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

, TEST BANK FOR YODER- ia ia ia




WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2NDEDITION, PATRICIA S. ia ia ia ia ia ia ia ia ia ia ia




YODER-WISE, JANICE WADDELL, NANCY WALTON, ia ia ia ia




ISBN: 9781771721684,
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ISBN: 9781771721745,
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ISBN: 9781771721677
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Table of Contents ia ia ia




Part I: Core Conce
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ptsOverview
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1. Leading, Managing, and Following ia ia ia




2. Developing the Role of Leader ia ia ia ia




3. Developing the Role of Manager ia ia ia ia




4. Nursing Leadership and Indigenous Health ia ia ia ia




5. Patient Focus ia




Context
6. Ethical Issues ia




7. Legal Issues ia




8. Making Decisions and Solving Problems ia ia ia ia




9. Health Care Organizations ia ia




10. Understanding and Designing Organizational Structures ia ia ia ia




11. Cultural Diversityin Health Care ia a
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12. Power, Politics, and Influence ia ia ia




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology ia ia ia ia ia




14. Managing Costs and Budgets ia ia ia




15. Care Delivery Strategies ia ia




16. Staffing and Scheduling (available only on Evolve) ia ia ia ia ia ia




17. Selecting, Developing, and Evaluating Staff (available only on Evolve) ia ia ia ia ia ia a
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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 S
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ocialAction
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy ia ia




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




23. Translating Research into Practice ia ia ia




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




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




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 ia ia ia




Future
30. Thriving for the Future ia ia ia




31. Leading and Managing Your Career
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32. Nursing Students as Leaders ia ia ia

, Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder- ia




Wise’s Leading and Managing in Canadian Nursing, SecondEdition
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MULTIPLE CHOICE ia




1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. Sheis asked to assess and a
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dapt the unit to better meet the unique needs of older adult patients. According to comple
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xity principles, what would be the best approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff involved ia ia ia ia ia ia ia ia ia ia




inassessment and planning. ia ia ia




b. Engage involved staff at all levels in the decision-making process. ia ia ia ia ia ia ia ia ia




c. Focus the assessment on the unit, and omit the hospital and commun ia ia ia ia ia ia ia ia ia ia ia




ityenvironment. ia




d. Hire a geriatric specialist to oversee and control the project. ia ia ia ia ia ia ia ia ia




ANSWER: iai a B
Complexity theory suggests that systems interact and adapt and that decision making occ ia ia ia ia ia ia ia ia ia ia ia ia




ursthroughout the systems, as opposed to being held in a hierarchy. In complexity theory
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, everybody’s opinion counts; therefore, all levels of staff would be involved in decision m
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aking.

DIF: Cognitive Level: Apply ia ia




REF: Page 14TOP: Nursing Process: Implementa
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tion
USNT Oreceives a phone call from a nurse who has .
2. A unit manager of a 25-bed medical/surgical
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called in sick five times in the past month. He tells the manager that he very much wants to
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come to work when scheduled, but must often care for his wife, who is undergoing treatme
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ntfor breast cancer. In the practice of a strengths-
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based nursing leader, what would be the best approach to satisfying the needs of this nurs
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e, other staff, and patients?
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a. Line up agency nurses who can be called in to work on short notice. ia ia ia ia ia ia ia ia ia ia ia ia ia




b. Place the nurse on unpaid leave for the remainder of his wife’s treatment. ia ia ia ia ia ia ia ia ia ia ia ia




c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nu ia ia ia ia ia ia ia ia ia ia ia ia ia




rsemay be calling in frequently in the future. ia ia ia ia ia ia ia ia




d. Work with the nurse, staffing office, and other nurses to arrange his schedul ia ia ia ia ia ia ia ia ia ia ia ia




eddays off around his wife’s treatments. ia ia ia ia ia ia




ANSWER: iai a D
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nu
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rse.Unsatisfactory coverage of shifts on short notice could affect patient care and threate
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n staff members’ sense of competence. Strengths-
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based nurse leaders honour the uniqueness of individuals, teams, systems, and organizat
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ions; therefore arranging the schedule around the wife’s needs would result in a win-
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win situation, also creating a work environment that promotes the health of all the nurse
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s and facilitates their development.
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DIF: Cognitive Level: Analyze ia ia




REF: Page 6TOP: Nursing Process: Implementa
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tion