Test Bank For Yoder-Wise’s Leading And Managing
b5 b5 b5 b5 b5 b5
b5 In Canadian Nursing, 2nd Edition,
b5 b5 b5 b5 b5
Patricia S. Yoder-Wise, Chapters 1 - 32
b5 b5 b5 b5 b5 b5
, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
b5 b5 b5 b5 b5 b5 b5 b5 b5
2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY
b5 b
5 b5 b5 b5 b5 b5 b5
WALTON, b5
ISBN: 9781771721684,
b5
ISBN: 9781771721745,
b5
ISBN: 9781771721677
b5
Table of Contents
b5 b5
b5 Part I: Core
b5 b5
ConceptsOverview
b5 b
5
1. Leading, Managing, and Following b5 b5 b5
2. Developing the Role of Leader b5 b5 b5 b5
3. Developing the Role of Manager b5 b5 b5 b5
4. Nursing Leadership and Indigenous Health
b5 b5 b5 b5
5. Patient Focus b5
Context
6. Ethical Issues b5
7. Legal Issues b5
8. Making Decisions and Solving Problems
b5 b5 b5 b5
9. Health Care Organizationsb5 b5
10. Understanding and Designing Organizational Structures b5 b5 b5 b5
11. Cultural Diversity in Health Care b5 b5 b5 b5
12. Power, Politics, and Influence b5 b5 b5
Part II: Managing Resources
b5 b5 b5
13. Caring, Communicating, and Managing with Technology
b5 b5 b5 b5 b5
14. Managing Costs and Budgets b5 b5 b5
15. Care Delivery Strategies
b5 b5
16. Staffing and Scheduling (available only on Evolve)
b5 b5 b5 b5 b5 b5
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
b5 b5 b5 b5 b5 b5 b5 b5
,Part III: Changing the Status Quo
b5 b5 b5 b5 b5
18. Strategic Planning, Goal-Setting, and Marketing
b5 b5 b5 b5
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and
b5 b5 b5 b5 b5 b5 b5 b5 b5
SocialAction
b5 5
b
20. Building Teams Through Communication and Partnerships
b5 b5 b5 b5 b5
21. Collective Nursing Advocacy b5 b5
22. Understanding Quality, Risk, and Safety b5 b5 b5 b5
23. Translating Research into Practice b5 b5 b5
Part IV: Interpersonal and Personal Skills
b5 b5 b5 b5 b5
Interpersonal
24. Understanding and Resolving Conflict b5 b5 b5
25. Managing Personal/Personnel Problems
b5 b5
26. Workplace Violence and Incivility b5 b5 b5
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
b5 b5 b5 b5 b5 b5 b5 b5 b5
Personal
28. Role Transition
b5
29. Self-Management: Stress and Time b5 b5 b5
Future
30. Thriving for the Future b5 b5 b5
31. Leading and Managing Your Career
b5 b5 b5 b5
32. Nursing Students as Leaders
b5 b5 b5
, Chapter 01: Leading, Managing, and Following
b5 b5 b5 b5 b5
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, b5 b5 b5 b5 b5 b5 b5
SecondEdition
b5 b
5
MULTIPLE CHOICE b5
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
adults. Sheis asked to assess and adapt the unit to better meet the unique needs of
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
older adult patients. According to complexity principles, what would be the best
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
approach to take in making this change?
b5 b5 b5 b5 b5 b5 b5
a. Leverage the hierarchical management position to get unit staff
b5 b5 b5 b5 b5 b5 b5 b5
involved inassessment and planning.
b5 b5 b5 b5 b5
b. Engage involved staff at all levels in the decision-making process.
b5 b5 b5 b5 b5 b5 b5 b5 b5
c. Focus the assessment on the unit, and omit the hospital and
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
communityenvironment.
b5 b5
d. Hire a geriatric specialist to oversee and control the project.
b5 b5 b5 b5 b5 b5 b5 b5 b5
ANSWER: b 5 B
Complexity theory suggests that systems interact and adapt and that decision making
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
decision making.
b5 b5
DIF: Cognitive Level: Apply REF: Page b5 b5 b5
14TOP: Nursing Process: Implementation
b5 5
b b 5 b5 b5
U S N T area O receives a phone call from a nurse who .
2. A unit manager of a 25-bed medical/surgical
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
has
b5
called in sick five times in the past month. He tells the manager that he very much
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
wants to come to work when scheduled, but must often care for his wife, who is
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
undergoing treatmentfor breast cancer. In the practice of a strengths-based nursing
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
leader, what would be the best approach to satisfying the needs of this nurse, other
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
staff, and patients?
b5 b5 b5
a. Line up agency nurses who can be called in to work on short notice.
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
nursemay be calling in frequently in the future.
b5 b5 b5 b5 b5 b5 b5 b5 b5
d. Work with the nurse, staffing office, and other nurses to arrange his
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
scheduleddays off around his wife‘s treatments.
b5 b5 b5 b5 b5 b5 b5
ANSWER: D b5
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
threaten staff members‘ sense of competence. Strengths-based nurse leaders honour
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
the uniqueness of individuals, teams, systems, and organizations; therefore arranging
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
the schedule around the wife‘s needs would result in a win-win situation, also
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
creating a work environment that promotes the health of all the nurses and facilitates
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
their development.
b5 b5
DIF: Cognitive Level: Analyze REF: Page b5 b5 b5
6TOP: Nursing Process: Implementation
b5 5
b b 5 b5 b5
b5 b5 b5 b5 b5 b5
b5 In Canadian Nursing, 2nd Edition,
b5 b5 b5 b5 b5
Patricia S. Yoder-Wise, Chapters 1 - 32
b5 b5 b5 b5 b5 b5
, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
b5 b5 b5 b5 b5 b5 b5 b5 b5
2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY
b5 b
5 b5 b5 b5 b5 b5 b5
WALTON, b5
ISBN: 9781771721684,
b5
ISBN: 9781771721745,
b5
ISBN: 9781771721677
b5
Table of Contents
b5 b5
b5 Part I: Core
b5 b5
ConceptsOverview
b5 b
5
1. Leading, Managing, and Following b5 b5 b5
2. Developing the Role of Leader b5 b5 b5 b5
3. Developing the Role of Manager b5 b5 b5 b5
4. Nursing Leadership and Indigenous Health
b5 b5 b5 b5
5. Patient Focus b5
Context
6. Ethical Issues b5
7. Legal Issues b5
8. Making Decisions and Solving Problems
b5 b5 b5 b5
9. Health Care Organizationsb5 b5
10. Understanding and Designing Organizational Structures b5 b5 b5 b5
11. Cultural Diversity in Health Care b5 b5 b5 b5
12. Power, Politics, and Influence b5 b5 b5
Part II: Managing Resources
b5 b5 b5
13. Caring, Communicating, and Managing with Technology
b5 b5 b5 b5 b5
14. Managing Costs and Budgets b5 b5 b5
15. Care Delivery Strategies
b5 b5
16. Staffing and Scheduling (available only on Evolve)
b5 b5 b5 b5 b5 b5
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
b5 b5 b5 b5 b5 b5 b5 b5
,Part III: Changing the Status Quo
b5 b5 b5 b5 b5
18. Strategic Planning, Goal-Setting, and Marketing
b5 b5 b5 b5
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and
b5 b5 b5 b5 b5 b5 b5 b5 b5
SocialAction
b5 5
b
20. Building Teams Through Communication and Partnerships
b5 b5 b5 b5 b5
21. Collective Nursing Advocacy b5 b5
22. Understanding Quality, Risk, and Safety b5 b5 b5 b5
23. Translating Research into Practice b5 b5 b5
Part IV: Interpersonal and Personal Skills
b5 b5 b5 b5 b5
Interpersonal
24. Understanding and Resolving Conflict b5 b5 b5
25. Managing Personal/Personnel Problems
b5 b5
26. Workplace Violence and Incivility b5 b5 b5
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
b5 b5 b5 b5 b5 b5 b5 b5 b5
Personal
28. Role Transition
b5
29. Self-Management: Stress and Time b5 b5 b5
Future
30. Thriving for the Future b5 b5 b5
31. Leading and Managing Your Career
b5 b5 b5 b5
32. Nursing Students as Leaders
b5 b5 b5
, Chapter 01: Leading, Managing, and Following
b5 b5 b5 b5 b5
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, b5 b5 b5 b5 b5 b5 b5
SecondEdition
b5 b
5
MULTIPLE CHOICE b5
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
adults. Sheis asked to assess and adapt the unit to better meet the unique needs of
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
older adult patients. According to complexity principles, what would be the best
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
approach to take in making this change?
b5 b5 b5 b5 b5 b5 b5
a. Leverage the hierarchical management position to get unit staff
b5 b5 b5 b5 b5 b5 b5 b5
involved inassessment and planning.
b5 b5 b5 b5 b5
b. Engage involved staff at all levels in the decision-making process.
b5 b5 b5 b5 b5 b5 b5 b5 b5
c. Focus the assessment on the unit, and omit the hospital and
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
communityenvironment.
b5 b5
d. Hire a geriatric specialist to oversee and control the project.
b5 b5 b5 b5 b5 b5 b5 b5 b5
ANSWER: b 5 B
Complexity theory suggests that systems interact and adapt and that decision making
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
decision making.
b5 b5
DIF: Cognitive Level: Apply REF: Page b5 b5 b5
14TOP: Nursing Process: Implementation
b5 5
b b 5 b5 b5
U S N T area O receives a phone call from a nurse who .
2. A unit manager of a 25-bed medical/surgical
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
has
b5
called in sick five times in the past month. He tells the manager that he very much
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
wants to come to work when scheduled, but must often care for his wife, who is
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
undergoing treatmentfor breast cancer. In the practice of a strengths-based nursing
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
leader, what would be the best approach to satisfying the needs of this nurse, other
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
staff, and patients?
b5 b5 b5
a. Line up agency nurses who can be called in to work on short notice.
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
nursemay be calling in frequently in the future.
b5 b5 b5 b5 b5 b5 b5 b5 b5
d. Work with the nurse, staffing office, and other nurses to arrange his
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
scheduleddays off around his wife‘s treatments.
b5 b5 b5 b5 b5 b5 b5
ANSWER: D b5
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
threaten staff members‘ sense of competence. Strengths-based nurse leaders honour
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
the uniqueness of individuals, teams, systems, and organizations; therefore arranging
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
the schedule around the wife‘s needs would result in a win-win situation, also
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
creating a work environment that promotes the health of all the nurses and facilitates
b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5 b5
their development.
b5 b5
DIF: Cognitive Level: Analyze REF: Page b5 b5 b5
6TOP: Nursing Process: Implementation
b5 5
b b 5 b5 b5
