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

, TEST BANKFOR YODER-WISE’S LEADINGANDMANAGINGINCANADIAN NURSING, 2ND b b b b




EDITION, 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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TableofContentsPart
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I:CoreConcepts
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Overview
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1. Leading,Managing,andFollowing b b b




2. Developingthe Roleof Leader b b




3. Developingthe Roleof Manager b b




4. Nursing Leadership and IndigenousHealth
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5. PatientFocus b




Context
6. EthicalIssues b




7. LegalIssues b




8. MakingDecisions and SolvingProblems b b




9. HealthCareOrganizations b




10. Understanding andDesigningOrganizationalStructures b b b




11. CulturalDiversityinHealthCare b b b




12. Power,Politics,andInfluence b b b




PartII:ManagingResources
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13. Caring,Communicating,andManagingwithTechnology
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14. ManagingCosts and Budgets b b




15. Care DeliveryStrategies
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16. Staffingand Scheduling(available onlyon Evolve) b b b




17. Selecting,Developing,andEvaluatingStaff(availableonlyonEvolve)
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,PartIII:ChangingtheStatusQuo
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18. StrategicPlanning,Goal-Setting,and Marketing
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19. NursesLeadingChange:ARelationalEmancipatoryFrameworkforHealthandSocial
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Action
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20. BuildingTeamsThroughCommunicationandPartnerships b b b




21. CollectiveNursingAdvocacy
22. Understanding Quality, Risk,andSafety b b b b




23. TranslatingResearchinto Practice b b b




PartIV:InterpersonalandPersonalSkills
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Interpersonal
24. Understanding andResolvingConflict b b




25. Managing Personal/Personnel Problems
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26. WorkplaceViolenceandIncivility b b




27. InterandIntraprofessionalPracticeandLeadinginProfessionalPracticeSettings
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Personal
28. RoleTransition
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29. Self-Management:StressandTime b b




Future
30. ThrivingfortheFuture b




31. LeadingandManagingYourCareer b b b




32. Nursing StudentsasLeaders
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, Yoder-Wise's Leading and Managing inCanadianNursing2ndEditionYoder-WiseTestBank
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Chapter01:Leading,Managing,and Following b




Waddell/Walton:Yoder-Wise’sLeadingand ManaginginCanadian Nursing,Second b b b




Edition
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MULTIPLECHOICE

1. Anursemanagerofa20-bedmedicalunitfindsthat80%ofthepatientsareolderadults.She is b b b b




askedtoassessandadapttheunittobettermeettheuniqueneedsofolderadultpatients.
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Accordingtocomplexityprinciples,whatwouldbethebestapproachtotakeinmakingthis
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change?
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a. Leveragethehierarchicalmanagement positionto getunitstaffinvolvedin b b b




assessmentandplanning.
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b. Engageinvolvedstaff at all levelsinthedecision-makingprocess. b b b




c. Focustheassessment on theunit,andomitthehospitalandcommunity b b




environment.b




d. Hireageriatricspecialist to overseeand control theproject. b b b b




ANS: B b b




Complexitytheorysuggeststhatsystemsinteractandadaptandthatdecisionmakingoccurs b




throughout thesystems, as opposed to beingheld ina hierarchy. In complexity theory,
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everybody’sopinioncounts;therefore,alllevelsofstaffwouldbeinvolvedindecisionmaking.
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DIF: CognitiveLevel: Apply b b REF:Page14
TOP: Nursing Process: Implementation
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USNT area receives
O aphone call from anursewhohas called NRIGB.CM
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2. Aunitmanagerof a25-bedmedical/surgical b b b b b b b b




insickfivetimesinthepastmonth.Hetellsthemanagerthatheverymuchwantstocome
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toworkwhenscheduled,butmustoftencareforhiswife, whoisundergoingtreatment forbreast
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bcancer.Inthepracticeofastrengths-basednursingleader,whatwouldbethebestapproachto
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satisfying theneeds of this nurse, other staff, and patients?
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a. Lineupagencynurseswhocanbecalledintoworkonshortnotice.
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b. Placethenurseon unpaid leaveforthe remainder of hiswife’s treatment. b b b b b b




c. Sympathizewiththenurse’sdilemmaand letthechargenurseknowthatthisnursemay b b b




be calling infrequently inthe future.
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d. Workwiththenurse,staffingoffice,andothernursestoarrangehisscheduled b b




days offaround his wife’streatments.
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ANS: D b




Placingthenurseonunpaidleavemaythreatenphysiologicneedsanddemotivatethenurse. b




Unsatisfactorycoverageofshiftsonshortnoticecouldaffectpatient careandthreatenstaff
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members’senseofcompetence. Strengths-based nurseleadershonourtheuniqueness of
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individuals,teams, systems, andorganizations; thereforearranging theschedule aroundthe wife’s
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needswouldresultinawin-winsituation,alsocreatingaworkenvironmentthatpromotes the health of
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all the nursesand facilitates their development.
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DIF: CognitiveLevel: Analyze b b REF:Page6
TOP: Nursing Process: Implementation
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