Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise, Chapters 1 - 32   TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY W

Test Bank For Yoder-Wise’s Leading And Managing In
Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32

, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2NDEDITION,
PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,

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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r4 Part I: Core
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ConceptsOverview
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1. Leading, Managing, and Following r4 r4 r4




2. Developing the Role of Leader r4 r4 r4 r4




3. Developing the Role of Manager r4 r4 r4 r4




4. Nursing Leadership and Indigenous Health
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5. Patient Focus r4




Context
6. Ethical Issues r4




7. Legal Issues r4




8. Making Decisions and Solving Problems
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9. Health Care Organizations r4 r4




10. Understanding and Designing Organizational Structures r4 r4 r4 r4




11. Cultural Diversity in Health Care r4 r4 r4 r4




12. Power, Politics, and Influence r4 r4 r4




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets r4 r4 r4




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
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SocialAction
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy r4 r4




22. Understanding Quality, Risk, and Safety r4 r4 r4 r4




23. Translating Research into Practice r4 r4 r4




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict r4 r4 r4




25. Managing Personal/Personnel Problems r4 r4




26. Workplace Violence and Incivility r4 r4 r4




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 r4 r4 r4




Future
30. Thriving for the Future r4 r4 r4




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, r4 r4 r4 r4 r4 r4 r4



SecondEdition
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MULTIPLE CHOICE r4




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
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adults. Sheis asked to assess and adapt the unit to better meet the unique needs of
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older adult patients. According to complexity principles, what would be the best
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approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff r4 r4 r4 r4 r4 r4 r4 r4


involved inassessment 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
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communityenvironment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: r 4 B
Complexity theory 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
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theory, everybody’s opinion counts; therefore, all levels of staff would be involved in
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decision making.
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DIF: Cognitive Level: Apply REF: Page r4 r4 r4


14TOP: Nursing Process: Implementation
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U S N T. O receives a phone call from a nurse who
2. A unit manager of a 25-bed medical/surgical area
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has
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called in sick five times in the past month. He tells the manager that he very much
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wants to come to work when scheduled, but must often care for his wife, who is
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undergoing treatmentfor breast cancer. In the practice of a strengths-based nursing
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leader, what would be the best approach to satisfying the needs of this nurse, other
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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 r4 r4 r4 r4 r4 r4 r4 r4 r4 r4 r4 r4


nursemay 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 r4


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
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threaten staff members’ sense of competence. Strengths-based nurse leaders honour
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the uniqueness of individuals, teams, systems, and organizations; therefore arranging
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the schedule around the wife’s needs would result in a win-win situation, also
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creating a work environment that promotes the health of all the nurses and
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facilitates their development.
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DIF: Cognitive Level: Analyze r4 r4 REF: Page r4