Yoder-Wise’s Leading & Managing in Canadian Nursing, 2nd Edition (Yoder-Wise, 2019), Chapters 1-32 | All Chapters Covered Test Bank

Test Bank For Yoder-Wise’s Leading And Managing In
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a1Canadian 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, 2ND
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EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 9781771721684,a1




ISBN: 9781771721745,a1




ISBN: 9781771721677 a1




Table of Contents
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a1 Part I: Core Concepts
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Overview
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1. Leading, Managing, and Following a1 a1 a1




2. Developing the Role of Leader a1 a1 a1 a1




3. Developing the Role of Manager a1 a1 a1 a1




4. Nursing Leadership and Indigenous Health a1 a1 a1 a1




5. Patient Focus a1




Context
6. Ethical Issues a1




7. Legal Issues a1




8. Making Decisions and Solving Problems a1 a1 a1 a1




9. Health Care Organizations a1 a1




10. Understanding and Designing Organizational Structures a1 a1 a1 a1




11. Cultural Diversity in Health Care a1 a1 a1 a1




12. Power, Politics, and Influence a1 a1 a1




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology a1 a1 a1 a1 a1




14. Managing Costs and Budgets a1 a1 a1




15. Care Delivery Strategies a1 a1




16. Staffing and Scheduling (available only on Evolve) a1 a1 a1 a1 a1 a1




17. Selecting, Developing, and Evaluating Staff (available only on Evolve) a1 a1 a1 a1 a1 a1 a1 a1

,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 Social
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Action
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy a1 a1




22. Understanding Quality, Risk, and Safety a1 a1 a1 a1




23. Translating Research into Practice a1 a1 a1




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict a1 a1 a1




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility a1 a1 a1




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 a1 a1 a1




Future
30. Thriving for the Future a1 a1 a1




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, Second a1 a1 a1 a1 a1 a1 a1 a1




Edition
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MULTIPLE CHOICE a1




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. Sheis
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asked to assess and adapt the unit to better meet the unique needs of older adult patients.
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According to complexity principles, what would be the best approach to take in making this
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change?
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a. Leverage the hierarchical management position to get unit staff involved in a1 a1 a1 a1 a1 a1 a1 a1 a1 a1




assessment and planning.
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b. Engage involved staff at all levels in the decision-making process. a1 a1 a1 a1 a1 a1 a1 a1 a1




c. Focus the assessment on the unit, and omit the hospital and community
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environment.a1




d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: a 1 B
Complexity theory suggests that systems interact and adapt and that decision making occurs
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throughout the systems, as opposed to being held in a hierarchy. In complexity theory,
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everybody’s opinion counts; therefore, all levels of staff would be involved in decision
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making.
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DIF: Cognitive Level: Apply a1 a1 REF: Page 14 a1 a1




TOP: Nursing Process: Implementation
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USNT O .
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 to
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come to work when scheduled, but must often care for his wife, who is undergoing treatment
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for breast cancer. In the practice of a strengths-based nursing leader, what would be the best
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approach to satisfying the needs of this nurse, other staff, and 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 nurse a1 a1 a1 a1 a1 a1 a1 a1 a1 a1 a1 a1 a1




may be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his scheduled
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days off around his wife’s treatments.
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ANSWER: D a 1




Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the nurse.
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Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff
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members’ sense of competence. Strengths-based nurse leaders honour the uniqueness of
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individuals, teams, systems, and organizations; therefore arranging the schedule around the
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wife’s needs would result in a win-win situation, also creating a work environment that
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promotes the health of all the nurses and facilitates their development.
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DIF: Cognitive Level: Analyze a1 a1 REF: Page 6 a1 a1




TOP: Nursing Process: Implementation
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