Test bank for Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise | LATEST

, TEST GTBANK GTFOR GTYODER-WISE’S GTLEADING GTAND GTMANAGING GTIN GTCANADIAN
GTNURSING, GT2NDGTEDITION, GTPATRICIA GTS. GTYODER-WISE, GTJANICE GTWADDELL,

GTNANCY GTWALTON,



ISBN: GT9781771721684,
ISBN: GT9781771721745,
ISBN: GT9781771721677


Table GTof GTContents
GT Part GTI: GTCore
ConceptsGTOverview
GT



1. Leading, GTManaging, GTand GTFollowing
2. Developing GTthe GTRole GTof GTLeader
3. Developing GTthe GTRole GTof GTManager
4. Nursing GTLeadership GTand GTIndigenous GTHealth
5. Patient GTFocus


Context
6. Ethical GTIssues
7. Legal GTIssues
8. Making GTDecisions GTand GTSolving GTProblems
9. Health GTCare GTOrganizations
10. Understanding GTand GTDesigning GTOrganizational GTStructures
11. Cultural GTDiversity GTin GTHealth GTCare
12. Power, GTPolitics, GTand GTInfluence


Part GTII: GTManaging GTResources
13. Caring, GTCommunicating, GTand GTManaging GTwith GTTechnology
14. Managing GTCosts GTand GTBudgets
15. Care GTDelivery GTStrategies
16. Staffing GTand GTScheduling GT(available GTonly GTon GTEvolve)
17. Selecting, GTDeveloping, GTand GTEvaluating GTStaff GT(available GTonly GTon GTEvolve)

,Part GTIII: GTChanging GTthe GTStatus GTQuo
18. Strategic GTPlanning, GTGoal-Setting, GTand GTMarketing
19. Nurses GTLeading GTChange: GTA GTRelational GTEmancipatory GTFramework GTfor GTHealth
GTand GTSocialG
Action
T



20. Building GTTeams GTThrough GTCommunication GTand GTPartnerships
21. Collective GTNursing GTAdvocacy
22. Understanding GTQuality, GTRisk, GTand GTSafety
23. Translating GTResearch GTinto GTPractice


Part GTIV: GTInterpersonal GTand GTPersonal GTSkills


Interpersonal
24. Understanding GTand GTResolving GTConflict
25. Managing GTPersonal/Personnel GTProblems
26. Workplace GTViolence GTand GTIncivility
27. Inter GTand GTIntraprofessional GTPractice GTand GTLeading GTin GTProfessional GTPractice GTSettings


Personal
28. Role GTTransition
29. Self-Management: GTStress GTand GTTime


Future
30. Thriving GTfor GTthe GTFuture
31. Leading GTand GTManaging GTYour GTCareer
32. Nursing GTStudents GTas GTLeaders

, Yoder-Wise's GTLeading GTand GTManaging GTin GTCanadian GTNursing GT2nd GTEdition GTYoder-Wise
GTTest GTBank



Chapter 01: Leading, Managing, and Following
GT GT GT GT GT

Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing,
GT GT GT GT GT GT GT

Second Edition
GT G
T




MULTIPLE GTCHOICE

1. A GTnurse GTmanager GTof GTa GT20-bed GTmedical GTunit GTfinds GTthat GT80% GTof GTthe GTpatients GTare
GTolder GTadults. GTSheGTis GTasked GTto GTassess GTand GTadapt GTthe GTunit GTto GTbetter GTmeet GTthe
GTunique GTneeds GTof GTolder GTadult GTpatients. GTAccording GTto GTcomplexity GTprinciples, GTwhat

GTwould GTbe GTthe GTbest GTapproach GTto GTtake GTin GTmaking GTthis GTchange?

a. Leverage GTthe GThierarchical GTmanagement GTposition GTto GTget GTunit GTstaff
GTinvolved GTinG assessment GTand GTplanning.
T

b. Engage GTinvolved GTstaff GTat GTall GTlevels GTin GTthe GTdecision-making GTprocess.
c. Focus GTthe GTassessment GTon GTthe GTunit, GTand GTomit GTthe GThospital GTand
GTcommunityG environment.
T

d. Hire GTa GTgeriatric GTspecialist GTto GToversee GTand GTcontrol GTthe GTproject.

ANS: G T B
Complexity GTtheory GTsuggests GTthat GTsystems GTinteract GTand GTadapt GTand GTthat GTdecision
GTmaking GToccursG Tthroughout GTthe GTsystems, GTas GTopposed GTto GTbeing GTheld GTin GTa GThierarchy.
GT In GTcomplexity GTtheory, GTeverybody‘s GTopinion GTcounts; GTtherefore, GTall GTlevels GTof GTstaff

GTwould GTbe GTinvolved GTin GTdecision GTmaking.




DIF: Cognitive GTLevel: GTApply REF: GTPage
GT14G
TOP: G T Nursing GTProcess: GTImplementation
T

N R I G B.C M
U GTGTSmedical/surgical
GTN GTT
GT GT GT
OGTarea GTreceives GTa GTphone GTcall GTfrom GTa
GT GT

2. A GTunit GTmanager GTof GTa GT25-bed
GTnurse GTwho GThas
called GTin GTsick GTfive GTtimes GTin GTthe GTpast GTmonth. GTHe GTtells GTthe GTmanager GTthat GThe GTvery
GTmuch GTwants GTto GTcome GTto GTwork GTwhen GTscheduled, GTbut GTmust GToften GTcare GTfor GThis

GTwife, GTwho GTis GTundergoing GTtreatmentG for GTbreast GTcancer. GTIn GTthe GTpractice GTof GTa
T

GTstrengths-based GTnursing GTleader, GTwhat GTwould GTbe GTthe GTbest GTapproach GTto GTsatisfying

GTthe GTneeds GTof GTthis GTnurse, GTother GTstaff, GTand GTpatients?

a. Line GTup GTagency GTnurses GTwho GTcan GTbe GTcalled GTin GTto GTwork GTon GTshort GTnotice.
b. Place GTthe GTnurse GTon GTunpaid GTleave GTfor GTthe GTremainder GTof GThis GTwife‘s GTtreatment.
c. Sympathize GTwith GTthe GTnurse‘s GTdilemma GTand GTlet GTthe GTcharge GTnurse GTknow
GTthat GTthis GTnurseGmay GTbe GTcalling GTin GTfrequently GTin GTthe GTfuture.
T

d. Work GTwith GTthe GTnurse, GTstaffing GToffice, GTand GTother GTnurses GTto GTarrange
GThis GTscheduledG days GToff GTaround GThis GTwife‘s GTtreatments.
T



ANS: G T D
Placing GTthe GTnurse GTon GTunpaid GTleave GTmay GTthreaten GTphysiologic GTneeds GTand
GTdemotivate GTthe GTnurse.G TUnsatisfactory GTcoverage GTof GTshifts GTon GTshort GTnotice GTcould
GTaffect GTpatient GTcare GTand GTthreaten GTstaff GTmembers‘ GTsense GTof GTcompetence. GTStrengths-

based GTnurse GTleaders GThonour GTthe GTuniqueness GTof GTindividuals, GTteams, GTsystems, GTand
GTorganizations; GTtherefore GTarranging GTthe GTschedule GTaround GTthe GTwife‘s GTneeds GTwould

GTresult GTin GTa GTwin-win GTsituation, GTalso GTcreating GTa GTwork GTenvironment GTthat GTpromotes

GTthe GThealth GTof GTall GT the GTnurses GTand GTfacilitates GT their GTdevelopment.




DIF: Cognitive GTLevel: GTAnalyze REF: GTPage
GT6G
TOP: G T Nursing GTProcess: GTImplementation
T




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