, TEST BANK FOR YODER-
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WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRIC
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IA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 9781771721684,
@1
ISBN: 9781771721745,
@1
ISBN: 9781771721677
@1
Table of Contents P
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art I: Core Concepts
@1 @1 @1
@1 Overview
1. Leading, Managing, and Following
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2. Developing the Role of Leader @1 @1 @1 @1
3. Developing the Role of Manager @1 @1 @1 @1
4. Nursing Leadership and Indigenous Health
@1 @1 @1 @1
5. Patient Focus @1
Context
6. Ethical Issues @1
7. Legal Issues @1
8. Making Decisions and Solving Problems
@1 @1 @1 @1
9. Health Care Organizations
@1 @1
10. Understanding and Designing Organizational Structures @1 @1 @1 @1
11. Cultural Diversity in Health Care@1 @1 @1 @1
12. Power, Politics, and Influence
@1 @1 @1
Part II: Managing Resources
@1 @1 @1
13. Caring, Communicating, and Managing with Technology
@1 @1 @1 @1 @1
14. Managing Costs and Budgets @1 @1 @1
15. Care Delivery Strategies
@1 @1
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 S
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ocial Action
@1
20. Building Teams Through Communication and Partnerships
@1 @1 @1 @1 @1
21. Collective Nursing Advocacy
@1 @1
22. Understanding Quality, Risk, and Safety
@1 @1 @1 @1
23. Translating Research into Practice
@1 @1 @1
Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict @1 @1 @1
25. Managing Personal/Personnel Problems
@1 @1
26. Workplace Violence and Incivility
@1 @1 @1
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
@1 @1 @1 @1 @1 @1 @1 @1 @1
Personal
28. Role Transition
@1
29. Self-Management: Stress and Time @1 @1 @1
Future
30. Thriving for the Future
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31. Leading and Managing Your Career
@1 @1 @1 @1
32. Nursing Students as Leaders
@1 @1 @1
, Chapter 01: Leading, Managing, and Following
@1 @1 @1 @1 @1
Waddell/Walton: Yoder- @1
Wise’s Leading and Managing in Canadian Nursing, third edition
@1 @1 @1 @1 @1 @1 @1 @1
MULTIPLE CHOICE @1
1. A nurse manager of a 20-
@1 @1 @1 @1 @1
bed medical unit finds that 80% of the patients are older adults. She is asked to asses
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
s and adapt the unit to better meet the unique needs of older adult patients. Accordin
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
g to complexity principles, what would be the best approach to take in making this c
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
hange?
a. Leverage the hierarchical management position to get unit staff involv
@1 @1 @1 @1 @1 @1 @1 @1 @1
ed in assessment and planning.
@1 @1 @1 @1
b. Engage involved staff at all levels in the decision-making process.
@1 @1 @1 @1 @1 @1 @1 @1 @1
c. Focus the assessment on the unit, and omit the hospital and com
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
munity environment. @1
d. Hire a geriatric specialist to oversee and control the project.
@1 @1 @1 @1 @1 @1 @1 @1 @1
ANS: @ 1 B
Complexity theory suggests that systems interact and adapt and that decision making o
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
ccurs throughout the systems, as opposed to being held in a hierarchy. In complexity
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @
1decision making. @1
DIF: Cognitive Level: Apply @1 @1
REF: Page 14 TOP: Nursing Process: Implem
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entation
2. A unit manager of a 25-
@1 @1 @1 @1 @1
UNSRNITG B.C MO
@1
@1
@1
@1
@1
@1 @1 @1
bed medical/surgical area receives a phone call from a nurse who has
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
called in sick five times in the past month. He tells the manager that he very much
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
wants to come to work when scheduled, but must often care for his wife, who is und
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
ergoing treatment for breast cancer. In the practice of a strengths-
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1
based nursing leader, what would be the best approach to satisfying the needs of this
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @
nurse, other staff, and patients?
1 @1 @1 @1 @1
a. Line up agency nurses who can be called in to work on short notice.
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
nurse may be calling in frequently in the future.
@1 @1 @1 @1 @1 @1 @1 @1 @1
d. Work with the nurse, staffing office, and other nurses to arrange his sch
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
eduled days off around his wife‘s treatments.
@1 @1 @1 @1 @1 @1
ANS: D @1
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and t
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
hreaten staff members‘ sense of competence. Strengths-
@1 @1 @1 @1 @1 @1
based nurse leaders honour the uniqueness of individuals, teams, systems, and organiz
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
ations; therefore arranging the schedule around the wife‘s needs would result in a win
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
-
win situation, also creating a work environment that promotes the health of all the nu
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
rses and facilitates their development.
@1 @1 @1 @1
DIF: Cognitive Level: Analyze @1 @1
@1 @1 @1
WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRIC
@1 @1 @1 @1 @1 @1 @1 @1 @1
IA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
@1 @1 @1 @1 @1 @1
ISBN: 9781771721684,
@1
ISBN: 9781771721745,
@1
ISBN: 9781771721677
@1
Table of Contents P
@1 @1 @1
art I: Core Concepts
@1 @1 @1
@1 Overview
1. Leading, Managing, and Following
@1 @1 @1
2. Developing the Role of Leader @1 @1 @1 @1
3. Developing the Role of Manager @1 @1 @1 @1
4. Nursing Leadership and Indigenous Health
@1 @1 @1 @1
5. Patient Focus @1
Context
6. Ethical Issues @1
7. Legal Issues @1
8. Making Decisions and Solving Problems
@1 @1 @1 @1
9. Health Care Organizations
@1 @1
10. Understanding and Designing Organizational Structures @1 @1 @1 @1
11. Cultural Diversity in Health Care@1 @1 @1 @1
12. Power, Politics, and Influence
@1 @1 @1
Part II: Managing Resources
@1 @1 @1
13. Caring, Communicating, and Managing with Technology
@1 @1 @1 @1 @1
14. Managing Costs and Budgets @1 @1 @1
15. Care Delivery Strategies
@1 @1
16. Staffing and Scheduling (available only on Evolve)
@1 @1 @1 @1 @1 @1
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
@1 @1 @1 @1 @1 @1 @1 @1
,Part III: Changing the Status Quo
@1 @1 @1 @1 @1
18. Strategic Planning, Goal-Setting, and Marketing
@1 @1 @1 @1
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and S
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1
ocial Action
@1
20. Building Teams Through Communication and Partnerships
@1 @1 @1 @1 @1
21. Collective Nursing Advocacy
@1 @1
22. Understanding Quality, Risk, and Safety
@1 @1 @1 @1
23. Translating Research into Practice
@1 @1 @1
Part IV: Interpersonal and Personal Skills
@1 @1 @1 @1 @1
Interpersonal
24. Understanding and Resolving Conflict @1 @1 @1
25. Managing Personal/Personnel Problems
@1 @1
26. Workplace Violence and Incivility
@1 @1 @1
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
@1 @1 @1 @1 @1 @1 @1 @1 @1
Personal
28. Role Transition
@1
29. Self-Management: Stress and Time @1 @1 @1
Future
30. Thriving for the Future
@1 @1 @1
31. Leading and Managing Your Career
@1 @1 @1 @1
32. Nursing Students as Leaders
@1 @1 @1
, Chapter 01: Leading, Managing, and Following
@1 @1 @1 @1 @1
Waddell/Walton: Yoder- @1
Wise’s Leading and Managing in Canadian Nursing, third edition
@1 @1 @1 @1 @1 @1 @1 @1
MULTIPLE CHOICE @1
1. A nurse manager of a 20-
@1 @1 @1 @1 @1
bed medical unit finds that 80% of the patients are older adults. She is asked to asses
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
s and adapt the unit to better meet the unique needs of older adult patients. Accordin
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
g to complexity principles, what would be the best approach to take in making this c
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
hange?
a. Leverage the hierarchical management position to get unit staff involv
@1 @1 @1 @1 @1 @1 @1 @1 @1
ed in assessment and planning.
@1 @1 @1 @1
b. Engage involved staff at all levels in the decision-making process.
@1 @1 @1 @1 @1 @1 @1 @1 @1
c. Focus the assessment on the unit, and omit the hospital and com
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
munity environment. @1
d. Hire a geriatric specialist to oversee and control the project.
@1 @1 @1 @1 @1 @1 @1 @1 @1
ANS: @ 1 B
Complexity theory suggests that systems interact and adapt and that decision making o
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
ccurs throughout the systems, as opposed to being held in a hierarchy. In complexity
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @
1decision making. @1
DIF: Cognitive Level: Apply @1 @1
REF: Page 14 TOP: Nursing Process: Implem
@1 @1 @1 @ 1 @1 @1
entation
2. A unit manager of a 25-
@1 @1 @1 @1 @1
UNSRNITG B.C MO
@1
@1
@1
@1
@1
@1 @1 @1
bed medical/surgical area receives a phone call from a nurse who has
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
called in sick five times in the past month. He tells the manager that he very much
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
wants to come to work when scheduled, but must often care for his wife, who is und
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
ergoing treatment for breast cancer. In the practice of a strengths-
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1
based nursing leader, what would be the best approach to satisfying the needs of this
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @
nurse, other staff, and patients?
1 @1 @1 @1 @1
a. Line up agency nurses who can be called in to work on short notice.
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
nurse may be calling in frequently in the future.
@1 @1 @1 @1 @1 @1 @1 @1 @1
d. Work with the nurse, staffing office, and other nurses to arrange his sch
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
eduled days off around his wife‘s treatments.
@1 @1 @1 @1 @1 @1
ANS: D @1
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and t
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
hreaten staff members‘ sense of competence. Strengths-
@1 @1 @1 @1 @1 @1
based nurse leaders honour the uniqueness of individuals, teams, systems, and organiz
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
ations; therefore arranging the schedule around the wife‘s needs would result in a win
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
-
win situation, also creating a work environment that promotes the health of all the nu
@1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1 @1
rses and facilitates their development.
@1 @1 @1 @1
DIF: Cognitive Level: Analyze @1 @1
