Test Bank For Yoder-Wise’s Leading And Managing In
b b b b b b b
Canadian Nursing, 2nd Edition,
b b b b b
Patricia S. Yoder-Wise, Chapters 1 - 32
b b b b b b
, TEST bBANK bFOR bYODER-WISE’S bLEADING bAND bMANAGING bIN bCANADIAN bNURSING, b2NDbEDITION,
bPATRICIA bS. bYODER-WISE, bJANICE bWADDELL, bNANCY bWALTON,
ISBN: b9781771721684,
ISBN: b9781771721745,
ISBN: b9781771721677
Table bof bContents
Part bI: bCore bConcepts
b
Overview
b
1. Leading, bManaging, band bFollowing
2. Developing bthe bRole bof bLeader
3. Developing bthe bRole bof bManager
4. Nursing bLeadership band bIndigenous bHealth
5. Patient bFocus
Context
6. Ethical bIssues
7. Legal bIssues
8. Making bDecisions band bSolving bProblems
9. Health bCare bOrganizations
10. Understanding band bDesigning bOrganizational bStructures
11. Cultural bDiversity bin bHealth bCare
12. Power, bPolitics, band bInfluence
Part bII: bManaging bResources
13. Caring, bCommunicating, band bManaging bwith bTechnology
14. Managing bCosts band bBudgets
15. Care bDelivery bStrategies
16. Staffing band bScheduling b(available bonly bon bEvolve)
17. Selecting, bDeveloping, band bEvaluating bStaff b(available bonly bon bEvolve)
,Part bIII: bChanging bthe bStatus bQuo
18. Strategic bPlanning, bGoal-Setting, band bMarketing
19. Nurses bLeading bChange: bA bRelational bEmancipatory bFramework bfor bHealth band
bSocialb
Action
20. Building bTeams bThrough bCommunication band bPartnerships
21. Collective bNursing bAdvocacy
22. Understanding bQuality, bRisk, band bSafety
23. Translating bResearch binto bPractice
Part bIV: bInterpersonal band bPersonal bSkills
Interpersonal
24. Understanding band bResolving bConflict
25. Managing bPersonal/Personnel bProblems
26. Workplace bViolence band bIncivility
27. Inter band bIntraprofessional bPractice band bLeading bin bProfessional bPractice bSettings
Personal
28. Role bTransition
29. Self-Management: bStress band bTime
Future
30. Thriving bfor bthe bFuture
31. Leading band bManaging bYour bCareer
32. Nursing bStudents bas bLeaders
, Chapter 01: Leading, Managing, and Following
b b b b b
Waddell/Walton: Yoder-Wise’s Leading and Managing in Canadian Nursing, Second
b b b b b b b b
Edition
b
MULTIPLE bCHOICE
1. A bnurse bmanager bof ba b20-bed bmedical bunit bfinds bthat b80% bof bthe bpatients bare bolder
badults. bShebis basked bto bassess band badapt bthe bunit bto bbetter bmeet bthe bunique bneeds bof
bolder badult bpatients. bAccording bto bcomplexity bprinciples, bwhat bwould bbe bthe bbest
bapproach bto btake bin bmaking bthis bchange?
a. Leverage bthe bhierarchical bmanagement bposition bto bget bunit bstaff
binvolved binb assessment band bplanning.
b. Engage binvolved bstaff bat ball blevels bin bthe bdecision-making bprocess.
c. Focus bthe bassessment bon bthe bunit, band bomit bthe bhospital band
bcommunityb environment.
d. Hire ba bgeriatric bspecialist bto boversee band bcontrol bthe bproject.
ANSWER: b B
Complexity btheory bsuggests bthat bsystems binteract band badapt band bthat bdecision bmaking
boccursb
throughout bthe bsystems, bas bopposed bto bbeing bheld bin ba bhierarchy. bIn
bcomplexity btheory, beverybody’s bopinion bcounts; btherefore, ball blevels bof bstaff bwould bbe
binvolved bin bdecision bmaking.
DIF: Cognitive bLevel: bApply REF: bPage
b14b
TOP: b Nursing bProcess: bImplementation
U S N T. Ob b b
2. A bunit bmanager of a 25-bed medical/surgical area
b b b b b breceives ba bphone bcall bfrom ba bnurse
bwho bhas
called bin bsick bfive btimes bin bthe bpast bmonth. bHe btells bthe bmanager bthat bhe bvery bmuch
bwants bto bcome bto bwork bwhen bscheduled, bbut bmust boften bcare bfor bhis bwife, bwho bis
bundergoing btreatmentb for bbreast bcancer. bIn bthe bpractice bof ba bstrengths-based bnursing
bleader, bwhat bwould bbe bthe bbest bapproach bto bsatisfying bthe bneeds bof bthis bnurse, bother
bstaff, band bpatients?
a. Line bup bagency bnurses bwho bcan bbe bcalled bin bto bwork bon bshort bnotice.
b. Place bthe bnurse bon bunpaid bleave bfor bthe bremainder bof bhis bwife’s btreatment.
c. Sympathize bwith bthe bnurse’s bdilemma band blet bthe bcharge bnurse bknow bthat
bthis bnurseb may bbe bcalling bin bfrequently bin bthe bfuture.
d. Work bwith bthe bnurse, bstaffing boffice, band bother bnurses bto barrange bhis
bscheduledb days boff baround bhis bwife’s btreatments.
ANSWER: b D
Placing bthe bnurse bon bunpaid bleave bmay bthreaten bphysiologic bneeds band bdemotivate
bthe bnurse.b Unsatisfactory bcoverage bof bshifts bon bshort bnotice bcould baffect bpatient bcare
band bthreaten bstaff bmembers’ bsense bof bcompetence. bStrengths-based bnurse bleaders
bhonour bthe buniqueness bof bindividuals, bteams, bsystems, band borganizations; btherefore
barranging bthe bschedule baround bthe bwife’s bneeds bwould bresult bin ba bwin-win bsituation,
balso bcreating ba bwork benvironment bthat bpromotes bthe bhealth bof ball bthe bnurses band
bfacilitates btheir bdevelopment.
DIF: Cognitive bLevel: bAnalyze REF: bPage
