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