Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise, Janice Waddell, Nancy Walton

Test Bank For Yoder-Wise’s Leading And
mm mm mm mm mm




Managing In Canadian Nursing, 2nd Edition,
mm mm mm mm mm mm mm




Patricia S. Yoder-Wise, Chapters 1 - 32
mm mm mm mm mm mm

, TEST mmBANK mmFOR mmYODER-WISE’S mmLEADING mmAND mmMANAGING mmIN mmCANADIAN
mmNURSING, mm2ND mmEDITION, mmPATRICIA mmS. mmYODER-WISE, mmJANICE

mmWADDELL, mmNANCY mmWALTON,



ISBN: mm9781771721684,
ISBN: mm9781771721745,
ISBN: mm9781771721677


Table mmof mmContents
mm Part mmI: mmCore
ConceptsmmOverview
mm



1. Leading, mmManaging, mmand mmFollowing
2. Developing mmthe mmRole mmof mmLeader
3. Developing mmthe mmRole mmof mmManager
4. Nursing mmLeadership mmand mmIndigenous mmHealth
5. Patient mmFocus


Context
6. Ethical mmIssues
7. Legal mmIssues
8. Making mmDecisions mmand mmSolving mmProblems
9. Health mmCare mmOrganizations
10. Understanding mmand mmDesigning mmOrganizational mmStructures
11. Cultural mmDiversity mmin mmHealth mmCare
12. Power, mmPolitics, mmand mmInfluence


Part mmII: mmManaging mmResources
13. Caring, mmCommunicating, mmand mmManaging mmwith mmTechnology
14. Managing mmCosts mmand mmBudgets
15. Care mmDelivery mmStrategies
16. Staffing mmand mmScheduling mm(available mmonly mmon mmEvolve)
17. Selecting, mmDeveloping, mmand mmEvaluating mmStaff mm(available mmonly mmon mmEvolve)

,Part mmIII: mmChanging mmthe mmStatus mmQuo
18. Strategic mmPlanning, mmGoal-Setting, mmand mmMarketing
19. Nurses mmLeading mmChange: mmA mmRelational mmEmancipatory mmFramework mmfor mmHealth
mmand mmSocialm
mAction
20. Building mmTeams mmThrough mmCommunication mmand mmPartnerships
21. Collective mmNursing mmAdvocacy
22. Understanding mmQuality, mmRisk, mmand mmSafety
23. Translating mmResearch mminto mmPractice


Part mmIV: mmInterpersonal mmand mmPersonal mmSkills


Interpersonal
24. Understanding mmand mmResolving mmConflict
25. Managing mmPersonal/Personnel mmProblems
26. Workplace mmViolence mmand mmIncivility
27. Inter mmand mmIntraprofessional mmPractice mmand mmLeading mmin mmProfessional mmPractice mmSettings


Personal
28. Role mmTransition
29. Self-Management: mmStress mmand mmTime


Future
30. Thriving mmfor mmthe mmFuture
31. Leading mmand mmManaging mmYour mmCareer
32. Nursing mmStudents mmas mmLeaders

, Chapter 01: Leading, Managing, and Following
mm mm mm mm mm

Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing,
mm mm mm mm mm mm mm

Second Edition
mm m
m




MULTIPLE mmCHOICE

1. A mmnurse mmmanager mmof mma mm20-bed mmmedical mmunit mmfinds mmthat mm80% mmof mmthe mmpatients mmare
mmolder mmadults. mmShemmis mmasked mmto mmassess mmand mmadapt mmthe mmunit mmto mmbetter mmmeet mmthe
mmunique mmneeds mmof mmolder mmadult mmpatients. mmAccording mmto mmcomplexity mmprinciples, mmwhat

mmwould mmbe mmthe mmbest mmapproach mmto mmtake mmin mmmaking mmthis mmchange?

a. Leverage mmthe mmhierarchical mmmanagement mmposition mmto mmget mmunit mmstaff
mminvolved mminm assessment mmand mmplanning.
m

b. Engage mminvolved mmstaff mmat mmall mmlevels mmin mmthe mmdecision-making mmprocess.
c. Focus mmthe mmassessment mmon mmthe mmunit, mmand mmomit mmthe mmhospital
mmand mmcommunitym environment.
m

d. Hire mma mmgeriatric mmspecialist mmto mmoversee mmand mmcontrol mmthe mmproject.

ANSWER: m m B
Complexity mmtheory mmsuggests mmthat mmsystems mminteract mmand mmadapt mmand mmthat mmdecision
mmmaking mmoccursm throughout mmthe mmsystems, mmas mmopposed mmto mmbeing mmheld mmin mma
m

mmhierarchy. mm In mmcomplexity mmtheory, mmeverybody‘s mmopinion mmcounts; mmtherefore, mmall

mmlevels mmof mmstaff mmwould mmbe mminvolved mmin mmdecision mmmaking.




DIF: Cognitive mmLevel: mmApply REF: mmPage
mm14m
mTOP: m m Nursing mmProcess: mmImplementation
U mmS mmN mmT
. O
2. A mmunit mmmanager mmof mma mm25-bed mmmedical/surgical mmarea mmreceives mma mmphone mmcall mmfrom mma

mmnurse mmwho mmhas
called mmin mmsick mmfive mmtimes mmin mmthe mmpast mmmonth. mmHe mmtells mmthe mmmanager mmthat mmhe
mmvery mmmuch mmwants mmto mmcome mmto mmwork mmwhen mmscheduled, mmbut mmmust mmoften mmcare mmfor

mmhis mmwife, mmwho mmis mmundergoing mmtreatmentm mfor mmbreast mmcancer. mmIn mmthe mmpractice mmof mma
mmstrengths-based mmnursing mmleader, mmwhat mmwould mmbe mmthe mmbest mmapproach mmto mmsatisfying

mmthe mmneeds mmof mmthis mmnurse, mmother mmstaff, mmand mmpatients?

a. Line mmup mmagency mmnurses mmwho mmcan mmbe mmcalled mmin mmto mmwork mmon mmshort mmnotice.
b. Place mmthe mmnurse mmon mmunpaid mmleave mmfor mmthe mmremainder mmof mmhis mmwife‘s mmtreatment.
c. Sympathize mmwith mmthe mmnurse‘s mmdilemma mmand mmlet mmthe mmcharge mmnurse mmknow
mmthat mmthis mmnursem
mmay mmbe mmcalling mmin mmfrequently mmin mmthe mmfuture.
d. Work mmwith mmthe mmnurse, mmstaffing mmoffice, mmand mmother mmnurses mmto mmarrange
mmhis mmscheduledm mdays mmoff mmaround mmhis mmwife‘s mmtreatments.
ANSWER: m m D
Placing mmthe mmnurse mmon mmunpaid mmleave mmmay mmthreaten mmphysiologic mmneeds mmand
mmdemotivate mmthe mmnurse.m Unsatisfactory mmcoverage mmof mmshifts mmon mmshort mmnotice mmcould
m

mmaffect mmpatient mmcare mmand mmthreaten mmstaff mmmembers‘ mmsense mmof mmcompetence.

mmStrengths-based mmnurse mmleaders mmhonour mmthe mmuniqueness mmof mmindividuals, mmteams,

mmsystems, mmand mmorganizations; mmtherefore mmarranging mmthe mmschedule mmaround mmthe mmwife‘s

mmneeds mmwould mmresult mmin mma mmwin-win mmsituation, mmalso mmcreating mma mmwork mmenvironment

mmthat mmpromotes mmthe mmhealth mmof mmall mm the mmnurses mmand mmfacilitates mm their mmdevelopment.




DIF: Cognitive mmLevel: mmAnalyze REF: mmPage
mm6m
mTOP: m m Nursing mmProcess: mmImplementation