TEST BANK FOR YODER-
n n n
WISE’S LEADING AND MAN
n n n nn
AGING IN CANADIAN NURSI
n n nn
NG, 2ND EDITION, PATRICIA
n n nn
S. YODER- n n
WISE, JANICE WADDELL, N
nn n n
ANCY WALTON-latest 2022-
nn n
2023
, TEST nBANKnFORnYODER-
WISE’SnLEADINGnAND nMANAGINGnINnCANADIANnNURSING,n2NDnE DITION,nPATRICIAnS.n
YODER-WISE,nJANICE nWADDELL,nNANCYnWALTON,
ISBN:n9781771721684,
ISBN:n9781771721745,
ISBN:n9781771721677
Tablenof nContentsnPa
rtnI:nCorenConceptsnO
verview
1. Leading,n Managing,n and n Following
2. Developingnthen Rolen of n Leader
3. Developingnthen Rolen of n Manager
4. Nursingn Leadershipn and n Indigenousn Health
5. Patient nFocus
Context
6. Ethicaln Issues
7. Legaln Issues
8. MakingnDecisionsn and n SolvingnProblems
9. Healthn Caren Organizations
10. Understandingnand n DesigningnOrganizationaln Structures
11. Culturaln Diversityninn Healthn Care
12. Power,nPolitics,n and n Influence
PartnII:nManagingnResources
13. Caring,n Communicating,n and n Managingnwithn Technology
14. Managingn Costsn and n Budgets
15. CarenDeliverynStrategies
16. Staffingn and n Schedulingn (availablen onlynonn Evolve)
17. Selecting,n Developing,n and n EvaluatingnStaff n (availablen onlynonn Evolve)
,PartnIII:nChangingnthenStatusnQuo
18. Strategicn Planning,n Goal-Setting,n and n Marketing
19. Nursesn LeadingnChange:n An RelationalnEmancipatorynFrameworknforn Healthn and n Socialn
Action
20. BuildingnTeamsn Throughn Communicationn and n Partnerships
21. CollectivenNursingn Advocacy
22. UnderstandingnQuality,n Risk,n and n Safety
23. TranslatingnResearchn inton Practice
PartnIV:nInterpersonalnandnPersonalnSkills
Interpersonal
24. Understandingnand n ResolvingnConflict
25. ManagingnPersonal/PersonnelnProblems
26. WorkplacenViolencen and n Incivility
27. Internand n Intraprofessionaln Practicen and n LeadingninnProfessionalnPracticen Settings
Personal
28. Rolen Transition
29. Self-Management:nStressn and n Time
Future
30. Thrivingn forn then Future
31. Leadingnand n Managingn Yourn Career
32. NursingnStudentsn asn Leaders
, Yoder-Wise'sn Leadingn and n Managingn inn Canadiann Nursingn 2nd n Editionn Yoder-Wisen Test n Bank
Chapter n01:nLeading,nManaging,nandnFollowing
Waddell/Walton: nYoder-
Wise’snLeading nandnManaging ninnCanadiannNursing,nSecondnEdition
MULTIPLEnCHOICE
1. A n nursen managern of n an 20-
bed n medicaln unit n findsnthatn80%n ofnthenpatientsn arenoldernadults.nShen isn askedn tonassessn and nadap
t n then unit n ton betternmeet n then uniquen needsnof noldernadult n patients.n Accordingn ton complexityn prin
ciples,n what n would n ben then best n approachn ton taken inn makingn thisn change?
a. Leveragenthenhierarchicaln management n positionnton get nunit nstaff ninvolved ninn
assessment n and n planning.
b. Engageninvolved n staff n at n alln levelsn inn then decision-makingn process.
c. Focusn then assessment n onn thenunit,nandnomit nthenhospitaln andncommunityne
nvironment.
d. Hirenan geriatricn specialist n ton overseen and n controln then project.
ANS:n B
Complexityntheorynsuggestsn that n systemsn interact nandnadapt nandnthat ndecisionn makingnoccursn th
roughout n then systems,n asn opposed ntonbeingn held ninn anhierarchy.n Inn complexityn theory,n everybod
y’sn opinionn counts;n therefore,n alln levelsn of n staff n would n ben involved n inn decisionn making.
DIF: Cognitiven Level:n Apply
REF:nPagen14 nTOP:n Nursingn Process:nImplementat
ion
N R I G B.C M
UnSnNnT nareanOreceivesnanphonencallnfromnannursenwhonhas
n n n n n
2. A n unit n managern of n an 25-bed n medical/surgical
called n inn sickn fiven timesn inn then past nmonth.n Hen tellsn then managern thatnhen veryn muchn wantsn ton co
men ton workn whennscheduled,nbutnmust n oftenn carenforn hisnwife,nwhonisnundergoingn treatment nforn
breast n cancer.n Inn then practicen of n an strengths-
based n nursingn leader,n what n wouldnben then best napproachn ton satisfyingn thenneedsn of n thisn nurse,n ot
hern staff,n and n patients?
a. Linen upn agencynnursesn whon cann ben called n inn ton workn onn short n notice.
b. Placenthen nursen onn unpaid n leaven forn then remaindern of n hisn wife’sn treatment.
c. Sympathizenwithn then nurse’sn dilemman and n let nthen chargennursen know n that n thisn nursen
mayn ben callingn inn frequentlyn inn then future.
d. Workn withn thennurse,n staffingnoffice,n and n othernnursesn ton arrangenhisn scheduled n
daysn off n around n hisn wife’sn treatments.
ANS:n D
Placingn thennursenonn unpaid n leavenmaynthreatenn physiologicn needsnand ndemotivatenthennurse.n U
nsatisfactoryn coveragen of n shiftsn onnshort n noticen could naffectn patient n caren and n threatenn staff n me
mbers’n sensen of n competence.n Strengths-
based n nursen leadersn honourn then uniquenessn of nindividuals,n teams,n systems,n and n organizations;n
thereforen arrangingn then schedulen around n then wife’sn needsn would n result n inn an win-
winn situation,n alson creatingn an workn environment n that npromotesn then healthnof nalln then nursesn and n
facilitatesn theirn development.
DIF: Cognitiven Level:n Analyze
REF:nPagen6 n TOP:n NursingnProcess:n Implementat
ion
VERIFIED-TEST
n n n
WISE’S LEADING AND MAN
n n n nn
AGING IN CANADIAN NURSI
n n nn
NG, 2ND EDITION, PATRICIA
n n nn
S. YODER- n n
WISE, JANICE WADDELL, N
nn n n
ANCY WALTON-latest 2022-
nn n
2023
, TEST nBANKnFORnYODER-
WISE’SnLEADINGnAND nMANAGINGnINnCANADIANnNURSING,n2NDnE DITION,nPATRICIAnS.n
YODER-WISE,nJANICE nWADDELL,nNANCYnWALTON,
ISBN:n9781771721684,
ISBN:n9781771721745,
ISBN:n9781771721677
Tablenof nContentsnPa
rtnI:nCorenConceptsnO
verview
1. Leading,n Managing,n and n Following
2. Developingnthen Rolen of n Leader
3. Developingnthen Rolen of n Manager
4. Nursingn Leadershipn and n Indigenousn Health
5. Patient nFocus
Context
6. Ethicaln Issues
7. Legaln Issues
8. MakingnDecisionsn and n SolvingnProblems
9. Healthn Caren Organizations
10. Understandingnand n DesigningnOrganizationaln Structures
11. Culturaln Diversityninn Healthn Care
12. Power,nPolitics,n and n Influence
PartnII:nManagingnResources
13. Caring,n Communicating,n and n Managingnwithn Technology
14. Managingn Costsn and n Budgets
15. CarenDeliverynStrategies
16. Staffingn and n Schedulingn (availablen onlynonn Evolve)
17. Selecting,n Developing,n and n EvaluatingnStaff n (availablen onlynonn Evolve)
,PartnIII:nChangingnthenStatusnQuo
18. Strategicn Planning,n Goal-Setting,n and n Marketing
19. Nursesn LeadingnChange:n An RelationalnEmancipatorynFrameworknforn Healthn and n Socialn
Action
20. BuildingnTeamsn Throughn Communicationn and n Partnerships
21. CollectivenNursingn Advocacy
22. UnderstandingnQuality,n Risk,n and n Safety
23. TranslatingnResearchn inton Practice
PartnIV:nInterpersonalnandnPersonalnSkills
Interpersonal
24. Understandingnand n ResolvingnConflict
25. ManagingnPersonal/PersonnelnProblems
26. WorkplacenViolencen and n Incivility
27. Internand n Intraprofessionaln Practicen and n LeadingninnProfessionalnPracticen Settings
Personal
28. Rolen Transition
29. Self-Management:nStressn and n Time
Future
30. Thrivingn forn then Future
31. Leadingnand n Managingn Yourn Career
32. NursingnStudentsn asn Leaders
, Yoder-Wise'sn Leadingn and n Managingn inn Canadiann Nursingn 2nd n Editionn Yoder-Wisen Test n Bank
Chapter n01:nLeading,nManaging,nandnFollowing
Waddell/Walton: nYoder-
Wise’snLeading nandnManaging ninnCanadiannNursing,nSecondnEdition
MULTIPLEnCHOICE
1. A n nursen managern of n an 20-
bed n medicaln unit n findsnthatn80%n ofnthenpatientsn arenoldernadults.nShen isn askedn tonassessn and nadap
t n then unit n ton betternmeet n then uniquen needsnof noldernadult n patients.n Accordingn ton complexityn prin
ciples,n what n would n ben then best n approachn ton taken inn makingn thisn change?
a. Leveragenthenhierarchicaln management n positionnton get nunit nstaff ninvolved ninn
assessment n and n planning.
b. Engageninvolved n staff n at n alln levelsn inn then decision-makingn process.
c. Focusn then assessment n onn thenunit,nandnomit nthenhospitaln andncommunityne
nvironment.
d. Hirenan geriatricn specialist n ton overseen and n controln then project.
ANS:n B
Complexityntheorynsuggestsn that n systemsn interact nandnadapt nandnthat ndecisionn makingnoccursn th
roughout n then systems,n asn opposed ntonbeingn held ninn anhierarchy.n Inn complexityn theory,n everybod
y’sn opinionn counts;n therefore,n alln levelsn of n staff n would n ben involved n inn decisionn making.
DIF: Cognitiven Level:n Apply
REF:nPagen14 nTOP:n Nursingn Process:nImplementat
ion
N R I G B.C M
UnSnNnT nareanOreceivesnanphonencallnfromnannursenwhonhas
n n n n n
2. A n unit n managern of n an 25-bed n medical/surgical
called n inn sickn fiven timesn inn then past nmonth.n Hen tellsn then managern thatnhen veryn muchn wantsn ton co
men ton workn whennscheduled,nbutnmust n oftenn carenforn hisnwife,nwhonisnundergoingn treatment nforn
breast n cancer.n Inn then practicen of n an strengths-
based n nursingn leader,n what n wouldnben then best napproachn ton satisfyingn thenneedsn of n thisn nurse,n ot
hern staff,n and n patients?
a. Linen upn agencynnursesn whon cann ben called n inn ton workn onn short n notice.
b. Placenthen nursen onn unpaid n leaven forn then remaindern of n hisn wife’sn treatment.
c. Sympathizenwithn then nurse’sn dilemman and n let nthen chargennursen know n that n thisn nursen
mayn ben callingn inn frequentlyn inn then future.
d. Workn withn thennurse,n staffingnoffice,n and n othernnursesn ton arrangenhisn scheduled n
daysn off n around n hisn wife’sn treatments.
ANS:n D
Placingn thennursenonn unpaid n leavenmaynthreatenn physiologicn needsnand ndemotivatenthennurse.n U
nsatisfactoryn coveragen of n shiftsn onnshort n noticen could naffectn patient n caren and n threatenn staff n me
mbers’n sensen of n competence.n Strengths-
based n nursen leadersn honourn then uniquenessn of nindividuals,n teams,n systems,n and n organizations;n
thereforen arrangingn then schedulen around n then wife’sn needsn would n result n inn an win-
winn situation,n alson creatingn an workn environment n that npromotesn then healthnof nalln then nursesn and n
facilitatesn theirn development.
DIF: Cognitiven Level:n Analyze
REF:nPagen6 n TOP:n NursingnProcess:n Implementat
ion
VERIFIED-TEST
