, TEST BANK FOR YODER-
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WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICI
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A S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 9781771721684,
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ISBN: 9781771721745,
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ISBN: 9781771721677
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Table of Contents P
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art I: Core Concepts
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Overview
1. Leading, Managing, and Following
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2. Developing the Role of Leader nw nw nw nw
3. Developing the Role of Manager nw nw nw nw
4. Nursing Leadership and Indigenous Health
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5. Patient Focus nw
Context
6. Ethical Issues nw
7. Legal Issues nw
8. Making Decisions and Solving Problems
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9. Health Care Organizations
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10. Understanding and Designing Organizational Structures
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11. Cultural Diversity in Health Care
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12. Power, Politics, and Influence
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Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets nw nw nw
15. Care Delivery Strategies
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16. Staffing and Scheduling (available only on Evolve)
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17. Selecting, Developing, and Evaluating Staff (available only on 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: A Relational Emancipatory Framework for Health and So
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cial Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy nw nw
22. Understanding Quality, Risk, and Safety nw nw nw nw
23. Translating Research into Practice nw nw nw
Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict nw nw nw
25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility nw nw nw
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 nw nw nw
Future
30. Thriving for the Future nw nw nw
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-
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Wise Test Bank
Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder- nw
Wise’s Leading and Managing in Canadian Nursing, Second Edition
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MULTIPLE CHOICE nw
1. A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is asked to assess
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and adapt the unit to better meet the unique needs of older adult patients. According to
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wcomplexity principles, what would be the best approach to take in making this change?
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a. Leverage the hierarchical management position to get unit staff involve
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d in assessment and planning.
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b. Engage involved staff at all levels in the decision-making process.
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c. Focus the assessment on the unit, and omit the hospital and commu
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nity environment. nw
d. Hire a geriatric specialist to oversee and control the project.
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ANS: n w B
Complexity theory suggests that systems interact and adapt and that decision making occ
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urs throughout the systems, as opposed to being held in a hierarchy. In complexity theo
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ry, everybody‘s opinion counts; therefore, all levels of staff would be involved in decisi
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on making.
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DIF: Cognitive Level: Apply nw nw
REF: Page 14 TOP: Nursing Process: Impleme
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ntation
2. A unit manager of a 25-
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UNSRNITG B.C MO
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nw
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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 wa
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nts to come to work when scheduled, but must often care for his wife, who is undergoin
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g treatment for breast cancer. In the practice of a strengths-
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based nursing leader, what would be the best approach to satisfying the needs of this n
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urse, 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 n
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urse 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 sched
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uled days off around his wife‘s treatments.
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ANS: D nw
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nu
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rse. Unsatisfactory coverage of shifts on short notice could affect patient care and threat
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en staff members‘ sense of competence. Strengths-
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based nurse leaders honour the uniqueness of individuals, teams, systems, and organizati
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ons; therefore arranging the schedule around the wife‘s needs would result in a win-
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win situation, also creating a work environment that promotes the health of all the nurs
nw nw nw nw nw nw nw nw nw nw nw nw nw nw
es and facilitates their development.
nw nw nw nw
DIF: Cognitive Level: Analyze nw nw
REF: Page 6 TOP: Nursing Process: Impleme
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ntation
NURSINGTB.COM
nw nw nw
WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION, PATRICI
nw nw nw nw nw nw nw nw nw
A S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
nw nw nw nw nw nw
ISBN: 9781771721684,
nw
ISBN: 9781771721745,
nw
ISBN: 9781771721677
nw
Table of Contents P
nw nw nw
art I: Core Concepts
nw nw nw nw
Overview
1. Leading, Managing, and Following
nw nw nw
2. Developing the Role of Leader nw nw nw nw
3. Developing the Role of Manager nw nw nw nw
4. Nursing Leadership and Indigenous Health
nw nw nw nw
5. Patient Focus nw
Context
6. Ethical Issues nw
7. Legal Issues nw
8. Making Decisions and Solving Problems
nw nw nw nw
9. Health Care Organizations
nw nw
10. Understanding and Designing Organizational Structures
nw nw nw nw
11. Cultural Diversity in Health Care
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12. Power, Politics, and Influence
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Part II: Managing Resources
nw nw nw
13. Caring, Communicating, and Managing with Technology
nw nw nw nw nw
14. Managing Costs and Budgets nw nw nw
15. Care Delivery Strategies
nw nw
16. Staffing and Scheduling (available only on Evolve)
nw nw nw nw nw nw
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
nw nw nw nw nw nw nw nw
,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 So
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cial Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy nw nw
22. Understanding Quality, Risk, and Safety nw nw nw nw
23. Translating Research into Practice nw nw nw
Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict nw nw nw
25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility nw nw nw
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
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Personal
28. Role Transition
nw
29. Self-Management: Stress and Time nw nw nw
Future
30. Thriving for the Future nw nw nw
31. Leading and Managing Your Career
nw nw nw nw
32. Nursing Students as Leaders
nw nw nw
, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-
nw nw nw nw nw nw nw nw nw
Wise Test Bank
Chapter 01: Leading, Managing, and Following
nw nw nw nw nw
Waddell/Walton: Yoder- nw
Wise’s Leading and Managing in Canadian Nursing, Second Edition
nw nw nw nw nw nw nw nw
MULTIPLE CHOICE nw
1. A nurse manager of a 20-
nw nw nw nw nw
bed medical unit finds that 80% of the patients are older adults. She is asked to assess
nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw
and adapt the unit to better meet the unique needs of older adult patients. According to
nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw n
wcomplexity principles, what would be the best approach to take in making this change?
nw nw nw nw nw nw nw nw nw nw nw nw nw
a. Leverage the hierarchical management position to get unit staff involve
nw nw nw nw nw nw nw nw nw
d in assessment and planning.
nw nw nw nw
b. Engage involved staff at all levels in the decision-making process.
nw nw nw nw nw nw nw nw nw
c. Focus the assessment on the unit, and omit the hospital and commu
nw nw nw nw nw nw nw nw nw nw nw
nity environment. nw
d. Hire a geriatric specialist to oversee and control the project.
nw nw nw nw nw nw nw nw nw
ANS: n w B
Complexity theory suggests that systems interact and adapt and that decision making occ
nw nw nw nw nw nw nw nw nw nw nw nw
urs throughout the systems, as opposed to being held in a hierarchy. In complexity theo
nw nw nw nw nw nw nw nw nw nw nw nw nw nw
ry, everybody‘s opinion counts; therefore, all levels of staff would be involved in decisi
nw nw nw nw nw nw nw nw nw nw nw nw nw
on making.
nw
DIF: Cognitive Level: Apply nw nw
REF: Page 14 TOP: Nursing Process: Impleme
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ntation
2. A unit manager of a 25-
nw nw nw nw nw
UNSRNITG B.C MO
nw
nw
nw
nw
nw
nw nw nw
bed medical/surgical area receives a phone call from a nurse who has
nw nw nw nw nw nw nw nw nw nw nw
called in sick five times in the past month. He tells the manager that he very much wa
nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw
nts to come to work when scheduled, but must often care for his wife, who is undergoin
nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw
g treatment for breast cancer. In the practice of a strengths-
nw nw nw nw nw nw nw nw nw nw
based nursing leader, what would be the best approach to satisfying the needs of this n
nw nw nw nw nw nw nw nw nw nw nw nw nw nw nw
urse, other staff, and patients?
nw nw nw nw
a. Line up agency nurses who can be called in to work on short notice.
nw nw nw nw nw nw nw nw nw nw nw nw nw
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
nw nw nw nw nw nw nw nw nw nw nw nw
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this n
nw nw nw nw nw nw nw nw nw nw nw nw nw
urse may be calling in frequently in the future.
nw nw nw nw nw nw nw nw
d. Work with the nurse, staffing office, and other nurses to arrange his sched
nw nw nw nw nw nw nw nw nw nw nw nw
uled days off around his wife‘s treatments.
nw nw nw nw nw nw
ANS: D nw
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nu
nw nw nw nw nw nw nw nw nw nw nw nw nw
rse. Unsatisfactory coverage of shifts on short notice could affect patient care and threat
nw nw nw nw nw nw nw nw nw nw nw nw nw
en staff members‘ sense of competence. Strengths-
nw nw nw nw nw nw
based nurse leaders honour the uniqueness of individuals, teams, systems, and organizati
nw nw nw nw nw nw nw nw nw nw nw
ons; therefore arranging the schedule around the wife‘s needs would result in a win-
nw nw nw nw nw nw nw nw nw nw nw nw nw
win situation, also creating a work environment that promotes the health of all the nurs
nw nw nw nw nw nw nw nw nw nw nw nw nw nw
es and facilitates their development.
nw nw nw nw
DIF: Cognitive Level: Analyze nw nw
REF: Page 6 TOP: Nursing Process: Impleme
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ntation
NURSINGTB.COM
