,TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN
CANADIAN NURSING, 2ND EDITION, PATRICIA S. YODER-WISE, JANICE
WADDELL, NANCY WALTON
Table of ConTenTs
ParT I: Core ConCePTs
overvIew
1. leadIng, ManagIng, and followIng
2. develoPIng The role of leader
3. develoPIng The role of Manager
4. nursIng leadershIP and IndIgenous healTh
5. PaTIenT foCus
ConTexT
6. eThICal Issues
7. legal Issues
8. MakIng deCIsIons and solvIng ProbleMs
9. healTh Care organIzaTIons
10. undersTandIng and desIgnIng organIzaTIonal sTruCTures
11. CulTural dIversITy In healTh Care
12. Power, PolITICs, and InfluenCe
ParT II: ManagIng resourCes
13. CarIng, CoMMunICaTIng, and ManagIng wITh TeChnology
14. ManagIng CosTs and budgeTs
15. Care delIvery sTraTegIes
16. sTaffIng and sChedulIng (avaIlable only on evolve)
17. seleCTIng, develoPIng, and evaluaTIng sTaff (avaIlable only on evolve)
ParT III: ChangIng The sTaTus Quo
18. sTraTegIC PlannIng, goal-seTTIng, and MarkeTIng
,19. nurses leadIng Change: a relaTIonal eManCIPaTory fraMework for healTh
and soCIal
aCTIon
20. buIldIng TeaMs Through CoMMunICaTIon and ParTnershIPs
21. ColleCTIve nursIng advoCaCy
22. undersTandIng QualITy, rIsk, and safeTy
23. TranslaTIng researCh InTo PraCTICe
ParT Iv: InTerPersonal and Personal skIlls
InTerPersonal
24. undersTandIng and resolvIng ConflICT
25. ManagIng Personal/Personnel ProbleMs
26. workPlaCe vIolenCe and InCIvIlITy
27. InTer and InTerProfessIonal PraCTICe and leadIng In ProfessIonal PraCTICe
seTTIngs
Personal
28. role TransITIon
29. self-ManageMenT: sTress and TIMe
fuTure
30. ThrIvIng for The fuTure
31. leadIng and ManagIng your Career
32. nursIng sTudenTs as leaders
Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
Edition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
is asked to assess and adapt the unit to better meet the unique needs of older adult patients.
, According to complexity principles, what would be the best approach to take in making this
change?
a. Leverage the hierarchical management position to get unit staff involved in
assessment and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and community
environment.
d. Hire a geriatric specialist to oversee and control the project.
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision
making.
REF: Page 14
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
called in sick five times in the past month. He tells the manager that he very much wants to
come to work when scheduled, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing leader, what would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
days off around his wife’s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
CANADIAN NURSING, 2ND EDITION, PATRICIA S. YODER-WISE, JANICE
WADDELL, NANCY WALTON
Table of ConTenTs
ParT I: Core ConCePTs
overvIew
1. leadIng, ManagIng, and followIng
2. develoPIng The role of leader
3. develoPIng The role of Manager
4. nursIng leadershIP and IndIgenous healTh
5. PaTIenT foCus
ConTexT
6. eThICal Issues
7. legal Issues
8. MakIng deCIsIons and solvIng ProbleMs
9. healTh Care organIzaTIons
10. undersTandIng and desIgnIng organIzaTIonal sTruCTures
11. CulTural dIversITy In healTh Care
12. Power, PolITICs, and InfluenCe
ParT II: ManagIng resourCes
13. CarIng, CoMMunICaTIng, and ManagIng wITh TeChnology
14. ManagIng CosTs and budgeTs
15. Care delIvery sTraTegIes
16. sTaffIng and sChedulIng (avaIlable only on evolve)
17. seleCTIng, develoPIng, and evaluaTIng sTaff (avaIlable only on evolve)
ParT III: ChangIng The sTaTus Quo
18. sTraTegIC PlannIng, goal-seTTIng, and MarkeTIng
,19. nurses leadIng Change: a relaTIonal eManCIPaTory fraMework for healTh
and soCIal
aCTIon
20. buIldIng TeaMs Through CoMMunICaTIon and ParTnershIPs
21. ColleCTIve nursIng advoCaCy
22. undersTandIng QualITy, rIsk, and safeTy
23. TranslaTIng researCh InTo PraCTICe
ParT Iv: InTerPersonal and Personal skIlls
InTerPersonal
24. undersTandIng and resolvIng ConflICT
25. ManagIng Personal/Personnel ProbleMs
26. workPlaCe vIolenCe and InCIvIlITy
27. InTer and InTerProfessIonal PraCTICe and leadIng In ProfessIonal PraCTICe
seTTIngs
Personal
28. role TransITIon
29. self-ManageMenT: sTress and TIMe
fuTure
30. ThrIvIng for The fuTure
31. leadIng and ManagIng your Career
32. nursIng sTudenTs as leaders
Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
Edition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
is asked to assess and adapt the unit to better meet the unique needs of older adult patients.
, According to complexity principles, what would be the best approach to take in making this
change?
a. Leverage the hierarchical management position to get unit staff involved in
assessment and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and community
environment.
d. Hire a geriatric specialist to oversee and control the project.
ANS: B
Complexity theory suggests that systems interact and adapt and that decision making occurs
throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
everybody’s opinion counts; therefore, all levels of staff would be involved in decision
making.
REF: Page 14
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
called in sick five times in the past month. He tells the manager that he very much wants to
come to work when scheduled, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing leader, what would be the best
approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
days off around his wife’s treatments.
ANS: D
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
