Test Bank For Yoder-Wise’s Leading And Managing
m m m m m m
m In Canadian Nursing, 2nd Edition,
m m m m m
Patricia S. Yoder-Wise, Chapters 1 - 32
m m m m m m
, TEST mBANK mFOR mYODER-WISE’S mLEADING mAND mMANAGING mIN mCANADIAN
mNURSING, m2NDmEDITION, mPATRICIA mS. mYODER-WISE, mJANICE mWADDELL,
mNANCY mWALTON,
ISBN: m9781771721684,
ISBN: m9781771721745,
ISBN: m9781771721677
Table mof mContents
m Part mI: mCore
mConceptsmOverview
1. Leading, mManaging, mand mFollowing
2. Developing mthe mRole mof mLeader
3. Developing mthe mRole mof mManager
4. Nursing mLeadership mand mIndigenous mHealth
5. Patient mFocus
Context
6. Ethical mIssues
7. Legal mIssues
8. Making mDecisions mand mSolving mProblems
9. Health mCare mOrganizations
10. Understanding mand mDesigning mOrganizational mStructures
11. Cultural mDiversity min mHealth mCare
12. Power, mPolitics, mand mInfluence
Part mII: mManaging mResources
13. Caring, mCommunicating, mand mManaging mwith mTechnology
14. Managing mCosts mand mBudgets
15. Care mDelivery mStrategies
16. Staffing mand mScheduling m(available monly mon mEvolve)
17. Selecting, mDeveloping, mand mEvaluating mStaff m(available monly mon mEvolve)
,Part mIII: mChanging mthe mStatus mQuo
18. Strategic mPlanning, mGoal-Setting, mand mMarketing
19. Nurses mLeading mChange: mA mRelational mEmancipatory mFramework mfor mHealth mand
mSocialmAction
20. Building mTeams mThrough mCommunication mand mPartnerships
21. Collective mNursing mAdvocacy
22. Understanding mQuality, mRisk, mand mSafety
23. Translating mResearch minto mPractice
Part mIV: mInterpersonal mand mPersonal mSkills
Interpersonal
24. Understanding mand mResolving mConflict
25. Managing mPersonal/Personnel mProblems
26. Workplace mViolence mand mIncivility
27. Inter mand mIntraprofessional mPractice mand mLeading min mProfessional mPractice mSettings
Personal
28. Role mTransition
29. Self-Management: mStress mand mTime
Future
30. Thriving mfor mthe mFuture
31. Leading mand mManaging mYour mCareer
32. Nursing mStudents mas mLeaders
, Chapter m01: mLeading, mManaging, mand mFollowing
Waddell/Walton: mYoder-Wise’s mLeading mand mManaging min mCanadian mNursing,
mSecondm
Edition
MULTIPLE mCHOICE
1. A mnurse mmanager mof ma m20-bed mmedical munit mfinds mthat m80% mof mthe mpatients mare molder
madults. mShemis masked mto massess mand madapt mthe munit mto mbetter mmeet mthe munique mneeds mof
molder madult mpatients. mAccording mto mcomplexity mprinciples, mwhat mwould mbe mthe mbest
mapproach mto mtake min mmaking mthis mchange?
a. Leverage mthe mhierarchical mmanagement mposition mto mget munit mstaff
minvolved minmassessment mand mplanning.
b. Engage minvolved mstaff mat mall mlevels min mthe mdecision-making mprocess.
c. Focus mthe massessment mon mthe munit, mand momit mthe mhospital mand
mcommunitymenvironment.
d. Hire ma mgeriatric mspecialist mto moversee mand mcontrol mthe mproject.
ANSWER: m B
Complexity mtheory msuggests mthat msystems minteract mand madapt mand mthat mdecision mmaking
moccursmthroughout mthe msystems, mas mopposed mto mbeing mheld min ma mhierarchy. mIn
mcomplexity mtheory, meverybody’s mopinion mcounts; mtherefore, mall mlevels mof mstaff mwould
mbe minvolved min mdecision mmaking.
DIF: Cognitive mLevel: mApply REF: mPage
m14mTOP: m Nursing mProcess: mImplementation
.
2. A munit mmanager mof ma m25-bedU mS mN mT O
mmedical/surgical marea mreceives ma mphone mcall mfrom ma mnurse
mwho mhas
called min msick mfive mtimes min mthe mpast mmonth. mHe mtells mthe mmanager mthat mhe mvery mmuch
mwants mto mcome mto mwork mwhen mscheduled, mbut mmust moften mcare mfor mhis mwife, mwho mis
mundergoing mtreatmentmfor mbreast mcancer. mIn mthe mpractice mof ma mstrengths-based mnursing
mleader, mwhat mwould mbe mthe mbest mapproach mto msatisfying mthe mneeds mof mthis mnurse, mother
mstaff, mand mpatients?
a. Line mup magency mnurses mwho mcan mbe mcalled min mto mwork mon mshort mnotice.
b. Place mthe mnurse mon munpaid mleave mfor mthe mremainder mof mhis mwife’s mtreatment.
c. Sympathize mwith mthe mnurse’s mdilemma mand mlet mthe mcharge mnurse mknow mthat
mthis mnursemmay mbe mcalling min mfrequently min mthe mfuture.
d. Work mwith mthe mnurse, mstaffing moffice, mand mother mnurses mto marrange mhis
mscheduledmdays moff maround mhis mwife’s mtreatments.
ANSWER: m D
Placing mthe mnurse mon munpaid mleave mmay mthreaten mphysiologic mneeds mand mdemotivate
mthe mnurse.mUnsatisfactory mcoverage mof mshifts mon mshort mnotice mcould maffect mpatient mcare
mand mthreaten mstaff mmembers’ msense mof mcompetence. mStrengths-based mnurse mleaders
mhonour mthe muniqueness mof mindividuals, mteams, msystems, mand morganizations; mtherefore
marranging mthe mschedule maround mthe mwife’s mneeds mwould mresult min ma mwin-win
msituation, malso mcreating ma mwork menvironment mthat mpromotes mthe mhealth mof mall mthe
mnurses mand mfacilitates mtheir mdevelopment.
DIF: Cognitive mLevel: mAnalyze REF: mPage
m6mTOP: m Nursing mProcess: mImplementation
m m m m m m
m In Canadian Nursing, 2nd Edition,
m m m m m
Patricia S. Yoder-Wise, Chapters 1 - 32
m m m m m m
, TEST mBANK mFOR mYODER-WISE’S mLEADING mAND mMANAGING mIN mCANADIAN
mNURSING, m2NDmEDITION, mPATRICIA mS. mYODER-WISE, mJANICE mWADDELL,
mNANCY mWALTON,
ISBN: m9781771721684,
ISBN: m9781771721745,
ISBN: m9781771721677
Table mof mContents
m Part mI: mCore
mConceptsmOverview
1. Leading, mManaging, mand mFollowing
2. Developing mthe mRole mof mLeader
3. Developing mthe mRole mof mManager
4. Nursing mLeadership mand mIndigenous mHealth
5. Patient mFocus
Context
6. Ethical mIssues
7. Legal mIssues
8. Making mDecisions mand mSolving mProblems
9. Health mCare mOrganizations
10. Understanding mand mDesigning mOrganizational mStructures
11. Cultural mDiversity min mHealth mCare
12. Power, mPolitics, mand mInfluence
Part mII: mManaging mResources
13. Caring, mCommunicating, mand mManaging mwith mTechnology
14. Managing mCosts mand mBudgets
15. Care mDelivery mStrategies
16. Staffing mand mScheduling m(available monly mon mEvolve)
17. Selecting, mDeveloping, mand mEvaluating mStaff m(available monly mon mEvolve)
,Part mIII: mChanging mthe mStatus mQuo
18. Strategic mPlanning, mGoal-Setting, mand mMarketing
19. Nurses mLeading mChange: mA mRelational mEmancipatory mFramework mfor mHealth mand
mSocialmAction
20. Building mTeams mThrough mCommunication mand mPartnerships
21. Collective mNursing mAdvocacy
22. Understanding mQuality, mRisk, mand mSafety
23. Translating mResearch minto mPractice
Part mIV: mInterpersonal mand mPersonal mSkills
Interpersonal
24. Understanding mand mResolving mConflict
25. Managing mPersonal/Personnel mProblems
26. Workplace mViolence mand mIncivility
27. Inter mand mIntraprofessional mPractice mand mLeading min mProfessional mPractice mSettings
Personal
28. Role mTransition
29. Self-Management: mStress mand mTime
Future
30. Thriving mfor mthe mFuture
31. Leading mand mManaging mYour mCareer
32. Nursing mStudents mas mLeaders
, Chapter m01: mLeading, mManaging, mand mFollowing
Waddell/Walton: mYoder-Wise’s mLeading mand mManaging min mCanadian mNursing,
mSecondm
Edition
MULTIPLE mCHOICE
1. A mnurse mmanager mof ma m20-bed mmedical munit mfinds mthat m80% mof mthe mpatients mare molder
madults. mShemis masked mto massess mand madapt mthe munit mto mbetter mmeet mthe munique mneeds mof
molder madult mpatients. mAccording mto mcomplexity mprinciples, mwhat mwould mbe mthe mbest
mapproach mto mtake min mmaking mthis mchange?
a. Leverage mthe mhierarchical mmanagement mposition mto mget munit mstaff
minvolved minmassessment mand mplanning.
b. Engage minvolved mstaff mat mall mlevels min mthe mdecision-making mprocess.
c. Focus mthe massessment mon mthe munit, mand momit mthe mhospital mand
mcommunitymenvironment.
d. Hire ma mgeriatric mspecialist mto moversee mand mcontrol mthe mproject.
ANSWER: m B
Complexity mtheory msuggests mthat msystems minteract mand madapt mand mthat mdecision mmaking
moccursmthroughout mthe msystems, mas mopposed mto mbeing mheld min ma mhierarchy. mIn
mcomplexity mtheory, meverybody’s mopinion mcounts; mtherefore, mall mlevels mof mstaff mwould
mbe minvolved min mdecision mmaking.
DIF: Cognitive mLevel: mApply REF: mPage
m14mTOP: m Nursing mProcess: mImplementation
.
2. A munit mmanager mof ma m25-bedU mS mN mT O
mmedical/surgical marea mreceives ma mphone mcall mfrom ma mnurse
mwho mhas
called min msick mfive mtimes min mthe mpast mmonth. mHe mtells mthe mmanager mthat mhe mvery mmuch
mwants mto mcome mto mwork mwhen mscheduled, mbut mmust moften mcare mfor mhis mwife, mwho mis
mundergoing mtreatmentmfor mbreast mcancer. mIn mthe mpractice mof ma mstrengths-based mnursing
mleader, mwhat mwould mbe mthe mbest mapproach mto msatisfying mthe mneeds mof mthis mnurse, mother
mstaff, mand mpatients?
a. Line mup magency mnurses mwho mcan mbe mcalled min mto mwork mon mshort mnotice.
b. Place mthe mnurse mon munpaid mleave mfor mthe mremainder mof mhis mwife’s mtreatment.
c. Sympathize mwith mthe mnurse’s mdilemma mand mlet mthe mcharge mnurse mknow mthat
mthis mnursemmay mbe mcalling min mfrequently min mthe mfuture.
d. Work mwith mthe mnurse, mstaffing moffice, mand mother mnurses mto marrange mhis
mscheduledmdays moff maround mhis mwife’s mtreatments.
ANSWER: m D
Placing mthe mnurse mon munpaid mleave mmay mthreaten mphysiologic mneeds mand mdemotivate
mthe mnurse.mUnsatisfactory mcoverage mof mshifts mon mshort mnotice mcould maffect mpatient mcare
mand mthreaten mstaff mmembers’ msense mof mcompetence. mStrengths-based mnurse mleaders
mhonour mthe muniqueness mof mindividuals, mteams, msystems, mand morganizations; mtherefore
marranging mthe mschedule maround mthe mwife’s mneeds mwould mresult min ma mwin-win
msituation, malso mcreating ma mwork menvironment mthat mpromotes mthe mhealth mof mall mthe
mnurses mand mfacilitates mtheir mdevelopment.
DIF: Cognitive mLevel: mAnalyze REF: mPage
m6mTOP: m Nursing mProcess: mImplementation
