, TEST BANKFOR YODER-WISE’S LEADING AND MANAGING INCANADIAN NURSING,
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2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
PartI:Core Concep
tsOverview
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1. Leading, Managing, and Following
2. Developingthe Role of50Leader
3. Developingthe Roleof Manager
4. Nursing Leadershipand Indigenous Health
5. PatientFocus
Context
6. Ethical Issues
7. Legal Issues
8. Making50Decisions and SolvingProblems
9. Health Care Organizations
10. Understandingand DesigningOrganizational Structures
11. Cultural Diversityin Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managingwith Technology
14. Managing Costsand Budgets
15. CareDeliveryStrategies
16. Staffingand Scheduling(available onlyon Evolve)
17. Selecting, Developing, and EvaluatingStaff50(available onlyon Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational EmancipatoryFrameworkfor Healt
h and SocialAction
20. BuildingTeams Through Communication and Partnerships
21. Collective NursingAdvocacy
22. UnderstandingQuality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understandingand ResolvingConflict
25. ManagingPersonal/Personnel Problems
26. Workplace Violence and Incivility
27. Interand Intraprofessional Practiceand Leadingin Professional Practice Settings
Personal
28. Role Transition
29. Self-Management: Stress and Time
Future
30. Thrivingfor the Future
31. Leadingand Managing Your Career
32. NursingStudents as Leaders
, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-
Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-
Wise’s Leadingand Managing in Canadian Nursing, SecondEdition ,q
MULTIPLE CHOICE
1. Anursemanager of50a 20-
bed medical unit finds that 80% of50the patients are olderadults. Shei s asked to as
q,
sess and adapt the unit to better meet the unique needs of50older adult patient
s. According to complexity principles, what would be the best approach to take
in making this change?
a. Leveragethehierarchical management positionto getunit staffinvol
ved inassessment and planning.
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b. Engageinvolved staff50at all levels in the decision-makingprocess.
c. Focus the assessment on the unit, and omit the hos
pital and communityenvironment.
d. Hirea geriatricspecialist to oversee and control the project.
ANS: B
Complexitytheorysuggests that systems interact and adapt and that decision making
occursthroughout the systems, as opposed to being held in a hierarchy. In complexi
,
q
ty theory, everybody‘s opinion counts; therefore, all levels of50staff50would be invo
lved in decision making.
DIF: Cognitive Level: Apply
REF: Page 14TOP: Nursing Process: Im
plementation
2. A unit manager of50a NRIGB.CM
25-
USNT O
bed medical/surgical area receives aphone call from a nursewho has called in sic
k five times in the past month. He tells the manager that he very much wants
to come to work when scheduled, but must often careforhis wife, who is undergoing
treatmentfor breast cancer. In the practice of a strengths-
,
q
based nursing leader, what would be the best approach to satisfying the needs
of this nurse, other staff, and patients?
a. Lineup agencynurses who can be called in to work on short notice.
b. Placethe nurseon unpaid leaveforthe remainder of50his wife‘s treatment.
c. Sympathizewith the nurse‘s dilemma and let the chargenurseknow t
hat this nursem ay be calling in frequentlyin the future.
q,
d. Work with the nurse, staffingoffice, and othernurses to arra
ngehis scheduledd ays off around his wife‘s treatments.
,q
ANS: D
Placingthenurseon unpaid leavemaythreaten physiologic needs and demotivatethe n
urse.Unsatisfactory coverage of50shifts on short notice could affect patient care and
threaten staff50members‘ sense of50competence. Strengths-
based nurse leaders honour the uniqueness of individuals, teams, systems, and org
anizations; therefore arranging the schedule around the wife‘s needs would result
in a win-
win situation, also creating a work environment that promotes the health of50all
the nurses and facilitates their development.
DIF: Cognitive Level: Analyze
NURSINGTB.COM
q
2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
PartI:Core Concep
tsOverview
,q
1. Leading, Managing, and Following
2. Developingthe Role of50Leader
3. Developingthe Roleof Manager
4. Nursing Leadershipand Indigenous Health
5. PatientFocus
Context
6. Ethical Issues
7. Legal Issues
8. Making50Decisions and SolvingProblems
9. Health Care Organizations
10. Understandingand DesigningOrganizational Structures
11. Cultural Diversityin Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managingwith Technology
14. Managing Costsand Budgets
15. CareDeliveryStrategies
16. Staffingand Scheduling(available onlyon Evolve)
17. Selecting, Developing, and EvaluatingStaff50(available onlyon Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational EmancipatoryFrameworkfor Healt
h and SocialAction
20. BuildingTeams Through Communication and Partnerships
21. Collective NursingAdvocacy
22. UnderstandingQuality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understandingand ResolvingConflict
25. ManagingPersonal/Personnel Problems
26. Workplace Violence and Incivility
27. Interand Intraprofessional Practiceand Leadingin Professional Practice Settings
Personal
28. Role Transition
29. Self-Management: Stress and Time
Future
30. Thrivingfor the Future
31. Leadingand Managing Your Career
32. NursingStudents as Leaders
, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-
Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-
Wise’s Leadingand Managing in Canadian Nursing, SecondEdition ,q
MULTIPLE CHOICE
1. Anursemanager of50a 20-
bed medical unit finds that 80% of50the patients are olderadults. Shei s asked to as
q,
sess and adapt the unit to better meet the unique needs of50older adult patient
s. According to complexity principles, what would be the best approach to take
in making this change?
a. Leveragethehierarchical management positionto getunit staffinvol
ved inassessment and planning.
,q
b. Engageinvolved staff50at all levels in the decision-makingprocess.
c. Focus the assessment on the unit, and omit the hos
pital and communityenvironment.
d. Hirea geriatricspecialist to oversee and control the project.
ANS: B
Complexitytheorysuggests that systems interact and adapt and that decision making
occursthroughout the systems, as opposed to being held in a hierarchy. In complexi
,
q
ty theory, everybody‘s opinion counts; therefore, all levels of50staff50would be invo
lved in decision making.
DIF: Cognitive Level: Apply
REF: Page 14TOP: Nursing Process: Im
plementation
2. A unit manager of50a NRIGB.CM
25-
USNT O
bed medical/surgical area receives aphone call from a nursewho has called in sic
k five times in the past month. He tells the manager that he very much wants
to come to work when scheduled, but must often careforhis wife, who is undergoing
treatmentfor breast cancer. In the practice of a strengths-
,
q
based nursing leader, what would be the best approach to satisfying the needs
of this nurse, other staff, and patients?
a. Lineup agencynurses who can be called in to work on short notice.
b. Placethe nurseon unpaid leaveforthe remainder of50his wife‘s treatment.
c. Sympathizewith the nurse‘s dilemma and let the chargenurseknow t
hat this nursem ay be calling in frequentlyin the future.
q,
d. Work with the nurse, staffingoffice, and othernurses to arra
ngehis scheduledd ays off around his wife‘s treatments.
,q
ANS: D
Placingthenurseon unpaid leavemaythreaten physiologic needs and demotivatethe n
urse.Unsatisfactory coverage of50shifts on short notice could affect patient care and
threaten staff50members‘ sense of50competence. Strengths-
based nurse leaders honour the uniqueness of individuals, teams, systems, and org
anizations; therefore arranging the schedule around the wife‘s needs would result
in a win-
win situation, also creating a work environment that promotes the health of50all
the nurses and facilitates their development.
DIF: Cognitive Level: Analyze
NURSINGTB.COM
