TEST BANK For Leading And Managing In Canadian Nursing, 2nd Edition, by Patricia S. Yoder-Wise, Verified Chapters 1 - 32, Complete Newest Version

, TEST BANK FOR YODER-WISE’S LEADING AND MANAGING IN CANADIAN NURSING,
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2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN: 9781771721684, DP




ISBN: 9781771721745, DP




ISBN: 9781771721677 DP




Table of Contents DP DP




DP PartI:Core
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ConceptsOverview
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1. Leading, Managing, and Following DP DP DP




2. Developing the Role of Leader DP DP DP DP




3. Developing the Role of Manager DP DP DP DP




4. Nursing Leadership and Indigenous Health DP DP DP DP




5. Patient Focus DP




Context
6. Ethical Issues DP




7. Legal Issues DP




8. Making Decisions and Solving Problems DP DP DP DP




9. Health Care Organizations DP DP




10. Understandingand Designing Organizational Structures DP DP DP DP




11. Cultural Diversityin Health Care DP D
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12. Power, Politics, and Influence DP DP DP




Part II: Managing Resources
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13. Caring, Communicating, and Managing with Technology DP DP DP DP DP




14. Managing Costs and Budgets DP DP DP




15. Care DeliveryStrategies DP DP




16. Staffing and Scheduling (available onlyon Evolve) DP DP DP DP DP DP




17. Selecting, Developing, and Evaluating Staff (available onlyon Evolve) DP DP DP DP DP DP D
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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
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SocialAction
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20. Building Teams Through Communication and Partnerships
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21. Collective Nursing Advocacy DP DP




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




23. Translating Research into Practice DP DP DP




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




25. ManagingPersonal/Personnel Problems D
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26. Workplace Violence and Incivility DP DP DP




27. Inter and Intraprofessional Practice and Leadingin Professional Practice Settings
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Personal
28. Role Transition
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29. Self-Management: Stress and Time DP DP DP




Future
30. Thriving for the Future DP DP DP




31. Leadingand 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 2nd Edition Yoder-Wise Test Bank
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Chapter 01: Leading, Managing, and Following
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Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, DP DP DP DP DP DP DP




SecondEdition
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MULTIPLE CHOICE DP




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




inassessment and planning.
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b. Engage involved staff at all levels in the decision-making process. DP DP DP DP DP DP DP DP DP




c. Focus the assessment on the unit, and omit the hospital and DP DP DP DP DP DP DP DP DP DP




communityenvironment. DP D
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d. Hire a geriatric specialist to oversee and control the project. DP DP DP DP DP DP DP DP DP




ANS: D P B
Complexitytheory suggests that systems interact and adapt and that decision making DP DP DP DP DP DP DP DP DP DP DP




occursthroughout 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: Cognitive Level: Apply REF: Page DP DP DP




14TOP: Nursing Process: Implementation
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USNT area receives
O a phone call from a nurse who has NRIGB.CM P
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2. A unit manager of a 25-bed medical/surgical
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called in sick five times in the past month. He tells the manager that he very much wants to come
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to work when scheduled, but must often care for his 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. Line up agency nurses who can be called in to work on short notice. DP DP DP DP DP DP DP DP DP DP DP DP DP




b. Place the nurse on unpaid leave for the remainder of his wife‘s treatment. DP DP DP DP DP DP DP DP DP DP DP DP




c. Sympathize with the nurse‘s dilemma and let the charge nurse know that this nursemay DP DP DP DP DP DP DP DP DP DP DP DP DP D
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be calling in frequently in the future.
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d. Work with the nurse, staffing office, and other nurses to arrange his DP DP DP DP DP DP DP DP DP DP DP




scheduleddays off around his wife‘s treatments.
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ANS: D D P




Placing the nurse on unpaid leave may threaten physiologic needs and demotivate the
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nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and threaten
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staff 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
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promotes the health of all the nurses and facilitates their development.
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DIF: Cognitive Level: Analyze DP DP REF: Page DP




6TOP: Nursing Process: Implementation
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