Test Bank Yoder-Wise’s Leading and Managing in Canadian Nursing 3rd Edition Patricia S. Yoder-Wise Janice Waddell Nancy Walton Complete Chapters Questions and Verified Answers A+

,TEST BANK FOR YODER-
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WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
j5 j5 j5 j5 j5 j5 j5 3rd EDITION, PATRICIA S.
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5YODER-WISE, JANICE WADDELL, NANCY WALTON, j5 j5 j5 j5



ISBN: 9781771721684, j5



ISBN: 9781771721745, j5



ISBN: 9781771721677 j5




Table of Contents Paj5 j5 j5




rt I: Core Concepts O
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verview
1.Leading, Managing, and Following j5 j5 j5




2.Developing the Role of Leader j5 j5 j5 j5




3.Developing the Role of Manager j5 j5 j5 j5




4.Nursing Leadership and Indigenous Health
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5.Patient Focus j5




Context
6.Ethical Issues j5




7.Legal Issues j5




8.Making Decisions and Solving Problems
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9.Health Care Organizations j5 j5




10.Understanding and Designing Organizational Structures j5 j5 j5 j5




11.Cultural Diversity in Health Care j5 j5 j5 j5




12.Power, Politics, and Influence j5 j5 j5




Part II: Managing Resources
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13.Caring, Communicating, and Managing with Technology
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14.Managing Costs and Budgets j5 j5 j5




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 Social
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Action
20.Building Teams Through Communication and Partnerships
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21.Collective Nursing Advocacy j5 j5




22.Understanding Quality, Risk, and Safety j5 j5 j5 j5




23.Translating Research into Practice j5 j5 j5




Part IV: Interpersonal and Personal Skills
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Interpersonal
24.Understanding and Resolving Conflict j5 j5 j5




25.Managing Personal/Personnel Problems
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26.Workplace Violence and Incivility j5 j5 j5




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 j5 j5 j5




Future
30.Thriving for the Future j5 j5 j5




31.Leading and Managing Your Career
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32.Nursing Students as Leaders
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, Yoder-Wise's Leading and Managing in Canadian Nursing 3rd Edition Yoder-Wise Test Bank
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Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder- j5


Wise’s Leading and Managing in Canadian Nursing, Second Editio
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MULTIPLE CHOICE j5




1.A nurse manager of a 20-
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bed medical unit finds that 80% of the patients are older adults. She is asked to assess and a
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d
apt the unit to better meet the unique needs of older adult patients. According to complexity
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5principles, what would be the best approach to take in making this change?
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a.Leverage the hierarchical management position to get unit staff involved in
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5 assessment and planning. j5 j5


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.
d.Hire a geriatric specialist to oversee and control the project.
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ANS: B j5


Complexity theory suggests that systems interact and adapt and that decision making occurs
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t
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hroughout the systems, as opposed to being held in a hierarchy. In complexity theory, every
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body‘s opinion counts; therefore, all levels of staff would be involved in decision making.
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DIF: Cognitive Level: Apply j5 j5


REF: Page 14 TOP: j5 j5 j5 j5


Nursing Process: Implementa tion j5 j5


2.A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has
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U S N T N R I G B.C M O
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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 treatme
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nt for breast cancer. In the practice of a strengths-
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based nursing leader, what would be the best approach to satisfying the needs of this nurse,
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other staff, and patients? j5 j5 j5


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
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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. j5 j5 j5 j5 j5




ANS: D j5


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- j5 j5 j5 j5


based nurse leaders honour the uniqueness of individuals, teams, systems, and organizations
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; therefore arranging the schedule around the wife‘s needs would result in a win-
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win situation, also creating a work environment that promotes the health of all the nurses an
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d facilitates their development.
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