Test Bank - Yoder-Wise’s Leading And Managing In Canadian Nursing,3rd Edition by Patricia S. Yoder-Wise, (All Chapters 1-32).

Test Bank For Yoder-Wise’s Leading And Managing In
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33 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: 978177172167733




Table of Contents Part
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I:CoreConcepts
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Overview
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1. Leading, Managing, and Following 33 33 33




2. Developingthe Role of Leader 33 33 33 33




3. Developingthe Role of Manager 33 33 33 33




4. Nursing Leadership and Indigenous Health 33 33 33 33




5. Patient Focus 33




Context
6. Ethical Issues 33




7. Legal Issues 33




8. Making Decisions and SolvingProblems 33 33 33 33




9. Health Care Organizations 33 33




10. Understandingand Designing Organizational Structures 33 33 33 33




11. Cultural Diversityin Health Care 33 3 33 33




12. Power, Politics, and Influence 33 33 33




Part II: Managing Resources
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13. Caring, Communicating, and Managingwith Technology 33 33 33 33 33




14. Managing Costs and Budgets 33 33 33




15. CareDeliveryStrategies 33 3




16. Staffing and Scheduling (available onlyon Evolve) 33 33 33 33 33 33




17. Selecting, Developing, and EvaluatingStaff (available onlyon Evolve) 33 33 33 33 33 33 3 33

,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 33 33




22. UnderstandingQuality, Risk, and Safety 33 33 33 33




23. TranslatingResearch into Practice 33 33 33




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understandingand ResolvingConflict 33 33 33




25. ManagingPersonal/Personnel Problems 3 33




26. WorkplaceViolence and Incivility 33 33 33




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 33 33 33




Future
30. Thrivingfor the Future 33 33 33




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 Canadian Nursing, Second 33 33 33 33 33 33 33 33




Edition
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MULTIPLE CHOICE 33




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 33 33 33 33 33 33 33 33 33 33




assessment and planning.
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b. Engageinvolved staff at all levels in the decision-making process. 33 33 33 33 33 33 33 33 33




c. Focus the assessment on the unit, and omit the hospital and community 33 33 33 33 33 33 33 33 33 33 33




environment.3




d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: 3 3 B
Complexitytheory suggests that systems interact and adapt and that decision makingoccurs 3 33 33 33 33 33 33 33 33 33 33 33




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 33 33 REF: Page 14 33 33




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 33 33 33 33 33 33 33 33 33 33 33 33 33 3




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 3 3




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 33 33 REF: Page 6 33 33




TOP: Nursing Process: Implementation
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