Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder-Wise, Janice Waddell, Nancy Walton

Test Bank For Yoder-Wise’s Leading And Managing In
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j0Canadian Nursing, 2nd Edition,
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Patricia S. Yoder-Wise, Chapters 1 - 32
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, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
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EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 9781771721684,j0




ISBN: 9781771721745,j0




ISBN: 9781771721677 j0




Table of Contents
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j0 Part I: Core Concepts
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Overview
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1. Leading, Managing, and Following j0 j0 j0




2. Developing the Role of Leader j0 j0 j0 j0




3. Developing the Role of Manager j0 j0 j0 j0




4. Nursing Leadership and Indigenous Health j0 j0 j0 j0




5. Patient Focus j0




Context
6. Ethical Issues j0




7. Legal Issues j0




8. Making Decisions and Solving Problems j0 j0 j0 j0




9. Health Care Organizations j0 j0




10. Understanding and Designing Organizational Structures j0 j0 j0 j0




11. Cultural Diversityin Health Care j0 j0 j0 j0




12. Power, Politics, and Influence j0 j0 j0




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology j0 j0 j0 j0 j0




14. Managing Costs and Budgets j0 j0 j0




15. Care DeliveryStrategies j0 j0




16. Staffing and Scheduling (available only on Evolve) j0 j0 j0 j0 j0 j0




17. Selecting, Developing, and Evaluating Staff (available onlyon Evolve) j0 j0 j0 j0 j0 j0 j0 j0

,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 j0 j0




22. Understanding Quality, Risk, and Safety j0 j0 j0 j0




23. Translating Research into Practice j0 j0 j0




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict j0 j0 j0




25. ManagingPersonal/Personnel Problems
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26. Workplace Violence and Incivility j0 j0 j0




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 j0 j0 j0




Future
30. Thriving for the Future j0 j0 j0




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 j0 j0 j0 j0 j0 j0 j0 j0




Edition
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MULTIPLE CHOICE j0




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. Sheis
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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 this
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change?
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a. Leverage the hierarchical management position to get unit staff involved in j0 j0 j0 j0 j0 j0 j0 j0 j0 j0




assessment and planning.
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b. Engage involved staff at all levels in the decision-making process. j0 j0 j0 j0 j0 j0 j0 j0 j0




c. Focus the assessment on the unit, and omit the hospital and community
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environment.j0




d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: j 0 B
Complexitytheory suggests that systems interact and adapt and that decision making occurs j0 j0 j0 j0 j0 j0 j0 j0 j0 j0 j0 j0




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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TOP: Nursing Process: Implementation
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USNT O .
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 treatmentfor
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breast cancer. In the practice of a strengths-based nursing leader, what would be the best
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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 j0 j0 j0 j0 j0 j0 j0 j0 j0 j0 j0 j0 j0




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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ANSWER: D j 0




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 j0 j0 REF: Page 6 j0 j0




TOP: Nursing Process: Implementation
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