, TEST wBANK wFOR wYODER-WISE’S wLEADING wAND wMANAGING wIN wCANADIAN
wNURSING, w2NDwEDITION, wPATRICIA wS. wYODER-WISE, wJANICE wWADDELL,
wNANCY wWALTON,
ISBN: w9781771721684,
ISBN: w9781771721745,
ISBN: w9781771721677
Table wof wContents
wPart wI: wCore
wConceptswOverview
1. Leading, wManaging, wand wFollowing
2. Developing wthe wRole wof wLeader
3. Developing wthe wRole wof wManager
4. Nursing wLeadership wand wIndigenous wHealth
5. Patient wFocus
Context
6. Ethical wIssues
7. Legal wIssues
8. Making wDecisions wand wSolving wProblems
9. Health wCare wOrganizations
10. Understanding wand wDesigning wOrganizational wStructures
11. Cultural wDiversity win wHealth wCare
12. Power, wPolitics, wand wInfluence
Part wII: wManaging wResources
13. Caring, wCommunicating, wand wManaging wwith wTechnology
14. Managing wCosts wand wBudgets
15. Care wDelivery wStrategies
16. Staffing wand wScheduling w(available wonly won wEvolve)
17. Selecting, wDeveloping, wand wEvaluating wStaff w(available wonly won wEvolve)
,Part wIII: wChanging wthe wStatus wQuo
18. Strategic wPlanning, wGoal-Setting, wand wMarketing
19. Nurses wLeading wChange: wA wRelational wEmancipatory wFramework wfor wHealth
wand wSocialwAction
20. Building wTeams wThrough wCommunication wand wPartnerships
21. Collective wNursing wAdvocacy
22. Understanding wQuality, wRisk, wand wSafety
23. Translating wResearch winto wPractice
Part wIV: wInterpersonal wand wPersonal wSkills
Interpersonal
24. Understanding wand wResolving wConflict
25. Managing wPersonal/Personnel wProblems
26. Workplace wViolence wand wIncivility
27. Inter wand wIntraprofessional wPractice wand wLeading win wProfessional wPractice wSettings
Personal
28. Role wTransition
29. Self-Management: wStress wand wTime
Future
30. Thriving wfor wthe wFuture
31. Leading wand wManaging wYour wCareer
32. Nursing wStudents was wLeaders
, Yoder-Wise's wLeading wand wManaging win wCanadian wNursing w2nd wEdition wYoder-Wise
wTest wBank
Chapter w01: wLeading, wManaging, wand wFollowing
Waddell/Walton: wYoder-Wise’s wLeading wand wManaging win wCanadian wNursing,
wSecondwEdition
MULTIPLE wCHOICE
1. A wnurse wmanager wof wa w20-bed wmedical wunit wfinds wthat w80% wof wthe wpatients ware
wolder wadults. wShewis wasked wto wassess wand wadapt wthe wunit wto wbetter wmeet wthe
wunique wneeds wof wolder wadult wpatients. wAccording wto wcomplexity wprinciples, wwhat
wwould wbe wthe wbest wapproach wto wtake win wmaking wthis wchange?
a. Leverage wthe whierarchical wmanagement wposition wto wget wunit wstaff
winvolved winwassessment wand wplanning.
b. Engage winvolved wstaff wat wall wlevels win wthe wdecision-making wprocess.
c. Focus wthe wassessment won wthe wunit, wand womit wthe whospital wand
wcommunitywenvironment.
d. Hire wa wgeriatric wspecialist wto woversee wand wcontrol wthe wproject.
ANS: w B
Complexity wtheory wsuggests wthat wsystems winteract wand wadapt wand wthat wdecision
wmaking woccurswthroughout wthe wsystems, was wopposed wto wbeing wheld win wa whierarchy.
wIn wcomplexity wtheory, weverybody‘s wopinion wcounts; wtherefore, wall wlevels wof wstaff
wwould wbe winvolved win wdecision wmaking.
DIF: Cognitive wLevel: wApply REF: wPage
w14wTOP: w Nursing wProcess: wImplementation
N wR wI wG wB.C wM
U wwmedical/surgical
S wN wT Owarea wreceives wa wphone wcall wfrom wa
2. A wunit wmanager wof wa w25-bed
wnurse wwho whas
called win wsick wfive wtimes win wthe wpast wmonth. wHe wtells wthe wmanager wthat whe wvery
wmuch wwants wto wcome wto wwork wwhen wscheduled, wbut wmust woften wcare wfor whis
wwife, wwho wis wundergoing wtreatmentwfor wbreast wcancer. wIn wthe wpractice wof wa
wstrengths-based wnursing wleader, wwhat wwould wbe wthe wbest wapproach wto wsatisfying
wthe wneeds wof wthis wnurse, wother wstaff, wand wpatients?
a. Line wup wagency wnurses wwho wcan wbe wcalled win wto wwork won wshort wnotice.
b. Place wthe wnurse won wunpaid wleave wfor wthe wremainder wof whis wwife‘s wtreatment.
c. Sympathize wwith wthe wnurse‘s wdilemma wand wlet wthe wcharge wnurse wknow
wthat wthis wnursewmay wbe wcalling win wfrequently win wthe wfuture.
d. Work wwith wthe wnurse, wstaffing woffice, wand wother wnurses wto warrange whis
wscheduledwdays woff waround whis wwife‘s wtreatments.
ANS: w D
Placing wthe wnurse won wunpaid wleave wmay wthreaten wphysiologic wneeds wand
wdemotivate wthe wnurse.wUnsatisfactory wcoverage wof wshifts won wshort wnotice wcould
waffect wpatient wcare wand wthreaten wstaff wmembers‘ wsense wof wcompetence. wStrengths-
based wnurse wleaders whonour wthe wuniqueness wof windividuals, wteams, wsystems, wand
worganizations; wtherefore warranging wthe wschedule waround wthe wwife‘s wneeds wwould
wresult win wa wwin-win wsituation, walso wcreating wa wwork wenvironment wthat wpromotes
wthe whealth wof wall wthe wnurses wand wfacilitates wtheir wdevelopment.
DIF: Cognitive wLevel: wAnalyze REF: wPage
w6wTOP: w Nursing wProcess: wImplementation
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