Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise,Chapters 1 - 32

, TEST BANK FOR YODER-
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WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2NDEDITION, PATRICIA S. YODE
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R-WISE, JANICE WADDELL, NANCY WALTON, nb nb nb nb




ISBN: 9781771721684,
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ISBN: 9781771721745,
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ISBN: 9781771721677
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Table of Contents Part
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I: Core ConceptsOverv
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iew
1. Leading, Managing, and Following nb nb nb




2. Developing the Role of Leader nb nb nb nb




3. Developing the Role of Manager nb nb nb nb




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




Context
6. Ethical Issues nb




7. Legal Issues nb




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




11. Cultural Diversity in Health Care nb nb nb nb




12. Power, Politics, and Influence nb nb nb




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




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 SocialAc
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tion
20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy nb nb




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




23. Translating Research into Practice nb nb nb




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




25. Managing Personal/Personnel Problemsnb nb




26. Workplace Violence and Incivility nb nb nb




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 nb nb nb




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, Second nb nb nb nb nb



Edition
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MULTIPLE CHOICE nb




1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. Sheis asked to assess and ad
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apt the unit to better meet the unique needs of older adult patients. According to complexity p
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rinciples, what would be the best approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff involved ina
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ssessment and planning. nb nb



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 communityenv
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ironment.
d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: B n b



Complexity theory suggests that systems interact and adapt and that decision making occursth
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roughout the systems, as opposed to being held in a hierarchy. In complexity theory, everybo
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dy’s opinion counts; therefore, all levels of staff would be involved in decision making.
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DIF: Cognitive Level: Apply nb nb



REF: Page 14TOP: Nursing Process: Implementatio
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USNT .
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 com
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e to work when scheduled, but must often care for his wife, who is undergoing treatmentfor bre
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ast cancer. In the practice of a strengths-
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based nursing leader, what would be the best approach to satisfying the needs of this nurse, o
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ther 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 nursema nb nb nb nb nb nb nb nb nb nb nb nb nb nb



y be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduledd
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ays off around his wife’s treatments.
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ANSWER: D nb



Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.U
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nsatisfactory coverage of shifts on short notice could affect patient care and threaten staff m
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embers’ sense of competence. Strengths- nb nb nb nb



based nurse leaders honour the uniqueness of individuals, teams, systems, and organizations;
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therefore arranging the schedule around the wife’s needs would result in a win-
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win situation, also creating a work environment that promotes the health of all the nurses and
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facilitates their development. nb nb




DIF: Cognitive Level: Analyze nb nb


REF: Page 6TOP: Nursing Process: Implementatio
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