Leadership Final Exam

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nurse, nursing, leadership, management

can be used for a variety of job descriptions.
An evaluation that focuses on traits and personal characteristics such as "handles stress well" can be used for a variety of job descriptions. The manager can use the same tool to evaluate licensed and unlicensed personnel. Job-related staff development and prevention of legal discrimination are disadvantages of a traits and personal characteristics evaluation system.

A new nurse manager questions another manager as to the method of performance evaluation that focuses on personal traits and characteristics.The other manager explains it:
a. Can be used for a variety of job descriptions.
b. Is job related.
c. Can help prevent legal accusation of discrimination.
d. Can be useful in staff development.

Postpone the interview
Postponing the interview allows both manager and employee to calm down and reflect on the disagreement. It is inappropriate to seek input from peers, as evaluation is a confidential interaction. The first step is not arbitration or referral to human resources.

A nurse manager and an employee meet to discuss the employee's appraisal. They disagree on the content of the employee evaluation. The disagreement turns into an argument. The BEST managerial strategy is first to:
a. Postpone the interview.


b. Seek input from employee peers.


c. Report the employee to the human resources manager.


d. Agree on arbitration.

Leniency error.
Leniency error indicates the manager is allowing tolerance, which may not provide an accurate account of the nurse's performance. Recency error indicates the manager is evaluating the nurse based on recent events. Halo error occurs when the manager evaluates an employee based upon his or her overall performance and is not specific to different functions of the nurse's performance.

A nurse manager gives a staff nurse an exceptional appraisal.The other nurses learn of the appraisal and are upset because this nurse has had numerous complaints from peers regarding laziness.The manager informs a colleaguethat the nurse obtained an exceptional appraisal because, "They will always work for me when I need them."This is an example of:
Choose one answer.

a. Recency error.


b. Causing poor morale amongst staff.


c. Leniency error.


d. Halo error.

b. Dr. ________ attempted to place an epidural catheter on this client and stated, "You are too obese and that is why I'm having trouble."
The critical incident form must communicate the event with accuracy and without judgment. Documentation should include the facts and the sequence of events.

An OB registered nurse is caring for a client who is in the first stage of labor.The client has requested an epidural, which the anesthesiologist is about to perform.The anesthesiologist is having difficulty in accessing the epidural space.The anesthesiologist states, "You are too obese and that is why I'm having trouble."The client is offended and the nurse determines a critical incident form must be completed.Which of the following would be appropriate to document on the form?
Choose one answer.

a. The anesthesiologist was rude to the client.


b. Dr. ________ attempted to place an epidural catheter on this client and stated, "You are too obese and that is why I'm having trouble."


c. The anesthesiologist was rude and incompetent when caring for the client.


d. The client is obese, and epidural catheter placement was attempted but unsuccessful due to the client's size.

a. Clarify expectations.
The nurse manager can clarify the job expectations with the nurse Due to the fact that the nurse has performed well in the past, the recent behavior may be motivational and not related to skills. There is no need for education, simpler tasks, or reassignment at this time.

The registered nurse has had recent difficulty finishing and documenting client care during the assigned shift. The nurse manager has repeatedly discussed overtime abuses with the nurse. The nurse has historically had very good appraisals. Which of the following would be the best approach to correct recent behaviors?
Choose one answer.

a. Provide education.


b. Reassign the nurse to another unit.


c. Simplify tasks.


d. Clarify expectations.

c. "The nurse is shy and quiet."
A performance appraisal must focus on an individual's job performance and not personal characteristics. Shy and quiet are personal characteristics. If the nurse has impaired communication skills due to the fact that she is too shy and quiet, then that is related to job performance and should be stated in those terms.

Which of the following would not be appropriate for a manager to write on an employee's performance appraisal?
Choose one answer.

a. "The nurse seeks learning experiences."


b. "The nurse has a positive attitude."


c. "The nurse is frequently tardy."


d. "The nurse is shy and quiet."

c. "Forgetting to wash your hands between clients can lead to spread of infection."
The employee needs to realize the unwanted behavior has consequences for the client. An employee may not realize the reason for the policy. A better understanding may prevent the behavior in the future. The employee must understand the consequences if the behavior does not change but this should not be communicated in a threatening manner.

A certified nurse's aide (CNA) has been reported to the nurse manager for refusing to wash her hands between giving clients their morning care. Which of the following statements by the nurse manager would be the most effective?
Choose one answer.

a. "If I hear of any more instances of your not washing your hands, I will write you up."


b. "Why do you refuse to wash your hands?"


c. "Forgetting to wash your hands between clients can lead to spread of infection."


d. "Do you need a class on hand washing?"

c. The CNA should be allowed to discuss the matter.
The manager should investigate the matter and listen to the CNA's reasons for the registered nurse's complaint. It is inappropriate for the registered nurse or the human resources department to issue a warning.

A manager has been informed by a reliable registered nurse that a CNA (certified nurse's aide) did not provide a client a bath.The manager calls the CNA into the office with a written warning.Why is this action inappropriate on the part of the manager?
Choose one answer.

a. The registered nurse should issue the warning.


b. The CNA is unable to prove a bath has been given.


c. The CNA should be allowed to discuss the matter.


d. This type of action should be conducted by the human resources department.

c. Explore alternative solutions to the situation.
Exploring alternatives allows the nurse to develop problem solving skills and assist in the prevention of future problems related to the situation. A follow-up meeting may or may not be required. A meeting with the human resources director is not necessary unless mediation is needed.

A medical-surgical nurse is being reprimanded by the manager.The nurse did not follow unit policy in relaying a client's complaint regarding another staff member.The nurse insists they managed the situation appropriately.Which action would be appropriate for the manager to discuss with the nurse?
Choose one answer.

a. Explore alternative solutions to the situation.


b. Meet with the human resources director.


c. Schedule a follow-up meeting.


d. Discuss the nurse's competence.

d. Show the CNA the break hours in the employee handbook.
The first step is to determine whether the employee is aware of the policy. It seems this employee was not aware of the policy. It would be most appropriate to show the employee where the policy is written. If the behavior continues it should be documented in the employees record, monitored, and if it continues a warning should be issued.

A newly hired certified nurse's aide (CNA) has been 15 minutes late returning from mealtime 4 days this week. The nurse manager coaches the employee and finds that the CNA thought meal breaks were 45 minutes. What is the most appropriate response from the nurse manager?
Choose one answer.

a. Document the tardy behavior in the CNA's record.


b. Warn the CNA that the charge nurse will be timing future meal breaks.


c. Show the CNA the break hours in the employee handbook.


d. Warn the CNA tardiness is not tolerated and follow up in 2 weeks.

d. Meet with the medical-surgical nurse to determine if the nurse is aware of ICU policies.
Meeting with the ICU nurse to investigate the matter is appropriate but the manager should first discuss the matter with the medical-surgical nurse. It is inappropriate to determine at this time to give a warning. Nursing administration may or may not need to be aware of the situation.

A nurse has been pulled from the medical-surgical unit to the ICU unit.An ICU nurse informs the nurse that a client requires intravenous (IV) cardiac medication, which requires monitoring of potential cardiac arrhythmias.The medical-surgical nurse administers the medication and monitors the cardiac rhythm.The ICU nurse later asks the nurse what cardiac rhythm the client exhibited during administration of the medication.The nurse states, "I don't know."What actions should the manager take to address this situation?
Choose one answer.

a. Meet with the medical-surgical nurse to determine if the nurse is aware of ICU policies.


b. Give a written warning to the ICU nurse since it was her responsibility to administer this type of medication.


c. Meet with the ICU nurse to discuss the matter.


d. Report the incident to nursing administration.

a. "Let me show you a method I have found to be effective in making patient assignments."
Coaching is a mentoring relationship, which is evidenced by the statement offering to share an effective method of making patient assignments. It is a brief interaction. Asking to meet for 30 minutes is not a good example of coaching, because 30 minutes is too long for a coaching session. Giving advice about day care assumes the manager knows the employee's problem. The statement about the narcotics count being off is very accusatory.

The best example of day-to-day coaching is:
Choose one answer.

a. "Let me show you a method I have found to be effective in making patient assignments."


b. "Can we meet this afternoon for about 30 minutes to discuss your progress?"


c. "I think you need to get different day care that would allow you to be on time."


d. "Over the past 6 months the narcotics count has been off on several days that you have worked."

d. Inquire among existing staff if they desire to change their status to part-time.
The manager does not have the authority to offer positions in other departments. The manager does have the authority to manage the allotted FTEs (full-time equivalents) and does have the ability to turn a full-time position into two part-time positions. Hiring another full-time nurse and increasing the nurse's salary are not addressing the issue. It is inevitable the nurse will leave because he wants part-time status, in which time matters more to the nurse than salary.

A medical-surgical manager is approached by a full-time registered nurse who is inquiring about changing job status to part-time.The manager does not want to lose the nurse.The manager informs the RN, "I don't have any part-time openings."The RN leaves the organization for a part-time position at another hospital.What could the manager have done to retain this nurse?
Choose one answer.

a. Offer a transfer to another department.


b. Inquire among existing staff if they desire to change their status to part-time.


c. Hire another full-time nurse.


d. Increase the nurse's salary.

d. Place the nurse in a charge nurse position.
Placing the nurse in a charge nurse position enriches the nurse's job. Transferring the nurse to another unit will not enhance leadership skills; in fact, it may cause the nurse to wonder why she is being transferred. Providing an educational program may cause resentment among the nurses.

A medical-surgical manager is discussing an issue with the department's director.The manager has a staff nurse who is pursuing her bachelor's degree in nursing and has shown leadership skills among the unit's staff.What can management do to channel this nurse's leadership skills?
Choose one answer.

a. Place the nurse in a charge nurse position.


b. Have the nurse conduct an educational program regarding leadership skills.


c. Transfer the nurse to another more challenging nursing unit.


d. Nothing; allow the nurse's leadership skills to influence other staff.

c. Survey staff to determine what is causing the tension.
Surveying the nursing staff will allow nurses the opportunity to inform the manager of concerns and possible solutions to decrease the tension on the unit. Although rotating staff to leadership roles, taking a client assignment, and arranging a meeting with human resources may help the situation they do not allow the manager to assess what is causing the tension.

An ICU manager has noted increased tension amongst her staff.The manager believes staff are aware of the source of the tension but is not completely sure.What would assist this manager in determining what has caused the tension on the unit?
Choose one answer.

a. Survey staff to determine what is causing the tension.


b. Take a client assignment to determine what is causing tension among the staff.


c. Rotate staff to leadership positions.


d. Arrange for human resources to meet with staff.

c. Clinical ladder program.
A clinical ladder program recognizes the nurse's clinical expertise without promotion to a management position. A promotional incentive program does not define the program. Incentives are usually a short-term solution to a problem. Mentoring and protégé programs focus on retaining graduate nurses.

The CNO (chief nurse officer) has noticed the organization's variety of nursing staff's education levels and competence.The CNO has decided to implement a program that focuses on retention of nursing staff regardless of their level of education.The CNO is implementing a:
Choose one answer.

a. Clinical ladder program.


b. Mentoring program.


c. Promotional incentive program.


d. Protégé program.

c. Consult human resources to conduct a survey of those nurses who have left and the current staff.
Discussing the matter with other managers may assist in an attempt to discover the issues but surveying current staff and staff that have left within the past year will provide the manager with information regarding the unit's issues. Increasing wages is a short-term solution and may cause discord among other nurses within the organization. Staff already have the opportunity for overtime.

An OB manager is reviewing the unit's turnover rate.The unit has had a 50 percent turnover rate in the past year.The unit's overtime costs have increased significantly in the past year.How can the manager retain the current staff?
Choose one answer.

a. Consult human resources to conduct a survey of those nurses who have left and the current staff.


b. Increase the opportunity for overtime.


c. Increase the current nurses' wages.


d. Consult with the other nursing managers.

a. Determine the frequency and time period of the absences.
The manager should assess the time range over which the absences have occurred and the frequency. This information might help explain the absences once the manager meets with the nurse. Number of hours missed per pay period does not provide useful information. The manager is not able to determine the nature of the absences until meeting with the nurse to discuss the absenteeism.

A manager has a nurse who has missed several scheduled shifts.Which action by the manager would be appropriate?
Choose one answer.

a. Determine the frequency and time period of the absences.


b. Determine the nature of the absences.


c. Question staff as to the nature of the nurse's absences.


d. Determine the number of hours missed per pay period.

a. Collect information regarding behaviors, absenteeism, and/or tardiness.
The manager will meet with the nurse but should have information to support the investigation of substance abuse. Obtaining information from other staff is unprofessional and violates confidentiality. The manager should meet with HR to determine a course of action but should have documentation to support suspected abuse prior to HR's involvement. The manager should obtain information and documentation to determine if there is a problem.

A manager has noticed the following behaviors with a day shift nurse.The nurse's handwriting has become shaky and illegible, and he has mood swings and increased tardiness.The manager's first action should be to:
Choose one answer.

a. Meet with HR (human resources) to determine the best method to terminate the employee.


b. Meet with other staff to determine if this nurse has issues at home.


c. Collect information regarding behaviors, absenteeism, and/or tardiness.


d. Meet with the nurse in private and discuss the above behaviors.

a. Contact the Human Resources director.
The employee should contact a lawyer after all attempts to rectify the situation with the organization have been exhausted. The employee is protected by the FMLA and is entitled to the specified leave. Human Resources arranges family/medical leaves and represents employees' best interests so their rights are not violated. The nurse may contact nursing administration who will direct the nurse to contact Human Resources.

A new medical-surgical nurse manager has scheduled a nurse to return to work prior to the completion of the nurse's FMLA (Family and Medical Leave Act).The nurse calls and informs the manager of the inability to return to work until the completion of the leave.The manager informs the nurse that they must return to work when scheduled.What should be the nurse's next action?
Choose one answer.

a. Contact Nursing Administration.


b. Contact a lawyer.


c. Contact the Human Resources director.


d. Return to work as scheduled.

a. Placing no limit on the number of sick days that can be accumulated
b. Credit for unused sick days

d. Conversion of a specified number of unused sick days to vacation days
Punitive sanctions will be the least likely to decrease absenteeism. Sanctions should be used only after excessive absences. Policies that do not force the employee to be untruthful regarding sick days are the most successful in motivating attendance. Conversion of or credit for a number of unused sick days and no limit on the accumulation of sick days are policies which decrease absenteeism.

Which of the following institutional policies would be likely to reduce absenteeism and promote satisfaction over a long period of time?Select all that apply.
Choose at least one answer.

a. Credit for unused sick days


b. Placing no limit on the number of sick days that can be accumulated


c. Conversion of a specified number of unused sick days to vacation days


d. Sanctions to discourage absenteeism

b. The nurse who missed because of involuntary absence
Employees have personal lives and personal issues that occasionally conflict with work. The nurse with the involuntary absence is due to illness. The nurse who had voluntary absences had fewer days absent, but the absences were for reasons over which the nurse had control. The nurse with the involuntary absence is more reliable because the absence is less frequent and out of her control.

During a three-month period, a registered nurse has missed work on 6 occasions due to an unreliable car or an ill child. Another nurse has missed 10 days due to minor foot surgery. Which nurse is the more reliable employee?
Choose one answer.

a. The nurse who missed because of involuntary absence


b. The nurse who missed voluntarily because she is healthier


c. Neither, because of excessive absenteeism


d. The nurse who has missed due to voluntary absence

c. Inform the director of the department.
The CNA has discussed the issue with the manager and the behavior continues. It would not be beneficial for the CNA to address the matter with the coworker or the charge nurse. It would be appropriate for the CNA to discuss the issues/concerns with the director of the department. Discussing the matter with the director is following the chain of command.

A CNA (certified nurse's aide) has been threatened by a coworker. The CNA has reported this to the manager of the unit, but threatening behavior continues. The CNA asks the manager if the coworker has been reprimanded. The manager informs the CNA, "You know I can't disclose that information." Which action would be the next appropriate step for the CNA?
Choose one answer.

a. Give notice of resignation.


b. Inform the director of the department.


c. Discuss the matter with the coworker.


d. Inform the charge nurse of the incidents.

a. Security cameras throughout the facility
b. Curved mirrors in the corridors
d. Adequate lighting
g. Security barriers at main entrances

A hospital has a safety committee meeting that includes staff from the following departments: maintenance, nursing, administration, risk management and housekeeping. The chair of the committee is inquiring as to which actions the committee recommends to administration to improve employee safety. Select all that apply.
Choose at least one answer.

a. Security barriers at main entrances


b. Adequate lighting


c. Security cameras throughout the facility


d. Curved mirrors in the corridors


e. Locked doors to all entrances into the hospital


f. Armed personnel walking the corridors


g. Parking space for visitors

c. Complete an incident report, which is a component of the post-incident follow-up process.
The violent person is contained and police have arrived; it is not necessary to alert other staff regarding the situation. It would be inappropriate to call the person's physician and not to take further action such as completing reports and notifying administration.

A night shift supervisor has been called to the emergency room to assist in managing a violent situation. Once the violent person has been contained and police have responded, what should be the supervisor's next action?
Choose one answer.

a. Nothing; the situation is managed.


b. Complete an incident report, which is a component of the post-incident follow-up process.


c. Notify the violent person's physician.


d. Notify staff on other nursing units.

c. Decline in staff morale due to a hostile environment.
A problem with staffing and/or matrix must be addressed with management in which the issues must be resolved to ensure appropriate client care, which does not relate to the client's family. A hostile work environment may cause a decline in morale in which nurses may not work due to fear of workplace violence. Miscommunication between management and administration may have a negative effect on morale.

26
Marks: 1
The ICU unit has a client in which the family has been verbally abusive and has threatened staff. The manager notes an increase in absenteeism with the staff over the past 2 days. The manager believes this is attributed to a:
Choose one answer.

a. Change in the staffing matrix.


b. Staffing dilemma caused by the scheduler.


c. Decline in staff morale due to a hostile environment.


d. Miscommunication between management and nursing administration.

c. The director of the unit should request a recess to address the manager's conduct.
During meetings and arbitration issues should be discussed openly and in a calm manner. The manager should remain calm. If the manager is unable to remain calm, she should be removed from the meeting. Parties should be able to openly discuss the issues but in a calm and professional manner.

A nurse has filed a grievance against the nurse manager. During the arbitration process the nurse is accusing the manager of favoritism among the staff. The manager becomes angry and uses foul language when hearing the accusations. Which action would be appropriate at this time?
Choose one answer.

a. The arbitrator should end the meeting.


b. The manager and nurse should be allowed to voice their feelings.


c. The director of the unit should request a recess to address the manager's conduct.


d. The manager should be terminated.

c. Registered nurses hired as management are not eligible for collective bargaining.
Registered nurses employed as staff nurses are eligible for collective bargaining, but nurses who are employed as managers are not eligible.

A nurse who has accepted a position as an assistant ICU manager is discussing unionization with the HR (human resources) director. The HR director informs the new employee that he is unable to join the union. Which of the following is an appropriate rationale?
Choose one answer.

a. The nurse has never worked for a union in the past.


b. Registered nurses hired as management are not eligible for collective bargaining.


c. The nurse must first complete orientation before he is eligible to join the union.


d. The nurse must have worked in a hospital environment for at least 5 years.

c. Federal laws.
Laws have been enacted by Congress to guide and control labor relations between employees and employers. The judicial system has ruled on some of these laws. Hospitals and nurses' unions are participants in collective bargaining.

A nurse manager informs the nursing staff that collective bargaining in health care is controlled by:
Choose one answer.

a. The judicial system.


b. Federal laws.


c. Individual hospitals.


d. Nurses' unions.

c. Meet informally with the supervisor.
Step one of the grievance process is to meet informally with the supervisor. If the grievance is not resolved, the employee will make a written request and meet formally with the supervisor and union agent.

A nurse was required to work an additional weekend. The nurse feels he has been treated unfairly. According to the contract, the first action of a grievance is to:
Choose one answer.

a. Meet formally with the nursing director.


b. Meet formally with the bargaining agent.


c. Send a written request to the supervisor.


d. Meet informally with the supervisor.

d. "The hospital has a 10-day notice before we go on strike."
Striking is not commonly used by nurses. By law, a 10-day notice must be given to allow hospitals the opportunity to prepare for striking nurses' absences. Employers have the right to permanently replace striking employees.

A nurse is discussing with his spouse the intent of the nurse's collective bargaining representation's intent to strike. The spouse works for a large automotive corporation that is unionized. The spouse is concerned about the length of time the nurse may lose as a result of a strike. The nurse informs the spouse:
Choose one answer.

a. "Nurses can't strike; it's just a term on paper."


b. "The hospital can replace my position tomorrow if we decide to strike."


c. "Not all nurses are included in the strike."


d. "The hospital has a 10-day notice before we go on strike."

a. Arrange an area that is quiet and removed from the nurse's work area to enter orders.
The physical environment is stressful. Participative management can reduce job stress. It is appropriate for the manager to investigate other measures to lower the noise level. It is inappropriate at times to close doors to the clients' rooms. This does not allow for the nurse to visualize the client or monitors.

A busy ICU unit has a high noise level. The charge nurse is frustrated due to the noise level and the inability to focus when entering physicians' orders into the electronic medical record. Which of the following would be an appropriate action by the ICU nurse manager?
Choose one answer.

a. Arrange an area that is quiet and removed from the nurse's work area to enter orders.


b. Decrease the noise level on the unit.


c. Inform other staff they are to lower their voices.


d. Close the doors to the clients' rooms.

b. Role redefinition.
Role redefinition involves clarifying roles and attempting to integrate or tie together the various roles individuals play. This may cause role negotiation in an attempt to lessen the workload.

A charge nurse has become very stressed regarding her role. The charge nurse discovered she were trying to please all of her coworkers and neglecting her role. The charge nurse took some time to think about her level of stress and decided to manage her role differently. This is an example of:
Choose one answer.

a. Role definition.


b. Role redefinition.


c. Interrelated conflict.


d. Role conflict.

a. Did not schedule additional staff while implementing the new system.
New technology, increased expectations, and increased pressures for efficiency has made the role for nurses stressful. The director's ability to administer medications and/or take a client assignment will not be as helpful as ensuring adequate staff is available during a time of transition to a new process.

A director over multiple nursing units has known for the past year of the implementation of a new electronic bar coding medication administration system and has done nothing to prepare staff for the transition. After the first month of implementation the nursing staff is much stressed. The CNO (chief nurse officer) is concerned because the director:
Choose one answer.

a. Did not take a client care assignment.


b. Has not participated in the administration of medications.


c. Did not schedule additional staff while implementing the new system.


d. Did not implement the bar coding system in a timely fashion.

d. The nurse provided too much information.
The nurse should provide pertinent information to the physician. There is not enough information to determine if the information could have waited until the morning to report to the physician.

A night shift nurse is calling a physician about a client's condition. The nurse gives the physician his head-to-toe assessment. The physician becomes angry, gives orders, and hangs up on the nurse. The next day the physician reported the nurse to the unit's nurse manager. What caused the physician to become angry?
Choose one answer.

a. The supervisor should have called the physician.


b. The nurse provided too much information.


c. The nurse should have waited until the morning to notify the physician.


d. The nurse called the physician in the middle of the night.

a. Difficult relationships with the nursing staff
b. Purchasing of a new home
e. Marriage

A newly hired registered nurse is having difficulty focusing and performing nursing tasks. The nurse manager has noted a decrease in the nurse's performance. When meeting with the nurse, the manager learns the nurse has experienced many life changes. Which of the following can contribute to the nurse's level of stress? Select all that apply.
Choose at least one answer.

a. Purchasing of a new home


b. Decreased work load


c. Assistance from other nursing staff


d. Marriage


e. Difficult relationships with the nursing staff

d. It offers the ability to network, learn, and serve on committees.
Membership in professional associations offers many opportunities for learning, networking, and meeting senior people in the profession and to serve on committees.

A baccalaureate nurse has been invited to join Sigma Theta Tau International. The nurse is speaking with a member of the organization and is trying to determine if she should join the organization. Which of the following is a beneficial reason to join?
Choose one answer.

a. It offers the privilege of joining a distinguished group of professionals.


b. It offers the privilege of participating in an organization.


c. It offers the ability to join the American Nurses Association.


d. It offers the ability to network, learn, and serve on committees.

a. "A small difference in salary is less important than working in an organization where you can obtain your future goals."
The least important criteria for selecting the first job is the salary. A small amount more in hourly pay is worth much less than opportunities to help meet future goals.

A new nurse graduate is discussing his future with a nursing instructor. The instructor asks the nurse the following questions: What schedule are you interested in working? What organization is near your home? The nurse informs the instructor he is interested in salary options only. Which response by the instructor would be appropriate?
Choose one answer.

a. "Well, pay is important."


b. "I would focus on those organizations that pay premium wages for nurses."


c. "A small difference in salary is less important than working in an organization where you can obtain your future goals."


d. "Money is not important, the job is important."

d. Long-term career goals
The resume might include professional long-term goals. Short-term, intermediate, and career paths do not provide the reader with an impression of the applicant's long-term career goals. Short-term goals may cause the reader to misconstrue the applicant's commitment to the organization.

A nurse graduate has applied for a job that requests the submission of a résumé. The nurse includes the following in her résumé: education, past employment, and accomplishments. The nurse has asked her nursing instructor to review the resume. Which of the following might the nursing instructor recommend the student include in her resume?
Choose one answer.

a. Short-term goals


b. Intermediate goals


c. Long-term career goals


d. Career path

c. An illegal question to ask.
It is illegal for the interviewer to ask questions regarding how many children or your marital status. It may be a legitimate question and a question the interviewee has not thought about, but it is illegal to ask.

During an interview for a night shift ICU position, the manager asks the interviewee, "Will working night shift interfere with your husband's schedule?" The interviewee realizes this question is:
Choose one answer.

a. Something she has not considered and may interfere with her home schedule.


b. None of the manager's business.


c. An illegal question to ask.


d. A legitimate question since it may interfere with her home schedule.

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