Which represents an obstacle that frequently impedes effective ...

[jman1234]

Which represents an obstacle that frequently impedes effective delegation of client care from the RN to the LPN?
 
  1. The RN asks the LPN to assist with admissions by assessing the clients as they get to their rooms.
  2. The LPN asks the RN to specifically describe assignments given for the day just after receiving report.
  3. The RN realizes one of the units unlicensed assistive personnel has called in for the day.
  4. The LPN asks the unlicensed assistant to obtain vital signs on the new admission as they are admitted.

Question 2

A nurse manager has recently been transferred from obstetrics to pediatrics. The manager consistently stays in the office, does not relieve staff for lunches, and rarely assists staff when the unit is busy.
 
  Lately, the manager has noticed an increase in staff absences. Which options may contribute to the situation on this unit? Note: Credit will be given only if all correct choices and no incorrect choices are selected. Standard Text: Select all that apply. 1. The manager has a lack of confidence in personal ability to provide care to pediatric clients.
  2. The manager is unable to confront staff regarding absences.
  3. The manger is not supervising the work of the unit.
  4. The staff is consciously taking advantage of the manager.
  5. The manager has a lax attitude toward absenteeism.

[kristenb95]

Answer to Question 1

1
Explanation: 1. The RN is the only caregiver legally responsible for assessing clients. Thus, the RN cannot
delegate this to the LPN, and this is an example of overdelegation. The LPN asking the RN to
describe assignments is appropriate. The RN delegation to the LPN should not be affected by
the unlicensed assistants call-in, and the LPN should not delegate to the unlicensed assistant
as only RNs should delegate tasks.

Answer to Question 2

1,2,3,5
Rationale 1: The manager just transferred from a different unit and may be uncomfortable with skills needed to care for pediatric clients.
Rationale 2: Confronting the staff about absences may be difficult for a new manager.
Rationale 3: If the manager consistently stays in the office, supervision is minimal.
Rationale 4: It is difficult to say that the staff is consciously taking advantage of the manager, but this may be occurring on a subconscious level.
Rationale 5: The manager's own absence culture may be very tolerant.
Global Rationale:

[jman1234]

TY

[kristenb95]

Happy to Help