Test Bank For_ Yoder-Wise's Leading
And Managing In Canadian Nursing, 3rd
Edition, By Nancy Walton; Chapter 1-30;
Latest Edition Updates
,PART I- CORE CONCEPTS OVERVIEW ______________________________________________ 4
Chapter 01- Leading, Managing, And Following ____________________________________________________ 4
Chapter 02- Developing The Role Of Leader_______________________________________________________ 19
Chapter 03- The Multidimensional Role of the Nurse Manager: Developing for Success ___________________ 27
Chapter 04- Nursing Leadership In Indigenous Health ______________________________________________ 41
Chapter 05- Nursing Students As Leaders ________________________________________________________ 52
Chapter 06- Ethical Concerns and Challenges _____________________________________________________ 63
Chapter 07- Legal Concerns in Nursing Leadership and Management __________________________________ 74
Chapter 08- Making Decisions And Solving Problems _______________________________________________ 88
Chapter 09- The Canadian Health Care System ___________________________________________________ 103
Chapter 10- Understanding And Designing Organizational Structures ________________________________ 109
Chapter 11- Equity, Diversity, Inclusion, Accessibility, and Decolonization: Responsive Leading and Managing in
Health Care _______________________________________________________________________________ 123
Chapter 12- Power, Politics, And Influence ______________________________________________________ 136
PART II- MANAGING RESOURCES _______________________________________________ 149
Chapter 13- Caring And Communicating In Nursing With Technology _________________________________ 149
Chapter 14- Managing Costs And Budgets _______________________________________________________ 159
Chapter 15- Care Delivery Strategies ___________________________________________________________ 175
Chapter 16- Staffing And Scheduling ___________________________________________________________ 190
Chapter 17- Selecting, Developing, And Evaluating Staff ___________________________________________ 204
PART III- CHANGING THE STATUS QUO___________________________________________ 218
Chapter 18- Strategic Planning And Goal Setting _________________________________________________ 218
Chapter 19- Nurses Leading Change: A Relational Emancipatory Framework for Health and Social Action ___ 232
Chapter 20- Building Teams Through Communication And Partnerships _______________________________ 245
Chapter 21- Collective Nursing Advocacy ________________________________________________________ 259
,Chapter 22- Understanding Safety, Quality, and Risk ______________________________________________ 274
Chapter 23- Translating Research Into Practice ___________________________________________________ 286
PART IV- INTERPERSONAL AND PERSONAL SKILLS __________________________________ 300
Chapter 24- Understanding And Resolving Conflict ________________________________________________ 300
Chapter 25- Managing Personnel Challenges ____________________________________________________ 314
Chapter 26- Workplace Violence And Incivility ___________________________________________________ 327
Chapter 27- Interprofessional and Intraprofessional Practice and Leading in Professional Practice Settings __ 341
Chapter 28- Role Transition __________________________________________________________________ 354
Chapter 29- Self-Management: Stress And Time __________________________________________________ 369
Chapter 30- Leading And Managing Your Career _________________________________________________ 382
, PART I- CORE CONCEPTS OVERVIEW
Chapter 01- Leading, Managing, And Following
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.
Answer: 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
2. A Unit Manager Of A 25-Bed Medical/Surgical Area Receives A Phone Call From A Nurse
Who Has 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 Mus t 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.
Answer: D
And Managing In Canadian Nursing, 3rd
Edition, By Nancy Walton; Chapter 1-30;
Latest Edition Updates
,PART I- CORE CONCEPTS OVERVIEW ______________________________________________ 4
Chapter 01- Leading, Managing, And Following ____________________________________________________ 4
Chapter 02- Developing The Role Of Leader_______________________________________________________ 19
Chapter 03- The Multidimensional Role of the Nurse Manager: Developing for Success ___________________ 27
Chapter 04- Nursing Leadership In Indigenous Health ______________________________________________ 41
Chapter 05- Nursing Students As Leaders ________________________________________________________ 52
Chapter 06- Ethical Concerns and Challenges _____________________________________________________ 63
Chapter 07- Legal Concerns in Nursing Leadership and Management __________________________________ 74
Chapter 08- Making Decisions And Solving Problems _______________________________________________ 88
Chapter 09- The Canadian Health Care System ___________________________________________________ 103
Chapter 10- Understanding And Designing Organizational Structures ________________________________ 109
Chapter 11- Equity, Diversity, Inclusion, Accessibility, and Decolonization: Responsive Leading and Managing in
Health Care _______________________________________________________________________________ 123
Chapter 12- Power, Politics, And Influence ______________________________________________________ 136
PART II- MANAGING RESOURCES _______________________________________________ 149
Chapter 13- Caring And Communicating In Nursing With Technology _________________________________ 149
Chapter 14- Managing Costs And Budgets _______________________________________________________ 159
Chapter 15- Care Delivery Strategies ___________________________________________________________ 175
Chapter 16- Staffing And Scheduling ___________________________________________________________ 190
Chapter 17- Selecting, Developing, And Evaluating Staff ___________________________________________ 204
PART III- CHANGING THE STATUS QUO___________________________________________ 218
Chapter 18- Strategic Planning And Goal Setting _________________________________________________ 218
Chapter 19- Nurses Leading Change: A Relational Emancipatory Framework for Health and Social Action ___ 232
Chapter 20- Building Teams Through Communication And Partnerships _______________________________ 245
Chapter 21- Collective Nursing Advocacy ________________________________________________________ 259
,Chapter 22- Understanding Safety, Quality, and Risk ______________________________________________ 274
Chapter 23- Translating Research Into Practice ___________________________________________________ 286
PART IV- INTERPERSONAL AND PERSONAL SKILLS __________________________________ 300
Chapter 24- Understanding And Resolving Conflict ________________________________________________ 300
Chapter 25- Managing Personnel Challenges ____________________________________________________ 314
Chapter 26- Workplace Violence And Incivility ___________________________________________________ 327
Chapter 27- Interprofessional and Intraprofessional Practice and Leading in Professional Practice Settings __ 341
Chapter 28- Role Transition __________________________________________________________________ 354
Chapter 29- Self-Management: Stress And Time __________________________________________________ 369
Chapter 30- Leading And Managing Your Career _________________________________________________ 382
, PART I- CORE CONCEPTS OVERVIEW
Chapter 01- Leading, Managing, And Following
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.
Answer: 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
2. A Unit Manager Of A 25-Bed Medical/Surgical Area Receives A Phone Call From A Nurse
Who Has 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 Mus t 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.
Answer: D
