TEST BANK FOR Yoder-Wise's Leading and Managing in Canadian Nursing, 2nd Edition by Patricia S. Yoder-Wise, Janice Waddell, RN, MA, PhD and Nancy Walton ISBN: 9781771721677 COMPLETE GUIDE 100 % VERIFIED A+ GRADE ASSURED !!!!LATEST UPDATE !!!!GUA

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WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICIA
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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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Table of Contents Pa
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rt I: Core Concepts
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Overview
1. Leading, Managing, and Following
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2. Developing the Role of Leader mi mi mi mi




3. Developing the Role of Manager mi mi mi mi




4. Nursing Leadership and Indigenous Health
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5. Patient Focus mi




Context
6. Ethical Issues mi




7. Legal Issues mi




8. Making Decisions and Solving Problems
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9. Health Care Organizations
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10. Understanding and Designing Organizational Structures
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11. Cultural Diversity in Health Care
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12. Power, Politics, and Influence
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Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets mi mi mi




15. Care Delivery Strategies
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16. Staffing and Scheduling (available only on Evolve)
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17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
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,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 Soci
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al Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy mi mi




22. Understanding Quality, Risk, and Safety mi mi mi mi




23. Translating Research into Practice mi mi mi




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




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility mi mi mi




27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time mi mi mi




Future
30. Thriving for the Futuremi mi mi




31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-
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Wise Test Bank
Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder- mi


Wise’s Leading and Managing in Canadian Nursing, Second Edition
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MULTIPLE CHOICE mi




1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is asked to assess an
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d adapt the unit to better meet the unique needs of older adult patients. According to co
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mplexity principles, 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
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in assessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit, and omit the hospital and communi
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ty environment. mi


d. Hire a geriatric specialist to oversee and control the project.
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ANS: m i B
Complexity theory suggests that systems interact and adapt and that decision making occur
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s throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
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everybody‘s opinion counts; therefore, all levels of staff would be involved in decision m
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aking.

DIF: Cognitive Level: Apply mi mi


REF: Page 14 TOP: Nursing Process: Implemen
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tation
UNSRNITG B.C MO mi
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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
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to come to work when scheduled, but must often care for his wife, who is undergoing tre
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atment for breast 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 nur
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se, other 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 nu
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rse may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his schedul
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ed days off around his wife‘s treatments.
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ANS: D mi


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurs
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e. Unsatisfactory coverage of shifts on short notice could affect patient care and threaten
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staff members‘ sense of competence. Strengths-
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based nurse leaders honour the uniqueness of individuals, teams, systems, and organizatio
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ns; therefore 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
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and facilitates their development.
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DIF: Cognitive Level: Analyze mi mi


REF: Page 6 TOP: Nursing Process: Implemen
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tation


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