Test Bank For Yoder-Wise’s Leading And Managing
In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
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: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
Edition
MULTIPLE CHOICE
1. A dnurse dmanager dof da d20-bed dmedical dunit dfinds dthat d80% dof dthe dpatients dare dolder
dadults. dShedis dasked dto dassess dand dadapt dthe dunit dto dbetter dmeet dthe dunique dneeds dof
dolder dadult dpatients. dAccording dto dcomplexity dprinciples, dwhat dwould dbe dthe dbest
dapproach dto dtake din dmaking dthis dchange?
a. Leverage dthe dhierarchical dmanagement dposition dto dget dunit dstaff
dinvolved dindassessment dand dplanning.
b. Engage dinvolved dstaff dat dall dlevels din dthe ddecision-making dprocess.
c. Focus dthe dassessment don dthe dunit, dand domit dthe dhospital dand
dcommunitydenvironment.
d. Hire da dgeriatric dspecialist dto doversee dand dcontrol dthe dproject.
ANSWER: d B
Complexity dtheory dsuggests dthat dsystems dinteract dand dadapt dand dthat ddecision dmaking
doccursdthroughout dthe dsystems, das dopposed dto dbeing dheld din da dhierarchy. dIn
dcomplexity dtheory, deverybody’s dopinion dcounts; dtherefore, dall dlevels dof dstaff dwould
dbe dinvolved din ddecision dmaking.
DIF: Cognitive dLevel: dApply REF: dPage
d14dTOP: d Nursing dProcess: dImplementation
.
2. A dunit dmanager dof da d25-bedU S N T O
dmedical/surgical darea dreceives da dphone dcall dfrom da dnurse
dwho dhas
called din dsick dfive dtimes din dthe dpast dmonth. dHe dtells dthe dmanager dthat dhe dvery dmuch
dwants dto dcome dto dwork dwhen dscheduled, dbut dmust doften dcare dfor dhis dwife, dwho dis
dundergoing dtreatmentdfor dbreast dcancer. dIn dthe dpractice dof da dstrengths-based dnursing
dleader, dwhat dwould dbe dthe dbest dapproach dto dsatisfying dthe dneeds dof dthis dnurse, dother
dstaff, dand dpatients?
a. Line dup dagency dnurses dwho dcan dbe dcalled din dto dwork don dshort dnotice.
b. Place dthe dnurse don dunpaid dleave dfor dthe dremainder dof dhis dwife’s dtreatment.
c. Sympathize dwith dthe dnurse’s ddilemma dand dlet dthe dcharge dnurse dknow dthat
dthis dnursedmay dbe dcalling din dfrequently din dthe dfuture.
d. Work dwith dthe dnurse, dstaffing doffice, dand dother dnurses dto darrange dhis
dscheduledddays doff daround dhis dwife’s dtreatments.
ANSWER: d D
Placing dthe dnurse don dunpaid dleave dmay dthreaten dphysiologic dneeds dand ddemotivate
dthe dnurse.dUnsatisfactory dcoverage dof dshifts don dshort dnotice dcould daffect dpatient dcare
dand dthreaten dstaff dmembers’ dsense dof dcompetence. dStrengths-based dnurse dleaders
dhonour dthe duniqueness dof dindividuals, dteams, dsystems, dand dorganizations; dtherefore
darranging dthe dschedule daround dthe dwife’s dneeds dwould dresult din da dwin-win dsituation,
dalso dcreating da dwork denvironment dthat dpromotes dthe dhealth dof dall dthe dnurses dand
dfacilitates dtheir ddevelopment.
DIF: Cognitive dLevel: dAnalyze REF: dPage
d6dTOP: d Nursing dProcess: dImplementation
In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
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: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
Edition
MULTIPLE CHOICE
1. A dnurse dmanager dof da d20-bed dmedical dunit dfinds dthat d80% dof dthe dpatients dare dolder
dadults. dShedis dasked dto dassess dand dadapt dthe dunit dto dbetter dmeet dthe dunique dneeds dof
dolder dadult dpatients. dAccording dto dcomplexity dprinciples, dwhat dwould dbe dthe dbest
dapproach dto dtake din dmaking dthis dchange?
a. Leverage dthe dhierarchical dmanagement dposition dto dget dunit dstaff
dinvolved dindassessment dand dplanning.
b. Engage dinvolved dstaff dat dall dlevels din dthe ddecision-making dprocess.
c. Focus dthe dassessment don dthe dunit, dand domit dthe dhospital dand
dcommunitydenvironment.
d. Hire da dgeriatric dspecialist dto doversee dand dcontrol dthe dproject.
ANSWER: d B
Complexity dtheory dsuggests dthat dsystems dinteract dand dadapt dand dthat ddecision dmaking
doccursdthroughout dthe dsystems, das dopposed dto dbeing dheld din da dhierarchy. dIn
dcomplexity dtheory, deverybody’s dopinion dcounts; dtherefore, dall dlevels dof dstaff dwould
dbe dinvolved din ddecision dmaking.
DIF: Cognitive dLevel: dApply REF: dPage
d14dTOP: d Nursing dProcess: dImplementation
.
2. A dunit dmanager dof da d25-bedU S N T O
dmedical/surgical darea dreceives da dphone dcall dfrom da dnurse
dwho dhas
called din dsick dfive dtimes din dthe dpast dmonth. dHe dtells dthe dmanager dthat dhe dvery dmuch
dwants dto dcome dto dwork dwhen dscheduled, dbut dmust doften dcare dfor dhis dwife, dwho dis
dundergoing dtreatmentdfor dbreast dcancer. dIn dthe dpractice dof da dstrengths-based dnursing
dleader, dwhat dwould dbe dthe dbest dapproach dto dsatisfying dthe dneeds dof dthis dnurse, dother
dstaff, dand dpatients?
a. Line dup dagency dnurses dwho dcan dbe dcalled din dto dwork don dshort dnotice.
b. Place dthe dnurse don dunpaid dleave dfor dthe dremainder dof dhis dwife’s dtreatment.
c. Sympathize dwith dthe dnurse’s ddilemma dand dlet dthe dcharge dnurse dknow dthat
dthis dnursedmay dbe dcalling din dfrequently din dthe dfuture.
d. Work dwith dthe dnurse, dstaffing doffice, dand dother dnurses dto darrange dhis
dscheduledddays doff daround dhis dwife’s dtreatments.
ANSWER: d D
Placing dthe dnurse don dunpaid dleave dmay dthreaten dphysiologic dneeds dand ddemotivate
dthe dnurse.dUnsatisfactory dcoverage dof dshifts don dshort dnotice dcould daffect dpatient dcare
dand dthreaten dstaff dmembers’ dsense dof dcompetence. dStrengths-based dnurse dleaders
dhonour dthe duniqueness dof dindividuals, dteams, dsystems, dand dorganizations; dtherefore
darranging dthe dschedule daround dthe dwife’s dneeds dwould dresult din da dwin-win dsituation,
dalso dcreating da dwork denvironment dthat dpromotes dthe dhealth dof dall dthe dnurses dand
dfacilitates dtheir ddevelopment.
DIF: Cognitive dLevel: dAnalyze REF: dPage
d6dTOP: d Nursing dProcess: dImplementation
