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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p0Canadian 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,
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ISBN: 9781771721745,
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ISBN: 9781771721677p0




Table of Contents
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p0 Part I: Core Concepts
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Overview
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1. Leading, Managing, and Following p0 p0 p0




2. Developing the Role of Leader p0 p0 p0 p0




3. Developing the Role of Manager p0 p0 p0 p0




4. Nursing Leadership and Indigenous Health p0 p0 p0 p0




5. Patient Focus p0




Context
6. Ethical Issues p0




7. Legal Issues p0




8. Making Decisions and Solving Problems p0 p0 p0 p0




9. Health Care Organizations p0 p0




10. Understanding and Designing Organizational Structures p0 p0 p0 p0




11. Cultural Diversity in Health Care p0 p0 p0 p0




12. Power, Politics, and Influence p0 p0 p0




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology p0 p0 p0 p0 p0




14. Managing Costs and Budgets p0 p0 p0




15. Care Delivery Strategies p0 p0




16. Staffing and Scheduling (available only on Evolve) p0 p0 p0 p0 p0 p0




17. Selecting, Developing, and Evaluating Staff (available only on Evolve)p0 p0 p0 p0 p0 p0 p0 p0

,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 p0 p0




22. Understanding Quality, Risk, and Safety p0 p0 p0 p0




23. Translating Research into Practice p0 p0 p0




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understanding and Resolving Conflict p0 p0 p0




25. Managing Personal/Personnel Problems
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26. Workplace Violence and Incivility p0 p0 p0




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 p0 p0 p0




Future
30. Thriving for the Future p0 p0 p0




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 p0 p0 p0 p0 p0 p0 p0 p0




Edition
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MULTIPLE CHOICE p0




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 p0 p0 p0 p0 p0 p0 p0 p0 p0 p0




assessment 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 community
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environment.p0




d. Hire a geriatric specialist to oversee and control the project.
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ANSWER: p 0 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 p0 p0 REF: Page 14 p0 p0




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 p0 p0 p0 p0 p0 p0 p0 p0 p0 p0 p0 p0 p0




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 p 0




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 p0 p0 REF: Page 6 p0 p0




TOP: Nursing Process: Implementation
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