Test Bank - Yoder-Wise’s Leading And Managing In Canadian Nursing,3rd Edition by Patricia S. Yoder-Wise, (All Chapters 1-32).

,
,Part III: Changing the Status Quo
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1. Strategic Planning, Goal-Setting, and Marketing
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2. Nurses Leading Change: A Relational Emancipatory Framework for Health and Soc
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ial Action
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3. Building Teams Through Communication and Partnerships
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4. Collective Nursing Advocacy L6 L6




5. Understanding Quality, Risk, and Safety L6 L6 L6 L6




6. Translating Research into Practice L6 L6 L6




Part IV: Interpersonal and Personal Skills
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Interpersonal
7. Understanding and Resolving Conflict L6 L6 L6




8. Managing Personal/Personnel Problems
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9. Workplace Violence and Incivility L6 L6 L6




10. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
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Personal
11. Role Transition
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12. Self-Management: Stress and Time L6 L6 L6




Future
13. Thriving for the Future L6 L6 L6




14. Leading and Managing Your Career
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15. Nursing Students as Leaders
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, Yoder-Wise's Leading and Managing in Canadian Nursing 3RD Edition Yoder-Wise Test
Bank
Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder- L6


Wise’s Leading and Managing in Canadian Nursing, Third Edition
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MULTIPLE CHOICE L6




1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is asked to assess an
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d adapt the unit to better meet the unique needs of older adult patients. According to co
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mplexity principles, 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
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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 commun
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ity environment. L6


d. Hire a geriatric specialist to oversee and control the project.
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ANS: L 6 B
Complexity theory suggests that systems interact and adapt and that decision making occu
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rs throughout 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.

DIF: Cognitive Level: Apply L6 L6


REF: Page 14 TOP: Nursing Process: Implemen
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tation
UNS R ING B.C
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2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
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called in sick five times in the past month. He tells the manager that he very much want
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s to come to work when scheduled, but must often care for his wife, who is undergoing t
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reatment for breast 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 nur
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se, 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 nu
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rse 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 schedu
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led days off around his wife‘s treatments.
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ANS: D L6


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nur
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se. Unsatisfactory coverage of shifts on short notice could affect patient care and threate
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n staff members‘ sense of competence. Strengths-
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based nurse leaders honour the uniqueness of individuals, teams, systems, and organizati
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ons; 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 nurse
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s and facilitates their development.
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DIF: Cognitive Level: Analyze L6 L6


REF: Page 6 TOP: Nursing Process: Implemen
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tation


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