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