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,
u6
ISBN: 9781771721745,
u6
ISBN: 9781771721677
u6
Table of Contents
u6 u6
u6 Part I: Core
u6 u6
ConceptsOverview
u6 6
u
1. Leading, Managing, and Following u6 u6 u6
2. Developing the Role of Leader u6 u6 u6 u6
3. Developing the Role of Manager u6 u6 u6 u6
4. Nursing Leadership and Indigenous Health
u6 u6 u6 u6
5. Patient Focus u6
Context
6. Ethical Issues u6
7. Legal Issues u6
8. Making Decisions and Solving Problems
u6 u6 u6 u6
9. Health Care Organizationsu6 u6
10. Understanding and Designing Organizational Structures u6 u6 u6 u6
11. Cultural Diversity in Health Care u6 u6 u6 u6
12. Power, Politics, and Influence u6 u6 u6
Part II: Managing Resources
u6 u6 u6
13. Caring, Communicating, and Managing with Technology
u6 u6 u6 u6 u6
14. Managing Costs and Budgets u6 u6 u6
15. Care Delivery Strategies
u6 u6
16. Staffing and Scheduling (available only on Evolve)
u6 u6 u6 u6 u6 u6
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
u6 u6 u6 u6 u6 u6 u6 u6
,Part III: Changing the Status Quo
u6 u6 u6 u6 u6
18. Strategic Planning, Goal-Setting, and Marketing
u6 u6 u6 u6
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and
u6 u6 u6 u6 u6 u6 u6 u6 u6
SocialAction
u6 6
u
20. Building Teams Through Communication and Partnerships
u6 u6 u6 u6 u6
21. Collective Nursing Advocacy u6 u6
22. Understanding Quality, Risk, and Safety u6 u6 u6 u6
23. Translating Research into Practice u6 u6 u6
Part IV: Interpersonal and Personal Skills
u6 u6 u6 u6 u6
Interpersonal
24. Understanding and Resolving Conflict u6 u6 u6
25. Managing Personal/Personnel Problems
u6 u6
26. Workplace Violence and Incivility u6 u6 u6
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
u6 u6 u6 u6 u6 u6 u6 u6 u6
Personal
28. Role Transition
u6
29. Self-Management: Stress and Time u6 u6 u6
Future
30. Thriving for the Future
u6 u6 u6
31. Leading and Managing Your Career
u6 u6 u6 u6
32. Nursing Students as Leaders
u6 u6 u6
, Chapter 01: Leading, Managing, and Following
u6 u6 u6 u6 u6
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing,
u6 u6 u6 u6 u6 u6 u6
SecondEdition
u6 6
u
MULTIPLE CHOICE u6
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
u6 u6 6
u u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
older adult patients. According to complexity principles, what would be the best
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
approach to take in making this change?
u6 u6 u6 u6 u6 u6 u6
a. Leverage the hierarchical management position to get unit staff
u6 u6 u6 u6 u6 u6 u6 u6
involved inassessment and planning.
u6 u6 6
u u6 u6
b. Engage involved staff at all levels in the decision-making process.
u6 u6 u6 u6 u6 u6 u6 u6 u6
c. Focus the assessment on the unit, and omit the hospital and
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
communityenvironment.
u6 6
u
d. Hire a geriatric specialist to oversee and control the project.
u6 u6 u6 u6 u6 u6 u6 u6 u6
ANSWER: u 6 B
Complexity theory suggests that systems interact and adapt and that decision making
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
occursthroughout the systems, as opposed to being held in a hierarchy. In
u6 6
u u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
complexity theory, everybody’s opinion counts; therefore, all levels of staff would
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
be involved in decision making.
u6 u6 u6 u6 u6
DIF: Cognitive Level: Apply REF: Page u6 u6 u6
14TOP: Nursing Process: Implementation
u6 6
u u 6 u6 u6
U S N T . O
2. A unit
u6 u6 manager of a 25-bed medical/surgical area
receives a phone call from a nurse
u6 u6 u6 u6
u6 u6 u6
u6 u6 u6 u6 u6 u6 u6 u6
who has
u6 u6
called in sick five times in the past month. He tells the manager that he very much
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
wants to come to work when scheduled, but must often care for his wife, who is
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
undergoing treatmentfor breast cancer. In the practice of a strengths-based nursing
u6 u6 6
u u6 u6 u6 u6 u6 u6 u6 u6 u6
leader, what would be the best approach to satisfying the needs of this nurse, other
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
staff, and patients?
u6 u6 u6
a. Line up agency nurses who can be called in to work on short notice.
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
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 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
this nursemay be calling in frequently in the future.
u6 u6 6
u u6 u6 u6 u6 u6 u6 u6
d. Work with the nurse, staffing office, and other nurses to arrange his
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
scheduleddays off around his wife’s treatments.
u6 6
u u6 u6 u6 u6 u6
ANSWER: D u6
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
the nurse.Unsatisfactory coverage of shifts on short notice could affect patient care
u6 u6 6
u u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
and threaten staff members’ sense of competence. Strengths-based nurse leaders
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
honour the uniqueness of individuals, teams, systems, and organizations; therefore
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
arranging the schedule around the wife’s needs would result in a win-win situation,
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
also creating a work environment that promotes the health of all the nurses and
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
facilitates their development.
u6 u6 u6
DIF: Cognitive Level: Analyze u6 u6 REF: Page u6
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,
u6
ISBN: 9781771721745,
u6
ISBN: 9781771721677
u6
Table of Contents
u6 u6
u6 Part I: Core
u6 u6
ConceptsOverview
u6 6
u
1. Leading, Managing, and Following u6 u6 u6
2. Developing the Role of Leader u6 u6 u6 u6
3. Developing the Role of Manager u6 u6 u6 u6
4. Nursing Leadership and Indigenous Health
u6 u6 u6 u6
5. Patient Focus u6
Context
6. Ethical Issues u6
7. Legal Issues u6
8. Making Decisions and Solving Problems
u6 u6 u6 u6
9. Health Care Organizationsu6 u6
10. Understanding and Designing Organizational Structures u6 u6 u6 u6
11. Cultural Diversity in Health Care u6 u6 u6 u6
12. Power, Politics, and Influence u6 u6 u6
Part II: Managing Resources
u6 u6 u6
13. Caring, Communicating, and Managing with Technology
u6 u6 u6 u6 u6
14. Managing Costs and Budgets u6 u6 u6
15. Care Delivery Strategies
u6 u6
16. Staffing and Scheduling (available only on Evolve)
u6 u6 u6 u6 u6 u6
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
u6 u6 u6 u6 u6 u6 u6 u6
,Part III: Changing the Status Quo
u6 u6 u6 u6 u6
18. Strategic Planning, Goal-Setting, and Marketing
u6 u6 u6 u6
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and
u6 u6 u6 u6 u6 u6 u6 u6 u6
SocialAction
u6 6
u
20. Building Teams Through Communication and Partnerships
u6 u6 u6 u6 u6
21. Collective Nursing Advocacy u6 u6
22. Understanding Quality, Risk, and Safety u6 u6 u6 u6
23. Translating Research into Practice u6 u6 u6
Part IV: Interpersonal and Personal Skills
u6 u6 u6 u6 u6
Interpersonal
24. Understanding and Resolving Conflict u6 u6 u6
25. Managing Personal/Personnel Problems
u6 u6
26. Workplace Violence and Incivility u6 u6 u6
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
u6 u6 u6 u6 u6 u6 u6 u6 u6
Personal
28. Role Transition
u6
29. Self-Management: Stress and Time u6 u6 u6
Future
30. Thriving for the Future
u6 u6 u6
31. Leading and Managing Your Career
u6 u6 u6 u6
32. Nursing Students as Leaders
u6 u6 u6
, Chapter 01: Leading, Managing, and Following
u6 u6 u6 u6 u6
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing,
u6 u6 u6 u6 u6 u6 u6
SecondEdition
u6 6
u
MULTIPLE CHOICE u6
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
adults. Sheis asked to assess and adapt the unit to better meet the unique needs of
u6 u6 6
u u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
older adult patients. According to complexity principles, what would be the best
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
approach to take in making this change?
u6 u6 u6 u6 u6 u6 u6
a. Leverage the hierarchical management position to get unit staff
u6 u6 u6 u6 u6 u6 u6 u6
involved inassessment and planning.
u6 u6 6
u u6 u6
b. Engage involved staff at all levels in the decision-making process.
u6 u6 u6 u6 u6 u6 u6 u6 u6
c. Focus the assessment on the unit, and omit the hospital and
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
communityenvironment.
u6 6
u
d. Hire a geriatric specialist to oversee and control the project.
u6 u6 u6 u6 u6 u6 u6 u6 u6
ANSWER: u 6 B
Complexity theory suggests that systems interact and adapt and that decision making
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
occursthroughout the systems, as opposed to being held in a hierarchy. In
u6 6
u u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
complexity theory, everybody’s opinion counts; therefore, all levels of staff would
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
be involved in decision making.
u6 u6 u6 u6 u6
DIF: Cognitive Level: Apply REF: Page u6 u6 u6
14TOP: Nursing Process: Implementation
u6 6
u u 6 u6 u6
U S N T . O
2. A unit
u6 u6 manager of a 25-bed medical/surgical area
receives a phone call from a nurse
u6 u6 u6 u6
u6 u6 u6
u6 u6 u6 u6 u6 u6 u6 u6
who has
u6 u6
called in sick five times in the past month. He tells the manager that he very much
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
wants to come to work when scheduled, but must often care for his wife, who is
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
undergoing treatmentfor breast cancer. In the practice of a strengths-based nursing
u6 u6 6
u u6 u6 u6 u6 u6 u6 u6 u6 u6
leader, what would be the best approach to satisfying the needs of this nurse, other
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
staff, and patients?
u6 u6 u6
a. Line up agency nurses who can be called in to work on short notice.
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
c. Sympathize with the nurse’s dilemma and let the charge nurse know that u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
this nursemay be calling in frequently in the future.
u6 u6 6
u u6 u6 u6 u6 u6 u6 u6
d. Work with the nurse, staffing office, and other nurses to arrange his
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
scheduleddays off around his wife’s treatments.
u6 6
u u6 u6 u6 u6 u6
ANSWER: D u6
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
the nurse.Unsatisfactory coverage of shifts on short notice could affect patient care
u6 u6 6
u u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
and threaten staff members’ sense of competence. Strengths-based nurse leaders
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
honour the uniqueness of individuals, teams, systems, and organizations; therefore
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
arranging the schedule around the wife’s needs would result in a win-win situation,
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
also creating a work environment that promotes the health of all the nurses and
u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6 u6
facilitates their development.
u6 u6 u6
DIF: Cognitive Level: Analyze u6 u6 REF: Page u6
