TEST BANKFORqYODER-WISE’S LEADING AND MANAGING INCANADIAN NURSING, 2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,

, TEST BANKFOR YODER-WISE’S LEADING AND MANAGING INCANADIAN NURSING,
q




2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,

ISBN:509781771721684,
ISBN:509781771721745,
ISBN:509781771721677


Table50of50Contents5
0PartI:Core50Concep

tsOverview
,q




1. Leading,50Managing,50and50Following
2. Developingthe50Role50of50Leader
3. Developingthe50Roleof50Manager
4. Nursing50Leadershipand50Indigenous50Health
5. PatientFocus


Context
6. Ethical50Issues
7. Legal50Issues
8. Making50Decisions50and50SolvingProblems
9. Health50Care50Organizations
10. Understandingand50DesigningOrganizational50Structures
11. Cultural50Diversityin50Health50Care
12. Power,50Politics,50and50Influence


Part50II:50Managing50Resources
13. Caring,50Communicating,50 and50Managingwith50Technology
14. Managing50Costsand50Budgets
15. CareDeliveryStrategies
16. Staffingand50Scheduling(available50onlyon50Evolve)
17. Selecting,50Developing,50and50EvaluatingStaff50(available50onlyon50Evolve)

,Part50III:50Changing50the50Status50Quo
18. Strategic50Planning,50 Goal-Setting,50and50Marketing
19. Nurses50Leading50Change:50A50Relational50EmancipatoryFrameworkfor50Healt
h50and50SocialAction
20. BuildingTeams50Through50 Communication50and50Partnerships
21. Collective50NursingAdvocacy
22. UnderstandingQuality,50 Risk,50and50Safety
23. Translating50Research50into50Practice


Part50IV:50Interpersonal50and50Personal50Skills


Interpersonal
24. Understandingand50ResolvingConflict
25. ManagingPersonal/Personnel50Problems
26. Workplace50Violence50and50Incivility
27. Interand50 Intraprofessional50Practiceand5 0 Leadingin50Professional50Practice50Settings


Personal
28. Role50Transition
29. Self-Management:50Stress50and50Time


Future
30. Thrivingfor50the50Future
31. Leadingand50Managing50Your50Career
32. NursingStudents50as50Leaders

, Yoder-Wise's50Leading50and50Managing50in50Canadian50Nursing502nd50Edition50Yoder-
Wise Test Bank
Chapter5001:50Leading,50Managing,50and50Following
Waddell/Walton:50Yoder-
Wise’s50Leadingand50Managing50in50Canadian50Nursing,50SecondEdition ,q




MULTIPLE50CHOICE

1. Anursemanager50of50a5020-
bed50medical50unit50finds50that5080%50of50the50patients50are50olderadults.50Sheis 50asked50to50as
q,




sess50and50adapt50the50unit50to50better50meet50the50unique50needs50of50older50adult50patient
s.50According50to50complexity50principles,50what50would50be50the50best50approach50to50take50
in50making50this50change?
a. Leveragethehierarchical50management50positionto50getunit50staffinvol
ved50inassessment50and50planning.
,
q




b. Engageinvolved50staff50at50all50levels50in50the50decision-makingprocess.
c. Focus50the50assessment50on50the50unit,50and50omit50the50hos
pital50and50communityenvironment.
d. Hirea50geriatricspecialist50to50oversee50and50control50the50project.

ANS: B
Complexitytheorysuggests50that50systems50interact50and50adapt50and50that50decision50making
50occursthroughout50the50systems,50as50opposed50to50being50held50in50a50hierarchy.50In50complexi
,
q




ty50theory,50everybody‘s50opinion50counts;50therefore,50all50levels50of50staff50would50be50invo
lved50in50decision50making.

DIF: Cognitive50Level:50Apply
REF:50Page5014TOP:5 0 Nursing50Process:50Im
plementation
2. A50unit50manager50of50a NRIGB.CM
25-
USNT O
bed50medical/surgical50area50receives50aphone50call50from50a50nursewho50has50called50in50sic
k50five50times50in50the50past50month.50He50tells50the50manager50that50he50very50much50wants50
to50come50to50work50when50scheduled,50but50must50often50careforhis50wife,50who50is50undergoing
50treatmentfor50breast50cancer.50In50the50practice50of50a50strengths-
,
q




based50nursing50leader,50what50would50be50the50best50approach50to50satisfying50the50needs50
of50this50nurse,50other50staff,50and50patients?
a. Lineup50agencynurses50who50can50be50called50in50to50work50on50short50notice.
b. Placethe50nurseon50unpaid50leaveforthe50remainder50of50his50wife‘s50treatment.
c. Sympathizewith50the50nurse‘s50dilemma50and50let50the50chargenurseknow50t
hat50this50nursem ay50be50calling50in50frequentlyin50the50future.
q,




d. Work50with50the50nurse,50staffing office,50and50othernurses50to50arra
q,




ngehis50scheduledd ays50off50around50his50wife‘s50treatments.
,
q




ANS:5 0 D
Placingthenurseon50unpaid50leavemaythreaten50physiologic50needs50and50demotivatethe50n
urse.Unsatisfactory50coverage50of50shifts50on50short50notice50could50affect50patient50care50and
50threaten50staff50members‘50sense50of50competence.50Strengths-
based50nurse50leaders50honour50the50uniqueness50of50individuals,50teams,50systems,50and50org
anizations;50therefore50arranging50the50schedule50around50the50wife‘s50needs50would50result
50in50a50win-
win50situation,50also50creating50a50work50environment50that50promotes50the50health50of50all
50the50nurses50and50facilitates50their50development.


DIF: Cognitive50Level:50Analyze

NURSINGTB.COM