, TEST /BANK /FOR /YODER-WISE’S /LEADING /AND /MANAGING /IN /CANADIAN /NURSING,
/2ND/EDITION, /PATRICIA /S. /YODER-WISE, /JANICE /WADDELL, /NANCY
/WALTON,
ISBN: /9781771721684,
ISBN: /9781771721745,
ISBN: /9781771721677
Table /of /Contents
/Part /I: /Core
/Concepts/Overview
1. Leading, /Managing, /and /Following
2. Developing /the /Role /of /Leader
3. Developing /the /Role /of /Manager
4. Nursing /Leadership /and /Indigenous /Health
5. Patient /Focus
Context
6. Ethical /Issues
7. Legal /Issues
8. Making /Decisions /and /Solving /Problems
9. Health /Care /Organizations
10. Understanding /and /Designing /Organizational /Structures
11. Cultural /Diversity /in /Health /Care
12. Power, /Politics, /and /Influence
Part /II: /Managing /Resources
13. Caring, /Communicating, /and /Managing /with /Technology
14. Managing /Costs /and /Budgets
15. Care /Delivery /Strategies
16. Staffing /and /Scheduling /(available /only /on /Evolve)
17. Selecting, /Developing, /and /Evaluating /Staff /(available /only /on /Evolve)
,Part /III: /Changing /the /Status /Quo
18. Strategic /Planning, /Goal-Setting, /and /Marketing
19. Nurses /Leading /Change: /A /Relational /Emancipatory /Framework /for /Health /and
/Social/Action
20. Building /Teams /Through /Communication /and /Partnerships
21. Collective /Nursing /Advocacy
22. Understanding /Quality, /Risk, /and /Safety
23. Translating /Research /into /Practice
Part /IV: /Interpersonal /and /Personal /Skills
Interpersonal
24. Understanding /and /Resolving /Conflict
25. Managing /Personal/Personnel /Problems
26. Workplace /Violence /and /Incivility
27. Inter /and /Intraprofessional /Practice /and /Leading /in /Professional /Practice /Settings
Personal
28. Role /Transition
29. Self-Management: /Stress /and /Time
Future
30. Thriving /for /the /Future
31. Leading /and /Managing /Your /Career
32. Nursing /Students /as /Leaders
, Yoder-Wise's /Leading /and /Managing /in /Canadian /Nursing /2nd /Edition /Yoder-Wise /Test
/Bank
Chapter /01: /Leading, /Managing, /and /Following
Waddell/Walton: /Yoder-Wise’s /Leading /and /Managing /in /Canadian /Nursing,
/Second/Edition
MULTIPLE /CHOICE
1. A /nurse /manager /of /a /20-bed /medical /unit /finds /that /80% /of /the /patients /are /older
/adults. /She/is /asked /to /assess /and /adapt /the /unit /to /better /meet /the /unique /needs /of
/older /adult /patients. /According /to /complexity /principles, /what /would /be /the /best
/approach /to /take /in /making /this /change?
a. Leverage /the /hierarchical /management /position /to /get /unit /staff
/involved /in/assessment /and /planning.
b. Engage /involved /staff /at /all /levels /in /the /decision-making /process.
c. Focus /the /assessment /on /the /unit, /and /omit /the /hospital /and
/community/environment.
d. Hire /a /geriatric /specialist /to /oversee /and /control /the /project.
ANS: / B
Complexity /theory /suggests /that /systems /interact /and /adapt /and /that /decision /making
/occurs/throughout /the /systems, /as /opposed /to /being /held /in /a /hierarchy. /In /complexity
/theory, /everybody‘s /opinion /counts; /therefore, /all /levels /of /staff /would /be /involved /in
/decision /making.
DIF: Cognitive /Level: /Apply REF: /Page
/14/TOP: / Nursing /Process: /Implementation
N /R /I /G /B.C /M
U /S /N /T /area O /receives /a /phone /call /from /a /nurse /who
2. A /unit /manager /of /a /25-bed /medical/surgical
/has
called /in /sick /five /times /in /the /past /month. /He /tells /the /manager /that /he /very /much
/wants /to /come /to /work /when /scheduled, /but /must /often /care /for /his /wife, /who /is
/undergoing /treatment/for /breast /cancer. /In /the /practice /of /a /strengths-based /nursing
/leader, /what /would /be /the /best /approach /to /satisfying /the /needs /of /this /nurse, /other
/staff, /and /patients?
a. Line /up /agency /nurses /who /can /be /called /in /to /work /on /short /notice.
b. Place /the /nurse /on /unpaid /leave /for /the /remainder /of /his /wife‘s /treatment.
c. Sympathize /with /the /nurse‘s /dilemma /and /let /the /charge /nurse /know /that /this
/nurse/may /be /calling /in /frequently /in /the /future.
d. Work /with /the /nurse, /staffing /office, /and /other /nurses /to /arrange /his
/scheduled/days /off /around /his /wife‘s /treatments.
ANS: / D
Placing /the /nurse /on /unpaid /leave /may /threaten /physiologic /needs /and /demotivate /the
/nurse./Unsatisfactory /coverage /of /shifts /on /short /notice /could /affect /patient /care /and
/threaten /staff /members‘ /sense /of /competence. /Strengths-based /nurse /leaders /honour /the
/uniqueness /of /individuals, /teams, /systems, /and /organizations; /therefore /arranging /the
/schedule /around /the /wife‘s /needs /would /result /in /a /win-win /situation, /also /creating /a
/work /environment /that /promotes /the /health /of /all /the /nurses /and /facilitates /their
/development.
DIF: Cognitive /Level: /Analyze REF: /Page
/6/TOP: / Nursing /Process: /Implementation
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