Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise,Chapters 1 - 32

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TestBankFor Yoder-Wise’s LeadingAnd ManagingIn
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Canadian Nursing, 2nd Edition,
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PatriciaS. Yoder-Wise,Chapters 1 - 32
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TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2NDEDITION,
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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: 9781771721677
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Table of Contents Part
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I: Core Concepts
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Overview
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1. Leading, Managing, and Following cc cc cc




2. Developing the Role of Leader cc cc cc cc




3. Developing the Role of Manager cc cc cc cc




4. Nursing Leadership and Indigenous Health cc cc cc cc




5. Patient Focus cc




Context
6. Ethical Issues cc




7. Legal Issues cc




8. Making Decisions and Solving Problems cc cc cc cc




9. Health Care Organizations cc cc




10. Understanding and Designing Organizational Structures cc cc cc cc




11. Cultural Diversity in Health Care cc cc cc cc




12. Power, Politics, and Influence cc cc cc




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets cc cc cc




15. Care Delivery Strategies cc cc




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




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 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 cc cc




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




23. Translating Research into Practice cc cc cc




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




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility cc cc cc




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 cc cc cc




Future
30. Thriving for the Futurecc cc cc




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 cc cc cc cc cc cc cc cc




Edition
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MULTIPLE CHOICE cc




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



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



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



communityenvironment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: c c B
Complexity theory suggests that systems interact and adapt and that decision making cc cc cc cc cc cc cc cc cc cc cc



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



TOP: Nursing Process: Implementation
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.
2. A unit manager of a 25-bed medical/surgical areaOreceives a phone call from a nurse who has
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called in sick five times in the past month. He tells the manager that he very much wants
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to come to work when scheduled, but must often care for his wife, who is undergoing
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treatmentfor breast cancer. In the practice of a strengths-based nursing leader, what
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would be the best approach to satisfying the needs of this nurse, other staff, and
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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 cc cc cc cc cc cc cc cc cc cc cc cc



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



Placing the nurse on unpaid leave may threaten physiologic
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needs and demotivate the nurse. Unsatisfactory coverage of shifts
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on short notice could
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affect patient care and threaten staff members’ sense of
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c competence. Strengths- based nurse leaders honour the uniqueness
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c of individuals, teams, systems, and organizations; therefore arranging
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c the schedule around the wife’s needs would result in a win-win
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c situation, also creating a work environment that promotes the
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c health of all the nurses and facilitates their development.
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DIF: Cognitive Level: Analyze c c c c REF:
Page 6 TOP:
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Process: Implementation
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