Test Bank For Yoder-Wise’s Leading And Managing In 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, 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,

ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677


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 Intraprofessional 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 cnurse cmanager cof ca c20-bed cmedical cunit cfinds cthat c80% cof cthe cpatients care colder
cadults. cShecis casked cto cassess cand cadapt cthe cunit cto cbetter cmeet cthe cunique cneeds cof
colder cadult cpatients. cAccording cto ccomplexity cprinciples, cwhat cwould cbe cthe cbest
capproach cto ctake cin cmaking cthis cchange?
a. Leverage cthe chierarchical cmanagement cposition cto cget cunit cstaff
cinvolved cincassessment cand cplanning.
b. Engage cinvolved cstaff cat call clevels cin cthe cdecision-making cprocess.
c. Focus cthe cassessment con cthe cunit, cand comit cthe chospital cand
ccommunitycenvironment.
d. Hire ca cgeriatric cspecialist cto coversee cand ccontrol cthe cproject.

ANSWER: c B
Complexity ctheory csuggests cthat csystems cinteract cand cadapt cand cthat cdecision cmaking
coccurscthroughout cthe csystems, cas copposed cto cbeing cheld cin ca chierarchy. cIn ccomplexity
ctheory, ceverybody’s copinion ccounts; ctherefore, call clevels cof cstaff cwould cbe cinvolved cin
cdecision cmaking.


DIF: Cognitive cLevel: cApply REF: cPage
c14cTOP: c Nursing cProcess: cImplementation
.
2. A cunit cmanager cof ca c25-bed cU S N T carea
medical/surgical O creceives ca cphone ccall cfrom ca cnurse cwho
chas
called cin csick cfive ctimes cin cthe cpast cmonth. cHe ctells cthe cmanager cthat che cvery cmuch
cwants cto ccome cto cwork cwhen cscheduled, cbut cmust coften ccare cfor chis cwife, cwho cis
cundergoing ctreatmentcfor cbreast ccancer. cIn cthe cpractice cof ca cstrengths-based cnursing
cleader, cwhat cwould cbe cthe cbest capproach cto csatisfying cthe cneeds cof cthis cnurse, cother
cstaff, cand cpatients?
a. Line cup cagency cnurses cwho ccan cbe ccalled cin cto cwork con cshort cnotice.
b. Place cthe cnurse con cunpaid cleave cfor cthe cremainder cof chis cwife’s ctreatment.
c. Sympathize cwith cthe cnurse’s cdilemma cand clet cthe ccharge cnurse cknow cthat cthis
cnursecmay cbe ccalling cin cfrequently cin cthe cfuture.
d. Work cwith cthe cnurse, cstaffing coffice, cand cother cnurses cto carrange chis
cscheduledcdays coff caround chis cwife’s ctreatments.

ANSWER: c D
Placing cthe cnurse con cunpaid cleave cmay cthreaten cphysiologic cneeds cand cdemotivate cthe
cnurse.cUnsatisfactory ccoverage cof cshifts con cshort cnotice ccould caffect cpatient ccare cand
cthreaten cstaff cmembers’ csense cof ccompetence. cStrengths-based cnurse cleaders chonour
cthe cuniqueness cof cindividuals, cteams, csystems, cand corganizations; ctherefore carranging
cthe cschedule caround cthe cwife’s cneeds cwould cresult cin ca cwin-win csituation, calso
ccreating ca cwork cenvironment cthat cpromotes cthe chealth cof call cthe cnurses cand cfacilitates
c their cdevelopment.


DIF: Cognitive cLevel: cAnalyze REF: cPage
c6cTOP: c Nursing cProcess: cImplementation