, TEST BANKFOR YODER-WISE’S LEADING AND MANAGING INCANADIAN NURSING,
q,
2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
PartI:Core
ConceptsOverview
q
,
1. Leading, Managing, and Following
2. Developingthe Role of Leader
3. Developingthe Roleof Manager
4. Nursing Leadershipand Indigenous Health
5. Patient Focus
q,
Context
6. Ethical Issues
7. Legal Issues
8. Making Decisions and SolvingProblems
q,
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
q, q,
11. Cultural Diversityin Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managingwith Technology
14. Managing Costsand Budgets
15. CareDeliveryStrategies
16. Staffingand Scheduling(available onlyon Evolve)
17. Selecting, Developing, and EvaluatingStaff (available onlyon Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational EmancipatoryFrameworkfor Health and
SocialAction
20. BuildingTeams Through Communication and Partnerships
21. Collective NursingAdvocacy
22. Understanding Quality, Risk, and Safety
q,
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understandingand Resolving Conflict
q,
25. Managing Personal/Personnel Problems
q,
26. Workplace Violence and Incivility
27. Interand Intraprofessional Practiceand Leading in Professional Practice Settings
q, q,
Personal
28. Role Transition
29. Self-Management: Stress and Time
q,
Future
30. Thrivingfor the Future
31. Leading and Managing Your Career
q,
32. Nursing Students as Leaders
q,
, 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 Leadingand Managing in Canadian Nursing,
SecondEdition
q
,
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are olderadults. Shei s
q,
asked to assess and adapt the unit to better meet the unique needs of older adult patients.
According to complexity principles, what would be the best approach to take in making this
change?
a. Leveragethehierarchical management positionto getunit staffinvolved
inassessment and planning.
,
q
b. Engageinvolved staff at all levels in the decision-makingprocess.
c. Focus the assessment on the unit, and omit the hospital and
communityenvironment.
d. Hirea geriatricspecialist to oversee and control the project.
ANS: B
Complexitytheorysuggests that systems interact and adapt and that decision making
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity theory,
,
q
everybody‘s opinion counts; therefore, all levels of staff would be involved in decision
making.
DIF: Cognitive Level: Apply REF: Page
14TOP: Nursing Process: Implementation
2. A unit manager of a USNNRTIGB.CM O
q
, q
,
25-bed medical/surgical area receives aphone call from a nursewho has
q,
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 careforhis wife, who is undergoing treatmentfor q,
breast cancer. In the practice of a strengths-based nursing leader, what would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Lineup agencynurses who can be called in to work on short notice.
b. Placethe nurseon unpaid leaveforthe remainder of his wife‘s treatment.
c. Sympathizewith the nurse‘s dilemma and let the chargenurseknow that this
nursem ay be calling in frequentlyin the future.
q,
d. Work with the nurse, staffing office, and othernurses to arrangehis
q,
scheduleddays off around his wife‘s treatments.
,
q
ANS: D
Placingthenurseon unpaid leavemaythreaten physiologic needs and demotivatethe
nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and threaten
staff members‘ 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
6TOP: Nursing Process: Implementation
NURSINGTB.COM
q,
2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
PartI:Core
ConceptsOverview
q
,
1. Leading, Managing, and Following
2. Developingthe Role of Leader
3. Developingthe Roleof Manager
4. Nursing Leadershipand Indigenous Health
5. Patient Focus
q,
Context
6. Ethical Issues
7. Legal Issues
8. Making Decisions and SolvingProblems
q,
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
q, q,
11. Cultural Diversityin Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managingwith Technology
14. Managing Costsand Budgets
15. CareDeliveryStrategies
16. Staffingand Scheduling(available onlyon Evolve)
17. Selecting, Developing, and EvaluatingStaff (available onlyon Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational EmancipatoryFrameworkfor Health and
SocialAction
20. BuildingTeams Through Communication and Partnerships
21. Collective NursingAdvocacy
22. Understanding Quality, Risk, and Safety
q,
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understandingand Resolving Conflict
q,
25. Managing Personal/Personnel Problems
q,
26. Workplace Violence and Incivility
27. Interand Intraprofessional Practiceand Leading in Professional Practice Settings
q, q,
Personal
28. Role Transition
29. Self-Management: Stress and Time
q,
Future
30. Thrivingfor the Future
31. Leading and Managing Your Career
q,
32. Nursing Students as Leaders
q,
, 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 Leadingand Managing in Canadian Nursing,
SecondEdition
q
,
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are olderadults. Shei s
q,
asked to assess and adapt the unit to better meet the unique needs of older adult patients.
According to complexity principles, what would be the best approach to take in making this
change?
a. Leveragethehierarchical management positionto getunit staffinvolved
inassessment and planning.
,
q
b. Engageinvolved staff at all levels in the decision-makingprocess.
c. Focus the assessment on the unit, and omit the hospital and
communityenvironment.
d. Hirea geriatricspecialist to oversee and control the project.
ANS: B
Complexitytheorysuggests that systems interact and adapt and that decision making
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity theory,
,
q
everybody‘s opinion counts; therefore, all levels of staff would be involved in decision
making.
DIF: Cognitive Level: Apply REF: Page
14TOP: Nursing Process: Implementation
2. A unit manager of a USNNRTIGB.CM O
q
, q
,
25-bed medical/surgical area receives aphone call from a nursewho has
q,
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 careforhis wife, who is undergoing treatmentfor q,
breast cancer. In the practice of a strengths-based nursing leader, what would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Lineup agencynurses who can be called in to work on short notice.
b. Placethe nurseon unpaid leaveforthe remainder of his wife‘s treatment.
c. Sympathizewith the nurse‘s dilemma and let the chargenurseknow that this
nursem ay be calling in frequentlyin the future.
q,
d. Work with the nurse, staffing office, and othernurses to arrangehis
q,
scheduleddays off around his wife‘s treatments.
,
q
ANS: D
Placingthenurseon unpaid leavemaythreaten physiologic needs and demotivatethe
nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and threaten
staff members‘ 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
6TOP: Nursing Process: Implementation
NURSINGTB.COM
