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