Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder's-Wise, Janice Waddell, Nancy Walton

Test Bank For Yoder-Wise’s Leading And Managing In
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Canadian Nursing, 2nd Edition,
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Patricia S. Yoder-Wise, Chapters 1 - 32
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, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
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2NDEDITION, 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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Table of Contents
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x PartI:Core
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ConceptsOverview
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1. Leading, Managing, and Following x x x




2. Developing the Role of Leader x x x x




3. Developing the Role of Manager x x x x




4. Nursing Leadership and Indigenous Health x x x x




5. Patient Focus x




Context
6. Ethical Issues x




7. Legal Issues x




8. Making Decisions and Solving Problems x x x x




9. Health Care Organizations x x




10. Understanding and Designing Organizational Structures x x x x




11. Cultural Diversityin Health Care x x x x




12. Power, Politics, and Influence x x x




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technologyx x x x x




14. Managing Costs and Budgets x x x




15. Care DeliveryStrategiesx x




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




17. Selecting, Developing, and Evaluating Staff (available onlyon 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
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SocialAction
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy x x




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




23. Translating Research into Practice x x x




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




25. ManagingPersonal/Personnel Problems
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26. Workplace Violence and Incivility x x x




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 x x x




Future
30. Thriving for the Future x x x




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-Wise’s Leading and Managing in Canadian Nursing, x x x x x x x




SecondEdition
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MULTIPLE CHOICE x




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




inassessment and planning.
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b. Engage involved staff at all levels in the decision-making process. x x x x x x x x x




c. Focus the assessment on the unit, and omit the hospital and x x x x x x x x x x




communityenvironment.x x




d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: B x




Complexitytheory suggests that systems interact and adapt and that decision making
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occursthroughout 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 making.
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DIF: Cognitive Level: Apply REF: Page x x x




14TOP: Nursing Process: Implementation
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USNT area receives
O a phone call from a nurse who has .
2. A unit manager of a 25-bed medical/surgical
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called in sick five times in the past month. He tells the manager that he very much wants to come
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to work when scheduled, but must often care for his wife, who is undergoing treatmentfor breast
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cancer. In the practice of a strengths-based nursing leader, what would be the best approach to
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satisfying the needs of this nurse, 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 nursemay x x x x x x x x x x x x x x




be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his
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scheduleddays off around his wife’s treatments.
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ANSWER: D x




Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
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nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and threaten
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staff members’ sense of competence. Strengths-based nurse leaders honour the uniqueness of
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individuals, teams, systems, and organizations; therefore arranging the schedule around the
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wife’s needs would result in a win-win situation, also creating a work environment that
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promotes the health of all the nurses and facilitates their development.
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DIF: Cognitive Level: Analyze x x REF: Page x




6TOP: Nursing Process: Implementation
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