, TEST BANK FOR YODER-
rd rd rd
WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICIA S.
rd rd rd rd rd rd rd rd rd rd rd
YODER-WISE, JANICE WADDELL, NANCY WALTON, rd rd rd rd
ISBN: 9781771721684,
rd
ISBN: 9781771721745,
rd
ISBN: 9781771721677
rd
Table of Contents Par
rd rd rd
t I: Core Concepts Ov
rd rd rd rd
erview
1. Leading, Managing, and Following rd rd rd
2. Developing the Role of Leader rd rd rd rd
3. Developing the Role of Manager rd rd rd rd
4. Nursing Leadership and Indigenous Health
rd rd rd rd
5. Patient Focus rd
Context
6. Ethical Issues rd
7. Legal Issues rd
8. Making Decisions and Solving Problems
rd rd rd rd
9. Health Care Organizationsrd rd
10. Understanding and Designing Organizational Structures rd rd rd rd
11. Cultural Diversity in Health Care rd rd rd rd
12. Power, Politics, and Influence rd rd rd
Part II: Managing Resources
rd rd rd
13. Caring, Communicating, and Managing with Technology
rd rd rd rd rd
14. Managing Costs and Budgets rd rd rd
15. Care Delivery Strategies
rd rd
16. Staffing and Scheduling (available only on Evolve)
rd rd rd rd rd rd
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
rd rd rd rd rd rd rd rd
,Part III: Changing the Status Quo
rd rd rd rd rd
18. Strategic Planning, Goal-Setting, and Marketing
rd rd rd rd
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
rd rd rd rd rd rd rd rd rd rd rd
Action
20. Building Teams Through Communication and Partnerships
rd rd rd rd rd
21. Collective Nursing Advocacy rd rd
22. Understanding Quality, Risk, and Safety rd rd rd rd
23. Translating Research into Practice rd rd rd
Part IV: Interpersonal and Personal Skills
rd rd rd rd rd
Interpersonal
24. Understanding and Resolving Conflict rd rd rd
25. Managing Personal/Personnel Problems
rd rd
26. Workplace Violence and Incivility rd rd rd
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
rd rd rd rd rd rd rd rd rd
Personal
28. Role Transition
rd
29. Self-Management: Stress and Time rd rd rd
Future
30. Thriving for the Future rd rd rd
31. Leading and Managing Your Career
rd rd rd rd
32. Nursing Students as Leaders
rd rd rd
, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
rd rd rd rd rd rd rd rd rd rd rd
Chapter 01: Leading, Managing, and Following
rd rd rd rd rd
Waddell/Walton: Yoder- rd
Wise’s Leading and Managing in Canadian Nursing, Second Edition
rd rd rd rd rd rd rd rd
MULTIPLE CHOICE rd
1. A nurse manager of a 20-
rd rd rd rd rd
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adap
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
t the unit to better meet the unique needs of older adult patients. According to complexity prin
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
ciples, what would be the best approach to take in making this change?
rd rd rd rd rd rd rd rd rd rd rd rd
a. Leverage the hierarchical management position to get unit staff involved in a rd rd rd rd rd rd rd rd rd rd rd
ssessment and planning. rd rd
b. Engage involved staff at all levels in the decision-making process. rd rd rd rd rd rd rd rd rd
c. Focus the assessment on the unit, and omit the hospital and community e
rd rd rd rd rd rd rd rd rd rd rd rd
nvironment.
d. Hire a geriatric specialist to oversee and control the project.
rd rd rd rd rd rd rd rd rd
ANS: B r d
Complexity theory suggests that systems interact and adapt and that decision making occurs thr
rd rd rd rd rd rd rd rd rd rd rd rd rd
oughout the systems, as opposed to being held in a hierarchy. In complexity theory, everybod
rd rd rd rd rd rd rd rd rd rd rd rd rd rd
y’s opinion counts; therefore, all levels of staff would be involved in decision making.
rd rd rd rd rd rd rd rd rd rd rd rd rd
DIF: Cognitive Level: Apply rd rd
REF: Page 14 TOP: Nursing Process: Implementat
rd rd rd r d rd rd
ion
USNT O NRI G B.CM r
d r
d r
d r
d r
d
2. A unit manager of a 25-bed medical/surgical
rd rd area receives a phone call from a nurse who has rd rd rd rd
rd rd rd
rd rd rd rd rd rd rd rd rd rd
called in sick five times in the past month. He tells the manager that he very much wants to co
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
me to work when scheduled, but must often care for his wife, who is undergoing treatment for b
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
reast cancer. In the practice of a strengths-
rd rd rd rd rd rd rd
based nursing leader, what would be the best approach to satisfying the needs of this nurse, ot
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
her staff, and patients?
rd rd rd
a. Line up agency nurses who can be called in to work on short notice.
rd rd rd rd rd rd rd rd rd rd rd rd rd
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
rd rd rd rd rd rd rd rd rd rd rd rd
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse rd rd rd rd rd rd rd rd rd rd rd rd rd rd
may be calling in frequently in the future. rd rd rd rd rd rd rd
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled d
rd rd rd rd rd rd rd rd rd rd rd rd rd
ays off around his wife’s treatments. rd rd rd rd rd
ANS: D rd
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse. U
rd rd rd rd rd rd rd rd rd rd rd rd rd rd
nsatisfactory coverage of shifts on short notice could affect patient care and threaten staff me
rd rd rd rd rd rd rd rd rd rd rd rd rd rd
mbers’ sense of competence. Strengths- rd rd rd rd
based nurse leaders honour the uniqueness of individuals, teams, systems, and organizations; t
rd rd rd rd rd rd rd rd rd rd rd rd
herefore arranging the schedule around the wife’s needs would result in a win-
rd rd rd rd rd rd rd rd rd rd rd rd
win situation, also creating a work environment that promotes the health of all the nurses and f
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
acilitates their development. rd rd
DIF: Cognitive Level: Analyze rd rd
REF: Page 6 TOP: Nursing Process: Implementat
rd rd rd r d rd rd
ion
NURSINGTB.COM
rd rd rd
WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICIA S.
rd rd rd rd rd rd rd rd rd rd rd
YODER-WISE, JANICE WADDELL, NANCY WALTON, rd rd rd rd
ISBN: 9781771721684,
rd
ISBN: 9781771721745,
rd
ISBN: 9781771721677
rd
Table of Contents Par
rd rd rd
t I: Core Concepts Ov
rd rd rd rd
erview
1. Leading, Managing, and Following rd rd rd
2. Developing the Role of Leader rd rd rd rd
3. Developing the Role of Manager rd rd rd rd
4. Nursing Leadership and Indigenous Health
rd rd rd rd
5. Patient Focus rd
Context
6. Ethical Issues rd
7. Legal Issues rd
8. Making Decisions and Solving Problems
rd rd rd rd
9. Health Care Organizationsrd rd
10. Understanding and Designing Organizational Structures rd rd rd rd
11. Cultural Diversity in Health Care rd rd rd rd
12. Power, Politics, and Influence rd rd rd
Part II: Managing Resources
rd rd rd
13. Caring, Communicating, and Managing with Technology
rd rd rd rd rd
14. Managing Costs and Budgets rd rd rd
15. Care Delivery Strategies
rd rd
16. Staffing and Scheduling (available only on Evolve)
rd rd rd rd rd rd
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
rd rd rd rd rd rd rd rd
,Part III: Changing the Status Quo
rd rd rd rd rd
18. Strategic Planning, Goal-Setting, and Marketing
rd rd rd rd
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
rd rd rd rd rd rd rd rd rd rd rd
Action
20. Building Teams Through Communication and Partnerships
rd rd rd rd rd
21. Collective Nursing Advocacy rd rd
22. Understanding Quality, Risk, and Safety rd rd rd rd
23. Translating Research into Practice rd rd rd
Part IV: Interpersonal and Personal Skills
rd rd rd rd rd
Interpersonal
24. Understanding and Resolving Conflict rd rd rd
25. Managing Personal/Personnel Problems
rd rd
26. Workplace Violence and Incivility rd rd rd
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
rd rd rd rd rd rd rd rd rd
Personal
28. Role Transition
rd
29. Self-Management: Stress and Time rd rd rd
Future
30. Thriving for the Future rd rd rd
31. Leading and Managing Your Career
rd rd rd rd
32. Nursing Students as Leaders
rd rd rd
, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
rd rd rd rd rd rd rd rd rd rd rd
Chapter 01: Leading, Managing, and Following
rd rd rd rd rd
Waddell/Walton: Yoder- rd
Wise’s Leading and Managing in Canadian Nursing, Second Edition
rd rd rd rd rd rd rd rd
MULTIPLE CHOICE rd
1. A nurse manager of a 20-
rd rd rd rd rd
bed medical unit finds that 80% of the patients are older adults. She is asked to assess and adap
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
t the unit to better meet the unique needs of older adult patients. According to complexity prin
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
ciples, what would be the best approach to take in making this change?
rd rd rd rd rd rd rd rd rd rd rd rd
a. Leverage the hierarchical management position to get unit staff involved in a rd rd rd rd rd rd rd rd rd rd rd
ssessment and planning. rd rd
b. Engage involved staff at all levels in the decision-making process. rd rd rd rd rd rd rd rd rd
c. Focus the assessment on the unit, and omit the hospital and community e
rd rd rd rd rd rd rd rd rd rd rd rd
nvironment.
d. Hire a geriatric specialist to oversee and control the project.
rd rd rd rd rd rd rd rd rd
ANS: B r d
Complexity theory suggests that systems interact and adapt and that decision making occurs thr
rd rd rd rd rd rd rd rd rd rd rd rd rd
oughout the systems, as opposed to being held in a hierarchy. In complexity theory, everybod
rd rd rd rd rd rd rd rd rd rd rd rd rd rd
y’s opinion counts; therefore, all levels of staff would be involved in decision making.
rd rd rd rd rd rd rd rd rd rd rd rd rd
DIF: Cognitive Level: Apply rd rd
REF: Page 14 TOP: Nursing Process: Implementat
rd rd rd r d rd rd
ion
USNT O NRI G B.CM r
d r
d r
d r
d r
d
2. A unit manager of a 25-bed medical/surgical
rd rd area receives a phone call from a nurse who has rd rd rd rd
rd rd rd
rd rd rd rd rd rd rd rd rd rd
called in sick five times in the past month. He tells the manager that he very much wants to co
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
me to work when scheduled, but must often care for his wife, who is undergoing treatment for b
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
reast cancer. In the practice of a strengths-
rd rd rd rd rd rd rd
based nursing leader, what would be the best approach to satisfying the needs of this nurse, ot
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
her staff, and patients?
rd rd rd
a. Line up agency nurses who can be called in to work on short notice.
rd rd rd rd rd rd rd rd rd rd rd rd rd
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
rd rd rd rd rd rd rd rd rd rd rd rd
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse rd rd rd rd rd rd rd rd rd rd rd rd rd rd
may be calling in frequently in the future. rd rd rd rd rd rd rd
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled d
rd rd rd rd rd rd rd rd rd rd rd rd rd
ays off around his wife’s treatments. rd rd rd rd rd
ANS: D rd
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse. U
rd rd rd rd rd rd rd rd rd rd rd rd rd rd
nsatisfactory coverage of shifts on short notice could affect patient care and threaten staff me
rd rd rd rd rd rd rd rd rd rd rd rd rd rd
mbers’ sense of competence. Strengths- rd rd rd rd
based nurse leaders honour the uniqueness of individuals, teams, systems, and organizations; t
rd rd rd rd rd rd rd rd rd rd rd rd
herefore arranging the schedule around the wife’s needs would result in a win-
rd rd rd rd rd rd rd rd rd rd rd rd
win situation, also creating a work environment that promotes the health of all the nurses and f
rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd rd
acilitates their development. rd rd
DIF: Cognitive Level: Analyze rd rd
REF: Page 6 TOP: Nursing Process: Implementat
rd rd rd r d rd rd
ion
NURSINGTB.COM
