Test Bank For Yoder-Wise’s Leading And Managing
In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TESTt BANKt FORt YODER-
WISE’StLEADINGtANDtMANAGINGtINtCANADIANtNURSING,t2NDEDITION,tPATRtICI
AtS.tYODER-WISE,tJANICEtWADDELL,tNANCYtWALTON,
ISBN:t9781771721684,
ISBN:t9781771721745,
ISBN:t9781771721677
TabletoftContentstPat
rttI:tCoretConceptsOt
verview
1. Leading,tManaging,t andt Following
2. Developingtthet Rolet oft Leader
3. Developingtthet Rolet oft Manager
4. Nursingt Leadershipt andt Indigenoust Health
5. Patientt Focus
Context
6. Ethicalt Issues
7. Legalt Issues
8. MakingtDecisionst andt SolvingtProblems
9. HealthtCaret Organizations
10. Understandingtandt DesigningtOrganizationalt Structures
11. Culturalt Diversitytint Healtht Care
12. Power,tPolitics,t andt Influence
ParttII:tManagingt Resources
13. Caring,tCommunicating,t andt Managingt witht Technology
14. Managingt Costst andt Budgets
15. CaretDeliverytStrategies
16. Staffingtandt Schedulingt (availablet onlytont Evolve)
17. Selecting,t Developing,t andt EvaluatingtStafft (availablet onlytont Evolve)
,ParttIII:tChangingt thet Statust Quo
18. StrategictPlanning,t Goal-Setting,t andt Marketing
19. NursestLeadingtChange:tAtRelationaltEmancipatorytFrameworktfortHealthtandtSocitalA
ction
20. BuildingtTeamst Throught Communicationt andt Partnerships
21. CollectivetNursingtAdvocacy
22. UnderstandingtQuality,t Risk,t andt Safety
23. TranslatingtResearcht intot Practice
ParttIV:tInterpersonalt andt Personalt Skills
Interpersonal
24. Understandingtandt ResolvingtConflict
25. ManagingtPersonal/Personnelt Problems
26. WorkplacetViolencet andt Incivility
27. Intertandt IntraprofessionaltPracticetandt LeadingtintProfessionalt Practicet Settings
Personal
28. Rolet Transition
29. Self-Management:tStresst andtTime
Future
30. Thrivingtfort thet Future
31. Leadingtandt Managingt Yourt Career
32. NursingtStudentst ast Leaders
, Chaptert01:tLeading,tManaging,tandtFollowingtWadde
ll/Walton:tYoder-
Wise’stLeadingtandtManagingtintCanadiantNursing,tSecondEdition
MULTIPLEt CHOICE
1. At nurset managert oft at 20-
bedtmedicaltunittfindstthatt80%toftthetpatientstaretoldertadults.tSheistaskedttotassesstandtadapttth
etunitttotbettertmeettthetuniquetneedstoftoldertadulttpatients.tAccordingttotcompletxitytprinciples,
twhattwouldtbetthetbesttapproachttottaketintmakingtthistchange?
a. Leveragetthethierarchicaltmanagementtpositionttotgettunittstafftinvolvedtitnas
sessmenttandtplanning.
b. Engagetinvolvedt stafft att allt levelst int thet decision-makingt process.
c. Focustthetassessmenttontthetunit,tandtomittthethospitaltandtcommunittyen
vironment.
d. Hiretat geriatrict specialistt tot overseet andt controlt thetproject.
ANSWER:t B
Complexityttheorytsuggeststthattsystemstinteracttandtadapttandtthattdecisiontmakingtoccutrsthro
ughouttthetsystems,tastopposedttotbeingtheldtintathierarchy.tIntcomplexityttheory,tetverybody’sto
piniontcounts;ttherefore,talltlevelstoftstafftwouldtbetinvolvedtintdecisiontmatking.
DIF: Cognitivet Level:t Apply
REF:t Paget 14tTOP:t Nursingt Process:t Implementa
tion
2. USNT . O
Atunittmanagertoftat25-
bedtmedical/surgicaltareatreceivestatphonetcalltfromtatnursetwhothastcalledt int sicktfivettimest int thetpa
stt month.t Hettellst thetmanagertthatt hetverytmuchtwantst t
otcomettotworktwhentscheduled,tbuttmusttoftentcaretforthistwife,twhotistundergoingttreattmentfo
rtbreasttcancer.tIntthetpracticetoftatstrengths-
basedt nursingt leader,t whatt wouldt bet thet bestt approacht tot satisfyingt thet needst oft thist nurse
,t othert staff,t andt patients?
a. Linetupt agencyt nursest whot cant bet calledt int tot workt ont shortt notice.
b. Placetthet nurset ont unpaidt leavet fort thet remaindert oft hist wife’st treatment.
c. Sympathizetwithtthetnurse’stdilemmatandtlettthetchargetnursetknowtthattthistnurtsema
ytbetcallingtintfrequentlytintthetfuture.
d. Worktwithtthetnurse,tstaffingtoffice,tandtothertnursesttotarrangethistschedultedda
ystofftaroundthistwife’sttreatments.
ANSWER:Nt D
Placingtthetnursetontunpaidtleavetmaytthreatentphysiologictneedstandtdemotivatetthetnurste.Un
satisfactorytcoveragetoftshiftstontshorttnoticetcouldtaffecttpatienttcaretandtthreatentsttafftmemb
ers’tsensetoftcompetence.tStrengths-
basedtnursetleadersthonourtthetuniquenesstoftindividuals,tteams,tsystems,tandtorganizatiotns;tt
hereforetarrangingtthetscheduletaroundtthetwife’stneedstwouldtresulttintatwin-
wintsituation,talsotcreatingtatworktenvironmenttthattpromotestthethealthtoftalltthetnursestandtfa
cilitatesttheirtdevelopment.
DIF:t t Cognitivet Level:t Analyze
REF:t Paget 6tTOP:t Nursingt Process:t Implementa
tion
In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TESTt BANKt FORt YODER-
WISE’StLEADINGtANDtMANAGINGtINtCANADIANtNURSING,t2NDEDITION,tPATRtICI
AtS.tYODER-WISE,tJANICEtWADDELL,tNANCYtWALTON,
ISBN:t9781771721684,
ISBN:t9781771721745,
ISBN:t9781771721677
TabletoftContentstPat
rttI:tCoretConceptsOt
verview
1. Leading,tManaging,t andt Following
2. Developingtthet Rolet oft Leader
3. Developingtthet Rolet oft Manager
4. Nursingt Leadershipt andt Indigenoust Health
5. Patientt Focus
Context
6. Ethicalt Issues
7. Legalt Issues
8. MakingtDecisionst andt SolvingtProblems
9. HealthtCaret Organizations
10. Understandingtandt DesigningtOrganizationalt Structures
11. Culturalt Diversitytint Healtht Care
12. Power,tPolitics,t andt Influence
ParttII:tManagingt Resources
13. Caring,tCommunicating,t andt Managingt witht Technology
14. Managingt Costst andt Budgets
15. CaretDeliverytStrategies
16. Staffingtandt Schedulingt (availablet onlytont Evolve)
17. Selecting,t Developing,t andt EvaluatingtStafft (availablet onlytont Evolve)
,ParttIII:tChangingt thet Statust Quo
18. StrategictPlanning,t Goal-Setting,t andt Marketing
19. NursestLeadingtChange:tAtRelationaltEmancipatorytFrameworktfortHealthtandtSocitalA
ction
20. BuildingtTeamst Throught Communicationt andt Partnerships
21. CollectivetNursingtAdvocacy
22. UnderstandingtQuality,t Risk,t andt Safety
23. TranslatingtResearcht intot Practice
ParttIV:tInterpersonalt andt Personalt Skills
Interpersonal
24. Understandingtandt ResolvingtConflict
25. ManagingtPersonal/Personnelt Problems
26. WorkplacetViolencet andt Incivility
27. Intertandt IntraprofessionaltPracticetandt LeadingtintProfessionalt Practicet Settings
Personal
28. Rolet Transition
29. Self-Management:tStresst andtTime
Future
30. Thrivingtfort thet Future
31. Leadingtandt Managingt Yourt Career
32. NursingtStudentst ast Leaders
, Chaptert01:tLeading,tManaging,tandtFollowingtWadde
ll/Walton:tYoder-
Wise’stLeadingtandtManagingtintCanadiantNursing,tSecondEdition
MULTIPLEt CHOICE
1. At nurset managert oft at 20-
bedtmedicaltunittfindstthatt80%toftthetpatientstaretoldertadults.tSheistaskedttotassesstandtadapttth
etunitttotbettertmeettthetuniquetneedstoftoldertadulttpatients.tAccordingttotcompletxitytprinciples,
twhattwouldtbetthetbesttapproachttottaketintmakingtthistchange?
a. Leveragetthethierarchicaltmanagementtpositionttotgettunittstafftinvolvedtitnas
sessmenttandtplanning.
b. Engagetinvolvedt stafft att allt levelst int thet decision-makingt process.
c. Focustthetassessmenttontthetunit,tandtomittthethospitaltandtcommunittyen
vironment.
d. Hiretat geriatrict specialistt tot overseet andt controlt thetproject.
ANSWER:t B
Complexityttheorytsuggeststthattsystemstinteracttandtadapttandtthattdecisiontmakingtoccutrsthro
ughouttthetsystems,tastopposedttotbeingtheldtintathierarchy.tIntcomplexityttheory,tetverybody’sto
piniontcounts;ttherefore,talltlevelstoftstafftwouldtbetinvolvedtintdecisiontmatking.
DIF: Cognitivet Level:t Apply
REF:t Paget 14tTOP:t Nursingt Process:t Implementa
tion
2. USNT . O
Atunittmanagertoftat25-
bedtmedical/surgicaltareatreceivestatphonetcalltfromtatnursetwhothastcalledt int sicktfivettimest int thetpa
stt month.t Hettellst thetmanagertthatt hetverytmuchtwantst t
otcomettotworktwhentscheduled,tbuttmusttoftentcaretforthistwife,twhotistundergoingttreattmentfo
rtbreasttcancer.tIntthetpracticetoftatstrengths-
basedt nursingt leader,t whatt wouldt bet thet bestt approacht tot satisfyingt thet needst oft thist nurse
,t othert staff,t andt patients?
a. Linetupt agencyt nursest whot cant bet calledt int tot workt ont shortt notice.
b. Placetthet nurset ont unpaidt leavet fort thet remaindert oft hist wife’st treatment.
c. Sympathizetwithtthetnurse’stdilemmatandtlettthetchargetnursetknowtthattthistnurtsema
ytbetcallingtintfrequentlytintthetfuture.
d. Worktwithtthetnurse,tstaffingtoffice,tandtothertnursesttotarrangethistschedultedda
ystofftaroundthistwife’sttreatments.
ANSWER:Nt D
Placingtthetnursetontunpaidtleavetmaytthreatentphysiologictneedstandtdemotivatetthetnurste.Un
satisfactorytcoveragetoftshiftstontshorttnoticetcouldtaffecttpatienttcaretandtthreatentsttafftmemb
ers’tsensetoftcompetence.tStrengths-
basedtnursetleadersthonourtthetuniquenesstoftindividuals,tteams,tsystems,tandtorganizatiotns;tt
hereforetarrangingtthetscheduletaroundtthetwife’stneedstwouldtresulttintatwin-
wintsituation,talsotcreatingtatworktenvironmenttthattpromotestthethealthtoftalltthetnursestandtfa
cilitatesttheirtdevelopment.
DIF:t t Cognitivet Level:t Analyze
REF:t Paget 6tTOP:t Nursingt Process:t Implementa
tion
