TEST BANK - YODER-WISE'S LEADING AND MANAGING IN CANADIAN NURSING, 3RD EDITION (WADDELL, 2024), CHAPTER 1-32 | ALL CHAPTERS

, TEST BANK FOR YODER-
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WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 3rd EDITION, PATRICIA S.
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YODER-WISE, JANICE WADDELL, NANCY WALTON, 8t 8t 8t 8t




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 O
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verview
1. Leading, Managing, and Following 8t 8t 8t




2. Developing the Role of Leader 8t 8t 8t 8t




3. Developing the Role of Manager 8t 8t 8t 8t




4. Nursing Leadership and Indigenous Health
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5. Patient Focus 8t




Context
6. Ethical Issues 8t




7. Legal Issues 8t




8. Making Decisions and Solving Problems
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9. Health Care Organizations 8t 8t




10. Understanding and Designing Organizational Structures 8t 8t 8t 8t




11. Cultural Diversity in Health Care 8t 8t 8t 8t




12. Power, Politics, and Influence 8t 8t 8t




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets 8t 8t 8t




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 Social
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Action
20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy 8t 8t




22. Understanding Quality, Risk, and Safety 8t 8t 8t 8t




23. Translating Research into Practice 8t 8t 8t




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict 8t 8t 8t




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility 8t 8t 8t




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 8t 8t 8t




Future
30. Thriving for the Future 8t 8t 8t




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 3rd Edition Yoder-Wise Test Bank
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Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder- 8t


Wise’s Leading and Managing in Canadian Nursing, Second Edition
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MULTIPLE CHOICE 8t




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 and ad
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apt the unit to better meet the unique needs of older adult patients. According to complexity
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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 in
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assessment and planning. 8t 8t


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 community
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environment.
d. Hire a geriatric specialist to oversee and control the project.
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ANS: B 8 t


Complexity theory suggests that systems interact and adapt and that decision making occurs t
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hroughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
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body‘s opinion counts; therefore, all levels of staff would be involved in decision making.
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DIF: Cognitive Level: Apply 8t 8t


REF: Page 14 TOP: Nursing Process: Implementa
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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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UNSRNITG B.C MO
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called in sick five times in the past month. He tells the manager that he very much wants to
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come to work when scheduled, but must often care for his wife, who is undergoing treatment
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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 nurse,
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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 nurse 8t 8t 8t 8t 8t 8t 8t 8t 8t 8t 8t 8t 8t 8t


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 scheduled
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days off around his wife‘s treatments.8t 8t 8t 8t 8t




ANS: D 8t


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
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Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff
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members‘ sense of competence. Strengths- 8t 8t 8t 8t


based nurse leaders honour the uniqueness of individuals, teams, systems, and organizations
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; 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 an
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d facilitates their development.
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DIF: Cognitive Level: Analyze 8t 8t


REF: Page 6 TOP: Nursing Process: Implementa
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tion



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