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