, TEST cBANK cFOR cYODER-WISE’S cLEADING cAND cMANAGING cIN cCANADIAN cNURSING, c2ND
cEDITION, cPATRICIA cS. cYODER-WISE, cJANICE cWADDELL, cNANCY cWALTON,
ISBN: c9781771721684,
ISBN: c9781771721745,
ISBN: c9781771721677
Table cof cContents
c Part cI: cCore cConcepts
c Overview
1. Leading, cManaging, cand cFollowing
2. Developing cthe cRole cof cLeader
3. Developing cthe cRole cof cManager
4. Nursing cLeadership cand cIndigenous cHealth
5. Patient cFocus
Context
6. Ethical cIssues
7. Legal cIssues
8. Making cDecisions cand cSolving cProblems
9. Health cCare cOrganizations
10. Understanding cand cDesigning cOrganizational cStructures
11. Cultural cDiversity cin cHealth cCare
12. Power, cPolitics, cand cInfluence
Part cII: cManaging cResources
13. Caring, cCommunicating, cand cManaging cwith cTechnology
14. Managing cCosts cand cBudgets
15. Care cDelivery cStrategies
16. Staffing cand cScheduling c(available conly con cEvolve)
17. Selecting, cDeveloping, cand cEvaluating cStaff c(available conly con cEvolve)
,Part cIII: cChanging cthe cStatus cQuo
18. Strategic cPlanning, cGoal-Setting, cand cMarketing
19. Nurses cLeading cChange: cA cRelational cEmancipatory cFramework cfor cHealth cand cSocial
cAction
20. Building cTeams cThrough cCommunication cand cPartnerships
21. Collective cNursing cAdvocacy
22. Understanding cQuality, cRisk, cand cSafety
23. Translating cResearch cinto cPractice
Part cIV: cInterpersonal cand cPersonal cSkills
Interpersonal
24. Understanding cand cResolving cConflict
25. Managing cPersonal/Personnel cProblems
26. Workplace cViolence cand cIncivility
27. Inter cand cIntraprofessional cPractice cand cLeading cin cProfessional cPractice cSettings
Personal
28. Role cTransition
29. Self-Management: cStress cand cTime
Future
30. Thriving cfor cthe cFuture
31. Leading cand cManaging cYour cCareer
32. Nursing cStudents cas cLeaders
, Yoder-Wise's cLeading cand cManaging cin cCanadian cNursing c2nd cEdition cYoder-Wise cTest
Bank
Chapter 01: Leading, Managing, and Following
c c c c c
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
c c c c c c c c
Edition
c
MULTIPLE cCHOICE
1. A cnurse cmanager cof ca c20-bed cmedical cunit cfinds cthat c80% cof cthe cpatients care colder cadults.
cShe cis casked cto cassess cand cadapt cthe cunit cto cbetter cmeet cthe cunique cneeds cof colder cadult
cpatients. cAccording cto ccomplexity cprinciples, cwhat cwould cbe cthe cbest capproach cto ctake cin
cmaking cthis cchange?
a. Leverage cthe chierarchical cmanagement cposition cto cget cunit cstaff cinvolved cin
cassessment cand cplanning.
b. Engage cinvolved cstaff cat call clevels cin cthe cdecision-making cprocess.
c. Focus cthe cassessment con cthe cunit, cand comit cthe chospital cand
ccommunity cenvironment.
d. Hire ca cgeriatric cspecialist cto coversee cand ccontrol cthe cproject.
ANS: c B
Complexity ctheory csuggests cthat csystems cinteract cand cadapt cand cthat cdecision cmaking coccurs
cthroughout cthe csystems, cas copposed cto cbeing cheld cin ca chierarchy. cIn ccomplexity ctheory,
ceverybody‘s copinion ccounts; ctherefore, call clevels cof cstaff cwould cbe cinvolved cin cdecision
cmaking.
DIF: Cognitive cLevel: cApply REF: cPage c14
cTOP: c Nursing cProcess: cImplementation
N R I G B.C M
U cS cN cT careaOcreceives ca cphone ccall cfrom ca cnurse cwho chas
c c c c c
2. A cunit cmanager cof ca c25-bed cmedical/surgical
called cin csick cfive ctimes cin cthe cpast cmonth. cHe ctells cthe cmanager cthat che cvery cmuch cwants cto
ccome cto cwork cwhen cscheduled, cbut cmust coften ccare cfor chis cwife, cwho cis cundergoing
ctreatment cfor cbreast ccancer. cIn cthe cpractice cof ca cstrengths-based cnursing cleader, cwhat cwould
cbe cthe cbest capproach cto csatisfying cthe cneeds cof cthis cnurse, cother cstaff, cand cpatients?
a. Line cup cagency cnurses cwho ccan cbe ccalled cin cto cwork con cshort cnotice.
b. Place cthe cnurse con cunpaid cleave cfor cthe cremainder cof chis cwife‘s ctreatment.
c. Sympathize cwith cthe cnurse‘s cdilemma cand clet cthe ccharge cnurse cknow cthat cthis
cnurse cmay cbe ccalling cin cfrequently cin cthe cfuture.
d. Work cwith cthe cnurse, cstaffing coffice, cand cother cnurses cto carrange chis
cscheduled cdays coff caround chis cwife‘s ctreatments.
ANS: c D
Placing cthe cnurse con cunpaid cleave cmay cthreaten cphysiologic cneeds cand cdemotivate cthe cnurse.
cUnsatisfactory ccoverage cof cshifts con cshort cnotice ccould caffect cpatient ccare cand cthreaten cstaff
cmembers‘ csense cof ccompetence. cStrengths-based cnurse cleaders chonour cthe cuniqueness cof
cindividuals, cteams, csystems, cand corganizations; ctherefore carranging cthe cschedule caround cthe
cwife‘s cneeds cwould cresult cin ca cwin-win csituation, calso ccreating ca cwork cenvironment cthat
cpromotes cthe chealth cof call cthe cnurses cand cfacilitates ctheir cdevelopment.
DIF: Cognitive cLevel: cAnalyze REF: cPage c6
cTOP: c Nursing cProcess: cImplementation
NURSINGTB.COM
cEDITION, cPATRICIA cS. cYODER-WISE, cJANICE cWADDELL, cNANCY cWALTON,
ISBN: c9781771721684,
ISBN: c9781771721745,
ISBN: c9781771721677
Table cof cContents
c Part cI: cCore cConcepts
c Overview
1. Leading, cManaging, cand cFollowing
2. Developing cthe cRole cof cLeader
3. Developing cthe cRole cof cManager
4. Nursing cLeadership cand cIndigenous cHealth
5. Patient cFocus
Context
6. Ethical cIssues
7. Legal cIssues
8. Making cDecisions cand cSolving cProblems
9. Health cCare cOrganizations
10. Understanding cand cDesigning cOrganizational cStructures
11. Cultural cDiversity cin cHealth cCare
12. Power, cPolitics, cand cInfluence
Part cII: cManaging cResources
13. Caring, cCommunicating, cand cManaging cwith cTechnology
14. Managing cCosts cand cBudgets
15. Care cDelivery cStrategies
16. Staffing cand cScheduling c(available conly con cEvolve)
17. Selecting, cDeveloping, cand cEvaluating cStaff c(available conly con cEvolve)
,Part cIII: cChanging cthe cStatus cQuo
18. Strategic cPlanning, cGoal-Setting, cand cMarketing
19. Nurses cLeading cChange: cA cRelational cEmancipatory cFramework cfor cHealth cand cSocial
cAction
20. Building cTeams cThrough cCommunication cand cPartnerships
21. Collective cNursing cAdvocacy
22. Understanding cQuality, cRisk, cand cSafety
23. Translating cResearch cinto cPractice
Part cIV: cInterpersonal cand cPersonal cSkills
Interpersonal
24. Understanding cand cResolving cConflict
25. Managing cPersonal/Personnel cProblems
26. Workplace cViolence cand cIncivility
27. Inter cand cIntraprofessional cPractice cand cLeading cin cProfessional cPractice cSettings
Personal
28. Role cTransition
29. Self-Management: cStress cand cTime
Future
30. Thriving cfor cthe cFuture
31. Leading cand cManaging cYour cCareer
32. Nursing cStudents cas cLeaders
, Yoder-Wise's cLeading cand cManaging cin cCanadian cNursing c2nd cEdition cYoder-Wise cTest
Bank
Chapter 01: Leading, Managing, and Following
c c c c c
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
c c c c c c c c
Edition
c
MULTIPLE cCHOICE
1. A cnurse cmanager cof ca c20-bed cmedical cunit cfinds cthat c80% cof cthe cpatients care colder cadults.
cShe cis casked cto cassess cand cadapt cthe cunit cto cbetter cmeet cthe cunique cneeds cof colder cadult
cpatients. cAccording cto ccomplexity cprinciples, cwhat cwould cbe cthe cbest capproach cto ctake cin
cmaking cthis cchange?
a. Leverage cthe chierarchical cmanagement cposition cto cget cunit cstaff cinvolved cin
cassessment cand cplanning.
b. Engage cinvolved cstaff cat call clevels cin cthe cdecision-making cprocess.
c. Focus cthe cassessment con cthe cunit, cand comit cthe chospital cand
ccommunity cenvironment.
d. Hire ca cgeriatric cspecialist cto coversee cand ccontrol cthe cproject.
ANS: c B
Complexity ctheory csuggests cthat csystems cinteract cand cadapt cand cthat cdecision cmaking coccurs
cthroughout cthe csystems, cas copposed cto cbeing cheld cin ca chierarchy. cIn ccomplexity ctheory,
ceverybody‘s copinion ccounts; ctherefore, call clevels cof cstaff cwould cbe cinvolved cin cdecision
cmaking.
DIF: Cognitive cLevel: cApply REF: cPage c14
cTOP: c Nursing cProcess: cImplementation
N R I G B.C M
U cS cN cT careaOcreceives ca cphone ccall cfrom ca cnurse cwho chas
c c c c c
2. A cunit cmanager cof ca c25-bed cmedical/surgical
called cin csick cfive ctimes cin cthe cpast cmonth. cHe ctells cthe cmanager cthat che cvery cmuch cwants cto
ccome cto cwork cwhen cscheduled, cbut cmust coften ccare cfor chis cwife, cwho cis cundergoing
ctreatment cfor cbreast ccancer. cIn cthe cpractice cof ca cstrengths-based cnursing cleader, cwhat cwould
cbe cthe cbest capproach cto csatisfying cthe cneeds cof cthis cnurse, cother cstaff, cand cpatients?
a. Line cup cagency cnurses cwho ccan cbe ccalled cin cto cwork con cshort cnotice.
b. Place cthe cnurse con cunpaid cleave cfor cthe cremainder cof chis cwife‘s ctreatment.
c. Sympathize cwith cthe cnurse‘s cdilemma cand clet cthe ccharge cnurse cknow cthat cthis
cnurse cmay cbe ccalling cin cfrequently cin cthe cfuture.
d. Work cwith cthe cnurse, cstaffing coffice, cand cother cnurses cto carrange chis
cscheduled cdays coff caround chis cwife‘s ctreatments.
ANS: c D
Placing cthe cnurse con cunpaid cleave cmay cthreaten cphysiologic cneeds cand cdemotivate cthe cnurse.
cUnsatisfactory ccoverage cof cshifts con cshort cnotice ccould caffect cpatient ccare cand cthreaten cstaff
cmembers‘ csense cof ccompetence. cStrengths-based cnurse cleaders chonour cthe cuniqueness cof
cindividuals, cteams, csystems, cand corganizations; ctherefore carranging cthe cschedule caround cthe
cwife‘s cneeds cwould cresult cin ca cwin-win csituation, calso ccreating ca cwork cenvironment cthat
cpromotes cthe chealth cof call cthe cnurses cand cfacilitates ctheir cdevelopment.
DIF: Cognitive cLevel: cAnalyze REF: cPage c6
cTOP: c Nursing cProcess: cImplementation
NURSINGTB.COM
