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TEST BANK COMPLETE- Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition (Janice I. Waddell, Nancy A. Walton · 2019) All Chapters 1-32$14.00
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TEST BANK COMPLETE- Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition (Janice I. Waddell, Nancy A. Walton · 2019) All Chapters 1-32
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Leading And Managing In Canadian Nursing, 2nd Ed.
TEST BANK COMPLETE- Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition (Janice I. Waddell, Nancy A. Walton · 2019) All Chapters 1-32
With Four Parts with 32 Chapters
TEST BANK COMPLETE_
Yoder-Wise’s Leading And Managing In Canadian Nursing, 2nd Edition,
Patricia S. Yoder-Wise, Janice Waddell, Nancy Walton
2nd Edition
,PART I: CORE CONCEPTS OVERVIEW 4
Chapter 01: Leading, Managing, And Following 4
Chapter 02: Developing The Role Of Leader 17
Chapter 03: Developing The Role Of Manager 24
Chapter 04: Nursing Leadership In Indigenous Health 36
Chapter 05: Patient Focus 46
CONTEXT 57
Chapter 06: Ethical Issues 57
Chapter 07: Legal Issues 66
Chapter 08: Making Decisions And Solving Problems 78
Chapter 09: Health Care Organizations 91
Chapter 10: Understanding And Designing Organizational Structures 96
Chapter 11: Cultural Diversity In Health Care 108
Chapter 12: Power, Politics, And Influence 119
PART II: MANAGING RESOURCES 130
Chapter 13: Caring And Communicating In Nursing With Technology 130
Chapter 14: Managing Costs And Budgets 138
Chapter 15: Care Delivery Strategies 152
Chapter 16: Staffing And Scheduling 165
Chapter 17: Selecting, Developing, And Evaluating Staff 177
PART III: CHANGING THE STATUS QUO 189
Chapter 18: Strategic Planning And Goal Setting 189
Chapter 19: Nursing Leading Change: A Relational Emancipatory Framework For Health And Social 201
Chapter 20: Building Teams Through Communication And Partnerships 212
Chapter 21: Collective Nursing Advocacy 224
Chapter 22: Understanding Quality, Risk, And Safety 236
Chapter 23: Translating Research Into Practice 246
,PART IV: INTERPERSONAL AND PERSONAL SKILLS 258
INTERPERSONAL 258
Chapter 24: Understanding And Resolving Conflict 258
Chapter 25: Managing Personnel Challenges 270
Chapter 26: Workplace Violence And Incivility 281
Chapter 27: Inter- And Intraprofessional Practice And Leading In Professional Practice Settings 292
PERSONAL 303
Chapter 28: Role Transition 303
Chapter 29: Self-Management: Stress And Time 316
FUTURE 327
Chapter 30: Thriving For The Future 327
Chapter 31: Leading And Managing Your Career 338
Chapter 32: Nursing Students As Leaders 348
, Part I: Core Concepts Overview
Chapter 01: Leading, Managing, And Following
Waddell/Walton: Yoder-Wise’s Leading And Managing In Canadian Nursing, Second Edition
Multiple Choice
1. A Nurse Manager Of A 20-Bed Medical Unit Finds That 80% Of The Patients Are Older Adults.
She Is Asked To Assess And Adapt The Unit To Better Meet The Unique Needs Of Older Adult
Patients. According To Complexity Principles, What Would Be The Best Approach To Take In
Making This Change?
A. Leverage The Hierarchical Management Position To Get Unit Staff Involved In Assessment And
Planning.
B. Engage Involved Staff At All Levels In The Decision-Making Process.
C. Focus The Assessment On The Unit, And Omit The Hospital And Community Environment.
D. Hire A Geriatric Specialist To Oversee And Control The Project.
ANS: B
Complexity Theory Suggests That Systems Interact And Adapt And That Decision Making Occurs
Throughout The Systems, As Opposed To Being Held In A Hierarchy. In Complexity Theory,
Everybody’s Opinion Counts; Therefore, All Levels Of Staff Would Be Involved In Decision Making.
Dif: Cognitive Level: Apply Ref: Page 14 Top: Nursing Process: Implementation
2. A Unit Manager Of A 25-Bed Medical/Surgical Area Receives A Phone Call From A Nurse Who
Has Called In Sick Five Times In The Past Month. He Tells The Manager That He Very Much Wants
To Come To Work When Scheduled, But Must Often Care For His Wife, Who Is Undergoing
Treatment For Breast Cancer. In The Practice Of A Strengths-Based Nursing Leader, What Would Be
The Best Approach To Satisfying The Needs Of This Nurse, Other Staff, And Patients?
A. Line Up Agency Nurses Who Can Be Called In To Work On Short Notice.
B. Place The Nurse On Unpaid Leave For The Remainder Of His Wife’s Treatment.
C. Sympathize With The Nurse’s Dilemma And Let The Charge Nurse Know That This Nurse May
Be Calling In Frequently In The Future.
D. Work With The Nurse, Staffing Office, And Other Nurses To Arrange His Scheduled Days Off
Around His Wife’s Treatments.
ANS: D
Placing The Nurse On Unpaid Leave May Threaten Physiologic Needs And Demotivate The Nurse.
Unsatisfactory Coverage Of Shifts On Short Notice Could Affect Patient Care And Threaten Staff
Members’ Sense Of Competence. Strengths-Based Nurse Leaders Honour The Uniqueness Of
Individuals, Teams, Systems, And Organizations; Therefore Arranging The Schedule Around The
Wife’s Needs Would Result In A Win-Win Situation, Also Creating A Work Environment That
Promotes The Health Of All The Nurses And Facilitates Their Development.
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