Yoder-Wise’s Leading and Managing in Canadian Nursing 2nd Edition – Patricia S. Yoder-Wise | Chapters 1–32 | Complete Test Bank with Answers

Test Bank For Yoder-Wise’s Leading And Managing In
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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,
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2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 9781771721684,jj




ISBN: 9781771721745,jj




ISBN: 9781771721677 jj




Table of Contents
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jj Part I: Core
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ConceptsOverview
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1. Leading, Managing, and Following jj jj jj




2. Developing the Role of Leader jj jj jj jj




3. Developing the Role of Manager jj jj jj jj




4. Nursing Leadership and Indigenous Health jj jj jj jj




5. Patient Focus jj




Context
6. Ethical Issues jj




7. Legal Issues jj




8. Making Decisions and Solving Problems jj jj jj jj




9. Health Care Organizations jj jj




10. Understanding and Designing Organizational Structures jj jj jj jj




11. Cultural Diversity in Health Care jj j jj jj




12. Power, Politics, and Influence jj jj jj




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology jj jj jj jj jj




14. Managing Costs and Budgets jj jj jj




15. Care Delivery Strategies jj jj




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




17. Selecting, Developing, and Evaluating Staff (available only on Evolve) jj jj jj jj jj jj j jj

,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 Advocacy jj jj




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




23. Translating Research into Practice jj jj jj




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




25. Managing Personal/Personnel Problems j jj




26. Workplace Violence and Incivility jj jj jj




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 jj jj jj




Future
30. Thriving for the Future jj jj jj




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, jj jj jj jj jj jj jj




SecondEdition
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MULTIPLE CHOICE jj




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 jj jj jj jj jj jj jj jj jj



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



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



communityenvironment. jj j



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



occursthroughout 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
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making.
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DIF: Cognitive Level: Apply REF: Page jj jj jj



14TOP: Nursing Process: Implementation
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U S N T area receives
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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
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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 would be
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the best approach to satisfying the needs of this nurse, 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 this jj jj jj jj jj jj jj jj jj jj jj jj



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 jj jj jj jj jj jj jj jj jj jj jj



scheduleddays off around his wife‘s treatments.
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ANSWER: D jj



Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
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nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and threaten
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staff members‘ sense of competence. Strengths-based nurse leaders honour the uniqueness
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of individuals, teams, systems, and organizations; therefore arranging the schedule around
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the 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 REF: Page jj jj jj



6TOP: Nursing Process: Implementation
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