Test Bank for Yoder-Wise’s Leading and Managing in Canadian Nursing (2nd Edition) by Patricia S. Yoder-Wise – Complete Chapters 1–32 | Leadership & Professional Practice Exam Prep

Test Bank For Yoder-Wise’s Leading And Managing In
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*Canadian Nursing, 2nd Edition,
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Patricia S. Yoder-Wise, Chapters 1 - 32
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, TESTBANKFORYODER-WISE’S LEADING AND MANAGINGINCANADIAN NURSING,
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2NDEDITION, PATRICIA S. YODER-WISE, JANICE WADDELL, NANCY WALTON,
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ISBN:9781771721684,
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ISBN:9781771721745,
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ISBN:9781771721677
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Table of Contents
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* PartI:CoreConcepts
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Overview
1. Leading,Managing, and Following * * *




2. Developingthe Role of Leader * * * *




3. Developingthe Roleof Manager * * * *




4. Nursing Leadership and Indigenous Health * * * *




5. PatientFocus *




Context
6. Ethical Issues *




7. Legal Issues *




8. MakingDecisions and SolvingProblems * * * *




9. HealthCare Organizations * *




10. Understandingand DesigningOrganizational Structures * * * *




11. Cultural Diversityin Health Care * * * *




12. Power,Politics, and Influence * * *




Part II:Managing Resources
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13. Caring, Communicating, and Managingwith Technology * * * * *




14. Managing Costs and Budgets * * *




15. CareDeliveryStrategies * *




16. Staffingand Scheduling(available onlyon Evolve) * * * * * *




17. Selecting, Developing, and EvaluatingStaff (available onlyon Evolve) * * * * * * * *

,Part III: Changing the Status Quo
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18. StrategicPlanning, Goal-Setting, andMarketing
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19. Nurses LeadingChange: A Relational EmancipatoryFrameworkfor Health and
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SocialAction
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20. BuildingTeams Through Communication and Partnerships
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21. CollectiveNursingAdvocacy * *




22. UnderstandingQuality, Risk, and Safety * * * *




23. TranslatingResearch into Practice * * *




Part IV: Interpersonal and Personal Skills
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Interpersonal
24. Understandingand ResolvingConflict * * *




25. ManagingPersonal/PersonnelProblems * *




26. WorkplaceViolence and Incivility * * *




27. Interand Intraprofessional Practiceand LeadinginProfessionalPractice Settings
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Personal
28. RoleTransition
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29. Self-Management:Stress andTime * * *




Future
30. Thrivingfor the Future * * *




31. Leadingand ManagingYour Career
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32. NursingStudents as Leaders
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, Chapter01: Leading, Managing, and Following
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Waddell/Walton:Yoder-Wise’s LeadingandManagingin CanadianNursing, * * * * * * *




SecondEdition
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MULTIPLE CHOICE *




1. A nurse manager of a 20-bed medical unit finds that 80% of the patients are olderadults. Sheis asked
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to assess and adapt the unit to better meet the unique needs of older adult patients. According to
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complexity principles, what would be the best approach to take in making this change?
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a. Leveragethe hierarchical management positionto getunit staffinvolved * * * * * * * * *




inassessment and planning.
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b. Engageinvolved staff at all levels in the decision-makingprocess. * * * * * * * * *




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




communityenvironment. * *




d. Hirea geriatricspecialist to oversee and control the project. * * * * * * * * *




ANSWER: B *




Complexitytheorysuggests that systems interact and adapt and that decision making * * * * * * * * * * *




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: CognitiveLevel: Apply * * REF: Page *




14TOP: Nursing Process: Implementation
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U S N T . O aphone call from a nursewhohas
2. A unit manager of a25-bed medical/surgical area receives
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called in sick five times in the past month. He tells the manager that he very much wants to come to
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work when scheduled, but must often careforhis 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 agencynurses who can be called in to work on short notice. * * * * * * * * * * * * *




b. Placethe nurseon unpaid leavefor the remainder of his wife’s treatment. * * * * * * * * * * * *




c. Sympathizewith the nurse’s dilemma and let the chargenurse know that this nursemay * * * * * * * * * * * * * *




be calling in frequentlyin the future.
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d. Work with the nurse, staffingoffice, and othernurses to arrangehis scheduleddays * * * * * * * * * * * * *




off around his wife’s treatments.
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ANSWER: D *




Placing thenurseon unpaid leavemaythreaten physiologic needs and demotivatethe
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nurse.Unsatisfactory coverage of shifts on short notice could affect patient care and threaten staff
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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 promotes
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the health of all the nurses and facilitates their development.
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DIF: CognitiveLevel: Analyze * * REF: Page *




6TOP: Nursing Process: Implementation
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