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