Test Bank
Yoder-Wise’s Leading and Managing in
Canadian Nursing, 2nd Edition
by Janice Waddell and Walton
All Chapters 1-32
, TESTIBANKIFORIYODER-
WISE’SILEADINGIANDIMANAGINGIINICANADIANINURSING,I2NDIEDITION,IPATRICIAIS.IYODER
-WISE,IJANICEIWADDELL,INANCYIWALTON,
TableIofIContentsI
PartII:ICoreIConceptsI
Overview
1. Leading,IManaging,IandIFollowing
2. DevelopingItheIRoleIofILeader
3. DevelopingItheIRoleIofIManager
4. NursingILeadershipIandIIndigenousIHealth
5. PatientIFocus
Context
6. EthicalIIssues
7. LegalIIssues
8. MakingIDecisionsIandISolvingIProblems
9. HealthICareIOrganizations
10. UnderstandingIandIDesigningIOrganizationalIStructures
11. CulturalIDiversityIinIHealthICare
12. Power,IPolitics,IandIInfluence
PartIII:IManagingIResources
13. Caring,ICommunicating,IandIManagingIwithITechnology
14. ManagingICostsIandIBudgets
15. CareIDeliveryIStrategies
16. StaffingIandISchedulingI(availableIonlyIonIEvolve)
17. Selecting,IDeveloping,IandIEvaluatingIStaffI(availableIonlyIonIEvolve)
,PartIIII:IChangingItheIStatusIQuo
18. StrategicIPlanning,IGoal-Setting,IandIMarketing
19. NursesILeadingIChange:IAIRelationalIEmancipatoryIFrameworkIforIHealthIandISocialIAct
ion
20. BuildingITeamsIThroughICommunicationIandIPartnerships
21. CollectiveINursingIAdvocacy
22. UnderstandingIQuality,IRisk,IandISafety
23. TranslatingIResearchIintoIPractice
PartIIV:IInterpersonalIandIPersonalISkills
Interpersonal
24. UnderstandingIandIResolvingIConflict
25. ManagingIPersonal/PersonnelIProblems
26. WorkplaceIViolenceIandIIncivility
27. InterIandIIntraprofessionalIPracticeIandILeadingIinIProfessionalIPracticeISettings
Personal
28. RoleITransition
29. Self-Management:IStressIandITime
Future
30. ThrivingIforItheIFuture
31. LeadingIandIManagingIYourICareer
32. NursingIStudentsIasILeaders
, ChapterI01:ILeading,IManaging,IandIFollowing
Waddell/Walton:IYoder-
Wise’sILeadingIandIManagingIinICanadianINursing,ISecondIEdition
MULTIPLEICHOICE
1. AInurseImanagerIofIaI20-
bedImedicalIunitIfindsIthatI80%IofItheIpatientsIareIolderIadults.ISheIisIaskedItoIassessIandIadap
tItheIunitItoIbetterImeetItheIuniqueIneedsIofIolderIadultIpatients.IAccordingItoIcomplexityIprinci
ples,IwhatIwouldIbeItheIbestIapproachItoItakeIinImakingIthisIchange?
a. LeverageItheIhierarchicalImanagementIpositionItoIgetIunitIstaffIinvolvedIinIas
sessmentIandIplanning.
b. EngageIinvolvedIstaffIatIallIlevelsIinItheIdecision-makingIprocess.
c. FocusItheIassessmentIonItheIunit,IandIomitItheIhospitalIandIcommunityI
environment.
d. HireIaIgeriatricIspecialistItoIoverseeIandIcontrolItheIproject.
ANSWER:I B
ComplexityItheoryIsuggestsIthatIsystemsIinteractIandIadaptIandIthatIdecisionImakingIoccursIt
hroughoutItheIsystems,IasIopposedItoIbeingIheldIinIaIhierarchy.IInIcomplexityItheory,Ieverybo
dy’sIopinionIcounts;Itherefore,IallIlevelsIofIstaffIwouldIbeIinvolvedIinIdecisionImaking.
DIF: CognitiveILevel:IApply
REF:IPageI14ITOP:I NursingIProcess:IImplementatio
n
.
UISINIT IareaIreceives
O
2. AIunitImanagerIofIaI25-bedImedical/surgical IaIphoneIcallIfromIaInurseIwhoIhas
calledIinIsickIfiveItimesIinItheIpastImonth.IHeItellsItheImanagerIthatIheIveryImuchIwantsItoIcom
eItoIworkIwhenIscheduled,IbutImustIoftenIcareIforIhisIwife,IwhoIisIundergoingItreatmentIforIbrea
stIcancer.IInItheIpracticeIofIaIstrengths-
basedInursingIleader,IwhatIwouldIbeItheIbestIapproachItoIsatisfyingItheIneedsIofIthisInurse,Ioth
erIstaff,IandIpatients?
a. LineIupIagencyInursesIwhoIcanIbeIcalledIinItoIworkIonIshortInotice.
b. PlaceItheInurseIonIunpaidIleaveIforItheIremainderIofIhisIwife’sItreatment.
c. SympathizeIwithItheInurse’sIdilemmaIandIletItheIchargeInurseIknowIthatIthisInurseIm
ayIbeIcallingIinIfrequentlyIinItheIfuture.
d. WorkIwithItheInurse,IstaffingIoffice,IandIotherInursesItoIarrangeIhisIscheduledIda
ysIoffIaroundIhisIwife’sItreatments.
ANSWER:I D
PlacingItheInurseIonIunpaidIleaveImayIthreatenIphysiologicIneedsIandIdemotivateItheInurse.IU
nsatisfactoryIcoverageIofIshiftsIonIshortInoticeIcouldIaffectIpatientIcareIandIthreatenIstaffIme
mbers’IsenseIofIcompetence.IStrengths-
basedInurseIleadersIhonourItheIuniquenessIofIindividuals,Iteams,Isystems,IandIorganizations
;IthereforeIarrangingItheIscheduleIaroundItheIwife’sIneedsIwouldIresultIinIaIwin-
winIsituation,IalsoIcreatingIaIworkIenvironmentIthatIpromotesItheIhealthIofIallItheInursesIandIf
acilitatesItheirIdevelopment.
DIF: CognitiveILevel:IAnalyze
REF:IPageI6ITOP:I NursingIProcess:IImplementatio
