TEST BANK Yoder-Wise's Leading and Managing in Canadian Nursing, 2nd Edition by Janice L. Wadell.

TEST BANK
Yoder-Wise's Leading and Managing in Canadian Nursing,
2nd Edition by Janice L. Wadell.

, TEST`BANK`FOR`YODER-
WISE’S`LEADING`AND`MANAGING`IN`CANADIAN`NURSING,`2ND`EDITION,`PATRICIA`S.`
YODER-WISE,`JANICE`WADDELL,`NANCY`WALTON,

ISBN:`9781771721684,
ISBN:`9781771721745,
ISBN:`9781771721677


Table`of`Contents`Par
t`I:`Core`Concepts`Ov
erview
1. Leading,`Managing,`and`Following
2. Developing`the`Role`of`Leader
3. Developing`the`Role`of`Manager
4. Nursing`Leadership`and`Indigenous`Health
5. Patient`Focus


Context
6. Ethical`Issues
7. Legal`Issues
8. Making`Decisions`and`Solving`Problems
9. Health`Care`Organizations
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`Social`
Action
20. Building`Teams`Through`Communication`and`Partnerships
21. Collective`Nursing`Advocacy
22. Understanding`Quality,`Risk,`and`Safety
23. Translating`Research`into`Practice


Part`IV:`Interpersonal`and`Personal`Skills


Interpersonal
24. Understanding`and`Resolving`Conflict
25. Managing`Personal/Personnel`Problems
26. Workplace`Violence`and`Incivility
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

, Yoder-Wise's`Leading`and`Managing`in`Canadian`Nursing`2nd`Edition`Yoder-Wise`Test`Bank

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`is`asked`to`assess`and`ada
pt`the`unit`to`better`meet`the`unique`needs`of`older`adult`patients.`According`to`complexity`pri
nciples,`what`would`be`the`best`approach`to`take`in`making`this`change?
a. Leverage`the`hierarchical`management`position`to`get`unit`staff`involved`in`
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.

ANS:` B
Complexity`theory`suggests`that`systems`interact`and`adapt`and`that`decision`making`occurs`t
hroughout`the`systems,`as`opposed`to`being`held`in`a`hierarchy.`In`complexity`theory,`everyb
ody‘s`opinion`counts;`therefore,`all`levels`of`staff`would`be`involved`in`decision`making.

DIF: Cognitive`Level:`Apply
REF:`Page`14`TOP:` Nursing`Process:`Implementat
ion
UN`S
`R`I`G`B.C`M
`N`T O
2. A`unit`manager`of`a`25-bed`medical/surgical`area`receives`a`phone`call`from`a`nurse`who`has
called`in`sick`five`times`in`the`past`month.`He`tells`the`manager`that`he`very`much`wants`to`co
me`to`work`when`scheduled,`but`must`often`care`for`his`wife,`who`is`undergoing`treatment`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,`ot
her`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`nurse`
may`be`calling`in`frequently`in`the`future.
d. Work`with`the`nurse,`staffing`office,`and`other`nurses`to`arrange`his`scheduled`
days`off`around`his`wife‘s`treatments.
ANS:` D
Placing`the`nurse`on`unpaid`leave`may`threaten`physiologic`needs`and`demotivate`the`nurse.`U
nsatisfactory`coverage`of`shifts`on`short`notice`could`affect`patient`care`and`threaten`staff`me
mbers‘`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`situation,`also`creating`a`work`environment`that`promotes`the`health`of`all`the`nurses`and`
facilitates`their`development.

DIF: Cognitive`Level:`Analyze
REF:`Page`6`TOP:` Nursing`Process:`Implementat
ion