organizing, and controlling to ensure efficient operations. Step 3: Leaders, on the other hand, focus on setting a vision, inspiring and motivating others to achieve goals. Step 4: While both leaders and managers play crucial roles, the distinction lies in their primary focus and responsibilities. Step 5: Therefore, the correct answer is C, as it accurately reflects the key difference between a leader and a manager.
Question 2 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 3 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 4 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.
Question 5 of 5
Which component of budgeting might normally be addressed in the annual performance evaluation for a nurse manager?
Correct Answer: B
Rationale: Step 1: Managing variances in nursing overtime costs and supply usage is crucial for a nurse manager's performance evaluation as it demonstrates their ability to control expenses effectively. Step 2: This component directly relates to the nurse manager's responsibility in budgeting and financial management. Step 3: Analyzing and managing variances show the nurse manager's skill in monitoring and adjusting budgetary allocations to meet targets. Step 4: Other choices are not directly related to the nurse manager's core responsibilities in budgeting or evaluating performance. Step 5: Labor budget costs for overtime and benefits (Choice A) and predicting revenues (Choice C) are important but not as directly tied to performance evaluation as managing variances in costs. Step 6: Providing qualitative analysis for variances in the capital budget (Choice D) is not typically a key aspect of a nurse manager's evaluation, as it focuses more on long-term investments rather than day-to-day operational budgeting.