Test Bank For Yoder-Wise’s Leading And Managing
In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TESTNBANKNFORNYODER-
WISE’SNLEADINGNANDNMANAGINGNINNCANADIANNNURSING,N2NDNEDITION,NPATR
ICIANS.NYODER-WISE,NJANICENWADDELL,NNANCYNWALTON,
ISBN:N9781771721684,
ISBN:N9781771721745,
ISBN:N9781771721677
TableNofNContentsNPa
rtNI:NCoreNConceptsNO
verview
1. Leading,NManaging,NandNFollowing
2. DevelopingNtheNRoleNofNLeader
3. DevelopingNtheNRoleNofNManager
4. NursingNLeadershipNandNIndigenousNHealth
5. PatientNFocus
Context
6. EthicalNIssues
7. LegalNIssues
8. MakingNDecisionsNandNSolvingNProblems
9. HealthNCareNOrganizations
10. UnderstandingNandNDesigningNOrganizationalNStructures
11. CulturalNDiversityNinNHealthNCare
12. Power,NPolitics,NandNInfluence
PartNII:NManagingNResources
13. Caring,NCommunicating,NandNManagingNwithNTechnology
14. ManagingNCostsNandNBudgets
15. CareNDeliveryNStrategies
16. StaffingNandNSchedulingN(availableNonlyNonNEvolve)
17. Selecting,NDeveloping,NandNEvaluatingNStaffN(availableNonlyNonNEvolve)
,PartNIII:NChangingNtheNStatusNQuo
18. StrategicNPlanning,NGoal-Setting,NandNMarketing
19. NursesNLeadingNChange:NANRelationalNEmancipatoryNFrameworkNforNHealthNandNSoci
alNAction
20. BuildingNTeamsNThroughNCommunicationNandNPartnerships
21. CollectiveNNursingNAdvocacy
22. UnderstandingNQuality,NRisk,NandNSafety
23. TranslatingNResearchNintoNPractice
PartNIV:NInterpersonalNandNPersonalNSkills
Interpersonal
24. UnderstandingNandNResolvingNConflict
25. ManagingNPersonal/PersonnelNProblems
26. WorkplaceNViolenceNandNIncivility
27. InterNandNIntraprofessionalNPracticeNandNLeadingNinNProfessionalNPracticeNSettings
Personal
28. RoleNTransition
29. Self-Management:NStressNandNTime
Future
30. ThrivingNforNtheNFuture
31. LeadingNandNManagingNYourNCareer
32. NursingNStudentsNasNLeaders
, Chapter 01: Leading, Managing, and Following
N N N N N
Waddell/Walton: Yoder-N
Wise’s Leading and Managing in Canadian Nursing, Second Edition
N N N N N N N N
MULTIPLENCHOICE
1. ANnurseNmanagerNofNaN20-
bedNmedicalNunitNfindsNthatN80%NofNtheNpatientsNareNolderNadults.NSheNisNaskedNtoNassessNandN
adaptNtheNunitNtoNbetterNmeetNtheNuniqueNneedsNofNolderNadultNpatients.NAccordingNtoNcomple
xityNprinciples,NwhatNwouldNbeNtheNbestNapproachNtoNtakeNinNmakingNthisNchange?
a. LeverageNtheNhierarchicalNmanagementNpositionNtoNgetNunitNstaffNinvolvedNi
nNassessmentNandNplanning.
b. EngageNinvolvedNstaffNatNallNlevelsNinNtheNdecision-makingNprocess.
c. FocusNtheNassessmentNonNtheNunit,NandNomitNtheNhospitalNandNcommuni
tyNenvironment.
d. HireNaNgeriatricNspecialistNtoNoverseeNandNcontrolNtheNproject.
ANSWER:N B
ComplexityNtheoryNsuggestsNthatNsystemsNinteractNandNadaptNandNthatNdecisionNmakingNoccu
rsNthroughoutNtheNsystems,NasNopposedNtoNbeingNheldNinNaNhierarchy.NInNcomplexityNtheory,Ne
verybody’sNopinionNcounts;Ntherefore,NallNlevelsNofNstaffNwouldNbeNinvolvedNinNdecisionNma
king.
DIF: CognitiveNLevel:NApply
REF:NPageN14NTOP:N NursingNProcess:NImplementa
tion
UNSNNNT . O
2. ANunitNmanagerNofNaN25-bedNmedical/surgical NareaNreceivesNaNphoneNcallNfromNaNnurseNwhoNhas
calledNinNsickNfiveNtimesNinNtheNpastNmonth.NHeNtellsNtheNmanagerNthatNheNveryNmuchNwantsNt
oNcomeNtoNworkNwhenNscheduled,NbutNmustNoftenNcareNforNhisNwife,NwhoNisNundergoingNtreat
mentNforNbreastNcancer.NInNtheNpracticeNofNaNstrengths-
basedNnursingNleader,NwhatNwouldNbeNtheNbestNapproachNtoNsatisfyingNtheNneedsNofNthisNnurse
,NotherNstaff,NandNpatients?
a. LineNupNagencyNnursesNwhoNcanNbeNcalledNinNtoNworkNonNshortNnotice.
b. PlaceNtheNnurseNonNunpaidNleaveNforNtheNremainderNofNhisNwife’sNtreatment.
c. SympathizeNwithNtheNnurse’sNdilemmaNandNletNtheNchargeNnurseNknowNthatNthisNnur
seNmayNbeNcallingNinNfrequentlyNinNtheNfuture.
d. WorkNwithNtheNnurse,NstaffingNoffice,NandNotherNnursesNtoNarrangeNhisNschedul
edNdaysNoffNaroundNhisNwife’sNtreatments.
ANSWER:N D
PlacingNtheNnurseNonNunpaidNleaveNmayNthreatenNphysiologicNneedsNandNdemotivateNtheNnurs
e.NUnsatisfactoryNcoverageNofNshiftsNonNshortNnoticeNcouldNaffectNpatientNcareNandNthreatenNst
affNmembers’NsenseNofNcompetence.NStrengths-
basedNnurseNleadersNhonourNtheNuniquenessNofNindividuals,Nteams,Nsystems,NandNorganizatio
ns;NthereforeNarrangingNtheNscheduleNaroundNtheNwife’sNneedsNwouldNresultNinNaNwin-
winNsituation,NalsoNcreatingNaNworkNenvironmentNthatNpromotesNtheNhealthNofNallNtheNnursesN
andNfacilitatesNtheirNdevelopment.
DIF: CognitiveNLevel:NAnalyze
REF:NPageN6NTOP:N NursingNProcess:NImplementa
tion
In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TESTNBANKNFORNYODER-
WISE’SNLEADINGNANDNMANAGINGNINNCANADIANNNURSING,N2NDNEDITION,NPATR
ICIANS.NYODER-WISE,NJANICENWADDELL,NNANCYNWALTON,
ISBN:N9781771721684,
ISBN:N9781771721745,
ISBN:N9781771721677
TableNofNContentsNPa
rtNI:NCoreNConceptsNO
verview
1. Leading,NManaging,NandNFollowing
2. DevelopingNtheNRoleNofNLeader
3. DevelopingNtheNRoleNofNManager
4. NursingNLeadershipNandNIndigenousNHealth
5. PatientNFocus
Context
6. EthicalNIssues
7. LegalNIssues
8. MakingNDecisionsNandNSolvingNProblems
9. HealthNCareNOrganizations
10. UnderstandingNandNDesigningNOrganizationalNStructures
11. CulturalNDiversityNinNHealthNCare
12. Power,NPolitics,NandNInfluence
PartNII:NManagingNResources
13. Caring,NCommunicating,NandNManagingNwithNTechnology
14. ManagingNCostsNandNBudgets
15. CareNDeliveryNStrategies
16. StaffingNandNSchedulingN(availableNonlyNonNEvolve)
17. Selecting,NDeveloping,NandNEvaluatingNStaffN(availableNonlyNonNEvolve)
,PartNIII:NChangingNtheNStatusNQuo
18. StrategicNPlanning,NGoal-Setting,NandNMarketing
19. NursesNLeadingNChange:NANRelationalNEmancipatoryNFrameworkNforNHealthNandNSoci
alNAction
20. BuildingNTeamsNThroughNCommunicationNandNPartnerships
21. CollectiveNNursingNAdvocacy
22. UnderstandingNQuality,NRisk,NandNSafety
23. TranslatingNResearchNintoNPractice
PartNIV:NInterpersonalNandNPersonalNSkills
Interpersonal
24. UnderstandingNandNResolvingNConflict
25. ManagingNPersonal/PersonnelNProblems
26. WorkplaceNViolenceNandNIncivility
27. InterNandNIntraprofessionalNPracticeNandNLeadingNinNProfessionalNPracticeNSettings
Personal
28. RoleNTransition
29. Self-Management:NStressNandNTime
Future
30. ThrivingNforNtheNFuture
31. LeadingNandNManagingNYourNCareer
32. NursingNStudentsNasNLeaders
, Chapter 01: Leading, Managing, and Following
N N N N N
Waddell/Walton: Yoder-N
Wise’s Leading and Managing in Canadian Nursing, Second Edition
N N N N N N N N
MULTIPLENCHOICE
1. ANnurseNmanagerNofNaN20-
bedNmedicalNunitNfindsNthatN80%NofNtheNpatientsNareNolderNadults.NSheNisNaskedNtoNassessNandN
adaptNtheNunitNtoNbetterNmeetNtheNuniqueNneedsNofNolderNadultNpatients.NAccordingNtoNcomple
xityNprinciples,NwhatNwouldNbeNtheNbestNapproachNtoNtakeNinNmakingNthisNchange?
a. LeverageNtheNhierarchicalNmanagementNpositionNtoNgetNunitNstaffNinvolvedNi
nNassessmentNandNplanning.
b. EngageNinvolvedNstaffNatNallNlevelsNinNtheNdecision-makingNprocess.
c. FocusNtheNassessmentNonNtheNunit,NandNomitNtheNhospitalNandNcommuni
tyNenvironment.
d. HireNaNgeriatricNspecialistNtoNoverseeNandNcontrolNtheNproject.
ANSWER:N B
ComplexityNtheoryNsuggestsNthatNsystemsNinteractNandNadaptNandNthatNdecisionNmakingNoccu
rsNthroughoutNtheNsystems,NasNopposedNtoNbeingNheldNinNaNhierarchy.NInNcomplexityNtheory,Ne
verybody’sNopinionNcounts;Ntherefore,NallNlevelsNofNstaffNwouldNbeNinvolvedNinNdecisionNma
king.
DIF: CognitiveNLevel:NApply
REF:NPageN14NTOP:N NursingNProcess:NImplementa
tion
UNSNNNT . O
2. ANunitNmanagerNofNaN25-bedNmedical/surgical NareaNreceivesNaNphoneNcallNfromNaNnurseNwhoNhas
calledNinNsickNfiveNtimesNinNtheNpastNmonth.NHeNtellsNtheNmanagerNthatNheNveryNmuchNwantsNt
oNcomeNtoNworkNwhenNscheduled,NbutNmustNoftenNcareNforNhisNwife,NwhoNisNundergoingNtreat
mentNforNbreastNcancer.NInNtheNpracticeNofNaNstrengths-
basedNnursingNleader,NwhatNwouldNbeNtheNbestNapproachNtoNsatisfyingNtheNneedsNofNthisNnurse
,NotherNstaff,NandNpatients?
a. LineNupNagencyNnursesNwhoNcanNbeNcalledNinNtoNworkNonNshortNnotice.
b. PlaceNtheNnurseNonNunpaidNleaveNforNtheNremainderNofNhisNwife’sNtreatment.
c. SympathizeNwithNtheNnurse’sNdilemmaNandNletNtheNchargeNnurseNknowNthatNthisNnur
seNmayNbeNcallingNinNfrequentlyNinNtheNfuture.
d. WorkNwithNtheNnurse,NstaffingNoffice,NandNotherNnursesNtoNarrangeNhisNschedul
edNdaysNoffNaroundNhisNwife’sNtreatments.
ANSWER:N D
PlacingNtheNnurseNonNunpaidNleaveNmayNthreatenNphysiologicNneedsNandNdemotivateNtheNnurs
e.NUnsatisfactoryNcoverageNofNshiftsNonNshortNnoticeNcouldNaffectNpatientNcareNandNthreatenNst
affNmembers’NsenseNofNcompetence.NStrengths-
basedNnurseNleadersNhonourNtheNuniquenessNofNindividuals,Nteams,Nsystems,NandNorganizatio
ns;NthereforeNarrangingNtheNscheduleNaroundNtheNwife’sNneedsNwouldNresultNinNaNwin-
winNsituation,NalsoNcreatingNaNworkNenvironmentNthatNpromotesNtheNhealthNofNallNtheNnursesN
andNfacilitatesNtheirNdevelopment.
DIF: CognitiveNLevel:NAnalyze
REF:NPageN6NTOP:N NursingNProcess:NImplementa
tion
