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

, TEST nnBANK nnFOR nnYODER-WISE’S nnLEADING nnAND nnMANAGING nnIN nnCANADIAN nnNURSING,
nn2ND nnEDITION, n n PATRICIA n n S. n n YODER-WISE, n n JANICE n n WADDELL, n n NANCY

n n WALTON,



ISBN: nn9781771721684,
ISBN: nn9781771721745,
ISBN: nn9781771721677


Table nnof nnContents
nn PartnnI:nnCore
Concepts nnOverview
nn



1. Leading, nnManaging, nnand nn Following
2. Developing nnthe nn Role n n of n n Leader
3. Developing nnthe n n Role nn of n n Manager
4. Nursing nnLeadership nnand n n Indigenous nnHealth
5. Patient nnFocus


Context
6. Ethical nn Issues
7. Legal nnIssues
8. Making nnDecisions n n and nn Solving nnProblems
9. Health nnCare nnOrganizations
10. Understandingnnand nn Designing nnOrganizational n n Structures
11. Cultural n n Diversitynnin n n Health n n Care
12. Power, nnPolitics, nnand n n Influence


Part n n II: nnManaging n n Resources
13. Caring, nnCommunicating, n n and nnManaging nnwith nn Technology
14. Managing nn Costs nnand nn Budgets
15. Care nnDeliverynnStrategies
16. Staffing nnand n n Scheduling nn(available n n onlynnon n n Evolve)
17. Selecting, nnDeveloping, n n and n n Evaluating nnStaff nn (available n n onlynnon n n Evolve)

,Part n n III: n n Changing n n the n n Status n n Quo
18. Strategic nnPlanning, nnGoal-Setting, nnand nnMarketing
19. Nurses nnLeading nnChange: nnA nnRelational nnEmancipatorynnFramework nnfor nnHealth nnand
nnSocial nnAction



20. Building nnTeams nnThrough n n Communication n n and nn Partnerships
21. Collective nnNursing nnAdvocacy
22. Understanding nnQuality, n n Risk, n n and n n Safety
23. Translating nnResearch n n into n n Practice


Part n n IV: n n Interpersonal n n and n n Personal n n Skills


Interpersonal
24. Understanding nnand nn Resolving nnConflict
25. ManagingnnPersonal/Personnel nnProblems
26. Workplace nnViolence n n and n n Incivility
27. Inter nnand n n Intraprofessional nnPractice nnand n n Leading nnin nnProfessional nnPractice nn Settings


Personal
28. Role nnTransition
29. Self-Management: nnStress nnand nnTime


Future
30. Thriving nnfor nn the n n Future
31. Leading nnand n n Managing nnYour nn Career
32. Nursing nnStudents n n as n n Leaders

, Yoder-Wise's n n Leading n n and n n Managing n n in nnCanadian n n Nursing nn 2nd nn Edition nn Yoder-
Wise Test
Chapter 01: Leading, Managing, and Following
nn nn nn nn nn


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

Second Edition
nn nn




MULTIPLE nn CHOICE

1. A nnnurse nnmanager nnof nna nn20-bed nnmedical nnunit nnfinds nnthat nn80% nnof nnthe nnpatients nnare
nnolder nnadults. nnShe nnis nnasked nnto nnassess nnand nnadapt nnthe nnunit nnto nnbetter nnmeet nnthe nnunique
nnneeds nnof nnolder nnadult n n patients. nnAccording nnto nncomplexity nnprinciples, nnwhat nnwould nnbe

nnthe nnbest nnapproach nnto nntake nnin nnmaking nnthis nnchange?

a. Leverage nnthe nnhierarchical nnmanagement nnposition nnto nnget nnunit nnstaff
nninvolved nnin nnassessment nnand nnplanning.

b. Engage nninvolved nn staff nnat n n all n n levels nn in n n the nn decision-making nnprocess.
c. Focus nnthe nnassessment nnon nnthe nnunit, nnand nnomit nnthe
nnhospital nnand nncommunity nnenvironment.

d. Hire nna n n geriatric nnspecialist n n to n n oversee nn and n n control n n the nnproject.

ANS: B
Complexitynntheorynnsuggests nnthat nnsystems nninteract nnand nnadapt nnand nnthat nndecision nnmaking
nnoccurs nnthroughout nnthe nnsystems, nnas nnopposed nnto nnbeing nnheld nnin nna nnhierarchy. nn In

nncomplexity nntheory, nneverybody‘s nnopinion nncounts; nntherefore, nnall nnlevels nnof nnstaff nnwould

nnbe nninvolved nnin nndecision nnmaking.




DIF: Cognitive nnLevel: nnApply REF:nnPage
nn14 nnTOP: n n Nursing nnProcess: nnImplementation

NR I GB.CM
US n T
N O
kk kk

n
2. A nn unit n n manager nn of n n a nn25-bed n n medical/surgical n n area n n receives n n a nn phone nn call n n from n n a nn nurse

nnwho nn has
called n n in n n sick n n five n n times n n in n n the n n past n n month. n n He n n tells n n the n n manager n n that n n he
n n very n n much n n wants nnto nncome nnto nnwork nnwhen nnscheduled, nnbut nnmust nnoften nncare nnfor nnhis

nnwife, nnwho nnis nnundergoing nntreatment nnfor nnbreast nncancer. nnIn nnthe nnpractice nnof nna nnstrengths-

based nnnursing nnleader, nnwhat nnwould nnbe n n the nnbest n n approach n n to n n satisfying nnthe n n needs
n n of nnthis nnnurse, nnother n n staff, n n and nnpatients?

a. Line nnup n n agency nnnurses n n who n n can n n be n n called n n in n n to n n work n n on n n short n n notice.
b. Place nnthe nn nurse nnon n n unpaid n n leave nnfor nnthe n n remainder n n of n n his n n wife‘s n n treatment.
c. Sympathize nnwith nnthe nnnurse‘s nndilemma nnand nnlet nnthe nncharge nnnurse nnknow
nnthat nnthis nnnurse nnmay nnbe nncalling nnin nnfrequently nnin nnthe nnfuture.

d. Work nnwith nnthe nnnurse, nnstaffing nnoffice, nnand nnother nnnurses nnto
nnarrange nnhis nnscheduled nndays nnoff nnaround nnhis nnwife‘s nntreatments.



ANS: n n D
Placing nnthe nnnurse nnon nnunpaid nnleave nnmay nnthreaten nnphysiologic nnneeds nnand nndemotivate
nnthe nnnurse. nnUnsatisfactory nncoverage nnof nnshifts nnon nnshort nnnotice nncould nnaffect nnpatient nncare

nnand nnthreaten nnstaff nnmembers‘ nnsense nnof nncompetence. nnStrengths-based nnnurse nnleaders

nnhonour nnthe nnuniqueness nnof nnindividuals, nnteams, nnsystems, nnand nnorganizations; nntherefore

nnarranging nnthe nnschedule nnaround nnthe nnwife‘s nnneeds nnwould nnresult nnin nna nnwin-win nnsituation,

nnalso nncreating nna nnwork nnenvironment nnthat nnpromotes nnthe nnhealth nnof nnall nnthe nnnurses nnand

nnfacilitates nntheir nndevelopment.




DIF: Cognitive nnLevel: nnAnalyze REF:nnPage
nn6 nnTOP: n n Nursing nnProcess: nnImplementation





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