TEST BANK For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise, Verified Chapters 1 - 32, Complete Newest Version

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- lp lp p
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WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2NDEDITION, PATRIC lp lp lp lp p
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IA S. YODER-WISE, JANICE WADDELL, NANCY WALTON, lp lp lp lp lp lp




ISBN: 9781771721684,
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ISBN: 9781771721745,
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ISBN: 9781771721677
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Table of Contents Par
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t I: Core ConceptsOve
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rview
1. Leading, Managing, and Following lp lp lp




2. Developing the Role of Leader pl lp lp lp




3. Developing the Role of Manager pl lp lp lp




4. Nursing Leadership and Indigenous Health lp lp lp lp




5. Patient Focus lp




Context
6. Ethical Issues lp




7. Legal Issues lp




8. Making Decisions and Solving Problems lp lp lp pl




9. Health Care Organizations lp lp




10. Understandingand DesigningOrganizational Structures pl lp pl lp




11. Cultural Diversityin Health Care lp pl lp lp




12. Power, Politics, and Influence lp lp lp




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology lp lp lp lp lp




14. Managing Costs and Budgets lp lp lp




15. Care Delivery Strategies lp pl




16. Staffing and Scheduling (available only on Evolve) lp lp lp lp lp lp




17. Selecting, Developing, and Evaluating Staff (available only on Evolve) lp lp lp pl lp lp pl lp

,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 SocialA
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ction
20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy lp lp




22. UnderstandingQuality, Risk, and Safety pl lp lp lp




23. Translating Research into Practice lp lp lp




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict lp lp lp




25. ManagingPersonal/Personnel Problems pl lp




26. Workplace Violence and Incivility lp lp lp




27. Inter and Intraprofessional Practice and Leadingin Professional Practice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time lp lp lp




Future
30. Thriving for the Future lp lp lp




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- lp




Wise’s Leading and Managing in Canadian Nursing, SecondEdition
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MULTIPLE CHOICE lp




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




ssessment and planning. lp lp




b. Engage involved staff at all levels in the decision-making process. lp lp lp lp lp lp lp lp lp




c. Focus the assessment on the unit, and omit the hospital and communitye lp lp lp lp lp lp lp lp lp lp lp pl




nvironment.
d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: B l p




Complexity theory suggests that systems interact and adapt and that decision making occurst pl lp lp lp lp lp lp lp lp lp lp lp pl




hroughout the systems, as opposed to being held in a hierarchy. In complexity theory, everybo lp lp lp lp lp lp lp lp lp lp lp lp lp lp




dy’s opinion counts; therefore, all levels of staff would be involved in decision making.
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DIF: Cognitive Level: Apply lp lp




REF: Page 14TOP: Nursing Process: Implementa lp lp pl l p lp lp




tion

2. A unit manager of a 25-bed medical/surgical area receives 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 to com
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e to work when scheduled, but must often care for his wife, who is undergoing treatmentfor brea
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st cancer. In the practice of a strengths-
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based nursing leader, what would be the best approach to satisfying the needs of this nurse, oth
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er staff, and 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 nursem lp lp lp lp lp lp lp lp lp lp lp lp lp pl




ay be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduledd
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ays off around his wife’s treatments. lp lp lp lp lp




ANSWER: D l p




Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.U
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nsatisfactory coverage of shifts on short notice could affect patient care and threaten staff me lp lp lp lp lp lp lp lp lp lp lp lp lp lp




mbers’ sense of competence. Strengths- lp lp lp lp




based nurse leaders honour the uniqueness of individuals, teams, systems, and organizations; t
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herefore arranging the schedule around the wife’s needs would result in a win-
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win situation, also creating a work environment that promotes the health of all the nurses and
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facilitates their development. lp lp




DIF: Cognitive Level: Analyze lp lp




REF: Page 6TOP: Nursing Process: Implementa lp lp pl l p lp lp




tion