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Test Bank for Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise / Ch. 1-32 / Pages 296
Test Bank for Leading and Managing in Canadian Nursing 2nd Edition Yoder-Wise / Ch. 1-32 / Pages 296
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, TEST k BANK FOR YODER-WISE’Sk LEADING AND MANAGING IN
k k k k k
k CANADIAN NURSING, 2ND EDITION, PATRICIAk S. YODER-WISE, k k k k k
k JANICE WADDELL, NANCY WALTON,
k k k
ISBN: k 9781771721684,
ISBN: k 9781771721745,
ISBN: k 9781771721677
Table k of
k Contents Part I: k k
k Core Concepts
k
Overview
k
1. Leading, k Managing, k and k Following
2. Developing k the k Role k of k Leader
3. Developing k the k Role k of k Manager
4. Nursing k Leadership k and k Indigenous k Health
5. Patient k Focus
Context
6. Ethical k Issues
7. Legal k Issues
8. Making k Decisions k and k Solving k Problems
9. Health k Care k Organizations
10. Understanding k and k Designing k Organizational k Structures
11. Cultural k Diversity k in k Health k Care
12. Power, k Politics, k and k Influence
Part k II: k Managing k Resources
13. Caring, k Communicating, k and k Managing k with k Technology
14. Managing k Costs k and k Budgets
15. Care k Delivery k Strategies
16. Staffing k and k Scheduling k (available k only k on k Evolve)
17. Selecting, k Developing, k and k Evaluating k Staff k (available k only k on k Evolve)
,Part k III: k Changing k the k Status k Quo
18. Strategic k Planning, k Goal-Setting, k and k Marketing
19. Nurses Leading Change: A
k k k k Relational k Emancipatory k Framework
kfor Health and Social Action
k k k k
20. Building k Teams k Through k Communication k and k Partnerships
21. Collective k Nursing k Advocacy
22. Understanding k Quality, k Risk, k and k Safety
23. Translating k Research k into k Practice
Part k IV: k Interpersonal k and k Personal k Skills
Interpersonal
24. Understanding k and k Resolving k Conflict
25. Managing k Personal/Personnel k Problems
26. Workplace k Violence k and k Incivility
27. Inter and k k Intraprofessional k Practice k and k Leading k in k Professional k Practice
Settings
k
Personal
28. Role k Transition
29. Self-Management: k Stress k and k Time
Future
30. Thriving k for k the k Future
31. Leading k and k Managing k Your k Career
32. Nursing k Students k as k Leaders
, Yoder-Wise's Leading and Managing in Canadian Nursing 2nd Edition
Yoder-Wise
Chapter 01: Leading, Managing, and Following
k k k k k
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian k k k k k k
Nursing, Second Edition
k k k
MULTIPLE k CHOICE
1. A nurse manager of a 20-bed medical unit finds that 80%
k k k k k k k k k k
of the patients are older adults. She is asked to assess and
k k k k k k k k k k k k
adapt the unit to better meet the unique needs of older adult
k k k k k k k k k k k k
patients. According to complexity principles, what would be the
k k k k k k k k k
best approach to take in making this change?
k k k k k k k k
a. Leverage the hierarchical management position to get k k k k k k
unit staff involved in assessment and planning.
k k k k k k k
b. Engage involved staff at all levels in the decision-making process.
k k k k k k k k k
c. Focus the assessment on the unit, and omit the k k k k k k k k
hospital and community environment.
k k k k
d. Hire a geriatric specialist to oversee and control the project.
k k k k k k k k k
ANS: B
Complexity theory suggests that systems interact and adapt and k k k k k k k k
that decision making occurs throughout the systems, as opposed to
k k k k k k k k k k
being held in a hierarchy. In complexity theory, everybody‘s
k k k k k k k k k
opinion counts; therefore, all levels of staff would be involved
k k k k k k k k k k
in decision making.
k k k
DIF: Cognitive Level: Apply k k REF:
Page 14 TOP:
k k k Nursing
Process: Implementation
k k
NRIwGwB.CwM
unit manager of aUS25-bedNT O
k k k k k
2. A k medical/surgical
k area receives a k k
k
k
k k
k k k k
phone call from a nurse who has
k k k k k k k
called in sick five times in the past month. He tells the
k k k k k k k k k k k
manager that he very much wants to come to work when
k k k k k k k k k k k
scheduled, but must often care for his wife, who is undergoing
k k k k k k k k k k k
treatment for breast cancer. In the practice of a strengths-based
k k k k k k k k k k
nursing leader, what would
k be the best approach to satisfying
k k k k k k k k k
the needs of this nurse, other staff, and patients?
k k k k k k k k k
a. Line up agency nurses who can be called in to work on short
k k k k k k k k k k k k
notice.
k
b. Place the nurse on unpaid leave for the remainder of his wife‘s
k k k k k k k k k k k
treatment.
k
c. Sympathize with the nurse‘s dilemma and let the charge k k k k k k k k
nurse know that this nurse may be calling in frequently
k k k k k k k k k k
in the future.
k k k
d. Work with the nurse, staffing office, and other nurses
k k k k k k k k
to arrange his scheduled days off around his wife‘s
k k k k k k k k k
treatments.
k
ANS: k k D
Placing the nurse on unpaid leave may threaten physiologic
k k k k k k k k
kneeds and demotivate the nurse. Unsatisfactory coverage of shifts
k k k k k k k k
kon short notice could affect patient care and threaten staff
k k k k k k k k k
kmembers‘ sense of competence. Strengths- based nurse leaders k k k k k k k
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