TEST BANK - YODER-WISE'S LEADING AND MANAGING IN CANADIAN NURSING, 3RD EDITION (WADDELL, 2024), CHAPTER 1-32 | ALL CHAPTERS

, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 3RD
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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: 9781771721677
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Table of Contents
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cv Part I: Core
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Concepts Overview
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1. Leading, Managing, and Following cv cv cv




2. Developing the Role of Leader cv cv cv cv




3. Developing the Role of Manager cv cv cv cv




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




Context
6. Ethical Issues cv




7. Legal Issues cv




8. Making Decisions and Solving Problems
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9. Health Care Organizations cv cv




10. Understanding and Designing Organizational Structures cv cv cv cv




11. Cultural Diversity in Health Care cv cv cv cv




12. Power, Politics, and Influence cv cv cv




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets cv cv cv




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 cv cv




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




23. Translating Research into Practice cv cv cv




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




25. Managing Personal/Personnel Problemscv cv




26. Workplace Violence and Incivility cv cv cv




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 cv cv cv




Future
30. Thriving for the Future cv cv cv




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, cv cv cv cv cv cv cv


Third Edition
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MULTIPLE CHOICE cv




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
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She is asked to assess and adapt the unit to better meet the unique needs of older adult
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patients. According to complexity principles, what would be the best approach to take
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in making this change?
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a. Leverage the hierarchical management position to get unit staff involved
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in assessment 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 and
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community environment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANS: c v B
Complexity theory suggests that systems interact and adapt and that decision making
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occurs throughout the systems, as opposed to being held in a hierarchy. In complexity
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theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
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decision making.
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DIF: Cognitive Level: Apply REF: Page 14 cv cv cv cv


TOP: Nursing Process: Implementation
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USNT O receives a phone call from a nurse who has N R I G B.C M
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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
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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 treatment for 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, other
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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 cv cv cv cv cv cv cv cv cv cv cv cv


nurse may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his
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scheduled days off around his wife‘s treatments.
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ANS: D cv


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
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threaten staff members‘ sense of competence. Strengths-based nurse leaders honour the
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uniqueness of individuals, teams, systems, and organizations; therefore arranging the
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schedule around the wife‘s needs would result in a win-win situation, also creating a
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work environment that promotes the health of all the nurses and facilitates their
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development.
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DIF: Cognitive Level: Analyze REF: Page 6 cv cv cv cv


TOP: Nursing Process: Implementation
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