TEST BANK FOR
Yoder-Wise's Leading and Managing in Canadian Nursing
Author: Nancy Walton
3rd Edition
, TABLE OF CONTENT
Part I: Core Concepts Overview
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
,Chapter 01: Yoder-Wise: Leading And Managing In Nursing,3rd
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 Adapt The Unit To Better Meet The Unique Needs
Of The Older Adult Patient. Using Complexity Principles, What Would Be The Best
Approach To Take For Implementation Of 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 Throughout The Systems, As Opposed To Being Held In A Hierarchy. In
Complexity Theory, Every Voice Counts, And Therefore, All Levels Of Staff Would Be
Involved In Decision Making.
TOP: AONE Competency: Communication And Relationship-Building
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
Come To Work When Scheduled But Must Often Care For His Wife, Who Is Undergoing
Treatment
For Breast Cancer. According To Maslow’s Need Hierarchy Theory, 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.
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 The Nurse’s Capacity To Meet
Physiologic Needs And Demotivate The Nurse. Unsatisfactory Coverage Of Shifts On Short
Notice Could Affect Patient Care And Threaten The Needs Of Staff To Feel Competent.
Arranging The Schedule Around The Wife’s Needs Meets The Needs Of The Staff And Of
Patients While Satisfying The Nurse’s Need For Affiliation.
TOP: AONE Competency: Communication And Relationship-Building
3. A Grievance Brought By A Staff Nurse Against The Unit Manager Requires
Mediation. At The First Mediation Session, The Staff Nurse Repeatedly Calls The
Unit Manager’s Actions Unfair, And The Unit Manager Continues To Reiterate The
Reasons For The Actions. What Would Be The Best Course Of Action At This
Time?
a. Send The Two Disputants Away To Reach Their Own Resolution.
b. Involve Another Staff Nurse In The Discussion For Clarity Issues.
c. Ask Each Party To Examine Their Own Motives And Issues In The Conflict.
d. Continue To Listen As The Parties Repeat Their Thoughts And Feelings
About The Conflict.
ANS: C
For Resolution Of Conflict, One Should Address The Interests And Involvement Of
Participants In The Conflict By Examining The Real Issues Of All Parties.
TOP: AONE Competency: Communication And Relationship-Building
4. At A Second Negotiation Session, The Unit Manager And Staff Nurse Are Unable
To Reach A Resolution. What Is The Appropriate Next Step?
a. Arrange Another Meeting In A Week’s Time So As To Allow A Cooling-Off Period.
b. Elevate The Next Negation Session To The Next Manager, One Level Above.
c. Insist That Participants Continue To Talk Until A Resolution Has Been Reached.
d. Back The Unit Manager’s Actions And End The Dispute.
ANS: B
Part Of Leadership Is Understanding Conflict Resolution And Ability To Negotiate And
Manage For Resolution Of Issues And Concerns. This Situation Has Failed A Second
Negotiation Session, Elevation To A Manager With Additional Training To Facilitate
Conflict Resolution Is Important At This Point.
TOP: AONE Competency: Communication And Relationship-Building
5. The Manager Of A Surgical Area Has A Vision For The Future That Requires The
Addition Of RN Assistants Or Unlicensed Persons To Feed, Bathe, And Ambulate
Patients. The Rns On The Staff
Yoder-Wise's Leading and Managing in Canadian Nursing
Author: Nancy Walton
3rd Edition
, TABLE OF CONTENT
Part I: Core Concepts Overview
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
,Chapter 01: Yoder-Wise: Leading And Managing In Nursing,3rd
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 Adapt The Unit To Better Meet The Unique Needs
Of The Older Adult Patient. Using Complexity Principles, What Would Be The Best
Approach To Take For Implementation Of 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 Throughout The Systems, As Opposed To Being Held In A Hierarchy. In
Complexity Theory, Every Voice Counts, And Therefore, All Levels Of Staff Would Be
Involved In Decision Making.
TOP: AONE Competency: Communication And Relationship-Building
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
Come To Work When Scheduled But Must Often Care For His Wife, Who Is Undergoing
Treatment
For Breast Cancer. According To Maslow’s Need Hierarchy Theory, 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.
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 The Nurse’s Capacity To Meet
Physiologic Needs And Demotivate The Nurse. Unsatisfactory Coverage Of Shifts On Short
Notice Could Affect Patient Care And Threaten The Needs Of Staff To Feel Competent.
Arranging The Schedule Around The Wife’s Needs Meets The Needs Of The Staff And Of
Patients While Satisfying The Nurse’s Need For Affiliation.
TOP: AONE Competency: Communication And Relationship-Building
3. A Grievance Brought By A Staff Nurse Against The Unit Manager Requires
Mediation. At The First Mediation Session, The Staff Nurse Repeatedly Calls The
Unit Manager’s Actions Unfair, And The Unit Manager Continues To Reiterate The
Reasons For The Actions. What Would Be The Best Course Of Action At This
Time?
a. Send The Two Disputants Away To Reach Their Own Resolution.
b. Involve Another Staff Nurse In The Discussion For Clarity Issues.
c. Ask Each Party To Examine Their Own Motives And Issues In The Conflict.
d. Continue To Listen As The Parties Repeat Their Thoughts And Feelings
About The Conflict.
ANS: C
For Resolution Of Conflict, One Should Address The Interests And Involvement Of
Participants In The Conflict By Examining The Real Issues Of All Parties.
TOP: AONE Competency: Communication And Relationship-Building
4. At A Second Negotiation Session, The Unit Manager And Staff Nurse Are Unable
To Reach A Resolution. What Is The Appropriate Next Step?
a. Arrange Another Meeting In A Week’s Time So As To Allow A Cooling-Off Period.
b. Elevate The Next Negation Session To The Next Manager, One Level Above.
c. Insist That Participants Continue To Talk Until A Resolution Has Been Reached.
d. Back The Unit Manager’s Actions And End The Dispute.
ANS: B
Part Of Leadership Is Understanding Conflict Resolution And Ability To Negotiate And
Manage For Resolution Of Issues And Concerns. This Situation Has Failed A Second
Negotiation Session, Elevation To A Manager With Additional Training To Facilitate
Conflict Resolution Is Important At This Point.
TOP: AONE Competency: Communication And Relationship-Building
5. The Manager Of A Surgical Area Has A Vision For The Future That Requires The
Addition Of RN Assistants Or Unlicensed Persons To Feed, Bathe, And Ambulate
Patients. The Rns On The Staff
