Community Emergency Response Teams are an example of Weegy

7. Which of the following situations is most likely to result in a productive, whole work situation?
a. Amy, RN, 5 years of experience in the emergency department. Amy accepts a position working with older clients in a home health agency because she has relocated and this is the only full-time position available.
b. Adam, RN, 8 years of experience in various nursing positions, including that of a nurse manager. Adam accepts a new nurse manager position because he has a family and wants more regular hours. He is most comfortable working in direct client care.
c. Louise, RN, 10 years of experience in an emergency department. She accepts a position as a case manager in home health care, working with older clients. She especially enjoys working with older adults and wants to take on leadership and management challenges.
d. Courtney, RN, a new graduate. Courtney is getting comfortable with delivering nursing care as an RN. She is offered a position on surgery as a permanent team leader. The unit has had a great deal of turnover recently, and only limited mentorship is available.

ANS: B
When delegating tasks, in addition to specifying the task to be completed, outcomes, priorities, timelines, deviations, report time frames, monitoring, and resources, asking the delegatee to give examples of each is helpful in ensuring that communication is clear and has been understood. Preparation of UNPs lacks consistency; therefore, the safest practice is to determine the knowledge and skill level of the UNP in relation to the skill and the patient before delegating.

24. As a unit manager, you chair the unit meetings. For each meeting, you consider and establish the purpose of the meeting. Second, you prepare an agenda. Arrange the following steps in an order that would make the meetings productive and successful.
1. Distribute an agenda.
2. Control the flow of interactions.
3. Select team members.
4. Start on time.
5. Keep the meeting focused and directed toward accomplishing the set objectives.
Select the correct order from the following options:
a. 1, 2, 4, 5, 3
b. 4, 1, 2, 5, 3
c. 3, 1, 4, 5, 2
d. 3, 4, 2, 1, 5

: A
Multiple studies demonstrate that a healthcare organization that provides a climate in which nurses have authority and autonomy has better patient outcomes, retains nurses at a higher rate, is more cost-effective, and has evidence of greater patient satisfaction than an organization in which such a climate does not exist (Aiken, Clarke, Sloane, Sochalski, & Silber, 2002; Dunton, Gajewski, Klaus, & Pierson, 2007). Organizational assessment assists in identifying the reasons for high nurse turnover and patient complaints.

REF: Page 349 | Page 350
TOP: AONE competency: Knowledge of the Health Care Environment

: B
Common organizational characteristics of Magnet™ hospitals include structure factors (e.g., decentralized organizational structure, participative management style, and influential nurse executives) and process factors (e.g., professional autonomy and decision making, ongoing professional development/education, active quality improvement initiatives). ANCC Magnet™ designated hospitals and other high-reliability organizations in the United States and Europe generally have lower burnout rates, higher levels of job satisfaction, and provide higher levels of quality care resulting in greater levels of patient satisfaction (Aiken et al., 2012; Kelly, McHugh, & Aiken, 2011).

REF: Page 362 TOP: AONE competency: Knowledge of the Health Care Environment

3. The nurse manager decides to change staffing schedules in the intensive care unit. She chooses to use Rogers' diffusion of innovations theory to implement the change. What are the elements of Rogers' diffusion of innovations theory?
a. Assessment, planning, intervention, and evaluation
b. Preparation, validation, synthesis, and evaluation
c. Knowledge, persuasion, decision, implementation, and evaluation
d. Scanning, diagnosis, decision making, application, and reevaluation

15. You are excited by evidence supporting the use of PDAs at the bedside to improve documentation and patient outcomes. You have disseminated the information through discussions and e-mails and are now ready to begin the process of considering implementation on the unit. To develop positive attitudes toward the use and implementation of the technology, you would discuss your ideas with (Rogers' diffusion of innovations theory):
a. Harvey, RN, a technology guru, who enthusiastically tries on all new software.
b. Berta, RN, who thoughtfully considers evidence and regularly uses it to try new approaches in her practice.
c. Carol, LPN, who is positive about new ideas but looks to her friends for their ideas about whether or not to try something new.
d. Ben, a 10-year veteran of the unit, who wonders why technology should be used at all. He says that he will use it when there is no chance of security breaks.

: A
Assessment of the external environment is the first step in the strategic planning process.

REF: Page 293 TOP: AONE competency: Business Skills

2. A community-based pain management program is being planned for your region. As a coordinator of a home care agency, you have been requested to develop a conceptual framework, mission statement, philosophy, and objectives for the program. In what order will you pursue this endeavor?
a. Objectives, philosophy, and mission statement
b. Philosophy, objectives, and mission statement
c. Philosophy, mission statement, and objectives
d. Mission statement, philosophy, and objectives

ANS: D
The development of the mission statement is the first step in defining the purpose and direction of the organization after an assessment has been completed.

REF: Page 294 TOP: AONE competency: Business Skills

C
What is evident from the response is that she lacks health literacy or the capacity to obtain, process, and understand basic health information and services. Using a Health Literate Care Model involves weaving health literacy strategies into care by assuming that patients do not understand their health conditions or what to do about them, and then, subsequently assessing patients' understanding (Koh, Brach, Harris, & Parchman, 2013). For example, a nurse who is an expert clinician in a specialty practice area, when diagnosed with a serious chronic illness, may not have the appropriate background to make informed healthcare decisions.

The chief nursing officer plans a series of staff development workshops for the nurse managers to help them deal with conflicts. The first workshop introduces the four stages of conflict, which are:
a. Frustration, competition, negotiation, and action.
b. Frustration, conceptualization, action, and outcomes.
c. Frustration, cooperation, collaboration, and action outcomes.
d. Frustration, conceptualization, negotiation, and action outcomes.

A nursing instructor is teaching a class on conflict and conflict resolution. She relates to the class that conflict in an organization is important, and that an optimal level of conflict will generate:
a. Creativity, a problem-solving atmosphere, a weak team spirit, and motivation of its workers.
b. Creativity, a staid atmosphere, a weak team spirit, and motivation of its workers.
c. Creativity, a problem-solving atmosphere, a strong team spirit, and motivation for its workers.
d. A bureaucratic atmosphere, a strong team spirit, and motivation for its workers.

Which of the following exemplifies the predominant conflict management style of nurse managers?
a. Elizabeth, the head nurse on neurology, finds that Tom, the RN nurse on nights, is irritable in relation to any suggestions or new ideas, and so she comes in to work after Tom leaves the unit.
b. The technology committee has recommended a clinical system for implementation on the nursing unit. Staff is anxious about the change. Tim, the head nurse, asks staff for ideas on how to meet the technology goals and to meet staff needs.
c. During management meetings, George, the head nurse on nephrology, dominates meetings and decisions. Lee, the head nurse on the cardiac step-down unit, begins to miss the management meetings.
d. Ann, RN, asks her head nurse if she can go on the permanent evening shift. The head nurse, Rajib, agrees, as long as Ann agrees to be involved in assisting to mentor evening staff in the use of the new clinical information system.

17. Arrange the strategies from Question 16 in the order in which they should occur in progressive discipline.
a. A, B, C, D
b. B, A, C, D
c. C, B, A, D
d. C, A, B, D

What is an example of community emergency response teams?

IS 800 D community emergency response teams are an example of?

What is the meaning of emergency response team?

Which role does a community emergency response team for fill in a disaster?