Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise, Chapters 1 - 32

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Test Bank For Yoder-Wise’s Leading And
Managing In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32




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TESTQBANKQFORQYODER-
WISE’SQLEADINGQANDQMANAGINGQINQCANADIANQNURSING,Q2NDQEDITION,QPA
TRICIAQS.QYODER-WISE,QJANICEQWADDELL,QNANCYQWALTON,

ISBN:Q9781771721684,
ISBN:Q9781771721745,
ISBN:Q9781771721677


TableQofQContentsQ
PartQI:QCoreQConce
ptsQOverview
1. Leading,QManaging,QandQFollowing
2. DevelopingQtheQRoleQofQLeader
3. DevelopingQtheQRoleQofQManager
4. NursingQLeadershipQandQIndigenousQHealth
5. PatientQFocus


Context
6. EthicalQIssues
7. LegalQIssues
8. MakingQDecisionsQandQSolvingQProblems
9. HealthQCareQOrganizations
10. UnderstandingQandQDesigningQOrganizationalQStructures
11. CulturalQDiversityQinQHealthQCare
12. Power,QPolitics,QandQInfluence


PartQII:QManagingQResources
13. Caring,QCommunicating,QandQManagingQwithQTechnology
14. ManagingQCostsQandQBudgets
15. CareQDeliveryQStrategies
16. StaffingQandQSchedulingQ(availableQonlyQonQEvolve)
17. Selecting,QDeveloping,QandQEvaluatingQStaffQ(availableQonlyQonQEvolve)




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PartQIII:QChangingQtheQStatusQQuo
18. StrategicQPlanning,QGoal-Setting,QandQMarketing
19. NursesQLeadingQChange:QAQRelationalQEmancipatoryQFrameworkQforQHealthQan
dQSocialQAction
20. BuildingQTeamsQThroughQCommunicationQandQPartnerships
21. CollectiveQNursingQAdvocacy
22. UnderstandingQQuality,Q Risk,QandQSafety
23. TranslatingQResearchQintoQPractice


PartQIV:QInterpersonalQandQPersonalQSkills


Interpersonal
24. UnderstandingQandQResolvingQConflict
25. ManagingQPersonal/PersonnelQProblems
26. WorkplaceQViolenceQandQIncivility
27. InterQandQIntraprofessionalQPracticeQandQLeadingQinQProfessionalQPracticeQSettings


Personal
28. RoleQTransition
29. Self-Management:QStressQandQTime


Future
30. ThrivingQforQtheQFuture
31. LeadingQandQManagingQYourQCareer
32. NursingQStudentsQasQ Leaders




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ChapterQ01:QLeading,QManaging,QandQFollowing
Waddell/Walton:QYoder-
Wise’sQLeadingQandQManagingQinQCanadianQNursing,QSecondQEdition


MULTIPLEQCHOICE

1. AQnurseQmanagerQofQaQ20-
bedQmedicalQunitQfindsQthatQ80%QofQtheQpatientsQareQolderQadults.QSheQisQaskedQtoQ
assessQandQadaptQtheQunitQtoQbetterQmeetQtheQuniqueQneedsQofQolderQadultQpatients.
QAccordingQtoQcomplexityQprinciples,QwhatQwouldQbeQtheQbestQapproachQtoQtakeQin
QmakingQthisQchange?
a. LeverageQtheQhierarchicalQmanagementQpositionQtoQgetQunitQstaffQinv
olvedQinQassessmentQandQplanning.
b. EngageQinvolvedQstaffQatQallQlevelsQinQtheQdecision-makingQprocess.
c. FocusQtheQassessmentQonQtheQunit,QandQomitQtheQhospitalQandQc
ommunityQenvironment.
d. HireQaQgeriatricQspecialistQtoQoverseeQandQcontrolQtheQproject.

ANSWER:Q B
ComplexityQtheoryQsuggestsQthatQsystemsQinteractQandQadaptQandQthatQdecisionQmaki
ngQoccursQthroughoutQtheQsystems,QasQopposedQtoQbeingQheldQinQaQhierarchy.QInQco
mplexityQtheory,Qeverybody’sQopinionQcounts;Qtherefore,QallQlevelsQofQstaffQwouldQbe
QinvolvedQinQdecisionQmaking.

DIF: CognitiveQLevel:QApply
REF:QPageQ14QTOP:Q NursingQProcess:QImple
mentation
.
2. AQunitQmanagerQofQaQ25- UQSQNQT O
bedQmedical/surgicalQareaQreceivesQaQphoneQcallQfromQaQnurseQwhoQhas
calledQinQsickQfiveQtimesQinQtheQpastQmonth.QHeQtellsQtheQmanagerQthatQheQveryQm
uchQwantsQtoQcomeQtoQworkQwhenQscheduled,QbutQmustQoftenQcareQforQhisQwife,Qw
hoQisQundergoingQtreatmentQforQbreastQcancer.QInQtheQpracticeQofQaQstrengths-
basedQnursingQleader,QwhatQwouldQbeQtheQbestQapproachQtoQsatisfyingQtheQneedsQof
QthisQnurse,QotherQstaff,QandQpatients?
a. LineQupQagencyQnursesQwhoQcanQbeQcalledQinQtoQworkQonQshortQnotice.
b. PlaceQtheQnurseQonQunpaidQleaveQforQtheQremainderQofQhisQwife’sQtreatment.
c. SympathizeQwithQtheQnurse’sQdilemmaQandQletQtheQchargeQnurseQknowQthat
QthisQnurseQmayQbeQcallingQinQfrequentlyQinQtheQfuture.
d. WorkQwithQtheQnurse,QstaffingQoffice,QandQotherQnursesQtoQarrangeQhis
QscheduledQdaysQoffQaroundQhisQwife’sQtreatments.

ANSWER:Q D
PlacingQtheQnurseQonQunpaidQleaveQmayQthreatenQphysiologicQneedsQandQdemotivateQ
theQnurse.QUnsatisfactoryQcoverageQofQshiftsQonQshortQnoticeQcouldQaffectQpatientQcar
eQandQthreatenQstaffQmembers’QsenseQofQcompetence.QStrengths-
basedQnurseQleadersQhonourQtheQuniquenessQofQindividuals,Qteams,Qsystems,QandQorg
anizations;QthereforeQarrangingQtheQscheduleQaroundQtheQwife’sQneedsQwouldQresultQi
nQaQwin-
winQsituation,QalsoQcreatingQaQworkQenvironmentQthatQpromotesQtheQhealthQofQallQth
eQnursesQandQfacilitatesQtheirQdevelopment.

DIF: CognitiveQLevel:QAnalyze
REF:QPageQ6QTOP:Q NursingQProcess:QImple
mentation

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