Test Bank For Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition, Patricia S. Yoder's-Wise, Janice Waddell, Nancy Walton

Test Bank For Yoder-Wise’s Leading And Managing In
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vCanadian Nursing, 2nd Edition,
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Patricia S. Yoder-Wise, Chapters 1 - 32
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, TEST BANKFORYODER-WISE’S LEADING AND MANAGINGINCANADIAN 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:9781771721677
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Table of Contents Part
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I:CoreConcepts
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Overview
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1. Leading,Managing, and Following v v v




2. Developingthe Role of Leader v v v v




3. Developingthe Roleof Manager v v v v




4. NursingLeadership and IndigenousHealth v v v v




5. PatientFocus v




Context
6. Ethical Issues v




7. Legal Issues v




8. MakingDecisions and SolvingProblems v v v v




9. HealthCare Organizations v v




10. Understandingand DesigningOrganizational Structures v v v v




11. Cultural Diversityin Health Care v v v v




12. Power,Politics, and Influence v v v




Part II:Managing Resources
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13. Caring, Communicating, and Managingwith Technology v v v v v




14. Managing Costs and Budgets v v v




15. CareDeliveryStrategies v v




16. Staffingand Scheduling (available onlyon Evolve) v v v v v v




17. Selecting, Developing, and EvaluatingStaff (available onlyon Evolve) v v v v v v v v

,Part III: Changing the Status Quo
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18. StrategicPlanning, Goal-Setting, andMarketing
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19. Nurses LeadingChange: A Relational EmancipatoryFrameworkfor Health and Social
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Action
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20. BuildingTeams Through Communication and Partnerships
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21. CollectiveNursingAdvocacy v v




22. UnderstandingQuality, Risk, and Safety v v v v




23. TranslatingResearch into Practice v v v




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understandingand ResolvingConflict v v v




25. ManagingPersonal/PersonnelProblems v v




26. WorkplaceViolence and Incivility v v v




27. Interand Intraprofessional Practiceand LeadinginProfessionalPractice Settings
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Personal
28. RoleTransition
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29. Self-Management:Stress andTime v v v




Future
30. Thrivingfor the Future v v v




31. Leadingand ManagingYour Career
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32. NursingStudents as Leaders
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, Chapter01: Leading, Managing, and Following
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Waddell/Walton:Yoder-Wise’s LeadingandManagingin CanadianNursing, Second v v v v v v v v




Edition
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MULTIPLE CHOICE v




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are olderadults. Sheis asked
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to assess and adapt the unit to better meet the unique needs of older adult patients. According to
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complexity principles, what would be the best approach to take in making this change?
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a. Leveragethe hierarchical management positionto getunit staffinvolved in v v v v v v v v v v




assessment and planning.
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b. Engageinvolved staff at all levels in the decision-makingprocess. v v v v v v v v v




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




environment. v




d. Hirea geriatric specialist to oversee and control the project.
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ANSWER: B v




Complexitytheorysuggests that systems interact and adapt and that decision makingoccurs v v v v v v v v v v v v




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 making.
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DIF: CognitiveLevel: Apply v v REF: Page 14 v v




TOP: Nursing Process: Implementation
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U S N T . O aphone call from a nursewhohas
2. A unit manager of a25-bed medical/surgical area receives
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called in sick five times in the past month. He tells the manager that he very much wants to come to
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work when scheduled, but must often careforhis wife, who is undergoing treatmentfor breast
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cancer. In the practice of a strengths-based nursing leader, what would be the best approach to
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satisfying the needs of this nurse, other staff, and patients?
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a. Lineup agencynurses who can be called in to work on short notice.
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b. Placethe nurseon unpaid leavefor the remainder of his wife’s treatment.
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c. Sympathizewith the nurse’s dilemma and let the chargenurse know that this nursemay v v v v v v v v v v v v v v




be calling in frequentlyin the future.
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d. Work with the nurse, staffingoffice, and othernurses to arrangehis scheduleddays
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off around his wife’s treatments.
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ANSWER: D v




Placing thenurseon unpaid leavemaythreaten physiologic needs and demotivatethe 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 promotes
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the health of all the nurses and facilitates their development.
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DIF: CognitiveLevel: Analyze v v REF: Page 6 v v




TOP: Nursing Process: Implementation
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