Yoder-Wise’s Leading and Managing in Canadian Nursing 2nd Edition – Patricia S. Yoder-Wise | Chapters 1–32 | Complete Test Bank with Answers

Test Bank For Yoder-Wise’s Leading And Managing
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In Canadian Nursing, 2nd Edition,
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Patricia S. Yoder-Wise, Chapters 1 - 32
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, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
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2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY
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WALTON, nn




ISBN: 9781771721684,
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ISBN: 9781771721745,
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ISBN: 9781771721677
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Table of Contents
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nn Part I: Core
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ConceptsOverview
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1. Leading, Managing, and Following
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2. Developing the Role of Leader nn nn nn nn




3. Developing the Role of Manager nn nn nn nn




4. Nursing Leadership and Indigenous Health
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5. Patient Focus nn




Context
6. Ethical Issues nn




7. Legal Issues nn




8. Making Decisions and Solving Problems
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9. Health Care Organizations
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10. Understanding and Designing Organizational Structures nn nn nn nn




11. Cultural Diversity in Health Care
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12. Power, Politics, and Influence
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Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets nn nn nn




15. Care Delivery Strategies
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16. Staffing and Scheduling (available only on Evolve)
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17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
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,Part III: Changing the Status Quo
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18. Strategic Planning, Goal-Setting, and Marketing
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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 nn nn




22. Understanding Quality, Risk, and Safety nn nn nn nn




23. Translating Research into Practice nn nn nn




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict nn nn nn




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility nn nn nn




27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time nn nn nn




Future
30. Thriving for the Future nn nn nn




31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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, Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, nn nn nn nn nn nn nn


SecondEdition
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MULTIPLE CHOICE nn




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
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older adult patients. According to complexity principles, what would be the best
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approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff
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involved inassessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit, and omit the hospital and
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communityenvironment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: n n B
Complexity theory suggests that systems interact and adapt and that decision making
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occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
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theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
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decision making.
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DIF: Cognitive Level: Apply REF: Page nn nn nn


14TOP: Nursing Process: Implementation
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USNT O receives a phone call from a nurse who nn nn nn
.
2. A unit manager of a 25-bed medical/surgical
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has
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called in sick five times in the past month. He tells the manager that he very much
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wants to come to work when scheduled, but must often care for his wife, who is
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undergoing treatmentfor breast cancer. In the practice of a strengths-based nursing
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leader, what would be the best approach to satisfying the needs of this nurse, other
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staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice.
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b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
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c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this
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nursemay be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his
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scheduleddays off around his wife‘s treatments.
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ANSWER: D nn


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
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nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and
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threaten staff members‘ sense of competence. Strengths-based nurse leaders honour
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the uniqueness of individuals, teams, systems, and organizations; therefore arranging
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the schedule around the wife‘s needs would result in a win-win situation, also
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creating a work environment that promotes the health of all the nurses and facilitates
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their development.
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DIF: Cognitive Level: Analyze REF: Page nn nn nn


6TOP: Nursing Process: Implementation
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