Test BBank BFor BYoder-Wise’s BLeading BAnd BManaging BIn BCanadian BNursing, B2nd BEdition, B Patricia BS. BYoder-Wise, BChapters B1 B- B32

Test Bank For Yoder-Wise’s Leading And Managing In
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B 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, 2NDEDITION,
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PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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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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B Part I: Core
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ConceptsOverview
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1. Leading, Managing, and Following B B B




2. Developing the Role of Leader B B B B




3. Developing the Role of Manager B B B B




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




Context
6. Ethical Issues B




7. Legal Issues B




8. Making Decisions and Solving Problems
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9. Health Care OrganizationsB B




10. Understanding and Designing Organizational Structures B B B B




11. Cultural Diversity in Health Care B B B B




12. Power, Politics, and Influence B B B




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets B B B




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 B B




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




23. Translating Research into Practice
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Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict B B B




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




Future
30. Thriving for the Future
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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, B B B B B B B



SecondEdition
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MULTIPLE CHOICE B




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


14TOP: Nursing Process: Implementation
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2. A unit manager of a 25-bed medical/surgical areaOreceives a phone call from a nurse who has
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called in sick five times in the past month. He tells the manager that he very much wants
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to come to work when scheduled, but must often care for his wife, who is undergoing
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treatmentfor breast cancer. In the practice of a strengths-based nursing leader, what
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would be the best approach to satisfying the needs of this nurse, other staff, and
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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 B B B B B B B B B B B B


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 B


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 the
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schedule around the wife’s needs would result in a win-win situation, also creating a
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work environment that promotes the health of all the nurses and facilitates their
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development.
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DIF: Cognitive Level: Analyze REF: Page B B B


6TOP: Nursing Process: Implementation
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