YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION
TEST BANK
YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
EDITION, PATRICIA S. YODER-WISE, ALL CHAPTERS 1 – 32 COVERED
QUESTIONS AND ANSWERS GRADED A+ LATEST UPDATE.
,YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION
TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2NDEDITION, 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)
,YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION
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, SecondEdition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
is asked to assess and adapt the unit to better meet the unique needs of older adult patients.
According to complexity principles, what would be the best approach to take in making this
change?
a. Leverage the hierarchical management position to get unit staff involved in
assessment and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and
communityenvironment.
d. Hire a geriatric specialist to oversee and control the project.
ANS >> B
Complexity theory suggests that systems interact and adapt and that decision making
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
theory, everybody’s opinion counts; therefore, all levels of staff would be involved in
decision making.
DIF: Cognitive Level: Apply REF: Page 14
TOP: Nursing Process: Implementation
.T
2. A unit manager of a 25-bed medical/surgical areaOreceives a phone call from a nurse who has
U S N
called in sick five times in the past month. He tells the manager that he very much wants to
come to work when scheduled, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing leader, what would be the
best approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
days off around his wife’s treatments.
ANS >> D
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and
threaten staff members’ sense of competence. Strengths-based nurse leaders honour the
uniqueness of individuals, teams, systems, and organizations; therefore arranging the
schedule around the wife’s needs would result in a win-win situation, also creating a work
environment that promotes the health of all the nurses and facilitates their development.
DIF: Cognitive Level: Analyze REF: Page 6
TOP: Nursing Process: Implementation
TEST BANK
YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
EDITION, PATRICIA S. YODER-WISE, ALL CHAPTERS 1 – 32 COVERED
QUESTIONS AND ANSWERS GRADED A+ LATEST UPDATE.
,YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION
TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2NDEDITION, 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)
,YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND EDITION
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, SecondEdition
MULTIPLE CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She
is asked to assess and adapt the unit to better meet the unique needs of older adult patients.
According to complexity principles, what would be the best approach to take in making this
change?
a. Leverage the hierarchical management position to get unit staff involved in
assessment and planning.
b. Engage involved staff at all levels in the decision-making process.
c. Focus the assessment on the unit, and omit the hospital and
communityenvironment.
d. Hire a geriatric specialist to oversee and control the project.
ANS >> B
Complexity theory suggests that systems interact and adapt and that decision making
occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
theory, everybody’s opinion counts; therefore, all levels of staff would be involved in
decision making.
DIF: Cognitive Level: Apply REF: Page 14
TOP: Nursing Process: Implementation
.T
2. A unit manager of a 25-bed medical/surgical areaOreceives a phone call from a nurse who has
U S N
called in sick five times in the past month. He tells the manager that he very much wants to
come to work when scheduled, but must often care for his wife, who is undergoing treatment
for breast cancer. In the practice of a strengths-based nursing leader, what would be the
best approach to satisfying the needs of this nurse, other staff, and patients?
a. Line up agency nurses who can be called in to work on short notice.
b. Place the nurse on unpaid leave for the remainder of his wife’s treatment.
c. Sympathize with the nurse’s dilemma and let the charge nurse know that this nurse
may be calling in frequently in the future.
d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
days off around his wife’s treatments.
ANS >> D
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and
threaten staff members’ sense of competence. Strengths-based nurse leaders honour the
uniqueness of individuals, teams, systems, and organizations; therefore arranging the
schedule around the wife’s needs would result in a win-win situation, also creating a work
environment that promotes the health of all the nurses and facilitates their development.
DIF: Cognitive Level: Analyze REF: Page 6
TOP: Nursing Process: Implementation
