Test Bank - Yoder-Wise’s Leading And Managing In Canadian Nursing,3rd Edition by Patricia S. Yoder-Wise, (All Chapters 1-32).

Test Bank For Yoder-Wise’s Leading And Managing In
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jk Canadian Nursing, 2nd Edition,
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Patricia S. Yoder-Wise, Chapters 1 - 32
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, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
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EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 9781771721684,jk




ISBN: 9781771721745,jk




ISBN: 9781771721677 jk




Table of Contents
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jk Part I: Core Concepts
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Overview
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1. Leading, Managing, and Following jk jk jk




2. Developing the Role of Leader jk jk jk jk




3. Developing the Role of Manager jk jk jk jk




4. Nursing Leadership and Indigenous Health jk jk jk jk




5. Patient Focus jk




Context
6. Ethical Issues jk




7. Legal Issues jk




8. Making Decisions and Solving Problems jk jk jk jk




9. Health Care Organizations jk jk




10. Understanding and Designing Organizational Structures jk jk jk jk




11. Cultural Diversityin Health Care jk jk jk jk




12. Power, Politics, and Influence jk jk jk




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology jk jk jk jk jk




14. Managing Costs and Budgets jk jk jk




15. Care DeliveryStrategies jk jk




16. Staffing and Scheduling (available only on Evolve) jk jk jk jk jk jk




17. Selecting, Developing, and Evaluating Staff (available onlyon Evolve) jk jk jk jk jk jk jk jk

,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
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy jk jk




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




23. Translating Research into Practice jk jk jk




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




25. ManagingPersonal/Personnel Problems
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26. Workplace Violence and Incivility jk jk jk




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 jk jk jk




Future
30. Thriving for the Future jk jk jk




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, Second jk jk jk jk jk jk jk jk




Edition
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MULTIPLE CHOICE jk




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




assessment and planning.
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b. Engage involved staff at all levels in the decision-making process. jk jk jk jk jk jk jk jk jk




c. Focus the assessment on the unit, and omit the hospital and community
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environment.jk




d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: j k B
Complexitytheory suggests that systems interact and adapt and that decision making occurs jk jk jk jk jk jk jk jk jk jk jk jk




throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
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everybody’s opinion counts; therefore, all levels of staff would be involved in decision
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making.
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DIF: Cognitive Level: Apply jk jk REF: Page 14 jk jk




TOP: Nursing Process: Implementation
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USNT O .
2. A unit manager of a 25-bed medical/surgical
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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 treatmentfor
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breast cancer. In the practice of a strengths-based nursing leader, what would be the best
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approach to satisfying the needs of this nurse, 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 jk jk jk jk jk jk jk jk jk jk jk jk jk




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.
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ANSWER: D j k




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-based nurse leaders honour the uniqueness of
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individuals, teams, systems, and organizations; therefore arranging the schedule around the
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wife’s needs would result in a win-win situation, also creating a work environment that
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promotes the health of all the nurses and facilitates their development.
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DIF: Cognitive Level: Analyze jk jk REF: Page 6 jk jk




TOP: Nursing Process: Implementation
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