, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING, 2ND
nn nn nn nn nn nn nn nn nn nn
EDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
nn nn nn nn nn nn nn nn
ISBN: 9781771721684,
nn
ISBN: 9781771721745,
nn
ISBN: 9781771721677
nn
Table of Contents
nn nn
nn Part I: Core
nn nn
Concepts Overview
nn nn
1. Leading, Managing, and Followingnn nn nn
2. Developing the Role of Leader nn nn nn nn
3. Developing the Role of Manager nn nn nn nn
4. Nursing Leadership and Indigenous Health
nn nn nn nn
5. Patient Focus nn
Context
6. Ethical Issues nn
7. Legal Issues nn
8. Making Decisions and Solving Problems
nn nn nn nn
9. Health Care Organizations
nn nn
10. Understanding and Designing Organizational Structures nn nn nn nn
11. Cultural Diversity in Health Care nn nn nn nn
12. Power, Politics, and Influence
nn nn nn
Part II: Managing Resources
nn nn nn
13. Caring, Communicating, and Managing with Technology
nn nn nn nn nn
14. Managing Costs and Budgets nn nn nn
15. Care Delivery Strategies
nn nn
16. Staffing and Scheduling (available only on Evolve)
nn nn nn nn nn nn
17. Selecting, Developing, and Evaluating Staff (available only on Evolve)
nn nn nn nn nn nn nn nn
,Part III: Changing the Status Quo
nn nn nn nn nn
18. Strategic Planning, Goal-Setting, and Marketing
nn nn nn nn
19. Nurses Leading Change: A Relational Emancipatory Framework for Health and
nn nn nn nn nn nn nn nn nn
Social Action
nn nn
20. Building Teams Through Communication and Partnerships
nn nn nn nn nn
21. Collective Nursing Advocacy nn nn
22. Understanding Quality, Risk, and Safety nn nn nn nn
23. Translating Research into Practice nn nn nn
Part IV: Interpersonal and Personal Skills
nn nn nn nn nn
Interpersonal
24. Understanding and Resolving Conflict nn nn nn
25. Managing Personal/Personnel Problemsnn nn
26. Workplace Violence and Incivility nn nn nn
27. Inter and Intraprofessional Practice and Leading in Professional Practice Settings
nn nn nn nn nn nn nn nn nn
Personal
28. Role Transition
nn
29. Self-Management: Stress and Time nn nn nn
Future
30. Thriving for the Future nn nn nn
31. Leading and Managing Your Career
nn nn nn nn
32. Nursing Students as Leaders
nn nn nn
, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise Test
nn nn nn nn nn nn nn nn nn nn
Bank
Chapter 01: Leading, Managing, and Following
nn nn nn nn nn
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
nn nn nn nn nn nn nn nn
Edition
nn
MULTIPLE CHOICE nn
1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are older
nn nn nn nn nn nn nn nn nn nn nn nn nn nn nn
adults. She is asked to assess and adapt the unit to better meet the unique needs of
nn nn nn nn nn nn nn nn nn nn nn nn nn nn nn nn nn
older adult patients. According to complexity principles, what would be the best
nn nn nn nn nn nn nn nn nn nn nn nn
approach to take in making this change?
nn nn nn nn nn nn nn
a. Leverage the hierarchical management position to get unit staff involved
nn nn nn nn nn nn nn nn nn
in assessment and planning.
nn nn nn nn
b. Engage involved staff at all levels in the decision-making process.
nn nn nn nn nn nn nn nn nn
c. Focus the assessment on the unit, and omit the hospital and
nn nn nn nn nn nn nn nn nn nn
community environment.
nn nn
d. Hire a geriatric specialist to oversee and control the project.
nn nn nn nn nn nn nn nn nn
ANS: n n B
Complexity theory suggests that systems interact and adapt and that decision making
nn nn nn nn nn nn nn nn nn nn nn
occurs throughout the systems, as opposed to being held in a hierarchy. In complexity
nn nn nn nn nn nn nn nn nn nn nn nn nn nn
theory, everybody‘s opinion counts; therefore, all levels of staff would be involved in
nn nn nn nn nn nn nn nn nn nn nn nn nn
decision making.
nn nn
DIF: Cognitive Level: Apply REF: Page nn nn nn
14 TOP: Nursing Process: Implementation
nn nn n n nn nn
USNT O receives a phone call from a nurse who N R I G B.C M
nn
nn
nn
nn
nn
nn nn nn
2. A unit manager of a 25-bed medical/surgical
nn nn area nn nn nn nn nn nn nn nn nn nn nn nn nn
has
nn
called in sick five times in the past month. He tells the manager that he very much
nn nn nn nn nn nn nn nn nn nn nn nn nn nn nn nn
wants to come to work when scheduled, but must often care for his wife, who is
nn nn nn nn nn nn nn nn nn nn nn nn nn nn nn nn
undergoing treatment for breast cancer. In the practice of a strengths-based nursing
nn nn nn nn nn nn nn nn nn nn nn nn
leader, what would be the best approach to satisfying the needs of this nurse, other
nn nn nn nn nn nn nn nn nn nn nn nn nn nn nn
staff, and patients?
nn nn nn
a. Line up agency nurses who can be called in to work on short notice.
nn nn nn nn nn nn nn nn nn nn nn nn nn
b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
nn nn nn nn nn nn nn nn nn nn nn nn
c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this
nn nn nn nn nn nn nn nn nn nn nn nn
nurse may be calling in frequently in the future.
nn nn nn nn nn nn nn nn nn
d. Work with the nurse, staffing office, and other nurses to arrange his
nn nn nn nn nn nn nn nn nn nn nn
scheduled days off around his wife‘s treatments.
nn nn nn nn nn nn nn
ANS: D nn
Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
nn nn nn nn nn nn nn nn nn nn nn nn
nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and
nn nn nn nn nn nn nn nn nn nn nn nn nn
threaten staff members‘ sense of competence. Strengths-based nurse leaders honour the
nn nn nn nn nn nn nn nn nn nn nn
uniqueness of individuals, teams, systems, and organizations; therefore arranging the
nn nn nn nn nn nn nn nn nn nn
schedule around the wife‘s needs would result in a win-win situation, also creating a
nn nn nn nn nn nn nn nn nn nn nn nn nn nn
work environment that promotes the health of all the nurses and facilitates their
nn nn nn nn nn nn nn nn nn nn nn nn nn
development.
nn
DIF: Cognitive Level: Analyze REF: Page nn nn nn
6 TOP: Nursing Process: Implementation
nn nn n n nn nn
NURSINGTB.COM
