|
,|
TABLE |OF |CONTENTS
Part |I: |Core |Concepts
Overview
1. |Leading, |Managing, |and |Following
2. |Developing |the |Role |of |Leader
3. |Developing |the |Role |of |Manager
4. |Nursing |Leadership |and |Indigenous |Health
5. |Patient |Focus
Context
6. |Ethical |Issues
7. |Legal |Issues
8. |Making |Decisions |and |Solving |Problems
9. |Health |Care |Organizations
10. |Understanding |and |Designing |Organizational |Structures
11. |Cultural |Diversity |in |Health |Care
12. |Power, |Politics, |and |Influence
Part |II: |Managing |Resources
13. |Caring, |Communicating, |and |Managing |with |Technology
14. |Managing |Costs |and |Budgets
15. |Care |Delivery|Strategies
16. |Staffing |and |Scheduling |(available |only |o n |Evolve)
17. |Selecting, |Developing, |and |Evaluating |Staff |(available |only|on |Evolve)
,|
Part |III: |Changing |the |Status |Quo
18. |Strategic |Planning, |Goal-Setting, |and |Marketing
19. |Nurses |Leading |Change: |A |Relational |Emancipatory |Framework |for |Health |and |Social
Action
20. |Building |Teams |Through |Communication |and |Partnerships
21. |Collective |Nursing |Advocacy
22. |Understanding |Quality, | Risk, |and |Safety
23. |Translating |Research |into |Practice
Part |IV: |Interpersonal |and |Personal |Skills
Interpersonal
24. |Understanding |and |Resolving |Conflict
25. |Managing |Personal/Personnel |Problems
26. |Workplace |Violence |and |Incivility
27. |Inter |and |Intraprofessional |Practice |and |Leading |in |Professional |Practice |Settings
Personal
28. |Role |Transition
29. |Self-Management: |Stress |and |Time
Future
30. |Thriving |for |the |Future
31. |Leading |and |Managing |Your |Career
32. |Nursing |Students |as |Leaders
,|
Yoder-Wise's |Leading | and |Managing |in |Canadian |Nursing |2nd |Edition |Yoder-Wise |Test |Bank
Chapter 01: Leading, Managing, and Following
| | | | |
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
| | | | | | | |
Edition
MULTIPLE |CHOICE
1. | A |nurse |manager |of |a |20-bed |medical |unit | finds |that |80% |of |the |patients |are |older |adults. |She
is |asked |to |assess |and |adapt |the |unit |to |better |meet | the |unique |needs |of |older |adult | patients.
According |to |complexity |principles, |what |would | be |the |best | approach |to |take |in |making |this
change?
a. | Leverage |the |hierarchical |management |position |to |get |unit |staff |involved |in
assessment |and |planning.
b. | Engage |involved |staff |at |all |levels |in |the |decision-making |process.
c. | Focus |the |assessment |on |the |unit, |and |omit |the |hospital |and |community
environment.
d. | Hire |a |geriatric |specialist |to |oversee |and |control |the |project.
ANS: | B
Complexity|theory |suggests |that |systems |interact | and |adapt |and |that |decision |making |occurs
throughout |the |systems, |as |opposed |to |being |held | in |a |hierarchy. |In |complexity |theory,
everybody‘s |opinion |counts; |therefore, |all |levels |of |staff |would |be |involved |in |decision
making.
DIF: | Cognitive |Level: |Apply REF: |Page |14
TOP: | Nursing |Process: |Implementation
N R I G B.C M
U |S |N |T ||areaO|receives |a |phone |call |from |a |nurse |who |has
| | | | |
2. | A |unit | manager |of |a |25-bed |medical/surgical
called |in |sick |five |times |in |the |past |month. |He |tells |the |manager |that |he |very |much |wants |to
come |to |work |when |scheduled, |but |must |often |care |for |his |wife, |who | is |undergoing |treatment
for |breast | cancer. |In |the |practice |of |a |strengths-based |nursing |leader, |what | would |be |the |best
approach |to |satisfying |the |needs |of |this |nurse, |other |staff, |and |patients?
a. | Line |up |agency |nurses |who |can |be |called |in |to |work |on |short |notice.
b. | Place |the |nurse |on |unpaid |leave |for |the |remainder |of |his |wife‘s |treatment.
c. | Sympathize |with |the |nurse‘s |dilemma |and |let |the |charge |nurse |know |that |this |nurse
may |be |calling |in |frequently |in |the |future.
d. | Work |with |the |nurse, |staffing |office, |and |other |nurses |to |arrange |his |scheduled
days |off |around |his |wife‘s |treatments.
ANS: | D
Placing |the |nurse |on |unpaid |leave |may|threaten |physiologic |needs |and |demotivate |the |nurse.
Unsatisfactory |coverage |of |shifts |on |short | notice |could |affect |patient |care |and |threaten |staff
members‘ |sense |of |competence. |Strengths-based |nurse |leaders |honour |the |uniqueness |of
individuals, |teams, |systems, |and |organizations; |therefore |arranging |the |schedule |around |the
wife‘s |needs |would |result | in |a |win-win |situation, |also |creating |a |work |environment |that
promotes |the |health |of |all |the |nurses |and | facilitates |their |development.
DIF: | Cognitive |Level: |Analyze REF: |Page |6
TOP: | Nursing |Process: |Implementation
NURSINGTB.COM
,|
TABLE |OF |CONTENTS
Part |I: |Core |Concepts
Overview
1. |Leading, |Managing, |and |Following
2. |Developing |the |Role |of |Leader
3. |Developing |the |Role |of |Manager
4. |Nursing |Leadership |and |Indigenous |Health
5. |Patient |Focus
Context
6. |Ethical |Issues
7. |Legal |Issues
8. |Making |Decisions |and |Solving |Problems
9. |Health |Care |Organizations
10. |Understanding |and |Designing |Organizational |Structures
11. |Cultural |Diversity |in |Health |Care
12. |Power, |Politics, |and |Influence
Part |II: |Managing |Resources
13. |Caring, |Communicating, |and |Managing |with |Technology
14. |Managing |Costs |and |Budgets
15. |Care |Delivery|Strategies
16. |Staffing |and |Scheduling |(available |only |o n |Evolve)
17. |Selecting, |Developing, |and |Evaluating |Staff |(available |only|on |Evolve)
,|
Part |III: |Changing |the |Status |Quo
18. |Strategic |Planning, |Goal-Setting, |and |Marketing
19. |Nurses |Leading |Change: |A |Relational |Emancipatory |Framework |for |Health |and |Social
Action
20. |Building |Teams |Through |Communication |and |Partnerships
21. |Collective |Nursing |Advocacy
22. |Understanding |Quality, | Risk, |and |Safety
23. |Translating |Research |into |Practice
Part |IV: |Interpersonal |and |Personal |Skills
Interpersonal
24. |Understanding |and |Resolving |Conflict
25. |Managing |Personal/Personnel |Problems
26. |Workplace |Violence |and |Incivility
27. |Inter |and |Intraprofessional |Practice |and |Leading |in |Professional |Practice |Settings
Personal
28. |Role |Transition
29. |Self-Management: |Stress |and |Time
Future
30. |Thriving |for |the |Future
31. |Leading |and |Managing |Your |Career
32. |Nursing |Students |as |Leaders
,|
Yoder-Wise's |Leading | and |Managing |in |Canadian |Nursing |2nd |Edition |Yoder-Wise |Test |Bank
Chapter 01: Leading, Managing, and Following
| | | | |
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
| | | | | | | |
Edition
MULTIPLE |CHOICE
1. | A |nurse |manager |of |a |20-bed |medical |unit | finds |that |80% |of |the |patients |are |older |adults. |She
is |asked |to |assess |and |adapt |the |unit |to |better |meet | the |unique |needs |of |older |adult | patients.
According |to |complexity |principles, |what |would | be |the |best | approach |to |take |in |making |this
change?
a. | Leverage |the |hierarchical |management |position |to |get |unit |staff |involved |in
assessment |and |planning.
b. | Engage |involved |staff |at |all |levels |in |the |decision-making |process.
c. | Focus |the |assessment |on |the |unit, |and |omit |the |hospital |and |community
environment.
d. | Hire |a |geriatric |specialist |to |oversee |and |control |the |project.
ANS: | B
Complexity|theory |suggests |that |systems |interact | and |adapt |and |that |decision |making |occurs
throughout |the |systems, |as |opposed |to |being |held | in |a |hierarchy. |In |complexity |theory,
everybody‘s |opinion |counts; |therefore, |all |levels |of |staff |would |be |involved |in |decision
making.
DIF: | Cognitive |Level: |Apply REF: |Page |14
TOP: | Nursing |Process: |Implementation
N R I G B.C M
U |S |N |T ||areaO|receives |a |phone |call |from |a |nurse |who |has
| | | | |
2. | A |unit | manager |of |a |25-bed |medical/surgical
called |in |sick |five |times |in |the |past |month. |He |tells |the |manager |that |he |very |much |wants |to
come |to |work |when |scheduled, |but |must |often |care |for |his |wife, |who | is |undergoing |treatment
for |breast | cancer. |In |the |practice |of |a |strengths-based |nursing |leader, |what | would |be |the |best
approach |to |satisfying |the |needs |of |this |nurse, |other |staff, |and |patients?
a. | Line |up |agency |nurses |who |can |be |called |in |to |work |on |short |notice.
b. | Place |the |nurse |on |unpaid |leave |for |the |remainder |of |his |wife‘s |treatment.
c. | Sympathize |with |the |nurse‘s |dilemma |and |let |the |charge |nurse |know |that |this |nurse
may |be |calling |in |frequently |in |the |future.
d. | Work |with |the |nurse, |staffing |office, |and |other |nurses |to |arrange |his |scheduled
days |off |around |his |wife‘s |treatments.
ANS: | D
Placing |the |nurse |on |unpaid |leave |may|threaten |physiologic |needs |and |demotivate |the |nurse.
Unsatisfactory |coverage |of |shifts |on |short | notice |could |affect |patient |care |and |threaten |staff
members‘ |sense |of |competence. |Strengths-based |nurse |leaders |honour |the |uniqueness |of
individuals, |teams, |systems, |and |organizations; |therefore |arranging |the |schedule |around |the
wife‘s |needs |would |result | in |a |win-win |situation, |also |creating |a |work |environment |that
promotes |the |health |of |all |the |nurses |and | facilitates |their |development.
DIF: | Cognitive |Level: |Analyze REF: |Page |6
TOP: | Nursing |Process: |Implementation
NURSINGTB.COM
