Leading and Managing in Canadian Nursing – Test Bank for 2nd Edition by Patricia S. Yoder-Wise (Chapters 1–32, Complete Verified Version) – Full Exam Preparation Material

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TEST BANK
All Chapters Included

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TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,


Table of Contents
Part I: Core
ConceptsOverview
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 SocialAction
20. Building Teams Through Communication and Partnerships

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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

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Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, SecondEdition


MULTIPLE CHOICE


1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are

older adults. Sheis asked to assess and adapt the unit to better meet the unique
needs of older adult patients. According to complexity principles, what would
be the best approach to take in making this change?
a. Leverage the hierarchical management position to get unit staff

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

c. Focus the assessment on the unit, and omit the hospital and

communityenvironment.
d. Hire a geriatric specialist to oversee and control the project.

ANSWER : B
Complexity theory suggests that systems interact and adapt and that decision
making occursthroughout the systems, as opposed to being held in a hierarchy.
In complexity theory, everybody’s opinion counts; therefore, all levels of staff
would be involved in decision making.


DIF: Cognitive Level: Apply REF: Page
14TOP: Nursing Process: Implementation

U S N .T O
2. A unit manager of a 25-bed medical/surgical area receives a phone call from a

nurse who has
called in sick five times in the past month. He tells the manager that he very
much wants to come to work when scheduled, but must often care for his wife,
who is undergoing treatmentfor breast cancer. In the practice of a strengths-
based nursing leader, what would be the best approach to satisfying the needs
of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.

b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.

c. Sympathize with the nurse’s dilemma and let the charge nurse know