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 WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
Part I: Core Concepts
Overview
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. Developing the Role of Manager
4. Nursing Leadership and Indigenous Health
5. Patient Focus
Context
6. Ethical Issues
7. Legal Issues
8. Making Decisions and Solving Problems
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
Action
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
26. Workplace Violence and Incivility
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
Personal
28. Role Transition
29. Self-Management: Stress and Time
Future
30. Thriving for the Future
31. Leading and Managing Your Career
32. Nursing Students as Leaders
, Chapter G01: GLeading, GManaging, Gand GFollowing
Waddell/Walton: GYoder-Wise’s GLeading Gand GManaging Gin GCanadian GNursing,
GSecondGEdition
MULTIPLE GCHOICE
1. A Gnurse Gmanager Gof Ga G20-bed Gmedical Gunit Gfinds Gthat G80% Gof Gthe Gpatients Gare Golder
Gadults. GSheGis Gasked Gto Gassess Gand Gadapt Gthe Gunit Gto Gbetter Gmeet Gthe Gunique Gneeds Gof
Golder Gadult Gpatients. GAccording Gto Gcomplexity Gprinciples, Gwhat Gwould Gbe Gthe Gbest
Gapproach Gto Gtake Gin Gmaking Gthis Gchange?
a. Leverage Gthe Ghierarchical Gmanagement Gposition Gto Gget Gunit Gstaff
Ginvolved GinGassessment Gand Gplanning.
b. Engage Ginvolved Gstaff Gat Gall Glevels Gin Gthe Gdecision-making Gprocess.
c. Focus Gthe Gassessment Gon Gthe Gunit, Gand Gomit Gthe Ghospital Gand
GcommunityGenvironment.
d. Hire Ga Ggeriatric Gspecialist Gto Goversee Gand Gcontrol Gthe Gproject.
ANSWER: G B
Complexity Gtheory Gsuggests Gthat Gsystems Ginteract Gand Gadapt Gand Gthat Gdecision Gmaking
GoccursGthroughout Gthe Gsystems, Gas Gopposed Gto Gbeing Gheld Gin Ga Ghierarchy. GIn
Gcomplexity Gtheory, Geverybody’s Gopinion Gcounts; Gtherefore, Gall Glevels Gof Gstaff Gwould
Gbe Ginvolved Gin Gdecision Gmaking.
DIF: Cognitive GLevel: GApply REF: GPage
G14GTOP: G Nursing GProcess: GImplementation
.
2. A Gunit Gmanager Gof Ga G25-bed U S N T O
Gmedical/surgical Garea Greceives Ga Gphone Gcall Gfrom Ga Gnurse
Gwho Ghas
called Gin Gsick Gfive Gtimes Gin Gthe Gpast Gmonth. GHe Gtells Gthe Gmanager Gthat Ghe Gvery Gmuch
Gwants Gto Gcome Gto Gwork Gwhen Gscheduled, Gbut Gmust Goften Gcare Gfor Ghis Gwife, Gwho Gis
Gundergoing GtreatmentGfor Gbreast Gcancer. GIn Gthe Gpractice Gof Ga Gstrengths-based Gnursing
Gleader, Gwhat Gwould Gbe Gthe Gbest Gapproach Gto Gsatisfying Gthe Gneeds Gof Gthis Gnurse, Gother
Gstaff, Gand Gpatients?
a. Line Gup Gagency Gnurses Gwho Gcan Gbe Gcalled Gin Gto Gwork Gon Gshort Gnotice.
b. Place Gthe Gnurse Gon Gunpaid Gleave Gfor Gthe Gremainder Gof Ghis Gwife’s Gtreatment.
c. Sympathize Gwith Gthe Gnurse’s Gdilemma Gand Glet Gthe Gcharge Gnurse Gknow Gthat
Gthis GnurseGmay Gbe Gcalling Gin Gfrequently Gin Gthe Gfuture.
d. Work Gwith Gthe Gnurse, Gstaffing Goffice, Gand Gother Gnurses Gto Garrange Ghis
GscheduledGdays Goff Garound Ghis Gwife’s Gtreatments.
ANSWER: G D
Placing Gthe Gnurse Gon Gunpaid Gleave Gmay Gthreaten Gphysiologic Gneeds Gand Gdemotivate Gthe
Gnurse.GUnsatisfactory Gcoverage Gof Gshifts Gon Gshort Gnotice Gcould Gaffect Gpatient Gcare Gand
Gthreaten Gstaff Gmembers’ Gsense Gof Gcompetence. GStrengths-based Gnurse Gleaders Ghonour
Gthe Guniqueness Gof Gindividuals, Gteams, Gsystems, Gand Gorganizations; Gtherefore Garranging
Gthe Gschedule Garound Gthe Gwife’s Gneeds Gwould Gresult Gin Ga Gwin-win Gsituation, Galso
Gcreating Ga Gwork Genvironment Gthat Gpromotes Gthe Ghealth Gof Gall Gthe Gnurses Gand
Gfacilitates Gtheir Gdevelopment.
DIF: Cognitive GLevel: GAnalyze REF: GPage
G6GTOP: G Nursing GProcess: GImplementation
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 WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
Part I: Core Concepts
Overview
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. Developing the Role of Manager
4. Nursing Leadership and Indigenous Health
5. Patient Focus
Context
6. Ethical Issues
7. Legal Issues
8. Making Decisions and Solving Problems
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
Action
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
26. Workplace Violence and Incivility
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
Personal
28. Role Transition
29. Self-Management: Stress and Time
Future
30. Thriving for the Future
31. Leading and Managing Your Career
32. Nursing Students as Leaders
, Chapter G01: GLeading, GManaging, Gand GFollowing
Waddell/Walton: GYoder-Wise’s GLeading Gand GManaging Gin GCanadian GNursing,
GSecondGEdition
MULTIPLE GCHOICE
1. A Gnurse Gmanager Gof Ga G20-bed Gmedical Gunit Gfinds Gthat G80% Gof Gthe Gpatients Gare Golder
Gadults. GSheGis Gasked Gto Gassess Gand Gadapt Gthe Gunit Gto Gbetter Gmeet Gthe Gunique Gneeds Gof
Golder Gadult Gpatients. GAccording Gto Gcomplexity Gprinciples, Gwhat Gwould Gbe Gthe Gbest
Gapproach Gto Gtake Gin Gmaking Gthis Gchange?
a. Leverage Gthe Ghierarchical Gmanagement Gposition Gto Gget Gunit Gstaff
Ginvolved GinGassessment Gand Gplanning.
b. Engage Ginvolved Gstaff Gat Gall Glevels Gin Gthe Gdecision-making Gprocess.
c. Focus Gthe Gassessment Gon Gthe Gunit, Gand Gomit Gthe Ghospital Gand
GcommunityGenvironment.
d. Hire Ga Ggeriatric Gspecialist Gto Goversee Gand Gcontrol Gthe Gproject.
ANSWER: G B
Complexity Gtheory Gsuggests Gthat Gsystems Ginteract Gand Gadapt Gand Gthat Gdecision Gmaking
GoccursGthroughout Gthe Gsystems, Gas Gopposed Gto Gbeing Gheld Gin Ga Ghierarchy. GIn
Gcomplexity Gtheory, Geverybody’s Gopinion Gcounts; Gtherefore, Gall Glevels Gof Gstaff Gwould
Gbe Ginvolved Gin Gdecision Gmaking.
DIF: Cognitive GLevel: GApply REF: GPage
G14GTOP: G Nursing GProcess: GImplementation
.
2. A Gunit Gmanager Gof Ga G25-bed U S N T O
Gmedical/surgical Garea Greceives Ga Gphone Gcall Gfrom Ga Gnurse
Gwho Ghas
called Gin Gsick Gfive Gtimes Gin Gthe Gpast Gmonth. GHe Gtells Gthe Gmanager Gthat Ghe Gvery Gmuch
Gwants Gto Gcome Gto Gwork Gwhen Gscheduled, Gbut Gmust Goften Gcare Gfor Ghis Gwife, Gwho Gis
Gundergoing GtreatmentGfor Gbreast Gcancer. GIn Gthe Gpractice Gof Ga Gstrengths-based Gnursing
Gleader, Gwhat Gwould Gbe Gthe Gbest Gapproach Gto Gsatisfying Gthe Gneeds Gof Gthis Gnurse, Gother
Gstaff, Gand Gpatients?
a. Line Gup Gagency Gnurses Gwho Gcan Gbe Gcalled Gin Gto Gwork Gon Gshort Gnotice.
b. Place Gthe Gnurse Gon Gunpaid Gleave Gfor Gthe Gremainder Gof Ghis Gwife’s Gtreatment.
c. Sympathize Gwith Gthe Gnurse’s Gdilemma Gand Glet Gthe Gcharge Gnurse Gknow Gthat
Gthis GnurseGmay Gbe Gcalling Gin Gfrequently Gin Gthe Gfuture.
d. Work Gwith Gthe Gnurse, Gstaffing Goffice, Gand Gother Gnurses Gto Garrange Ghis
GscheduledGdays Goff Garound Ghis Gwife’s Gtreatments.
ANSWER: G D
Placing Gthe Gnurse Gon Gunpaid Gleave Gmay Gthreaten Gphysiologic Gneeds Gand Gdemotivate Gthe
Gnurse.GUnsatisfactory Gcoverage Gof Gshifts Gon Gshort Gnotice Gcould Gaffect Gpatient Gcare Gand
Gthreaten Gstaff Gmembers’ Gsense Gof Gcompetence. GStrengths-based Gnurse Gleaders Ghonour
Gthe Guniqueness Gof Gindividuals, Gteams, Gsystems, Gand Gorganizations; Gtherefore Garranging
Gthe Gschedule Garound Gthe Gwife’s Gneeds Gwould Gresult Gin Ga Gwin-win Gsituation, Galso
Gcreating Ga Gwork Genvironment Gthat Gpromotes Gthe Ghealth Gof Gall Gthe Gnurses Gand
Gfacilitates Gtheir Gdevelopment.
DIF: Cognitive GLevel: GAnalyze REF: GPage
G6GTOP: G Nursing GProcess: GImplementation
