, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN
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NURSING, 3rdEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL,
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NANCY WALTON, kk kk
ISBN: 978 77 72 684,
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ISBN: 978 77 72 745,
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ISBN: 978 77 72 677
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Table of Contents
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kk Part I: Core
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Concepts Overview
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1. Leading, Managing, and Followingkk kk kk
2. Developing the Role of Leader kk kk kk kk
3. Developing the Role of Manager kk kk kk kk
4. Nursing Leadership and Indigenous Health
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5. Patient Focus kk
Context
6. Ethical Issues kk
7. Legal Issues kk
8. Making Decisions and Solving Problems
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9. Health Care Organizations
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10. Understanding and Designing Organizational Structures kk kk kk kk
11. Cultural Diversity in Health Care kk kk kk kk
12. Power, Politics, and Influence
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Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets kk kk kk
15. Care Delivery Strategies
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16. Staffing and Scheduling (available only on Evolve)
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17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
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,Part III: Changing the Status Quo
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18. Strategic Planning, Goal-Setting, and Marketing
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19. Nurses Leading Change: A Relational Emancipatory Framework for Health and
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Social Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy kk kk
22. Understanding Quality, Risk, and Safety kk kk kk kk
23. Translating Research into Practice kk kk kk
Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict kk kk kk
25. Managing Personal/Personnel Problemskk kk
26. Workplace Violence and Incivility kk kk kk
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time kk kk kk
Future
30. Thriving for the Future kk kk kk
31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test
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Bank
Chapter 0 : Leading, Managing, and Following
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MULTIPLE CHOICE kk
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
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She is asked to assess and adapt the unit to better meet the unique needs of older
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adult patients. According to complexity principles, what would be the best approach to
kk kk kk kk kk kk kk kk kk kk kk kk kk
take in making this change?
kk kk kk kk kk
a. Leverage the hierarchical management position to get unit staff involved
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in assessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit, and omit the hospital and
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community environment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANS: k k B
Complexity theory suggests that systems interact and adapt and that decision making
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occurs throughout the systems, as opposed to being held in a hierarchy. In complexity
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theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
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decision making.
kk kk
DIF: Cognitive Level: Apply REF: Page kk kk kk
4 TOP: Nursing Process: Implementation
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N R I G B.C M
USNT O receives a phone call from a nurse who has
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2. A unit manager of a 25-bed medical/surgical
kk kk area kk kk kk kk
kk kk kk
kk kk kk kk kk kk kk kk kk kk
called in sick five times in the past month. He tells the manager that he very much
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wants to come to work when scheduled, but must often care for his wife, who is
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undergoing treatment for breast cancer. In the practice of a strengths-based nursing
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leader, what would be the best approach to satisfying the needs of this nurse, other
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staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this
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nurse may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his
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scheduled days off around his wife‘s treatments.
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ANS: D kk
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
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nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and
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threaten staff members‘ sense of competence. Strengths-based nurse leaders honour the
kk kk kk kk kk kk kk kk kk kk kk
uniqueness of individuals, teams, systems, and organizations; therefore arranging the
kk kk kk kk kk kk kk kk kk kk
schedule around the wife‘s needs would result in a win-win situation, also creating a
kk kk kk kk kk kk kk kk kk kk kk kk kk kk
work environment that promotes the health of all the nurses and facilitates their
kk kk kk kk kk kk kk kk kk kk kk kk kk
development.
kk
DIF: Cognitive Level: Analyze REF: Page kk kk kk
6 TOP: Nursing Process: Implementation
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NURSINGTB.COM
kk kk kk kk kk kk kk kk
NURSING, 3rdEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL,
kk kk kk kk kk kk kk
NANCY WALTON, kk kk
ISBN: 978 77 72 684,
kk x kk kk
ISBN: 978 77 72 745,
kk x kk kk
ISBN: 978 77 72 677
kk x kk kk
Table of Contents
kk kk
kk Part I: Core
kk kk
Concepts Overview
kk kk
1. Leading, Managing, and Followingkk kk kk
2. Developing the Role of Leader kk kk kk kk
3. Developing the Role of Manager kk kk kk kk
4. Nursing Leadership and Indigenous Health
kk kk kk kk
5. Patient Focus kk
Context
6. Ethical Issues kk
7. Legal Issues kk
8. Making Decisions and Solving Problems
kk kk kk kk
9. Health Care Organizations
kk kk
10. Understanding and Designing Organizational Structures kk kk kk kk
11. Cultural Diversity in Health Care kk kk kk kk
12. Power, Politics, and Influence
kk kk kk
Part II: Managing Resources
kk kk kk
13. Caring, Communicating, and Managing with Technology
kk kk kk kk kk
14. Managing Costs and Budgets kk kk kk
15. Care Delivery Strategies
kk kk
16. Staffing and Scheduling (available only on Evolve)
kk kk kk kk kk kk
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
kk kk kk kk kk kk kk kk
,Part III: Changing the Status Quo
kk kk kk kk kk
18. Strategic Planning, Goal-Setting, and Marketing
kk kk kk kk
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and
kk kk kk kk kk kk kk kk kk
Social Action
kk kk
20. Building Teams Through Communication and Partnerships
kk kk kk kk kk
21. Collective Nursing Advocacy kk kk
22. Understanding Quality, Risk, and Safety kk kk kk kk
23. Translating Research into Practice kk kk kk
Part IV: Interpersonal and Personal Skills
kk kk kk kk kk
Interpersonal
24. Understanding and Resolving Conflict kk kk kk
25. Managing Personal/Personnel Problemskk kk
26. Workplace Violence and Incivility kk kk kk
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
kk kk kk kk kk kk kk kk kk
Personal
28. Role Transition
kk
29. Self-Management: Stress and Time kk kk kk
Future
30. Thriving for the Future kk kk kk
31. Leading and Managing Your Career
kk kk kk kk
32. Nursing Students as Leaders
kk kk kk
, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test
kk kk kk kk kk kk kk kk kk kk
Bank
Chapter 0 : Leading, Managing, and Following
kk kk kk kk kk kk
MULTIPLE CHOICE kk
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk
She is asked to assess and adapt the unit to better meet the unique needs of older
kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk
adult patients. According to complexity principles, what would be the best approach to
kk kk kk kk kk kk kk kk kk kk kk kk kk
take in making this change?
kk kk kk kk kk
a. Leverage the hierarchical management position to get unit staff involved
kk kk kk kk kk kk kk kk kk
in assessment and planning.
kk kk kk kk
b. Engage involved staff at all levels in the decision-making process.
kk kk kk kk kk kk kk kk kk
c. Focus the assessment on the unit, and omit the hospital and
kk kk kk kk kk kk kk kk kk kk
community environment.
kk kk
d. Hire a geriatric specialist to oversee and control the project.
kk kk kk kk kk kk kk kk kk
ANS: k k B
Complexity theory suggests that systems interact and adapt and that decision making
kk kk kk kk kk kk kk kk kk kk kk
occurs throughout the systems, as opposed to being held in a hierarchy. In complexity
kk kk kk kk kk kk kk kk kk kk kk kk kk kk
theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
kk kk kk kk kk kk kk kk kk kk kk kk kk
decision making.
kk kk
DIF: Cognitive Level: Apply REF: Page kk kk kk
4 TOP: Nursing Process: Implementation
kk kk k k kk kk
N R I G B.C M
USNT O receives a phone call from a nurse who has
kk kk kk kk kk
2. A unit manager of a 25-bed medical/surgical
kk kk area kk kk kk kk
kk kk kk
kk kk kk kk kk kk kk kk kk kk
called in sick five times in the past month. He tells the manager that he very much
kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk
wants to come to work when scheduled, but must often care for his wife, who is
kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk
undergoing treatment for breast cancer. In the practice of a strengths-based nursing
kk kk kk kk kk kk kk kk kk kk kk kk
leader, what would be the best approach to satisfying the needs of this nurse, other
kk kk kk kk kk kk kk kk kk kk kk kk kk kk kk
staff, and patients?
kk kk kk
a. Line up agency nurses who can be called in to work on short notice.
kk kk kk kk kk kk kk kk kk kk kk kk kk
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
kk kk kk kk kk kk kk kk kk kk kk kk
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this
kk kk kk kk kk kk kk kk kk kk kk kk
nurse may be calling in frequently in the future.
kk kk kk kk kk kk kk kk kk
d. Work with the nurse, staffing office, and other nurses to arrange his
kk kk kk kk kk kk kk kk kk kk kk
scheduled days off around his wife‘s treatments.
kk kk kk kk kk kk kk
ANS: D kk
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
kk kk kk kk kk kk kk kk kk kk kk kk
nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and
kk kk kk kk kk kk kk kk kk kk kk kk kk
threaten staff members‘ sense of competence. Strengths-based nurse leaders honour the
kk kk kk kk kk kk kk kk kk kk kk
uniqueness of individuals, teams, systems, and organizations; therefore arranging the
kk kk kk kk kk kk kk kk kk kk
schedule around the wife‘s needs would result in a win-win situation, also creating a
kk kk kk kk kk kk kk kk kk kk kk kk kk kk
work environment that promotes the health of all the nurses and facilitates their
kk kk kk kk kk kk kk kk kk kk kk kk kk
development.
kk
DIF: Cognitive Level: Analyze REF: Page kk kk kk
6 TOP: Nursing Process: Implementation
kk kk k k kk kk
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