Test Bank For Yoder-Wise’s Leading And Managing
In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
Part I: Core Concepts
Overview
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. Developing the Role of Manager
4. Nursing Leadership and Indigenous Health
5. Patient Focus
Context
6. Ethical Issues
7. Legal Issues
8. Making Decisions and Solving Problems
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
Action
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
26. Workplace Violence and Incivility
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
Personal
28. Role Transition
29. Self-Management: Stress and Time
Future
30. Thriving for the Future
31. Leading and Managing Your Career
32. Nursing Students as Leaders
, Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
Edition
MULTIPLE CHOICE
1. A anurse amanager aof aa a20-bed amedical aunit afinds athat a80% aof athe apatients aare aolder
aadults. aSheais aasked ato aassess aand aadapt athe aunit ato abetter ameet athe aunique aneeds aof
aolder aadult apatients. aAccording ato acomplexity aprinciples, awhat awould abe athe abest
aapproach ato atake ain amaking athis achange?
a. Leverage athe ahierarchical amanagement aposition ato aget aunit astaff
ainvolved ainaassessment aand aplanning.
b. Engage ainvolved astaff aat aall alevels ain athe adecision-making aprocess.
c. Focus athe aassessment aon athe aunit, aand aomit athe ahospital aand
acommunityaenvironment.
d. Hire aa ageriatric aspecialist ato aoversee aand acontrol athe aproject.
ANSWER: a B
Complexity atheory asuggests athat asystems ainteract aand aadapt aand athat adecision amaking
aoccursathroughout athe asystems, aas aopposed ato abeing aheld ain aa ahierarchy. aIn
acomplexity atheory, aeverybody’s aopinion acounts; atherefore, aall alevels aof astaff awould
abe ainvolved ain adecision amaking.
DIF: Cognitive aLevel: aApply REF: aPage
a14aTOP: a Nursing aProcess: aImplementation
.
2. A aunit amanager aof aa a25-bed aU S N T aarea
medical/surgical O areceives aa aphone acall afrom aa anurse
awho ahas
called ain asick afive atimes ain athe apast amonth. aHe atells athe amanager athat ahe avery amuch
awants ato acome ato awork awhen ascheduled, abut amust aoften acare afor ahis awife, awho ais
aundergoing atreatmentafor abreast acancer. aIn athe apractice aof aa astrengths-based anursing
aleader, awhat awould abe athe abest aapproach ato asatisfying athe aneeds aof athis anurse, aother
astaff, aand apatients?
a. Line aup aagency anurses awho acan abe acalled ain ato awork aon ashort anotice.
b. Place athe anurse aon aunpaid aleave afor athe aremainder aof ahis awife’s atreatment.
c. Sympathize awith athe anurse’s adilemma aand alet athe acharge anurse aknow athat athis
anurseamay abe acalling ain afrequently ain athe afuture.
d. Work awith athe anurse, astaffing aoffice, aand aother anurses ato aarrange ahis
ascheduledadays aoff aaround ahis awife’s atreatments.
ANSWER: a D
Placing athe anurse aon aunpaid aleave amay athreaten aphysiologic aneeds aand ademotivate athe
anurse.aUnsatisfactory acoverage aof ashifts aon ashort anotice acould aaffect apatient acare aand
athreaten astaff amembers’ asense aof acompetence. aStrengths-based anurse aleaders ahonour
athe auniqueness aof aindividuals, ateams, asystems, aand aorganizations; atherefore aarranging
athe aschedule aaround athe awife’s aneeds awould aresult ain aa awin-win asituation, aalso
acreating aa awork aenvironment athat apromotes athe ahealth aof aall athe anurses aand
afacilitates atheir adevelopment.
DIF: Cognitive aLevel: aAnalyze REF: aPage
a6aTOP: a Nursing aProcess: aImplementation
In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Chapters 1 - 32
, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
ISBN: 9781771721684,
ISBN: 9781771721745,
ISBN: 9781771721677
Table of Contents
Part I: Core Concepts
Overview
1. Leading, Managing, and Following
2. Developing the Role of Leader
3. Developing the Role of Manager
4. Nursing Leadership and Indigenous Health
5. Patient Focus
Context
6. Ethical Issues
7. Legal Issues
8. Making Decisions and Solving Problems
9. Health Care Organizations
10. Understanding and Designing Organizational Structures
11. Cultural Diversity in Health Care
12. Power, Politics, and Influence
Part II: Managing Resources
13. Caring, Communicating, and Managing with Technology
14. Managing Costs and Budgets
15. Care Delivery Strategies
16. Staffing and Scheduling (available only on Evolve)
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
,Part III: Changing the Status Quo
18. Strategic Planning, Goal-Setting, and Marketing
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and Social
Action
20. Building Teams Through Communication and Partnerships
21. Collective Nursing Advocacy
22. Understanding Quality, Risk, and Safety
23. Translating Research into Practice
Part IV: Interpersonal and Personal Skills
Interpersonal
24. Understanding and Resolving Conflict
25. Managing Personal/Personnel Problems
26. Workplace Violence and Incivility
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
Personal
28. Role Transition
29. Self-Management: Stress and Time
Future
30. Thriving for the Future
31. Leading and Managing Your Career
32. Nursing Students as Leaders
, Chapter 01: Leading, Managing, and Following
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
Edition
MULTIPLE CHOICE
1. A anurse amanager aof aa a20-bed amedical aunit afinds athat a80% aof athe apatients aare aolder
aadults. aSheais aasked ato aassess aand aadapt athe aunit ato abetter ameet athe aunique aneeds aof
aolder aadult apatients. aAccording ato acomplexity aprinciples, awhat awould abe athe abest
aapproach ato atake ain amaking athis achange?
a. Leverage athe ahierarchical amanagement aposition ato aget aunit astaff
ainvolved ainaassessment aand aplanning.
b. Engage ainvolved astaff aat aall alevels ain athe adecision-making aprocess.
c. Focus athe aassessment aon athe aunit, aand aomit athe ahospital aand
acommunityaenvironment.
d. Hire aa ageriatric aspecialist ato aoversee aand acontrol athe aproject.
ANSWER: a B
Complexity atheory asuggests athat asystems ainteract aand aadapt aand athat adecision amaking
aoccursathroughout athe asystems, aas aopposed ato abeing aheld ain aa ahierarchy. aIn
acomplexity atheory, aeverybody’s aopinion acounts; atherefore, aall alevels aof astaff awould
abe ainvolved ain adecision amaking.
DIF: Cognitive aLevel: aApply REF: aPage
a14aTOP: a Nursing aProcess: aImplementation
.
2. A aunit amanager aof aa a25-bed aU S N T aarea
medical/surgical O areceives aa aphone acall afrom aa anurse
awho ahas
called ain asick afive atimes ain athe apast amonth. aHe atells athe amanager athat ahe avery amuch
awants ato acome ato awork awhen ascheduled, abut amust aoften acare afor ahis awife, awho ais
aundergoing atreatmentafor abreast acancer. aIn athe apractice aof aa astrengths-based anursing
aleader, awhat awould abe athe abest aapproach ato asatisfying athe aneeds aof athis anurse, aother
astaff, aand apatients?
a. Line aup aagency anurses awho acan abe acalled ain ato awork aon ashort anotice.
b. Place athe anurse aon aunpaid aleave afor athe aremainder aof ahis awife’s atreatment.
c. Sympathize awith athe anurse’s adilemma aand alet athe acharge anurse aknow athat athis
anurseamay abe acalling ain afrequently ain athe afuture.
d. Work awith athe anurse, astaffing aoffice, aand aother anurses ato aarrange ahis
ascheduledadays aoff aaround ahis awife’s atreatments.
ANSWER: a D
Placing athe anurse aon aunpaid aleave amay athreaten aphysiologic aneeds aand ademotivate athe
anurse.aUnsatisfactory acoverage aof ashifts aon ashort anotice acould aaffect apatient acare aand
athreaten astaff amembers’ asense aof acompetence. aStrengths-based anurse aleaders ahonour
athe auniqueness aof aindividuals, ateams, asystems, aand aorganizations; atherefore aarranging
athe aschedule aaround athe awife’s aneeds awould aresult ain aa awin-win asituation, aalso
acreating aa awork aenvironment athat apromotes athe ahealth aof aall athe anurses aand
afacilitates atheir adevelopment.
DIF: Cognitive aLevel: aAnalyze REF: aPage
a6aTOP: a Nursing aProcess: aImplementation
