, TEST BANK FOR YODER-
y# y# y#
WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICIA
y# y# y# y# y# y# y# y # y#
S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
y# y # y# y# y#
ISBN: 9781771721684,
y#
ISBN: 9781771721745,
y#
ISBN: 9781771721677
y#
Table of Contents Pa
y# y# y# y#
rt I: Core Concepts O
y# y# y# y#
verview
1. Leading, Managing, and Following
y# y# y#
2. Developing the Role of Leader y# y# y# y#
3. Developing the Role of Manager y# y# y# y#
4. Nursing Leadership and Indigenous Health
y# y# y# y#
5. Patient Focus y#
Context
6. Ethical Issues y#
7. Legal Issues y#
8. Making Decisions and Solving Problems
y# y# y# y#
9. Health Care Organizations
y# y#
10. Understanding and Designing Organizational Structures
y# y# y# y#
11. Cultural Diversity in Health Care
y# y# y# y#
12. Power, Politics, and Influence
y# y# y#
Part II: Managing Resources
y# y# y#
13. Caring, Communicating, and Managing with Technology
y# y# y# y# y#
14. Managing Costs and Budgets y# y# y#
15. Care Delivery Strategies
y# y#
16. Staffing and Scheduling (available only on Evolve)
y# y# y# y# y# y#
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
y# y# y# y# y# y# y# y#
,Part III: Changing the Status Quo
y# y# y# y# y#
18. Strategic Planning, Goal-Setting, and Marketing
y# y# y# y#
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and So
y# y# y# y# y# y# y# y# y# y#
c ial Action
y# y#
20. Building Teams Through Communication and Partnerships
y# y# y# y# y#
21. Collective Nursing Advocacy y# y#
22. Understanding Quality, Risk, and Safety y# y # y# y#
23. Translating Research into Practice
y# y# y#
Part IV: Interpersonal and Personal Skills
y# y# y# y# y#
Interpersonal
24. Understanding and Resolving Conflict y# y# y#
25. Managing Personal/Personnel Problems
y# y#
26. Workplace Violence and Incivilityy# y# y#
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
y# y# y# y# y# y# y# y# y#
Personal
28. Role Transition
y#
29. Self-Management: Stress and Time y# y# y#
Future
30. Thriving for the Futurey# y# y#
31. Leading and Managing Your Career
y# y# y# y#
32. Nursing Students as Leaders
y# y# y#
, Yoder-
Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-
y# y # y# y# y# y# y# y# y#
Chapter 01: Leading, Managing, and Following Wad
y# y# y# y# y# y#
dell/Walton: Yoder- y#
Wise’s Leading and Managing in Canadian Nursing, Second Edition
y# y# y# y# y# y# y# y#
MULTIPLE CHOICE y#
1. A nurse manager of a 20-
y# y# y# y# y#
bed medical unit finds that 80% of the patients are older adults. She is asked to ass
y# y# y# y# y# y# y# y# y# y# y# y# y# y# y# y#
ess an d adapt the unit to better meet the unique needs of older adult patients. A
y# y# y# y# y# y# y# y# y# y# y# y # y# y# y# y #
ccording to co mplexity principles, what would be the best approach to take in
y# y# y# y # y # y # y # y # y # y # y # y # y # y #
making this change? y # y #
a. Leverage the hierarchical management position to get unit staff involved
y# y# y# y# y# y# y# y# y#
s in assessment and planning.
y # y# y# y#
b. Engage involved staff at all levels in the decision-making process.
y# y# y# y# y# y# y# y# y#
c. Focus the assessment on the unit, and omit the hospital and commun
y# y# y# y# y# y# y# y# y# y# y#
ity environment.
y # y#
d. Hire a geriatric specialist to oversee and control the project.
y# y# y# y# y# y# y# y# y#
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making
y# y# y# y# y# y# y# y# y# y# y# y#
occu rs throughout the systems, as opposed to being held in a hierarchy. In comple
y# y# y# y# y# y# y# y# y# y# y# y# y# y#
xity theory, everybody‘s opinion counts; therefore, all levels of staff would be inv
y# y# y # y # y # y # y # y # y # y # y # y#
olved in decision making.
y # y # y#
DIF: Cognitive Level: Apply y# y#
REF: Page 14 TOP: Nursing Process: Implemen
y# y# y# y#y# y# y #
tation
2. A unit manager of a 25-
y# y# y# y# y#
UNSRNITGB.CMO
s3 s3 s3 #
y #
y
bed medical/surgical area receives a phone call from a nurse who has called in sick fiv
y# y# y# y# y# y# y# y# y# y# y# y# y # y # y #
e times in the past month. He tells the manager that he very much want
y # y # y # y # y # y # y # y # y # y # y # y # y # y #
s to come to work when scheduled, but must often care for his wife, who is undergoing t
y# y# y# y# y# y# y# y# y# y# y# y# y# y# y# y# y# y
reatment for breast cancer. In the practice of a strengths-
# y # y # y # y # y # y # y # y # y #
based nursing leader, what would be the best approach to satisfying the needs of t
y# y# y# y# y# y# y# y# y# y# y# y# y# y#
his nur se, other staff, and patients?
y# y# y# y# y# y#
a. Line up agency nurses who can be called in to work on short notice.
y# y# y# y # y# y# y# y# y# y# y# y# y#
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
y# y# y# y# y# y# y# y# y# y# y# y#
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nu
y# y# y# y# y# y# y# y# y# y# y# y# y#
rse may be calling in frequently in the future.
y # y # y # y # y # y # y # y # y #
d. Work with the nurse, staffing office, and other nurses to arrange his sched
y# y# y# y# y# y# y# y# y# y# y# y#
u led days off around his wife‘s treatments.
y # y# y# y# y# y# y#
ANS: D y #
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nur
y# y# y# y# y# y# y# y# y# y# y# y# y#
se. Unsatisfactory coverage of shifts on short notice could affect patient care and
y# y# y# y# y# y# y# y# y# y# y# y# y# y
#threate n staff members‘ sense of competence. Strengths-
y# y# y# y# y# y# y#
based nurse leaders honour the uniqueness of individuals, teams, systems, and organizati
y# y# y# y# y# y# y# y# y# y# y#
y ons; therefore arranging the schedule around the wife‘s needs would result in
# y # y # y # y # y # y # y # y # y # y # y #
a win-
y # y #
win situation, also creating a work environment that promotes the health of all th
y# y# y# y# y# y# y# y# y# y# y# y# y# y#
e nurse s and facilitates their development.
y# y# y# y# y# y#
DIF: Cognitive Level: Analyze y# y#
NURSINGTB.COM
y# y# y#
WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICIA
y# y# y# y# y# y# y# y # y#
S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
y# y # y# y# y#
ISBN: 9781771721684,
y#
ISBN: 9781771721745,
y#
ISBN: 9781771721677
y#
Table of Contents Pa
y# y# y# y#
rt I: Core Concepts O
y# y# y# y#
verview
1. Leading, Managing, and Following
y# y# y#
2. Developing the Role of Leader y# y# y# y#
3. Developing the Role of Manager y# y# y# y#
4. Nursing Leadership and Indigenous Health
y# y# y# y#
5. Patient Focus y#
Context
6. Ethical Issues y#
7. Legal Issues y#
8. Making Decisions and Solving Problems
y# y# y# y#
9. Health Care Organizations
y# y#
10. Understanding and Designing Organizational Structures
y# y# y# y#
11. Cultural Diversity in Health Care
y# y# y# y#
12. Power, Politics, and Influence
y# y# y#
Part II: Managing Resources
y# y# y#
13. Caring, Communicating, and Managing with Technology
y# y# y# y# y#
14. Managing Costs and Budgets y# y# y#
15. Care Delivery Strategies
y# y#
16. Staffing and Scheduling (available only on Evolve)
y# y# y# y# y# y#
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
y# y# y# y# y# y# y# y#
,Part III: Changing the Status Quo
y# y# y# y# y#
18. Strategic Planning, Goal-Setting, and Marketing
y# y# y# y#
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and So
y# y# y# y# y# y# y# y# y# y#
c ial Action
y# y#
20. Building Teams Through Communication and Partnerships
y# y# y# y# y#
21. Collective Nursing Advocacy y# y#
22. Understanding Quality, Risk, and Safety y# y # y# y#
23. Translating Research into Practice
y# y# y#
Part IV: Interpersonal and Personal Skills
y# y# y# y# y#
Interpersonal
24. Understanding and Resolving Conflict y# y# y#
25. Managing Personal/Personnel Problems
y# y#
26. Workplace Violence and Incivilityy# y# y#
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
y# y# y# y# y# y# y# y# y#
Personal
28. Role Transition
y#
29. Self-Management: Stress and Time y# y# y#
Future
30. Thriving for the Futurey# y# y#
31. Leading and Managing Your Career
y# y# y# y#
32. Nursing Students as Leaders
y# y# y#
, Yoder-
Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-
y# y # y# y# y# y# y# y# y#
Chapter 01: Leading, Managing, and Following Wad
y# y# y# y# y# y#
dell/Walton: Yoder- y#
Wise’s Leading and Managing in Canadian Nursing, Second Edition
y# y# y# y# y# y# y# y#
MULTIPLE CHOICE y#
1. A nurse manager of a 20-
y# y# y# y# y#
bed medical unit finds that 80% of the patients are older adults. She is asked to ass
y# y# y# y# y# y# y# y# y# y# y# y# y# y# y# y#
ess an d adapt the unit to better meet the unique needs of older adult patients. A
y# y# y# y# y# y# y# y# y# y# y# y # y# y# y# y #
ccording to co mplexity principles, what would be the best approach to take in
y# y# y# y # y # y # y # y # y # y # y # y # y # y #
making this change? y # y #
a. Leverage the hierarchical management position to get unit staff involved
y# y# y# y# y# y# y# y# y#
s in assessment and planning.
y # y# y# y#
b. Engage involved staff at all levels in the decision-making process.
y# y# y# y# y# y# y# y# y#
c. Focus the assessment on the unit, and omit the hospital and commun
y# y# y# y# y# y# y# y# y# y# y#
ity environment.
y # y#
d. Hire a geriatric specialist to oversee and control the project.
y# y# y# y# y# y# y# y# y#
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making
y# y# y# y# y# y# y# y# y# y# y# y#
occu rs throughout the systems, as opposed to being held in a hierarchy. In comple
y# y# y# y# y# y# y# y# y# y# y# y# y# y#
xity theory, everybody‘s opinion counts; therefore, all levels of staff would be inv
y# y# y # y # y # y # y # y # y # y # y # y#
olved in decision making.
y # y # y#
DIF: Cognitive Level: Apply y# y#
REF: Page 14 TOP: Nursing Process: Implemen
y# y# y# y#y# y# y #
tation
2. A unit manager of a 25-
y# y# y# y# y#
UNSRNITGB.CMO
s3 s3 s3 #
y #
y
bed medical/surgical area receives a phone call from a nurse who has called in sick fiv
y# y# y# y# y# y# y# y# y# y# y# y# y # y # y #
e times in the past month. He tells the manager that he very much want
y # y # y # y # y # y # y # y # y # y # y # y # y # y #
s to come to work when scheduled, but must often care for his wife, who is undergoing t
y# y# y# y# y# y# y# y# y# y# y# y# y# y# y# y# y# y
reatment for breast cancer. In the practice of a strengths-
# y # y # y # y # y # y # y # y # y #
based nursing leader, what would be the best approach to satisfying the needs of t
y# y# y# y# y# y# y# y# y# y# y# y# y# y#
his nur se, other staff, and patients?
y# y# y# y# y# y#
a. Line up agency nurses who can be called in to work on short notice.
y# y# y# y # y# y# y# y# y# y# y# y# y#
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
y# y# y# y# y# y# y# y# y# y# y# y#
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nu
y# y# y# y# y# y# y# y# y# y# y# y# y#
rse may be calling in frequently in the future.
y # y # y # y # y # y # y # y # y #
d. Work with the nurse, staffing office, and other nurses to arrange his sched
y# y# y# y# y# y# y# y# y# y# y# y#
u led days off around his wife‘s treatments.
y # y# y# y# y# y# y#
ANS: D y #
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nur
y# y# y# y# y# y# y# y# y# y# y# y# y#
se. Unsatisfactory coverage of shifts on short notice could affect patient care and
y# y# y# y# y# y# y# y# y# y# y# y# y# y
#threate n staff members‘ sense of competence. Strengths-
y# y# y# y# y# y# y#
based nurse leaders honour the uniqueness of individuals, teams, systems, and organizati
y# y# y# y# y# y# y# y# y# y# y#
y ons; therefore arranging the schedule around the wife‘s needs would result in
# y # y # y # y # y # y # y # y # y # y # y #
a win-
y # y #
win situation, also creating a work environment that promotes the health of all th
y# y# y# y# y# y# y# y# y# y# y# y# y# y#
e nurse s and facilitates their development.
y# y# y# y# y# y#
DIF: Cognitive Level: Analyze y# y#
NURSINGTB.COM
