Yoder-Wise’s Leading and Managing in Canadian Nursing 2nd Edition – Patricia S. Yoder-Wise | Chapters 1–32 | Complete Test Bank with Answers

Test Bank For Yoder-Wise’s Leading And Managing
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ss In Canadian Nursing, 2nd Edition,
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Patricia S. Yoder-Wise, Chapters 1 - 32
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, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
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2NDEDITION, PATRICIA 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
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ss Part I: Core
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ConceptsOverview
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1. Leading, Managing, and Following ss ss ss




2. Developing the Role of Leader ss ss ss ss




3. Developing the Role of Manager ss ss ss ss




4. Nursing Leadership and Indigenous Health
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5. Patient Focus ss




Context
6. Ethical Issues ss




7. Legal Issues ss




8. Making Decisions and Solving Problems
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9. Health Care Organizations ss ss




10. Understanding and Designing Organizational Structures ss ss ss ss




11. Cultural Diversity in Health Care ss ss ss ss




12. Power, Politics, and Influence ss ss ss




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology
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14. Managing Costs and Budgets ss ss ss




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
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SocialAction
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy ss ss




22. Understanding Quality, Risk, and Safety ss ss ss ss




23. Translating Research into Practice ss ss ss




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict ss ss ss




25. Managing Personal/Personnel Problemsss ss




26. Workplace Violence and Incivility ss ss ss




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 ss ss ss




Future
30. Thriving for the Future ss ss ss




31. Leading and Managing Your Career
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32. Nursing Students as Leaders
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, Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, ss ss ss ss ss ss ss


SecondEdition
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MULTIPLE CHOICE ss




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults.
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Sheis asked to assess and adapt the unit to better meet the unique needs of older adult
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patients. According to complexity principles, what would be the best approach to take in
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making this change?
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a. Leverage the hierarchical management position to get unit staff involved ss ss ss ss ss ss ss ss ss


inassessment 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
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communityenvironment.
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d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: s s B
Complexity theory suggests that systems interact and adapt and that decision making
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occursthroughout the systems, as opposed to being held in a hierarchy. In complexity
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theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
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decision making.
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DIF: Cognitive Level: Apply REF: Page ss ss ss


14TOP: Nursing Process: Implementation
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U S N T areaO receives a phone call from a nurse who has .
2. A unit manager of a 25-bed medical/surgical
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called in sick five times in the past month. He tells the manager that he very much wants
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to come to work when scheduled, but must often care for his wife, who is undergoing
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treatmentfor breast cancer. In the practice of a strengths-based nursing leader, what
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would be the best approach to satisfying the needs of this nurse, other staff, and
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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 ss ss ss ss ss ss ss ss ss ss ss ss


nursemay be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his
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scheduleddays off around his wife‘s treatments.
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ANSWER: D ss


Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
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nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and
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threaten staff members‘ sense of competence. Strengths-based nurse leaders honour the
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uniqueness of individuals, teams, systems, and organizations; therefore arranging the
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schedule around the wife‘s needs would result in a win-win situation, also creating a
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work environment that promotes the health of all the nurses and facilitates their
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development.
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DIF: Cognitive Level: Analyze REF: Page ss ss ss


6TOP: Nursing Process: Implementation
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