TesT bank FOR:
Yoder-Wise's Leading and
Managing in Canadian Nursing
M
Elizabeth C. Arnold, Kathleen Underman Boggs
ED
2nd Edition
C
O
N
N
O
IS
SE
U
R
, Table of Contents
Part I: Core Concepts
Overview
1. Leading, Managing, and Following
M
2. Developing the Role of Leader
3. Developing the Role of Manager
ED
4. Nursing Leadership and Indigenous Health
5. Patient Focus
Context
C
6. Ethical Issues
7. Legal Issues
O
8. Making Decisions and Solving Problems
9. Health Care Organizations
N
10. Understanding and Designing Organizational Structures
N
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
O
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
IS
14. Managing Costs and Budgets
15. Care Delivery Strategies
SE
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
Part III: Changing the Status Quo
U
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
R
Action
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
Med C File:
, 23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
M
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
ED
26. Workplace Violence and Incivility
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
Personal
C
28. Role Transition
29. Self-Management: Stress and Time
O
Future
30. Thriving for the Future
N
31. Leading and Managing Your Career
32. Nursing Students as Leaders
N
O
IS
SE
U
R
Med C File:
, Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
Edition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
M
is 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 in
ED
assessment and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and community
environment.
d. Hire a geriatric specialist to oversee and control the project.
C
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
O
throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision
making.
N
DIF: Cognitive Level: Apply REF: Page 14
TOP: Nursing Process: Implementation
N R I G B.C M
U S N T areaOreceives a phone call from a nurse who has
N
2. A unit manager of a 25-bed medical/surgical
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 treatment
O
for 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.
IS
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 nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
SE
days off around his wife’s treatments.
ANS: 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
U
individuals, teams, systems, and organizations; therefore arranging the schedule around the
wife’s needs would result in a win-win situation, also creating a work environment that
promotes the health of all the nurses and facilitates their development.
R
DIF: Cognitive Level: Analyze REF: Page 6
TOP: Nursing Process: Implementation
NURSINGTB.COM
Yoder-Wise's Leading and
Managing in Canadian Nursing
M
Elizabeth C. Arnold, Kathleen Underman Boggs
ED
2nd Edition
C
O
N
N
O
IS
SE
U
R
, Table of Contents
Part I: Core Concepts
Overview
1. Leading, Managing, and Following
M
2. Developing the Role of Leader
3. Developing the Role of Manager
ED
4. Nursing Leadership and Indigenous Health
5. Patient Focus
Context
C
6. Ethical Issues
7. Legal Issues
O
8. Making Decisions and Solving Problems
9. Health Care Organizations
N
10. Understanding and Designing Organizational Structures
N
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
O
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
IS
14. Managing Costs and Budgets
15. Care Delivery Strategies
SE
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
Part III: Changing the Status Quo
U
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
R
Action
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
Med C File:
, 23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
M
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
ED
26. Workplace Violence and Incivility
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
Personal
C
28. Role Transition
29. Self-Management: Stress and Time
O
Future
30. Thriving for the Future
N
31. Leading and Managing Your Career
32. Nursing Students as Leaders
N
O
IS
SE
U
R
Med C File:
, Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
Edition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
M
is 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 in
ED
assessment and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and community
environment.
d. Hire a geriatric specialist to oversee and control the project.
C
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
O
throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision
making.
N
DIF: Cognitive Level: Apply REF: Page 14
TOP: Nursing Process: Implementation
N R I G B.C M
U S N T areaOreceives a phone call from a nurse who has
N
2. A unit manager of a 25-bed medical/surgical
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 treatment
O
for 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.
IS
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 nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
SE
days off around his wife’s treatments.
ANS: 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
U
individuals, teams, systems, and organizations; therefore arranging the schedule around the
wife’s needs would result in a win-win situation, also creating a work environment that
promotes the health of all the nurses and facilitates their development.
R
DIF: Cognitive Level: Analyze REF: Page 6
TOP: Nursing Process: Implementation
NURSINGTB.COM
