Test Bank For Yoder-
m m m
Wise’s Leading And Managing In Canadian Nursing, 2nd E
m m m m m m m m
dition, m
Patricia S. Yoder-Wise, Chapters 1 - 32
m m m m m m
, TESTm BANKm FOR mYODER-
WISE’Sm LEADINGm ANDm MANAGINGm INmCANADIANm NURSING,m 2NDmEDITIO N,m PATRICIAm S.m YO
DER-WISE,m JANICEm WADDELL,m NANCY m WALTON,
ISBN:m9781771721684,
ISBN:m9781771721745,
ISBN:m9781771721677
TablemofmContentsmPart
I:mCoremConceptsmOver
m
view
1. Leading, mManaging, mandmFollowing
2. DevelopingmthemRolemofmLeader
3. DevelopingmthemRolemofmManager
4. NursingmLeadershipmandmIndigenousmHealth
5. PatientmFocus
Context
6. Ethical mIssues
7. Legal mIssues
8. MakingmDecisionsmandmSolvingmProblems
9. HealthmCaremOrganizations
10. UnderstandingmandmDesigningmOrganizational mStructures
11. Cultural mDiversityminmHealthmCare
12. Power, mPolitics, mandmInfluence
PartmII:mManaging mResources
13. Caring, mCommunicating, mandmManagingmwithmTechnology
14. ManagingmCostsmandmBudgets
15. CaremDeliverymStrategies
16. StaffingmandmSchedulingm(availablemonlymonmEvolve)
17. Selecting, mDeveloping, mandmEvaluatingmStaffm(availablemonlymonmEvolve)
,PartmIII:m Changing mthemStatusmQuo
18. StrategicmPlanning, mGoal-Setting, mandmMarketing
19. NursesmLeadingmChange: mAmRelationalmEmancipatorymFrameworkmformHealthmandmSocialmA
ction
20. BuildingmTeamsmThroughmCommunicationmandmPartnerships
21. CollectivemNursingmAdvocacy
22. UnderstandingmQuality, mRisk, mandmSafety
23. TranslatingmResearchmintomPractice
PartmIV:m Interpersonalmand mPersonalm Skills
Interpersonal
24. UnderstandingmandmResolvingmConflict
25. ManagingmPersonal/Personnel mProblems
26. WorkplacemViolencemandmIncivility
27. IntermandmIntraprofessional mPracticemandmLeadingminmProfessional mPracticemSettings
Personal
28. RolemTransition
29. Self-Management: mStressmandmTime
Future
30. ThrivingmformthemFuture
31. LeadingmandmManagingmYourmCareer
32. NursingmStudentsmasmLeaders
, Chapterm01:mLeading,mManaging,mandmFollowing
Waddell/Walton:mYoder-
Wise’smLeadingmandmManagingminmCanadianmNursing,mSecondmEdition
MULTIPLEm CHOICE
1. Amnursemmanagermofmam20-
bedmmedical munitmfindsmthatm80%mofmthempatientsmaremoldermadults. mShemismaskedmtomassessmandma
daptmthemunitmtombettermmeetmthemuniquemneedsmofmoldermadultmpatients. mAccordingmtomcomplexit
ymprinciples, mwhatmwouldmbemthembestmapproachmtomtakeminmmakingmthismchange?
a. Leveragemthemhierarchical mmanagementmpositionmtomgetmunitmstaffminvolvedminm
assessmentmandmplanning.
b. Engageminvolvedmstaffmatmall mlevelsminmthemdecision-makingmprocess.
c. Focusmthemassessmentmonmthemunit, mandmomitmthemhospital mandmcommunitymen
vironment.
d. Hiremamgeriatricmspecialistmtomoverseemandmcontrol mthemproject.
ANSWER:m B
Complexitymtheorymsuggestsmthatmsystemsminteractmandmadaptmandmthatmdecisionmmakingmoccursm
throughoutmthemsystems, masmopposedmtombeingmheldminmamhierarchy. mInmcomplexitymtheory, mevery
body’smopinionmcounts;mtherefore, mall mlevelsmofmstaffmwouldmbeminvolvedminmdecisionmmaking.
DIF: Cognitive mLevel:mApply
REF:mPage m14mTOP:m NursingmProcess:mImplementatio
n
UmSmNmT . O
2. Amunitmmanagermofmam25-bedmmedical/surgical m area m receivesm am phonem call m from m am nursem whom has
calledminmsickmfivemtimesminmthempastmmonth.mHemtellsmthemmanagermthatmhemverymmuchmwantsmtomco
memtomworkmwhenmscheduled,mbutmmustmoftenmcaremformhismwife, mwhomismundergoingmtreatmentmform
breastmcancer. mInmthempracticemofmamstrengths-
basedmnursingmleader, mwhatmwouldmbemthembestmapproachmtomsatisfyingmthemneedsmofmthismnurse, m
othermstaff, mandmpatients?
a. Linemupmagencymnursesmwhomcanmbemcalledminmtomworkmonmshortmnotice.
b. Placemthemnursemonmunpaidmleavemformthemremaindermofmhismwife’smtreatment.
c. Sympathizemwithmthemnurse’smdilemmamandmletmthemchargemnursemknowmthatmthismnursemm
aymbemcallingminmfrequentlyminmthemfuture.
d. Workmwithmthemnurse, mstaffingmoffice, mandmothermnursesmtomarrangemhismscheduledm
daysmoffmaroundmhismwife’smtreatments.
ANSWER:m D
Placingmthemnursemonmunpaidmleavemmaymthreatenmphysiologicmneedsmandmdemotivatemthemnurse.m
Unsatisfactorymcoveragemofmshiftsmonmshortmnoticemcouldmaffectmpatientmcaremandmthreatenmstaff
m members’ m sensem ofm competence. m Strengths-
basedmnursemleadersmhonourmthemuniquenessmofmindividuals, mteams, msystems, mandmorganizations;
m thereforem arranging m them schedulem around m them wife’sm needsm would m resultm inm am win-
winmsituation, malsomcreatingmamworkmenvironmentmthatmpromotesmthemhealthmofmall mthemnursesmand
m facilitatesm theirm development.
DIF: Cognitive mLevel:mAnalyze
REF:mPage m6mTOP:m NursingmProcess:mImplementatio
n
m m m
Wise’s Leading And Managing In Canadian Nursing, 2nd E
m m m m m m m m
dition, m
Patricia S. Yoder-Wise, Chapters 1 - 32
m m m m m m
, TESTm BANKm FOR mYODER-
WISE’Sm LEADINGm ANDm MANAGINGm INmCANADIANm NURSING,m 2NDmEDITIO N,m PATRICIAm S.m YO
DER-WISE,m JANICEm WADDELL,m NANCY m WALTON,
ISBN:m9781771721684,
ISBN:m9781771721745,
ISBN:m9781771721677
TablemofmContentsmPart
I:mCoremConceptsmOver
m
view
1. Leading, mManaging, mandmFollowing
2. DevelopingmthemRolemofmLeader
3. DevelopingmthemRolemofmManager
4. NursingmLeadershipmandmIndigenousmHealth
5. PatientmFocus
Context
6. Ethical mIssues
7. Legal mIssues
8. MakingmDecisionsmandmSolvingmProblems
9. HealthmCaremOrganizations
10. UnderstandingmandmDesigningmOrganizational mStructures
11. Cultural mDiversityminmHealthmCare
12. Power, mPolitics, mandmInfluence
PartmII:mManaging mResources
13. Caring, mCommunicating, mandmManagingmwithmTechnology
14. ManagingmCostsmandmBudgets
15. CaremDeliverymStrategies
16. StaffingmandmSchedulingm(availablemonlymonmEvolve)
17. Selecting, mDeveloping, mandmEvaluatingmStaffm(availablemonlymonmEvolve)
,PartmIII:m Changing mthemStatusmQuo
18. StrategicmPlanning, mGoal-Setting, mandmMarketing
19. NursesmLeadingmChange: mAmRelationalmEmancipatorymFrameworkmformHealthmandmSocialmA
ction
20. BuildingmTeamsmThroughmCommunicationmandmPartnerships
21. CollectivemNursingmAdvocacy
22. UnderstandingmQuality, mRisk, mandmSafety
23. TranslatingmResearchmintomPractice
PartmIV:m Interpersonalmand mPersonalm Skills
Interpersonal
24. UnderstandingmandmResolvingmConflict
25. ManagingmPersonal/Personnel mProblems
26. WorkplacemViolencemandmIncivility
27. IntermandmIntraprofessional mPracticemandmLeadingminmProfessional mPracticemSettings
Personal
28. RolemTransition
29. Self-Management: mStressmandmTime
Future
30. ThrivingmformthemFuture
31. LeadingmandmManagingmYourmCareer
32. NursingmStudentsmasmLeaders
, Chapterm01:mLeading,mManaging,mandmFollowing
Waddell/Walton:mYoder-
Wise’smLeadingmandmManagingminmCanadianmNursing,mSecondmEdition
MULTIPLEm CHOICE
1. Amnursemmanagermofmam20-
bedmmedical munitmfindsmthatm80%mofmthempatientsmaremoldermadults. mShemismaskedmtomassessmandma
daptmthemunitmtombettermmeetmthemuniquemneedsmofmoldermadultmpatients. mAccordingmtomcomplexit
ymprinciples, mwhatmwouldmbemthembestmapproachmtomtakeminmmakingmthismchange?
a. Leveragemthemhierarchical mmanagementmpositionmtomgetmunitmstaffminvolvedminm
assessmentmandmplanning.
b. Engageminvolvedmstaffmatmall mlevelsminmthemdecision-makingmprocess.
c. Focusmthemassessmentmonmthemunit, mandmomitmthemhospital mandmcommunitymen
vironment.
d. Hiremamgeriatricmspecialistmtomoverseemandmcontrol mthemproject.
ANSWER:m B
Complexitymtheorymsuggestsmthatmsystemsminteractmandmadaptmandmthatmdecisionmmakingmoccursm
throughoutmthemsystems, masmopposedmtombeingmheldminmamhierarchy. mInmcomplexitymtheory, mevery
body’smopinionmcounts;mtherefore, mall mlevelsmofmstaffmwouldmbeminvolvedminmdecisionmmaking.
DIF: Cognitive mLevel:mApply
REF:mPage m14mTOP:m NursingmProcess:mImplementatio
n
UmSmNmT . O
2. Amunitmmanagermofmam25-bedmmedical/surgical m area m receivesm am phonem call m from m am nursem whom has
calledminmsickmfivemtimesminmthempastmmonth.mHemtellsmthemmanagermthatmhemverymmuchmwantsmtomco
memtomworkmwhenmscheduled,mbutmmustmoftenmcaremformhismwife, mwhomismundergoingmtreatmentmform
breastmcancer. mInmthempracticemofmamstrengths-
basedmnursingmleader, mwhatmwouldmbemthembestmapproachmtomsatisfyingmthemneedsmofmthismnurse, m
othermstaff, mandmpatients?
a. Linemupmagencymnursesmwhomcanmbemcalledminmtomworkmonmshortmnotice.
b. Placemthemnursemonmunpaidmleavemformthemremaindermofmhismwife’smtreatment.
c. Sympathizemwithmthemnurse’smdilemmamandmletmthemchargemnursemknowmthatmthismnursemm
aymbemcallingminmfrequentlyminmthemfuture.
d. Workmwithmthemnurse, mstaffingmoffice, mandmothermnursesmtomarrangemhismscheduledm
daysmoffmaroundmhismwife’smtreatments.
ANSWER:m D
Placingmthemnursemonmunpaidmleavemmaymthreatenmphysiologicmneedsmandmdemotivatemthemnurse.m
Unsatisfactorymcoveragemofmshiftsmonmshortmnoticemcouldmaffectmpatientmcaremandmthreatenmstaff
m members’ m sensem ofm competence. m Strengths-
basedmnursemleadersmhonourmthemuniquenessmofmindividuals, mteams, msystems, mandmorganizations;
m thereforem arranging m them schedulem around m them wife’sm needsm would m resultm inm am win-
winmsituation, malsomcreatingmamworkmenvironmentmthatmpromotesmthemhealthmofmall mthemnursesmand
m facilitatesm theirm development.
DIF: Cognitive mLevel:mAnalyze
REF:mPage m6mTOP:m NursingmProcess:mImplementatio
n
