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