Yoder-Wise’s Leading and Managing in Canadian Nursing 2nd Edition – Patricia S. Yoder-Wise | Chapters 1–32 | Complete Test Bank with Answers

,TABLE OF CONTENTS
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PartI:CoreConcepts
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Overview
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1. Leading, Managing, and Following e e e




2. Developing the Role of Leader e e e e




3. Developing the Role of Manager e e e e




4. Nursing Leadership and Indigenous Health e e e e




5. Patient Focus e




Context
6. Ethical Issues e




7. Legal Issues e




8. Making Decisions and Solving Problemse e e e




9. Health Care Organizations e e




10. Understanding and Designing Organizational Structures e e e e




11. Cultural Diversity in Health Care e e e e




12. Power, Politics, and Influence e e e




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




15. Care DeliveryStrategies e e




16. Staffing and Scheduling (available only on Evolve)
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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: ARelationalEmancipatoryFramework 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 e e




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




23. Translating Research into Practice e e e




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




25. ManagingPersonal/Personnel Problems
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26. Workplace Violence and Incivilitye e e




27. Interand Intraprofessional Practice and Leading in Professional Practice Settings
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Personal
28. RoleTransition
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29. Self-Management: Stress and Time e e e




Future
30. Thriving for the Future e e e




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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Chapter01:Leading,Managing,andFollowing
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Waddell/Walton:Yoder-Wise’s LeadingandManaginginCanadianNursing, Second e e e e e e e e




Edition
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MULTIPLE CHOICE e




1. A nurse manager of a 20-bed medicalunit finds that 80% ofthe patients are older adults. She is
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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. Leveragethe hierarchical management positiontoget unit staffinvolved in e e e e e e e e e e




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




c. Focus the assessment onthe unit, and omit the hospitaland community
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d. Hirea geriatric specialist to oversee and control the project.
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ANS: B e




Complexitytheorysuggeststhat systems interact and adapt and that decision making occurs e e e e e e e e e e e e




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 making.
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DIF: Cognitive Level: Apply e e REF:Page14 e e




TOP: Nursing Process: Implementation
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2. A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
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called in sick five times in the past month. He tells the manager that he very much wants to come
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to work when scheduled, but must oftencare for his wife, who is undergoing treatment for breast
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cancer. In the practice of a strengths-based nursing leader, what would be the best approach to
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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 withthe nurse‘s dilemma and let the charge nurse know that this nurse may e e e e e e e e e e e e e e




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




Placing the nurse onunpaid leave maythreaten physiologic needs and demotivatethe 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 promotes
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the health of all the nurses and facilitates their development.
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DIF: Cognitive Level: Analyze e e REF:Page6 e e




TOP: Nursing Process: Implementation
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