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

, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING
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IN CANADIAN NURSING, 3rd EDITION, PATRICIA S.
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YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 978 77 72 684,
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ISBN: 978 77 72 745,
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ISBN: 978 77 72 677
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Table of Contents
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Part I: Core
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Concepts Overview
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1. Leading, Managing, and Following b b b




2. Developing the Role of Leader b b b b




3. Developing the Role of Manager b b b b




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




Context
6. Ethical Issues b




7. Legal Issues b




8. Making Decisions and Solving Problems
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9. Health Care Organizations
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10. Understanding and Designing Organizational Structures b b b b




11. Cultural Diversity in Health Care b b b b




12. Power, Politics, and Influence b b b




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




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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bSocial Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy b b




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




23. Translating Research into Practice b b b




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




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




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 b b b




Future
30. Thriving for the Future b b b




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 2nd Edition Yoder-Wise Test Bank
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Chapter 0 : Leading, Managing, and Following
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MULTIPLE CHOICE b




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
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She is asked to assess and adapt the unit to better meet the unique needs of
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bolder adult patients. According to complexity principles, what would be the best
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bapproach to take in making this change? b b b b b b


a. Leverage the hierarchical management position to get unit staff involved
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in assessment 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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community environment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANS: B
Complexity theory suggests that systems interact and adapt and that decision making
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occurs throughout the systems, as opposed to being held in a hierarchy. In
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complexity theory, everybody‘s opinion counts; therefore, all levels of staff would
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be involved in decision making.
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DIF: Cognitive Level: Apply REF: Page b b b


4 TOP: Nursing Process: Implementation
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NR I GB.CM
2. A unit manager of a 25-bed Umedical/surgical
SNT O
s
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b b area receives a phone call from a nurse who has b b b b
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called in sick five times in the past month. He tells the manager that he very
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bmuch wants to come to work when scheduled, but must often care for his wife, who is
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undergoing treatment for 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,
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bother 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 b b b b b b b b b b b b


nurse 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
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scheduled days off around his wife‘s treatments.
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ANS: D b


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


6 TOP: Nursing Process: Implementation
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