Test Bank for Yoder-Wise's Leading and Managing in Canadian Nursing, 3rd Edition by Nancy Walton and Janice Waddel isbn-9780323872843 All Chapters Latest And Verified Q & A

Test Bank For Yoder-Wise’s Leading And Managing
t t t t t t




t In Canadian Nursing, 2nd Edition,
t t t t t




Patricia S. Yoder-Wise, Chapters 1 - 32
t t t t t t

, TEST tBANK tFOR tYODER-WISE’S tLEADING tAND tMANAGING tIN tCANADIAN tNURSING,
t2NDtEDITION, tPATRICIA tS. tYODER-WISE, tJANICE tWADDELL, tNANCY tWALTON,


ISBN: t9781771721684,
ISBN: t9781771721745,
ISBN: t9781771721677


Table tof tContents
t Part tI: tCore
ConceptstOverview
t


1. Leading, tManaging, tand tFollowing
2. Developing tthe tRole tof tLeader
3. Developing tthe tRole tof tManager
4. Nursing tLeadership tand tIndigenous tHealth
5. Patient tFocus


Context
6. Ethical tIssues
7. Legal tIssues
8. Making tDecisions tand tSolving tProblems
9. Health tCare tOrganizations
10. Understanding tand tDesigning tOrganizational tStructures
11. Cultural tDiversity tin tHealth tCare
12. Power, tPolitics, tand tInfluence


Part tII: tManaging tResources
13. Caring, tCommunicating, tand tManaging twith tTechnology
14. Managing tCosts tand tBudgets
15. Care tDelivery tStrategies
16. Staffing tand tScheduling t(available tonly ton tEvolve)
17. Selecting, tDeveloping, tand tEvaluating tStaff t(available tonly ton tEvolve)

,Part tIII: tChanging tthe tStatus tQuo
18. Strategic tPlanning, tGoal-Setting, tand tMarketing
19. Nurses tLeading tChange: tA tRelational tEmancipatory tFramework tfor tHealth tand
tSocialtAction


20. Building tTeams tThrough tCommunication tand tPartnerships
21. Collective tNursing tAdvocacy
22. Understanding tQuality, tRisk, tand tSafety
23. Translating tResearch tinto tPractice


Part tIV: tInterpersonal tand tPersonal tSkills


Interpersonal
24. Understanding tand tResolving tConflict
25. Managing tPersonal/Personnel tProblems
26. Workplace tViolence tand tIncivility
27. Inter tand tIntraprofessional tPractice tand tLeading tin tProfessional tPractice tSettings


Personal
28. Role tTransition
29. Self-Management: tStress tand tTime


Future
30. Thriving tfor tthe tFuture
31. Leading tand tManaging tYour tCareer
32. Nursing tStudents tas tLeaders

, Chapter t01: tLeading, tManaging, tand tFollowing
Waddell/Walton: tYoder-Wise’s tLeading tand tManaging tin tCanadian tNursing,
tSecondtEdition




MULTIPLE tCHOICE

1. A tnurse tmanager tof ta t20-bed tmedical tunit tfinds tthat t80% tof tthe tpatients tare tolder tadults.
tShetis tasked tto tassess tand tadapt tthe tunit tto tbetter tmeet tthe tunique tneeds tof tolder tadult
tpatients. tAccording tto tcomplexity tprinciples, twhat twould tbe tthe tbest tapproach tto ttake tin

tmaking tthis tchange?

a. Leverage tthe thierarchical tmanagement tposition tto tget tunit tstaff tinvolved
tintassessment tand tplanning.

b. Engage tinvolved tstaff tat tall tlevels tin tthe tdecision-making tprocess.
c. Focus tthe tassessment ton tthe tunit, tand tomit tthe thospital tand
tcommunitytenvironment.

d. Hire ta tgeriatric tspecialist tto toversee tand tcontrol tthe tproject.

ANSWER: t B
Complexity ttheory tsuggests tthat tsystems tinteract tand tadapt tand tthat tdecision tmaking
toccurstthroughout tthe tsystems, tas topposed tto tbeing theld tin ta thierarchy. tIn tcomplexity

ttheory, teverybody’s topinion tcounts; ttherefore, tall tlevels tof tstaff twould tbe tinvolved tin

tdecision tmaking.



DIF: Cognitive tLevel: tApply REF: tPage
t14tTOP: t Nursing tProcess: tImplementation

.
U tS tN tT tareaOtreceives ta tphone tcall tfrom ta tnurse twho thas
2. A tunit tmanager tof ta t25-bed tmedical/surgical
called tin tsick tfive ttimes tin tthe tpast tmonth. tHe ttells tthe tmanager tthat the tvery tmuch twants tto
tcome tto twork twhen tscheduled, tbut tmust toften tcare tfor this twife, twho tis tundergoing

ttreatmenttfor tbreast tcancer. tIn tthe tpractice tof ta tstrengths-based tnursing tleader, twhat twould

tbe tthe tbest tapproach tto tsatisfying tthe tneeds tof tthis tnurse, tother tstaff, tand tpatients?

a. Line tup tagency tnurses twho tcan tbe tcalled tin tto twork ton tshort tnotice.
b. Place tthe tnurse ton tunpaid tleave tfor tthe tremainder tof this twife’s ttreatment.
c. Sympathize twith tthe tnurse’s tdilemma tand tlet tthe tcharge tnurse tknow tthat tthis
tnursetmay tbe tcalling tin t frequently tin tthe tfuture.

d. Work twith tthe tnurse, tstaffing toffice, tand tother tnurses tto tarrange this
tscheduledtdays toff taround this twife’s ttreatments.


ANSWER: t D
Placing tthe tnurse ton tunpaid tleave tmay tthreaten tphysiologic tneeds tand tdemotivate tthe
tnurse.tUnsatisfactory tcoverage tof tshifts ton tshort tnotice tcould taffect tpatient tcare tand

tthreaten tstaff tmembers’ tsense tof tcompetence. tStrengths-based tnurse tleaders thonour tthe

tuniqueness tof tindividuals, tteams, tsystems, tand torganizations; ttherefore tarranging tthe

tschedule taround tthe twife’s tneeds twould tresult tin ta twin-win tsituation, talso tcreating ta twork

tenvironment tthat tpromotes tthe thealth tof tall t the tnurses tand tfacilitates t their tdevelopment.



DIF: Cognitive tLevel: tAnalyze REF: tPage
t6tTOP: t Nursing tProcess: tImplementation