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Material
TestBankForYoder-Wise’sLeadingAndManagingIn
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bh Canadian Nursing, 2nd Edition, bh bh bh b h
PatriciaS. Yoder-Wise,Chapters 1 -32
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Material
TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2NDEDITION, PATRICIA
bh bh bh bh bh bh bh bh bh bh bh
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
bh
Table of Contents Part
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I: Core Concepts
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Overview
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1. Leading, Managing, and Following bh bh bh
2. Developing the Role of Leader bh bh bh bh
3. Developing the Role of Manager bh bh bh bh
4. Nursing Leadership and Indigenous Health bh bh bh bh
5. Patient Focus bh
Context
6. Ethical Issues bh
7. Legal Issues bh
8. Making Decisions and Solving Problems bh bh bh bh
9. Health Care Organizations bh bh
10. Understanding and Designing Organizational Structures bh bh bh bh
11. Cultural Diversity in Health Care bh bh bh bh
12. Power, Politics, and Influence bh bh bh
Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology bh bh bh bh bh
14. Managing Costs and Budgets bh bh bh
15. Care Delivery Strategies bh bh
16. Staffing and Scheduling (available only on Evolve) bh bh bh bh bh bh
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
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Material
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 bh bh
22. Understanding Quality, Risk, and Safety bh bh bh bh
23. Translating Research into Practice bh bh bh
Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict bh bh bh
25. Managing Personal/Personnel Problems bh b h
26. Workplace Violence and Incivility bh bh bh
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 bh bh bh
Future
30. Thriving for the Future bh bh bh
31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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Material
Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second bh bh bh bh bh bh bh bh
Edition
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MULTIPLE CHOICE bh
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
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Sheis 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?
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a. Leverage the hierarchical management position to get unit staff involved bh bh bh bh bh bh bh bh bh
inassessment and planning.
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b. Engage involved staff at all levels in the decision-making process. bh bh bh bh bh bh bh bh bh
c. Focus the assessment on the unit, and omit the hospital and bh bh bh bh bh bh bh bh bh bh
communityenvironment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: b h B
Complexity theory suggests that systems interact and adapt and that decision making bh bh bh bh bh bh bh bh bh bh bh
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
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theory, everybody’s opinion counts; therefore, all levels of staff would be involved in
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decision making.
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DIF: Cognitive Level: Apply bh bh REF: Page 14 bh bh
TOP: Nursing Process: Implementation
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.
2. A unit manager of a 25-bed medical/surgical area O
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U S N
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T receives a phone call from a nurse who has bh bh bh bh
b
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h b
h
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called in sick five times in the past month. He tells the manager that he very much wants to
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come to work when scheduled, but must often care for his wife, who is undergoing
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treatmentfor breast cancer. In the practice of a strengths-based nursing leader, what
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would be the best approach to satisfying the needs of this nurse, other staff, and patients?
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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 bh bh bh bh bh bh bh bh bh bh bh bh
nursemay 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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scheduleddays off around his wife’s treatments.
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ANSWER: D b h
Placing the nurse on unpaid leave may threaten physiologic
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needs and demotivate the nurse. Unsatisfactory coverage of shifts
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on short notice could
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affect patient care and threaten staff members’ sense of
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b competence. Strengths- based nurse leaders honour the uniqueness of
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b individuals, teams, systems, and organizations; therefore arranging the
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b schedule around the wife’s needs would result in a win-win
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b situation, also creating a work environment that promotes the
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b health of all the nurses and facilitates their development.
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DIF: Cognitive Level: Analyze b h b h REF:
Page 6 TOP:
b h bh bh Nursing
Process: Implementation
b h b h
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Distribution of this document is illegal bh bh bh bh bh extra per year? bh bh
bh bh bh bh bh bh bh bh bh
Material
TestBankForYoder-Wise’sLeadingAndManagingIn
h
b bh bh bh bh bh bh bh
bh Canadian Nursing, 2nd Edition, bh bh bh b h
PatriciaS. Yoder-Wise,Chapters 1 -32
bh bh h
b bh bh bh
Downloaded by: Bookista |
bh bh bh bh Want to earn $1.236
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Distribution of this document is illegal
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, Stuvia.com - The Marketplace to Buy and Sell your Study
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Material
TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2NDEDITION, PATRICIA
bh bh bh bh bh bh bh bh bh bh bh
S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
bh bh bh bh bh bh
ISBN: 9781771721684,
bh
ISBN: 9781771721745,
bh
ISBN: 9781771721677
bh
Table of Contents Part
bh bh bh
I: Core Concepts
bh bh bh
Overview
bh
1. Leading, Managing, and Following bh bh bh
2. Developing the Role of Leader bh bh bh bh
3. Developing the Role of Manager bh bh bh bh
4. Nursing Leadership and Indigenous Health bh bh bh bh
5. Patient Focus bh
Context
6. Ethical Issues bh
7. Legal Issues bh
8. Making Decisions and Solving Problems bh bh bh bh
9. Health Care Organizations bh bh
10. Understanding and Designing Organizational Structures bh bh bh bh
11. Cultural Diversity in Health Care bh bh bh bh
12. Power, Politics, and Influence bh bh bh
Part II: Managing Resources
bh bh bh
13. Caring, Communicating, and Managing with Technology bh bh bh bh bh
14. Managing Costs and Budgets bh bh bh
15. Care Delivery Strategies bh bh
16. Staffing and Scheduling (available only on Evolve) bh bh bh bh bh bh
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
bh bh bh bh bh bh bh bh
Downloaded by: Bookista |
bh bh bh bh Want to earn $1.236
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Distribution of this document is illegal
bh bh bh bh bh extra per year?
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, Stuvia.com - The Marketplace to Buy and Sell your Study bh bh bh bh bh bh bh bh bh
Material
Part III: Changing the Status Quo
bh bh bh bh bh
18. Strategic Planning, Goal-Setting, and Marketing
bh bh bh bh
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
bh bh bh bh bh bh bh bh bh bh
Action
bh
20. Building Teams Through Communication and Partnerships
bh bh bh bh bh
21. Collective Nursing Advocacy bh bh
22. Understanding Quality, Risk, and Safety bh bh bh bh
23. Translating Research into Practice bh bh bh
Part IV: Interpersonal and Personal Skills
bh bh bh bh bh
Interpersonal
24. Understanding and Resolving Conflict bh bh bh
25. Managing Personal/Personnel Problems bh b h
26. Workplace Violence and Incivility bh bh bh
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
bh bh bh bh bh bh bh bh bh
Personal
28. Role Transition
bh
29. Self-Management: Stress and Time bh bh bh
Future
30. Thriving for the Future bh bh bh
31. Leading and Managing Your Career
bh bh bh bh
32. Nursing Students as Leaders
bh bh bh
Downloaded by: Bookista | bh bh bh bh Want to earn $1.236
bh bh bh
Distribution of this document is illegal
bh bh bh bh bh extra per year?
bh bh
, Stuvia.com - The Marketplace to Buy and Sell your Study bh bh bh bh bh bh bh bh bh
Material
Chapter 01: Leading, Managing, and Following
bh bh bh bh bh
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second bh bh bh bh bh bh bh bh
Edition
bh
MULTIPLE CHOICE bh
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh
Sheis asked to assess and adapt the unit to better meet the unique needs of older adult
bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh
patients. According to complexity principles, what would be the best approach to take in
bh bh bh bh bh bh bh bh bh bh bh bh bh bh
making this change?
bh bh bh
a. Leverage the hierarchical management position to get unit staff involved bh bh bh bh bh bh bh bh bh
inassessment and planning.
bh bh bh
b. Engage involved staff at all levels in the decision-making process. bh bh bh bh bh bh bh bh bh
c. Focus the assessment on the unit, and omit the hospital and bh bh bh bh bh bh bh bh bh bh
communityenvironment.
bh
d. Hire a geriatric specialist to oversee and control the project.
bh bh bh bh bh bh bh bh bh
ANSWER: b h B
Complexity theory suggests that systems interact and adapt and that decision making bh bh bh bh bh bh bh bh bh bh bh
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
bh bh bh bh bh bh bh bh bh bh bh bh bh
theory, everybody’s opinion counts; therefore, all levels of staff would be involved in
bh bh bh bh bh bh bh bh bh bh bh bh bh
decision making.
bh bh
DIF: Cognitive Level: Apply bh bh REF: Page 14 bh bh
TOP: Nursing Process: Implementation
bh b h bh bh
.
2. A unit manager of a 25-bed medical/surgical area O
bh
U S N
bh
T receives a phone call from a nurse who has bh bh bh bh
b
h b
h b
h
bh bh bh bh bh bh bh bh bh bh
called in sick five times in the past month. He tells the manager that he very much wants to
bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh
come to work when scheduled, but must often care for his wife, who is undergoing
bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh
treatmentfor breast cancer. In the practice of a strengths-based nursing leader, what
bh bh bh bh bh bh bh bh bh bh bh bh
would be the best approach to satisfying the needs of this nurse, other staff, and patients?
bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh bh
a. Line up agency nurses who can be called in to work on short notice.
bh bh bh bh bh bh bh bh bh bh bh bh bh
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
bh bh bh bh bh bh bh bh bh bh bh bh
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this bh bh bh bh bh bh bh bh bh bh bh bh
nursemay be calling in frequently in the future.
bh bh bh bh bh bh bh bh
d. Work with the nurse, staffing office, and other nurses to arrange his
bh bh bh bh bh bh bh bh bh bh bh
scheduleddays off around his wife’s treatments.
bh bh bh bh bh bh
ANSWER: D b h
Placing the nurse on unpaid leave may threaten physiologic
b h b h b h b h b h b h b h b h
needs and demotivate the nurse. Unsatisfactory coverage of shifts
b h b h bh b h b h bh b h b h b h
on short notice could
b h b h b h b h
affect patient care and threaten staff members’ sense of
b h b h b h b h b h b h b h b h
b competence. Strengths- based nurse leaders honour the uniqueness of
h b h bh b h b h b h b h b h b h
b individuals, teams, systems, and organizations; therefore arranging the
h b h b h b h bh b h b h b h
b schedule around the wife’s needs would result in a win-win
h b h b h b h b h b h bh b h b h b h
b situation, also creating a work environment that promotes the
h b h b h b h b h b h b h b h b h
b health of all the nurses and facilitates their development.
h b h b h b h b h b h b h b h b h
DIF: Cognitive Level: Analyze b h b h REF:
Page 6 TOP:
b h bh bh Nursing
Process: Implementation
b h b h
Downloaded by: Bookista | bh bh bh bh Want to earn $1.236 bh bh bh
Distribution of this document is illegal bh bh bh bh bh extra per year? bh bh
