Testbankforyoder-Wise’sleadingandmanagingin
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canadian nursing, 2nd edition,
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Patricias.yoder-Wise,chapters1-32
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, TEST bank for yoder-WISE’S leading and managing in canadian nursing, 2ndedition, patricia s.
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yoder-WISE, janice waddell, nancy walton,
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Table of contents
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Part i: core
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Conceptsoverview
1. Leading, managing, and following g g g
2. Developing the role of leader g g g g
3. Developing the role of manager g g g g
4. Nursing leadership and indigenous health
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5. Patient focus g
Context
6. Ethical issues g
7. Legal issues g
8. Making decisions and solving problems
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9. Health care organizations
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10. Understanding and designing organizational structures g g g g
11. Cultural diversity in health care g g g g
12. Power, politics, and influence g g g
Part ii: managing resources
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13. Caring, communicating, and managing with technology
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14. Managing costs and budgets g g g
15. Care delivery strategies
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16. Staffing and scheduling (available only on evolve)
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17. Selecting, developing, and evaluating staff (available only on evolve)
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,Part iii: changing the status quo
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18. Strategic planning, goal-Setting, and marketing
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19. Nurses leading change: a relational emancipatory framework for health and
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socialaction
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20. Building teams through communication and partnerships
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21. Collective nursing advocacy g g
22. Understanding quality, risk, and safety g g g g
23. Translating research into practice g g g
Part iv: interpersonal and personal skills
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Interpersonal
24. Understanding and resolving conflict g g g
25. Managing personal/Personnel problems
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26. Workplace violence and incivilityg g g
27. Inter and intraprofessional practice and leading in professional practice settings
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Personal
28. Role transition
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29. Self-Management: stress and time g g g
Future
30. Thriving for the future
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31. Leading and managing your career
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32. Nursing students as leaders
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, Chapter 01: leading, managing, and following
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Waddell/Walton: yoder-Wise’s leading and managing in canadian nursing, secondedition g g g g g g g g
MULTIPLE choice g
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
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adults. sheis asked to assess and adapt the unit to better meet the unique needs of
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older adult patients. according to complexity principles, what would be the best
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approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff g g g g g g g g
involved inassessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit, and omit the hospital and
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communityenvironment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: g b
Complexity theory suggests that systems interact and adapt and that decision making
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occursthroughout the systems, as opposed to being held in a hierarchy. in complexity
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theory, everybody’s opinion counts; therefore, all levels of staff would be involved in
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decision making.
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DIF: Cognitive level: apply REF: page g g g
14top: nursing process: implementation
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.
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USNT
2. A unit manager of a 25-bed medical/surgical O receives a phone call from a nurse
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who has
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Called in sick five times in the past month. he tells the manager that he very much
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wants to come to work when scheduled, but must often care for his wife, who is
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undergoing treatmentfor breast cancer. in the practice of a strengths-based nursing
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leader, what would be the best approach to satisfying the needs of this nurse, other
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staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
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c. Sympathize with the nurse’s dilemma and let the charge nurse know that this g g g g g g g g g g g g
nursemay be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his
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scheduleddays off around his wife’s treatments.
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ANSWER: d g
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
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nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and
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threaten staff members’ sense of competence. strengths-based nurse leaders honour
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the uniqueness of individuals, teams, systems, and organizations; therefore arranging
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the schedule around the wife’s needs would result in a win-win
g g g g g g g g g g g
g g g g g g g
canadian nursing, 2nd edition,
g g g g g
Patricias.yoder-Wise,chapters1-32
g G g g g g
, TEST bank for yoder-WISE’S leading and managing in canadian nursing, 2ndedition, patricia s.
g g g g g g g g g gg g g
yoder-WISE, janice waddell, nancy walton,
G g g g g
Table of contents
g g g
Part i: core
g g
Conceptsoverview
1. Leading, managing, and following g g g
2. Developing the role of leader g g g g
3. Developing the role of manager g g g g
4. Nursing leadership and indigenous health
g g g g
5. Patient focus g
Context
6. Ethical issues g
7. Legal issues g
8. Making decisions and solving problems
g g g g
9. Health care organizations
g g
10. Understanding and designing organizational structures g g g g
11. Cultural diversity in health care g g g g
12. Power, politics, and influence g g g
Part ii: managing resources
g g g
13. Caring, communicating, and managing with technology
g g g g g
14. Managing costs and budgets g g g
15. Care delivery strategies
g g
16. Staffing and scheduling (available only on evolve)
g g g g g g
17. Selecting, developing, and evaluating staff (available only on evolve)
g g g g g g g g
,Part iii: changing the status quo
g g g g g
18. Strategic planning, goal-Setting, and marketing
g g g g
19. Nurses leading change: a relational emancipatory framework for health and
g g g g g g g g g
socialaction
g
20. Building teams through communication and partnerships
g g g g g
21. Collective nursing advocacy g g
22. Understanding quality, risk, and safety g g g g
23. Translating research into practice g g g
Part iv: interpersonal and personal skills
g g g g g
Interpersonal
24. Understanding and resolving conflict g g g
25. Managing personal/Personnel problems
g g
26. Workplace violence and incivilityg g g
27. Inter and intraprofessional practice and leading in professional practice settings
g g g g g g g g g
Personal
28. Role transition
g
29. Self-Management: stress and time g g g
Future
30. Thriving for the future
g g g
31. Leading and managing your career
g g g g
32. Nursing students as leaders
g g g
, Chapter 01: leading, managing, and following
g g g g g
Waddell/Walton: yoder-Wise’s leading and managing in canadian nursing, secondedition g g g g g g g g
MULTIPLE choice g
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
g g g g g g g g g g g g g g g
adults. sheis asked to assess and adapt the unit to better meet the unique needs of
g G g g g g g g g g g g g g g g
older adult patients. according to complexity principles, what would be the best
g g g G g g g g g g g g
approach to take in making this change?
g g g g g g g
a. Leverage the hierarchical management position to get unit staff g g g g g g g g
involved inassessment and planning.
g g g g
b. Engage involved staff at all levels in the decision-making process.
g g g g g g g g g
c. Focus the assessment on the unit, and omit the hospital and
g g g g g g g g g g
communityenvironment.
g
d. Hire a geriatric specialist to oversee and control the project.
g g g g g g g g g
ANSWER: g b
Complexity theory suggests that systems interact and adapt and that decision making
g g g g g g g g g g g
occursthroughout the systems, as opposed to being held in a hierarchy. in complexity
g g g g g g g g g g g G g
theory, everybody’s opinion counts; therefore, all levels of staff would be involved in
g g g g g g g g g g g g g
decision making.
g g
DIF: Cognitive level: apply REF: page g g g
14top: nursing process: implementation
g g g g
.
g g
USNT
2. A unit manager of a 25-bed medical/surgical O receives a phone call from a nurse
area g g g g
g g g
g g g g g g g g
who has
g g
Called in sick five times in the past month. he tells the manager that he very much
g g g g g g g g G g g g g g g g
wants to come to work when scheduled, but must often care for his wife, who is
g g g g g g g g g g g g g g g g
undergoing treatmentfor breast cancer. in the practice of a strengths-based nursing
g g g g G g g g g g g
leader, what would be the best approach to satisfying the needs of this nurse, other
g g g g g g g g g g g g g g g
staff, and patients?
g g g
a. Line up agency nurses who can be called in to work on short notice.
g g g g g g g g g g g g g
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
g g g g g g g g g g g g
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this g g g g g g g g g g g g
nursemay be calling in frequently in the future.
g g g g g g g g
d. Work with the nurse, staffing office, and other nurses to arrange his
g g g g g g g g g g g
scheduleddays off around his wife’s treatments.
g g g g g g
ANSWER: d g
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
g g g g g g g g g g g g
nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and
g g g g g g g g g g g g
threaten staff members’ sense of competence. strengths-based nurse leaders honour
g g g g g g G g g g
the uniqueness of individuals, teams, systems, and organizations; therefore arranging
g g g g g g g g g g
the schedule around the wife’s needs would result in a win-win
g g g g g g g g g g g
