TEST BANK FOR YODER-
s s s
WISE’S LEADING AND MAN
s s s s
AGING IN CANADIAN NURSI
s s s
NG, 2ND EDITION, PATRICIA
s s s s
S. YODER- s
WISE, JANICE WADDELL, N
s s s
ANCY WALTON-latest 2022-
s s
2023
, TESTsBANKsFORsYODER-
WISE’SsLEADINGsANDsMANAGINGsINsCANADIANsNURSING,s2NDsEDITION,sPATRICIAsS.sY
ODER-WISE,sJANICEsWADDELL,sNANCYsWALTON,
ISBN:s9781771721684,
ISBN:s9781771721745,
ISBN:s9781771721677
TablesofsContentssPar
tsI:sCoresConceptssOve
rview
1. Leading,sManaging,sandsFollowing
2. DevelopingsthesRolesofsLeader
3. DevelopingsthesRolesofsManager
4. NursingsLeadershipsandsIndigenoussHealth
5. PatientsFocus
Context
6. EthicalsIssues
7. LegalsIssues
8. MakingsDecisionssandsSolvingsProblems
9. HealthsCaresOrganizations
10. UnderstandingsandsDesigningsOrganizationalsStructures
11. CulturalsDiversitysinsHealthsCare
12. Power,sPolitics,sandsInfluence
PartsII:sManagingsResources
13. Caring,sCommunicating,sandsManagingswithsTechnology
14. ManagingsCostssandsBudgets
15. CaresDeliverysStrategies
16. StaffingsandsSchedulings(availablesonlysonsEvolve)
17. Selecting,sDeveloping,sandsEvaluatingsStaffs(availablesonlysonsEvolve)
,PartsIII:sChangingsthesStatussQuo
18. StrategicsPlanning,sGoal-Setting,sandsMarketing
19. NursessLeadingsChange:sAsRelationalsEmancipatorysFrameworksforsHealthsandsSocialsA
ction
20. BuildingsTeamssThroughsCommunicationsandsPartnerships
21. CollectivesNursingsAdvocacy
22. UnderstandingsQuality,sRisk,sandsSafety
23. TranslatingsResearchsintosPractice
PartsIV:sInterpersonalsandsPersonalsSkills
Interpersonal
24. UnderstandingsandsResolvingsConflict
25. ManagingsPersonal/PersonnelsProblems
26. WorkplacesViolencesandsIncivility
27. IntersandsIntraprofessionalsPracticesandsLeadingsinsProfessionalsPracticesSettings
Personal
28. RolesTransition
29. Self-Management:sStresssandsTime
Future
30. ThrivingsforsthesFuture
31. LeadingsandsManagingsYoursCareer
32. NursingsStudentssassLeaders
, Yoder-Wise'ssLeadingsandsManagingsinsCanadiansNursings2ndsEditionsYoder-WisesTestsBank
Chapter 01: Leading, Managing, and Following
s s s s s
Waddell/Walton: Yoder-s
Wise’s Leading and Managing in Canadian Nursing, SecondEdition
s s s s s s s s
MULTIPLEsCHOICE
1. Asnursesmanagersofsas20-
bedsmedicalsunitsfindssthats80%sofsthespatientssaresoldersadults.sShesissaskedstosassesssandsadaptst
hesunitstosbettersmeetsthesuniquesneedssofsoldersadultspatients.sAccordingstoscomplexitysprincipl
es,swhatswouldsbesthesbestsapproachstostakesinsmakingsthisschange?
a. Leveragestheshierarchicalsmanagementspositionstosgetsunitsstaffsinvolvedsinsas
sessmentsandsplanning.
b. Engagesinvolvedsstaffsatsallslevelssinsthesdecision-makingsprocess.
c. Focussthesassessmentsonsthesunit,sandsomitstheshospitalsandscommunitysen
vironment.
d. Hiresasgeriatricsspecialiststosoverseesandscontrolsthesproject.
ANS:s B
Complexitystheoryssuggestssthatssystemssinteractsandsadaptsandsthatsdecisionsmakingsoccurssthro
ughoutsthessystems,sassopposedstosbeingsheldsinsashierarchy.sInscomplexitystheory,severybody’ss
opinionscounts;stherefore,sallslevelssofsstaffswouldsbesinvolvedsinsdecisionsmaking.
DIF: CognitivesLevel:sApply
REF:sPages14sTOP:s NursingsProcess:sImplementati
on
N R I G B.C M
UsSsNsT sareasreceives
s
Os s s s
2. Asunitsmanagersofsas25-bedsmedical/surgical sasphonescallsfromsasnurseswhoshas
calledsinssicksfivestimessinsthespastsmonth.sHestellssthesmanagersthatshesverysmuchswantsstoscom
estosworkswhensscheduled,sbutsmustsoftenscaresforshisswife,swhosissundergoingstreatmentsforsbrea
stscancer.sInsthespracticesofsasstrengths-
basedsnursingsleader,swhatswouldsbesthesbestsapproachstossatisfyingsthesneedssofsthissnurse,sothe
rsstaff,sandspatients?
a. Linesupsagencysnursesswhoscansbescalledsinstosworksonsshortsnotice.
b. Placesthesnursesonsunpaidsleavesforsthesremaindersofshisswife’sstreatment.
c. Sympathizeswithsthesnurse’ssdilemmasandsletstheschargesnursesknowsthatsthissnursesm
aysbescallingsinsfrequentlysinsthesfuture.
d. Workswithsthesnurse,sstaffingsoffice,sandsothersnursesstosarrangeshissscheduledsda
yssoffsaroundshisswife’sstreatments.
ANS:s D
Placingsthesnursesonsunpaidsleavesmaysthreatensphysiologicsneedssandsdemotivatesthesnurse.sUnsa
tisfactoryscoveragesofsshiftssonsshortsnoticescouldsaffectspatientscaresandsthreatensstaffsmembers’s
sensesofscompetence.sStrengths-
basedsnursesleadersshonoursthesuniquenesssofsindividuals,steams,ssystems,sandsorganizations;sthe
reforesarrangingsthesschedulesaroundstheswife’ssneedsswouldsresultsinsaswin-
winssituation,salsoscreatingsasworksenvironmentsthatspromotesstheshealthsofsallsthesnursessandsfaci
litatesstheirsdevelopment.
DIF: CognitivesLevel:sAnalyze
REF:sPages6sTOP:s NursingsProcess:sImplementati
on
VERIFIED-TEST
s s s
WISE’S LEADING AND MAN
s s s s
AGING IN CANADIAN NURSI
s s s
NG, 2ND EDITION, PATRICIA
s s s s
S. YODER- s
WISE, JANICE WADDELL, N
s s s
ANCY WALTON-latest 2022-
s s
2023
, TESTsBANKsFORsYODER-
WISE’SsLEADINGsANDsMANAGINGsINsCANADIANsNURSING,s2NDsEDITION,sPATRICIAsS.sY
ODER-WISE,sJANICEsWADDELL,sNANCYsWALTON,
ISBN:s9781771721684,
ISBN:s9781771721745,
ISBN:s9781771721677
TablesofsContentssPar
tsI:sCoresConceptssOve
rview
1. Leading,sManaging,sandsFollowing
2. DevelopingsthesRolesofsLeader
3. DevelopingsthesRolesofsManager
4. NursingsLeadershipsandsIndigenoussHealth
5. PatientsFocus
Context
6. EthicalsIssues
7. LegalsIssues
8. MakingsDecisionssandsSolvingsProblems
9. HealthsCaresOrganizations
10. UnderstandingsandsDesigningsOrganizationalsStructures
11. CulturalsDiversitysinsHealthsCare
12. Power,sPolitics,sandsInfluence
PartsII:sManagingsResources
13. Caring,sCommunicating,sandsManagingswithsTechnology
14. ManagingsCostssandsBudgets
15. CaresDeliverysStrategies
16. StaffingsandsSchedulings(availablesonlysonsEvolve)
17. Selecting,sDeveloping,sandsEvaluatingsStaffs(availablesonlysonsEvolve)
,PartsIII:sChangingsthesStatussQuo
18. StrategicsPlanning,sGoal-Setting,sandsMarketing
19. NursessLeadingsChange:sAsRelationalsEmancipatorysFrameworksforsHealthsandsSocialsA
ction
20. BuildingsTeamssThroughsCommunicationsandsPartnerships
21. CollectivesNursingsAdvocacy
22. UnderstandingsQuality,sRisk,sandsSafety
23. TranslatingsResearchsintosPractice
PartsIV:sInterpersonalsandsPersonalsSkills
Interpersonal
24. UnderstandingsandsResolvingsConflict
25. ManagingsPersonal/PersonnelsProblems
26. WorkplacesViolencesandsIncivility
27. IntersandsIntraprofessionalsPracticesandsLeadingsinsProfessionalsPracticesSettings
Personal
28. RolesTransition
29. Self-Management:sStresssandsTime
Future
30. ThrivingsforsthesFuture
31. LeadingsandsManagingsYoursCareer
32. NursingsStudentssassLeaders
, Yoder-Wise'ssLeadingsandsManagingsinsCanadiansNursings2ndsEditionsYoder-WisesTestsBank
Chapter 01: Leading, Managing, and Following
s s s s s
Waddell/Walton: Yoder-s
Wise’s Leading and Managing in Canadian Nursing, SecondEdition
s s s s s s s s
MULTIPLEsCHOICE
1. Asnursesmanagersofsas20-
bedsmedicalsunitsfindssthats80%sofsthespatientssaresoldersadults.sShesissaskedstosassesssandsadaptst
hesunitstosbettersmeetsthesuniquesneedssofsoldersadultspatients.sAccordingstoscomplexitysprincipl
es,swhatswouldsbesthesbestsapproachstostakesinsmakingsthisschange?
a. Leveragestheshierarchicalsmanagementspositionstosgetsunitsstaffsinvolvedsinsas
sessmentsandsplanning.
b. Engagesinvolvedsstaffsatsallslevelssinsthesdecision-makingsprocess.
c. Focussthesassessmentsonsthesunit,sandsomitstheshospitalsandscommunitysen
vironment.
d. Hiresasgeriatricsspecialiststosoverseesandscontrolsthesproject.
ANS:s B
Complexitystheoryssuggestssthatssystemssinteractsandsadaptsandsthatsdecisionsmakingsoccurssthro
ughoutsthessystems,sassopposedstosbeingsheldsinsashierarchy.sInscomplexitystheory,severybody’ss
opinionscounts;stherefore,sallslevelssofsstaffswouldsbesinvolvedsinsdecisionsmaking.
DIF: CognitivesLevel:sApply
REF:sPages14sTOP:s NursingsProcess:sImplementati
on
N R I G B.C M
UsSsNsT sareasreceives
s
Os s s s
2. Asunitsmanagersofsas25-bedsmedical/surgical sasphonescallsfromsasnurseswhoshas
calledsinssicksfivestimessinsthespastsmonth.sHestellssthesmanagersthatshesverysmuchswantsstoscom
estosworkswhensscheduled,sbutsmustsoftenscaresforshisswife,swhosissundergoingstreatmentsforsbrea
stscancer.sInsthespracticesofsasstrengths-
basedsnursingsleader,swhatswouldsbesthesbestsapproachstossatisfyingsthesneedssofsthissnurse,sothe
rsstaff,sandspatients?
a. Linesupsagencysnursesswhoscansbescalledsinstosworksonsshortsnotice.
b. Placesthesnursesonsunpaidsleavesforsthesremaindersofshisswife’sstreatment.
c. Sympathizeswithsthesnurse’ssdilemmasandsletstheschargesnursesknowsthatsthissnursesm
aysbescallingsinsfrequentlysinsthesfuture.
d. Workswithsthesnurse,sstaffingsoffice,sandsothersnursesstosarrangeshissscheduledsda
yssoffsaroundshisswife’sstreatments.
ANS:s D
Placingsthesnursesonsunpaidsleavesmaysthreatensphysiologicsneedssandsdemotivatesthesnurse.sUnsa
tisfactoryscoveragesofsshiftssonsshortsnoticescouldsaffectspatientscaresandsthreatensstaffsmembers’s
sensesofscompetence.sStrengths-
basedsnursesleadersshonoursthesuniquenesssofsindividuals,steams,ssystems,sandsorganizations;sthe
reforesarrangingsthesschedulesaroundstheswife’ssneedsswouldsresultsinsaswin-
winssituation,salsoscreatingsasworksenvironmentsthatspromotesstheshealthsofsallsthesnursessandsfaci
litatesstheirsdevelopment.
DIF: CognitivesLevel:sAnalyze
REF:sPages6sTOP:s NursingsProcess:sImplementati
on
VERIFIED-TEST
