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