Test Bank For Yoder-Wise’s Leading And ManagingIn Canadian Nursing, 2nd
Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN
CANADIAN NURSING, 2ND EDITION, PATRICIA S. YODER-
WISE, JANICE WADDELL, NANCY WALTON
Table oof
oContents oPart
oI: oCore
oConcepts
oOverview
1. Leading, oManaging, oand oFollowing
2. Developing othe oRole oof oLeader
3. Developing othe oRole oof oManager
4. Nursing oLeadership oand oIndigenous oHealth
5. Patient oFocus
Context
6. Ethical oIssues
7. Legal oIssues
8. Making oDecisions oand oSolving oProblems
9. Health oCare oOrganizations
10. Understanding oand oDesigning oOrganizational oStructures
11. Cultural oDiversity oin oHealth oCare
12. Power, oPolitics, oand oInfluence
,Part oII: oManaging oResources
13. Caring, oCommunicating, oand oManaging owith oTechnology
14. Managing oCosts oand oBudgets
15. Care oDelivery oStrategies
16. Staffing oand oScheduling o(available oonly oon oEvolve)
17. Selecting, oDeveloping, oand oEvaluating oStaff o(available oonly oon oEvolve)
Part oIII: oChanging othe oStatus oQuo
18. Strategic oPlanning, oGoal-Setting, oand oMarketing
19. Nurses oLeading oChange: oA oRelational oEmancipatory oFramework
ofor oHealth oand oSocial oAction
20. Building oTeams oThrough oCommunication oand oPartnerships
21. Collective oNursing oAdvocacy
22. Understanding oQuality, oRisk, oand oSafety
23. Translating oResearch ointo oPractice
Part oIV: oInterpersonal oand oPersonal oSkills
Interpersonal
24. Understanding oand oResolving oConflict
25. Managing oPersonal/Personnel oProblems
26. Workplace oViolence oand oIncivility
27. Inter oand oIntraprofessional oPractice oand oLeading oin oProfessional oPractice
oSettings
Personal
28. Role oTransition
29. Self-Management: oStress oand oTime
Future
, 30. Thriving ofor othe oFuture
31. Leading oand oManaging oYour oCareer
32. Nursing oStudents oas oLeaders
Chapter o01: oLeading, oManaging, oand oFollowing
Waddell/Walton: oYoder-Wise’s oLeading oand oManaging oin oCanadian
oNursing, oSecondoEdition
MULTIPLE oCHOICE
1. A onurse omanager oof oa o20-bed omedical ounit ofinds othat o80% oof othe
opatients oare oolder oadults. oShe ois oasked oto oassess oand oadapt othe
ounit oto obetter omeet othe ounique oneeds oof oolder oadult opatients.
oAccording oto ocomplexity oprinciples, owhat owould obe othe obest
oapproach oto otake oin omaking othis ochange?
a. Leverage othe ohierarchical omanagement oposition oto oget
ounit ostaff oinvolved oin oassessment oand oplanning.
b. Engage oinvolved ostaff oat oall olevels oin othe odecision-making oprocess.
c. Focus othe oassessment oon othe ounit, oand oomit othe
ohospital oand ocommunity oenvironment.
d. Hire oa ogeriatric ospecialist oto ooversee oand ocontrol othe oproject.
ANSWER: oB
Complexity otheory osuggests othat osystems ointeract oand oadapt oand othat
odecision omaking ooccurs othroughout othe osystems, oas oopposed oto
obeing oheld oin oa ohierarchy. oIn ocomplexity otheory, oeverybody’s
oopinion ocounts; otherefore, oall olevels oof ostaff owould obe oinvolved oin
odecision omaking.
DIF: Cognitive oLevel: oApply REF:
oPage o14 oTOP: o Nursing oProcess:
oImplementation
.
2. U S Nomedical/surgical
A ounit omanager oof oa o25-bed T O oarea oreceives oa ophone
ocall ofrom oa onurse owho ohas
called oin osick ofive otimes oin othe opast omonth. oHe otells othe omanager
othat ohe overy omuch owants oto ocome oto owork owhen oscheduled, obut
omust ooften ocare ofor ohis owife, owho ois oundergoing otreatment ofor
obreast ocancer. oIn othe opractice oof oa ostrengths-based onursing oleader,
owhat owould obe othe obest oapproach oto osatisfying othe oneeds oof othis
onurse, oother ostaff, oand opatients?
a. Line oup oagency onurses owho ocan obe ocalled oin oto owork oon oshort
onotice.
b. Place othe onurse oon ounpaid oleave ofor othe oremainder oof ohis owife’s
otreatment.
c. Sympathize owith othe onurse’s odilemma oand olet othe ocharge
onurse oknow othat othis onurse omay obe ocalling oin ofrequently oin
othe ofuture.
, d. Work owith othe onurse, ostaffing ooffice, oand oother onurses oto
oarrange ohis oscheduled odays ooff oaround ohis owife’s
otreatments.
ANSWER: oD
Placing othe onurse oon ounpaid oleave omay othreaten ophysiologic oneeds
oand odemotivate othe onurse. oUnsatisfactory ocoverage oof oshifts oon oshort
onotice ocould oaffect opatient ocare oand othreaten ostaff omembers’ osense
oof ocompetence. oStrengths-based onurse oleaders ohonour othe ouniqueness
oof oindividuals, oteams, osystems, oand oorganizations; otherefore
oarranging othe oschedule oaround othe owife’s oneeds owould oresult oin oa
owin-win osituation, oalso ocreating oa owork oenvironment othat opromotes
othe ohealth oof oall othe onurses oand ofacilitates otheir odevelopment.
DIF: Cognitive oLevel: oAnalyze REF:
oPage o6 oTOP: o Nursing oProcess:
oImplementation
3. A ogrievance obrought oby oa ostaff onurse oagainst othe ounit omanager
orequires omediation. oAt othe ofirst omediation osession, othe ostaff onurse
orepeatedly ocalls othe ounit omanager’s oactions ounfair, oand othe ounit
omanager ocontinues oto oreiterate othe oreasons ofor othe oactions. oWhat
owould obe othe obest ocourse oof oaction oat othis otime?
a. Send othe otwo odisputants oaway oto oreach otheir oown oresolution.
b. Involve oanother ostaff onurse oin othe odiscussion oso oas oto oclarify oissues.
c. Ask oeach oparty oto oexamine oher oown omotives oand oissues oin othe
oconflict.
d. Continue oto olisten oas othe oparties orepeat otheir othoughts
oand ofeelings oabout othe oconflict.
ANSWER: oC
Nurses oand oleaders omust oassess oeach osituation oas ounique,
odetermining oappropriate oactions oaccordingly. oLeaders omust oadapt
otheir ostyles oto ocomplement ospecific oissues obeing ofaced, osuch oas
oconflict. oExamining omotives oand oissues ofor othe oconflict oin
operceptions opromotes oequal orepresentation oof oeach opoint oof oview.
DIF: Cognitive oLevel: oApply REF: oPages
o11–13 oTOP: o Nursing oProcess:
oImplementation
4. Shortly oafter obeing oinformed oof ofetal odeath, oa olabouring owoman oasks
owhy oshe ois onot oable oto ohear oher obaby’s oheartbeat oon othe omonitor
oanymore. oAlthough othe omonitor ovolume ohad obeen oturned ooff oso
othat othe opatient owould obe oable oto osleep obetween ocontractions, othe
onurse oresponded othat othere owas ono oheartbeat oto ohear obecause othe
obaby ohad odied oin outero; othen othe onurse oasked owhether othe opatient
owould olike oto otalk oabout ohow oshe owas ofeeling. oThis oresponse
odemonstrates:
Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN
CANADIAN NURSING, 2ND EDITION, PATRICIA S. YODER-
WISE, JANICE WADDELL, NANCY WALTON
Table oof
oContents oPart
oI: oCore
oConcepts
oOverview
1. Leading, oManaging, oand oFollowing
2. Developing othe oRole oof oLeader
3. Developing othe oRole oof oManager
4. Nursing oLeadership oand oIndigenous oHealth
5. Patient oFocus
Context
6. Ethical oIssues
7. Legal oIssues
8. Making oDecisions oand oSolving oProblems
9. Health oCare oOrganizations
10. Understanding oand oDesigning oOrganizational oStructures
11. Cultural oDiversity oin oHealth oCare
12. Power, oPolitics, oand oInfluence
,Part oII: oManaging oResources
13. Caring, oCommunicating, oand oManaging owith oTechnology
14. Managing oCosts oand oBudgets
15. Care oDelivery oStrategies
16. Staffing oand oScheduling o(available oonly oon oEvolve)
17. Selecting, oDeveloping, oand oEvaluating oStaff o(available oonly oon oEvolve)
Part oIII: oChanging othe oStatus oQuo
18. Strategic oPlanning, oGoal-Setting, oand oMarketing
19. Nurses oLeading oChange: oA oRelational oEmancipatory oFramework
ofor oHealth oand oSocial oAction
20. Building oTeams oThrough oCommunication oand oPartnerships
21. Collective oNursing oAdvocacy
22. Understanding oQuality, oRisk, oand oSafety
23. Translating oResearch ointo oPractice
Part oIV: oInterpersonal oand oPersonal oSkills
Interpersonal
24. Understanding oand oResolving oConflict
25. Managing oPersonal/Personnel oProblems
26. Workplace oViolence oand oIncivility
27. Inter oand oIntraprofessional oPractice oand oLeading oin oProfessional oPractice
oSettings
Personal
28. Role oTransition
29. Self-Management: oStress oand oTime
Future
, 30. Thriving ofor othe oFuture
31. Leading oand oManaging oYour oCareer
32. Nursing oStudents oas oLeaders
Chapter o01: oLeading, oManaging, oand oFollowing
Waddell/Walton: oYoder-Wise’s oLeading oand oManaging oin oCanadian
oNursing, oSecondoEdition
MULTIPLE oCHOICE
1. A onurse omanager oof oa o20-bed omedical ounit ofinds othat o80% oof othe
opatients oare oolder oadults. oShe ois oasked oto oassess oand oadapt othe
ounit oto obetter omeet othe ounique oneeds oof oolder oadult opatients.
oAccording oto ocomplexity oprinciples, owhat owould obe othe obest
oapproach oto otake oin omaking othis ochange?
a. Leverage othe ohierarchical omanagement oposition oto oget
ounit ostaff oinvolved oin oassessment oand oplanning.
b. Engage oinvolved ostaff oat oall olevels oin othe odecision-making oprocess.
c. Focus othe oassessment oon othe ounit, oand oomit othe
ohospital oand ocommunity oenvironment.
d. Hire oa ogeriatric ospecialist oto ooversee oand ocontrol othe oproject.
ANSWER: oB
Complexity otheory osuggests othat osystems ointeract oand oadapt oand othat
odecision omaking ooccurs othroughout othe osystems, oas oopposed oto
obeing oheld oin oa ohierarchy. oIn ocomplexity otheory, oeverybody’s
oopinion ocounts; otherefore, oall olevels oof ostaff owould obe oinvolved oin
odecision omaking.
DIF: Cognitive oLevel: oApply REF:
oPage o14 oTOP: o Nursing oProcess:
oImplementation
.
2. U S Nomedical/surgical
A ounit omanager oof oa o25-bed T O oarea oreceives oa ophone
ocall ofrom oa onurse owho ohas
called oin osick ofive otimes oin othe opast omonth. oHe otells othe omanager
othat ohe overy omuch owants oto ocome oto owork owhen oscheduled, obut
omust ooften ocare ofor ohis owife, owho ois oundergoing otreatment ofor
obreast ocancer. oIn othe opractice oof oa ostrengths-based onursing oleader,
owhat owould obe othe obest oapproach oto osatisfying othe oneeds oof othis
onurse, oother ostaff, oand opatients?
a. Line oup oagency onurses owho ocan obe ocalled oin oto owork oon oshort
onotice.
b. Place othe onurse oon ounpaid oleave ofor othe oremainder oof ohis owife’s
otreatment.
c. Sympathize owith othe onurse’s odilemma oand olet othe ocharge
onurse oknow othat othis onurse omay obe ocalling oin ofrequently oin
othe ofuture.
, d. Work owith othe onurse, ostaffing ooffice, oand oother onurses oto
oarrange ohis oscheduled odays ooff oaround ohis owife’s
otreatments.
ANSWER: oD
Placing othe onurse oon ounpaid oleave omay othreaten ophysiologic oneeds
oand odemotivate othe onurse. oUnsatisfactory ocoverage oof oshifts oon oshort
onotice ocould oaffect opatient ocare oand othreaten ostaff omembers’ osense
oof ocompetence. oStrengths-based onurse oleaders ohonour othe ouniqueness
oof oindividuals, oteams, osystems, oand oorganizations; otherefore
oarranging othe oschedule oaround othe owife’s oneeds owould oresult oin oa
owin-win osituation, oalso ocreating oa owork oenvironment othat opromotes
othe ohealth oof oall othe onurses oand ofacilitates otheir odevelopment.
DIF: Cognitive oLevel: oAnalyze REF:
oPage o6 oTOP: o Nursing oProcess:
oImplementation
3. A ogrievance obrought oby oa ostaff onurse oagainst othe ounit omanager
orequires omediation. oAt othe ofirst omediation osession, othe ostaff onurse
orepeatedly ocalls othe ounit omanager’s oactions ounfair, oand othe ounit
omanager ocontinues oto oreiterate othe oreasons ofor othe oactions. oWhat
owould obe othe obest ocourse oof oaction oat othis otime?
a. Send othe otwo odisputants oaway oto oreach otheir oown oresolution.
b. Involve oanother ostaff onurse oin othe odiscussion oso oas oto oclarify oissues.
c. Ask oeach oparty oto oexamine oher oown omotives oand oissues oin othe
oconflict.
d. Continue oto olisten oas othe oparties orepeat otheir othoughts
oand ofeelings oabout othe oconflict.
ANSWER: oC
Nurses oand oleaders omust oassess oeach osituation oas ounique,
odetermining oappropriate oactions oaccordingly. oLeaders omust oadapt
otheir ostyles oto ocomplement ospecific oissues obeing ofaced, osuch oas
oconflict. oExamining omotives oand oissues ofor othe oconflict oin
operceptions opromotes oequal orepresentation oof oeach opoint oof oview.
DIF: Cognitive oLevel: oApply REF: oPages
o11–13 oTOP: o Nursing oProcess:
oImplementation
4. Shortly oafter obeing oinformed oof ofetal odeath, oa olabouring owoman oasks
owhy oshe ois onot oable oto ohear oher obaby’s oheartbeat oon othe omonitor
oanymore. oAlthough othe omonitor ovolume ohad obeen oturned ooff oso
othat othe opatient owould obe oable oto osleep obetween ocontractions, othe
onurse oresponded othat othere owas ono oheartbeat oto ohear obecause othe
obaby ohad odied oin outero; othen othe onurse oasked owhether othe opatient
owould olike oto otalk oabout ohow oshe owas ofeeling. oThis oresponse
odemonstrates:
