Test Bank For Yoder-Wise’s Leading And Managing In
q q q q q q q q
Canadian Nursing, 2nd Edition,
q q q q
q Patricia S. Yoder-Wise,Chapters 1 - 32
q q q q q q
TEST q BANK q FOR q YODER-WISE’S q LEADING q AND q MANAGING q IN q CANADIAN q NURSING,
, q 2NDEDITION, qPATRICIA q S. q YODER-WISE, q JANICE q WADDELL, q NANCY q WALTON,
ISBN: q 9781771721684,
ISBN: q 9781771721745,
ISBN: q 9781771721677
Table q of
q Contents qPart qI:
q Core
q Concepts Overvie
Qg
w
1. Leading, q Managing, q and q Following
2. Developing q the q Role q of q Leader
3. Developing q the q Role q of q Manager
4. Nursing q Leadership q and q Indigenous q Health
5. Patient q Focus
Context
6. Ethical q Issues
7. Legal q Issues
8. Making q Decisions q and q Solving q Problems
9. Health q Care q Organizations
10. Understanding q and q Designing q Organizational q Structures
11. Cultural q Diversity q in q Health q Care
12. Power, q Politics, q and q Influence
Part q II: q Managing q Resources
13. Caring, q Communicating, q and q Managing q with q Technology
14. Managing q Costs q and q Budgets
15. Care q Delivery q Strategies
,16. Staffing q and q Scheduling q (available q only q on q Evolve)
17. Selecting, q Developing, q and q Evaluating q Staff q (available q only q on q Evolve)
Part q III: q Changing q the q Status q Quo
18. Strategic q Planning, q Goal-Setting, q and q Marketing
19. Nurses q Leading q Change: q A q Relational q Emancipatory q Framework q for q Health
q and qSocialAction
20. Building q Teams q Through q Communication q and q Partnerships
21. Collective q Nursing q Advocacy
22. Understanding q Quality, q Risk, q and q Safety
23. Translating q Research q into q Practice
Part q IV: q Interpersonal q and q Personal q Skills
Interpersonal
24. Understanding q and q Resolving q Conflict
25. Managing q Personal/Personnel q Problems
26. Workplace q Violence q and q Incivility
27. Inter q and q Intraprofessional q Practice q and q Leading q in q Professional q Practice q Settings
Personal
28. Role q Transition
29. Self-Management: q Stress q and q Time
Future
30. Thriving q for q the q Future
31. Leading q and q Managing q Your q Career
32. Nursing q Students q as q Leaders
, Chapter 01: Leading, Managing, and Following
q q q q q
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing,
q q q q q q q
qSecond Edition
q
MULTIPLE q CHOICE
1. A q nurse q manager q of q a q 20-bed q medical q unit q finds q that q 80% q of q the q patients q are
q older qadults. q Sheis q asked q to q assess q and q adapt q the q unit q to q better q meet q the
q unique q needs qof q older q adult q patients. q According q to q complexity q principles, q what
q would q be q the q best qapproach q to q take q in q making q this q change?
a. Leverage q the q hierarchical q management q position q to q get q unit
q staff qinvolved q in assessment q and q planning.
Qg
b. Engage q involved q staff q at q all q levels q in q the q decision-making q process.
c. Focus q the q assessment q on q the q unit, q and q omit q the q hospital
q and qcommunityenvironment.
d. Hire q a q geriatric q specialist q to q oversee q and q control q the q project.
ANSWER: B
Complexity q theory q suggests q that q systems q interact q and q adapt q and q that q decision
q making q occurs throughout q the q systems, q as q opposed q to q being q held q in q a
Qg
q hierarchy. q In qcomplexity q theory, q everybody’s q opinion q counts; q therefore, q all
q levels q of q staff q would qbe q involved q in q decision q making.
DIF: Cognitive q Level: q Apply REF:
q Page q14 TOP:
Qg Nursing
q Process: q Implementation
.
U qSq medical/surgical
2. A q unit q manager q of q a q 25-bed qN qT O q area q receives q a q phone q call q from q a
q nurse qwho q has
called q in q sick q five q times q in q the q past q month. q He q tells q the q manager q that q he
q very q much qwants q to q come q to q work q when q scheduled, q but q must q often q care q for
q his q wife, q who q is qundergoing q treatmentfor q breast q cancer. q In q the q practice q of q a
q strengths-based q nursing qleader, q what q would q be q the q best q approach q to
q satisfying q the q needs q of q this q nurse, qother q staff, q and q patients?
a. Line q up q agency q nurses q who q can q be q called q in q to q work q on q short q notice.
b. Place q the q nurse q on q unpaid q leave q for q the q remainder q of q his q wife’s q treatment.
c. Sympathize q with q the q nurse’s q dilemma q and q let q the q charge q nurse
q know q that qthis q nursemay q be q calling q in q frequently q in q the q future.
d. Work q with q the q nurse, q staffing q office, q and q other q nurses q to
q arrange q his qscheduleddays q off q around q his q wife’s q treatments.
ANSWER: q q D
Placing q the q nurse q on q unpaid q leave q may q threaten q physiologic q needs q and
q demotivate q the q nurse. Unsatisfactory q coverage q of q shifts q on q short q notice q could
Qg
q affect q patient q care qand q threaten q staff q members’ q sense q of q competence.
q Strengths-based q nurse q leaders qhonour q the q uniqueness q of q individuals, q teams,
q systems, q and q organizations; q therefore qarranging q the q schedule q around q the q wife’s
q needs q would q result q in q a q win-win
situation, q also q creating q a q work q environment q that q promotes q the q health q of q all
q the qnurses q and q facilitates q their q development.
q q q q q q q q
Canadian Nursing, 2nd Edition,
q q q q
q Patricia S. Yoder-Wise,Chapters 1 - 32
q q q q q q
TEST q BANK q FOR q YODER-WISE’S q LEADING q AND q MANAGING q IN q CANADIAN q NURSING,
, q 2NDEDITION, qPATRICIA q S. q YODER-WISE, q JANICE q WADDELL, q NANCY q WALTON,
ISBN: q 9781771721684,
ISBN: q 9781771721745,
ISBN: q 9781771721677
Table q of
q Contents qPart qI:
q Core
q Concepts Overvie
Qg
w
1. Leading, q Managing, q and q Following
2. Developing q the q Role q of q Leader
3. Developing q the q Role q of q Manager
4. Nursing q Leadership q and q Indigenous q Health
5. Patient q Focus
Context
6. Ethical q Issues
7. Legal q Issues
8. Making q Decisions q and q Solving q Problems
9. Health q Care q Organizations
10. Understanding q and q Designing q Organizational q Structures
11. Cultural q Diversity q in q Health q Care
12. Power, q Politics, q and q Influence
Part q II: q Managing q Resources
13. Caring, q Communicating, q and q Managing q with q Technology
14. Managing q Costs q and q Budgets
15. Care q Delivery q Strategies
,16. Staffing q and q Scheduling q (available q only q on q Evolve)
17. Selecting, q Developing, q and q Evaluating q Staff q (available q only q on q Evolve)
Part q III: q Changing q the q Status q Quo
18. Strategic q Planning, q Goal-Setting, q and q Marketing
19. Nurses q Leading q Change: q A q Relational q Emancipatory q Framework q for q Health
q and qSocialAction
20. Building q Teams q Through q Communication q and q Partnerships
21. Collective q Nursing q Advocacy
22. Understanding q Quality, q Risk, q and q Safety
23. Translating q Research q into q Practice
Part q IV: q Interpersonal q and q Personal q Skills
Interpersonal
24. Understanding q and q Resolving q Conflict
25. Managing q Personal/Personnel q Problems
26. Workplace q Violence q and q Incivility
27. Inter q and q Intraprofessional q Practice q and q Leading q in q Professional q Practice q Settings
Personal
28. Role q Transition
29. Self-Management: q Stress q and q Time
Future
30. Thriving q for q the q Future
31. Leading q and q Managing q Your q Career
32. Nursing q Students q as q Leaders
, Chapter 01: Leading, Managing, and Following
q q q q q
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing,
q q q q q q q
qSecond Edition
q
MULTIPLE q CHOICE
1. A q nurse q manager q of q a q 20-bed q medical q unit q finds q that q 80% q of q the q patients q are
q older qadults. q Sheis q asked q to q assess q and q adapt q the q unit q to q better q meet q the
q unique q needs qof q older q adult q patients. q According q to q complexity q principles, q what
q would q be q the q best qapproach q to q take q in q making q this q change?
a. Leverage q the q hierarchical q management q position q to q get q unit
q staff qinvolved q in assessment q and q planning.
Qg
b. Engage q involved q staff q at q all q levels q in q the q decision-making q process.
c. Focus q the q assessment q on q the q unit, q and q omit q the q hospital
q and qcommunityenvironment.
d. Hire q a q geriatric q specialist q to q oversee q and q control q the q project.
ANSWER: B
Complexity q theory q suggests q that q systems q interact q and q adapt q and q that q decision
q making q occurs throughout q the q systems, q as q opposed q to q being q held q in q a
Qg
q hierarchy. q In qcomplexity q theory, q everybody’s q opinion q counts; q therefore, q all
q levels q of q staff q would qbe q involved q in q decision q making.
DIF: Cognitive q Level: q Apply REF:
q Page q14 TOP:
Qg Nursing
q Process: q Implementation
.
U qSq medical/surgical
2. A q unit q manager q of q a q 25-bed qN qT O q area q receives q a q phone q call q from q a
q nurse qwho q has
called q in q sick q five q times q in q the q past q month. q He q tells q the q manager q that q he
q very q much qwants q to q come q to q work q when q scheduled, q but q must q often q care q for
q his q wife, q who q is qundergoing q treatmentfor q breast q cancer. q In q the q practice q of q a
q strengths-based q nursing qleader, q what q would q be q the q best q approach q to
q satisfying q the q needs q of q this q nurse, qother q staff, q and q patients?
a. Line q up q agency q nurses q who q can q be q called q in q to q work q on q short q notice.
b. Place q the q nurse q on q unpaid q leave q for q the q remainder q of q his q wife’s q treatment.
c. Sympathize q with q the q nurse’s q dilemma q and q let q the q charge q nurse
q know q that qthis q nursemay q be q calling q in q frequently q in q the q future.
d. Work q with q the q nurse, q staffing q office, q and q other q nurses q to
q arrange q his qscheduleddays q off q around q his q wife’s q treatments.
ANSWER: q q D
Placing q the q nurse q on q unpaid q leave q may q threaten q physiologic q needs q and
q demotivate q the q nurse. Unsatisfactory q coverage q of q shifts q on q short q notice q could
Qg
q affect q patient q care qand q threaten q staff q members’ q sense q of q competence.
q Strengths-based q nurse q leaders qhonour q the q uniqueness q of q individuals, q teams,
q systems, q and q organizations; q therefore qarranging q the q schedule q around q the q wife’s
q needs q would q result q in q a q win-win
situation, q also q creating q a q work q environment q that q promotes q the q health q of q all
q the qnurses q and q facilitates q their q development.
