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

Test Bank For Yoder-Wise’s Leading And Managing In
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qq Canadian Nursing, 2nd Edition,
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Patricia S. Yoder-Wise, Chapters 1 - 32
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, TEST BANK FORYODER-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,
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ISBN: 9781771721745,
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ISBN: 9781771721677qq




Table of Contents Part
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I:CoreConcepts
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Overview
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1. Leading, Managing, and Following qq qq qq




2. Developingthe Role of Leader qq qq qq qq




3. Developingthe Role of Manager qq qq qq qq




4. Nursing Leadership and Indigenous Health qq qq qq qq




5. Patient Focus qq




Context
6. Ethical Issues qq




7. Legal Issues qq




8. Making Decisions and SolvingProblems qq qq qq qq




9. Health Care Organizations qq qq




10. Understandingand Designing Organizational Structures qq qq qq qq




11. Cultural Diversityin Health Care qq q qq qq




12. Power, Politics, and Influence qq qq qq




Part II: Managing Resources
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13. Caring, Communicating, and Managingwith Technology qq qq qq qq qq




14. Managing Costs and Budgets qq qq qq




15. CareDeliveryStrategies qq q




16. Staffing and Scheduling (available onlyon Evolve) qq qq qq qq qq qq




17. Selecting, Developing, and EvaluatingStaff (available onlyon Evolve) qq qq qq qq qq qq q qq

,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 EmancipatoryFramework for Health and Social
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Action
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20. BuildingTeams Through Communication and Partnerships
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21. Collective NursingAdvocacy qq qq




22. UnderstandingQuality, Risk, and Safety qq qq qq qq




23. TranslatingResearch into Practice qq qq qq




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understandingand ResolvingConflict qq qq qq




25. ManagingPersonal/Personnel Problems q qq




26. WorkplaceViolence and Incivility qq qq qq




27. Interand Intraprofessional Practice and LeadinginProfessional Practice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time qq qq qq




Future
30. Thrivingfor the Future qq qq qq




31. Leadingand 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 andManaging in CanadianNursing, Second qq qq qq qq qq qq qq qq




Edition
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MULTIPLE CHOICE qq




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 qq qq qq qq qq qq qq qq qq qq




assessment and planning.
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b. Engageinvolved staff at all levels in the decision-making process. qq qq qq qq qq qq qq qq qq




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




environment.q




d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: q q B
Complexitytheory suggests that systems interact and adapt and that decision makingoccurs q qq qq qq qq qq qq qq qq qq qq qq




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 making.
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DIF: Cognitive Level: Apply qq qq REF: Page 14 qq qq




TOP: Nursing Process: Implementation
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USNT area receives
O aphone call from a nurse who has .
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 come to
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work when scheduled, but must often care for his wife, who is undergoing treatmentfor breast
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cancer. In the practice of a strengths-based nursing leader, what would be the best approach to
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satisfying the needs of this nurse, other staff, and patients?
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a. Line up agencynurses 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 nursemay qq qq qq qq qq qq qq qq qq qq qq qq qq q




be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduleddays
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off around his wife’s treatments.
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ANSWER: D q q




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 qq qq REF: Page 6 qq qq




TOP: Nursing Process: Implementation
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