Test Bank for Yoder-Wise's Leading and Managing in Canadian Nursing, 3rd Edition by Nancy Walton and Janice Waddel isbn-9780323872843 All Chapters Latest And Verified Q & A

, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN
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NURSING, 3rdEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL,
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NANCY WALTON, ll ll




ISBN: 978 7772684,
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ISBN: 978 7772745,
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ISBN: 978 7772677
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Table of Contents
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ll Part I: Core Concepts
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Overview
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1. Leading, Managing, and Following ll ll ll




2. Developing the Role of Leader ll ll ll ll




3. Developing the Role of Manager ll ll ll ll




4. Nursing Leadership and Indigenous Health ll ll ll ll




5. Patient Focus ll




Context
6. Ethical Issues ll




7. Legal Issues ll




8. Making Decisions and Solving Problems ll ll ll ll




9. Health Care Organizations ll ll




10. Understanding and Designing Organizational Structures l ll ll ll




11. Cultural Diversity in Health Care ll l ll ll




12. Power, Politics, and Influence ll ll ll




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




15. Care Delivery Strategiesll ll




16. Staffing and Scheduling (available only on Evolve) ll ll ll ll l ll




17. Selecting, Developing, and Evaluating Staff (available onlyon 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 Social
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Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy ll ll




22. Understanding Quality, Risk, and Safety l ll ll ll




23. Translating Research into Practice ll ll ll




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




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility ll ll ll




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 ll ll ll




Future
30. Thriving for the Future ll ll ll




31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test Bank
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Chapter 0: Leading, Managing, and Following
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MULTIPLE CHOICE ll




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
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is asked to assess and adapt the unit to better meet the unique needs of older adult patients.
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According to complexity principles, what would be the best approach to take in making
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this change?
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a. Leverage the hierarchical management position to get unit staff involved in ll ll ll ll ll ll ll ll ll ll


assessment and planning.
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b. Engage involved staff at all levels in the decision-making process. ll ll ll ll ll ll ll ll ll


c. Focus the assessment on the unit, and omit the hospital and community
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environment. ll


d. Hire a geriatric specialist to oversee and control the project.
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ANS: l l B
Complexitytheory suggests that systems interact and adapt and that decision making occurs
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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.
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DIF: Cognitive Level: Apply ll ll REF: Page 4 l ll


TOP: Nursing Process: Implementation
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N R I G B.C M
U S N T areaOreceives a phone call from a nurse who has
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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 wants to
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come to work when scheduled, but must often care for his wife, who is undergoing treatment
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for breast cancer. In the practice of a strengths-based nursing leader, what would be the
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best approach to satisfying the needs of this nurse, 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 nurse ll ll ll ll ll ll ll ll ll ll ll ll ll


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 scheduled
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days off around his wife‘s treatments.
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ANS: D ll


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
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Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff
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members‘ sense of competence. Strengths-based nurse leaders honour the uniqueness of
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individuals, teams, systems, and organizations; therefore arranging the schedule around the
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wife‘s needs would result in a win-win situation, also creating a work environment that
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promotes the health of all the nurses and facilitates their development.
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DIF: Cognitive Level: Analyze ll ll REF: Page 6 ll l


TOP: Nursing Process: Implementation
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