TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,

TEST BANK FOR YODER-WISE’S LEADING AND MANAGING
IN CANADIAN NURSING, 2ND EDITION, PATRICIA S. YODER-
WISE, JANICE WADDELL, NANCY WALTON,

, TEST cBANK cFOR cYODER-WISE’S cLEADING cAND cMANAGING cIN cCANADIAN cNURSING, c2ND
cEDITION, cPATRICIA cS. cYODER-WISE, cJANICE cWADDELL, cNANCY cWALTON,

ISBN: c9781771721684,
ISBN: c9781771721745,
ISBN: c9781771721677


Table cof cContents
cPart cI: cCore

cConcepts cOverview

1. Leading, cManaging, cand cFollowing
2. Developing cthe cRole cof cLeader
3. Developing cthe cRole cof cManager
4. Nursing cLeadership cand cIndigenous cHealth
5. Patient cFocus


Context
6. Ethical cIssues
7. Legal cIssues
8. Making cDecisions cand cSolving cProblems
9. Health cCare cOrganizations
10. Understanding cand cDesigning cOrganizational cStructures
11. Cultural cDiversity cin cHealth cCare
12. Power, cPolitics, cand cInfluence


Part cII: cManaging cResources
13. Caring, cCommunicating, cand cManaging cwith cTechnology
14. Managing cCosts cand cBudgets
15. Care cDelivery cStrategies
16. Staffing cand cScheduling c(available conly con cEvolve)
17. Selecting, cDeveloping, cand cEvaluating cStaff c(available conly con cEvolve)

,Part cIII: cChanging cthe cStatus cQuo
18. Strategic cPlanning, cGoal-Setting, cand cMarketing
19. Nurses cLeading cChange: cA cRelational cEmancipatory cFramework cfor cHealth cand
cSocial cAction

20. Building cTeams cThrough cCommunication cand cPartnerships
21. Collective cNursing cAdvocacy
22. Understanding cQuality, cRisk, cand cSafety
23. Translating cResearch cinto cPractice


Part cIV: cInterpersonal cand cPersonal cSkills


Interpersonal
24. Understanding cand cResolving cConflict
25. Managing cPersonal/Personnel cProblems
26. Workplace cViolence cand cIncivility
27. Inter cand cIntraprofessional cPractice cand cLeading cin cProfessional cPractice cSettings


Personal
28. Role cTransition
29. Self-Management: cStress cand cTime


Future
30. Thriving cfor cthe cFuture
31. Leading cand cManaging cYour cCareer
32. Nursing cStudents cas cLeaders

, Yoder-Wise's cLeading cand cManaging cin cCanadian cNursing c2nd cEdition cYoder-Wise cTest
cBank

Chapter c01: cLeading, cManaging, cand cFollowing
Waddell/Walton: cYoder-Wise’s cLeading cand cManaging cin cCanadian cNursing,
cSecond cEdition



MULTIPLE cCHOICE

1. A cnurse cmanager cof ca c20-bed cmedical cunit cfinds cthat c80% cof cthe cpatients care colder
cadults. cShe cis casked cto cassess cand cadapt cthe cunit cto cbetter cmeet cthe cunique cneeds cof
colder cadult cpatients. cAccording cto ccomplexity cprinciples, cwhat cwould cbe cthe cbest
capproach cto ctake cin cmaking cthis cchange?
a. Leverage cthe chierarchical cmanagement cposition cto cget cunit cstaff
cinvolved cin cassessment cand cplanning.
b. Engage cinvolved cstaff cat call clevels cin cthe cdecision-making cprocess.
c. Focus cthe cassessment con cthe cunit, cand comit cthe chospital cand
ccommunity cenvironment.
d. Hire ca cgeriatric cspecialist cto coversee cand ccontrol cthe cproject.

ANS: c B
Complexity ctheory csuggests cthat csystems cinteract cand cadapt cand cthat cdecision cmaking
coccurs cthroughout cthe csystems, cas copposed cto cbeing cheld cin ca chierarchy. cIn
ccomplexity ctheory, ceverybody’s copinion ccounts; ctherefore, call clevels cof cstaff cwould cbe
cinvolved cin cdecision cmaking.


DIF: Cognitive cLevel: cApply REF: cPage
c14 cTOP: c Nursing cProcess: cImplementation
N cR cI cG cB.C cM
2. A cunit cmanager cof ca c25-bed cU cS cN cT
medical/surgical O
carea creceives ca cphone ccall cfrom ca cnurse cwho
chas
called cin csick cfive ctimes cin cthe cpast cmonth. cHe ctells cthe cmanager cthat che cvery cmuch
cwants cto ccome cto cwork cwhen cscheduled, cbut cmust coften ccare cfor chis cwife, cwho cis
cundergoing ctreatment cfor cbreast ccancer. cIn cthe cpractice cof ca cstrengths-based cnursing
cleader, cwhat cwould cbe cthe cbest capproach cto csatisfying cthe cneeds cof cthis cnurse, cother
cstaff, cand cpatients?
a. Line cup cagency cnurses cwho ccan cbe ccalled cin cto cwork con cshort cnotice.
b. Place cthe cnurse con cunpaid cleave cfor cthe cremainder cof chis cwife’s ctreatment.
c. Sympathize cwith cthe cnurse’s cdilemma cand clet cthe ccharge cnurse cknow cthat cthis
cnurse cmay cbe ccalling cin cfrequently cin cthe cfuture.
d. Work cwith cthe cnurse, cstaffing coffice, cand cother cnurses cto carrange chis
cscheduled cdays coff caround chis cwife’s ctreatments.

ANS: c D
Placing cthe cnurse con cunpaid cleave cmay cthreaten cphysiologic cneeds cand cdemotivate cthe
cnurse. cUnsatisfactory ccoverage cof cshifts con cshort cnotice ccould caffect cpatient ccare cand
cthreaten cstaff cmembers’ csense cof ccompetence. cStrengths-based cnurse cleaders chonour
cthe cuniqueness cof cindividuals, cteams, csystems, cand corganizations; ctherefore carranging
cthe cschedule caround cthe cwife’s cneeds cwould cresult cin ca cwin-win csituation, calso
ccreating ca cwork cenvironment cthat cpromotes cthe chealth cof call cthe cnurses cand cfacilitates
ctheir cdevelopment.


DIF: Cognitive cLevel: cAnalyze REF: cPage
c6 cTOP: c Nursing cProcess: cImplementation




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