Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise, Janice Waddell, Nancy Walton

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testbank For Yoder-Wise’s Leading And Managing
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In Canadian Nursing, 2nd Edition,
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Patricia S. 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
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Part I: Core
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mm Concepts Overview mm




1. Leading, Managing, and Following
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2. Developing the Role of Leader mm mm mm mm




3. Developing the Role of Manager mm mm mm mm




4. Nursing Leadership and Indigenous Health
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5. Patient Focus mm




Context
6. Ethical Issues mm




7. Legal Issues mm




8. Making Decisions and Solving Problems
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9. Health Care Organizations
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10. Understanding and Designing Organizational Structures mm mm mm mm




11. Cultural Diversity in Health Care mm mm mm mm




12. Power, Politics, and Influence
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Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets mm mm mm




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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Social Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy mm mm




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




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 mm mm mm




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivilitymm mm mm




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 mm mm mm




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, mm mm mm mm mm mm mm




Second Edition
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MULTIPLE CHOICE mm




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
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needs of older adult patients. According to complexity principles, what would be
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the best approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff
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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
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and communityenvironment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: m m 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
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hierarchy. In complexity theory, everybody’s opinion counts; therefore, all
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levels of staff would be involved in decision making.
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DIF: Cognitive Level: Apply REF: Page mm mm mm



14 TOP: Nursing Process: Implementation
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.
2. A unit manager of
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U
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S N T O receives
a 25-bed medical/surgical area mm
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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 mm mm mm mm mm mm mm mm mm mm



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



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