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Test Bank for Leading and Managing in Nursing 7th Edition by Yoder Wise

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Test Bank for Leading and Managing in Nursing 7th Edition by Yoder Wise

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  • ISBN-10 ‏ : ‎ 0323449131
  • ISBN-13 ‏ : ‎ 978-0323449137
  • Author: Yoder Wise

Help students prepare for the NCLEX® and their transition to practice! Organized around the issues in today’s constantly changing healthcare environment Leading and Managing in Nursing, 7th Edition, offers an innovative approach to leading and managing by merging theory, research, and practical application. This cutting-edge text includes coverage of patient safety, consumer relationships, cultural diversity, resource management delegation, and communication. In addition, it provides just the right amount of information to equip students with the tools they need to master leadership and management, which will better prepare them for clinical practice.

 

Table of Content:

  1. Part 1: Overview
  2. 1: Leading, Managing, and Following
  3. Introduction
  4. Theory development in leading, managing, and following
  5. Leading, managing, and following—different but related
  6. Traditional and emerging leadership and management roles
  7. Leading, managing, and following in a diverse organization
  8. Conclusion
  9. Reflections
  10. The evidence
  11. Tips for leading, managing, and following
  12. 2: Clinical Safety: The Core of Leading, Managing, and Following
  13. Introduction
  14. The classic reports and emerging supports
  15. Other key agencies and endeavors
  16. Meaning for leading and managing in nursing
  17. Conclusion
  18. Reflections
  19. The evidence
  20. Tips for clinical safety
  21. 3: Legal and Ethical Issues
  22. Introduction
  23. Professional nursing practice: nurse practice acts
  24. Negligence and malpractice
  25. Informed consent
  26. Privacy and confidentiality
  27. Policies and procedures
  28. Employment laws
  29. Professional nursing practice: ethics
  30. Conclusion
  31. Reflections
  32. The evidence
  33. Tips for incorporating legal and ethical issues in practice settings
  34. 4: Cultural Diversity and Inclusion in Health Care
  35. Introduction
  36. Concepts and principles
  37. Theory
  38. National and global directives
  39. Special issues
  40. Language
  41. Meaning of diversity in the organization
  42. Cultural relevance in the workplace
  43. Individual and societal factors
  44. Dealing effectively with cultural diversity
  45. Implications in the workplace
  46. Conclusion
  47. Reflections
  48. The evidence
  49. Tips for incorporating cultural diversity in health care
  50. Part 2: Know Yourself
  51. 5: Gaining Personal Insight: The Beginning of Being a Leader
  52. Introduction
  53. Informal and formal leadership
  54. The core of learning to be a leader
  55. Gaining insight into self
  56. Becoming an authentic leader
  57. Conclusion
  58. Reflections
  59. The evidence
  60. Tips for Gaining Personal Insight
  61. 6: Being an Effective Follower
  62. Introduction
  63. Research on followership
  64. Followership theories
  65. Differences between leading and following
  66. Leader–follower relationship
  67. Conclusion
  68. Reflections
  69. The evidence
  70. Tips on how to be an effective follower
  71. 7: Managing Self: Stress and Time
  72. Introduction
  73. Emotional intelligence
  74. Understanding stress
  75. Definition of stress
  76. Sources of job stress
  77. Dynamics of stress
  78. Management of stress
  79. Burnout
  80. Resolution of stress
  81. Management of time
  82. Conclusion
  83. Reflections
  84. The evidence
  85. Tips for self-management
  86. 8: Communication and Conflict
  87. Introduction
  88. Effective communication within healthcare settings
  89. Types of conflict
  90. Stages of conflict
  91. Categories of conflict
  92. Modes of conflict resolution
  93. Differences of conflict-handling styles among nurses
  94. The role of the leader
  95. Managing incivility, lateral violence, and bullying
  96. Conclusion
  97. Reflections
  98. The evidence
  99. Tips for effective communication and addressing conflict
  100. 9: Power, Politics, and Influence
  101. Introduction
  102. History
  103. Power
  104. Empowerment
  105. Sharing Power
  106. Personal power strategies
  107. Exercising Power and Influence in the Workplace and Other Organizations
  108. Conclusion
  109. Reflections
  110. The evidence
  111. Tips for using influence
  112. Part 3: Know the Organization
  113. 10: Healthcare Organizations
  114. Introduction
  115. Characteristics and types of organizations
  116. Integration
  117. Acquisitions and mergers
  118. Forces that influence healthcare organizations
  119. Theoretical Perspectives
  120. Nursing role and function changes
  121. Conclusion
  122. Reflections
  123. The evidence
  124. Tips for healthcare organizations
  125. 11: Organizational Structures
  126. Introduction
  127. Mission
  128. Vision
  129. Philosophy
  130. Organizational culture
  131. Factors influencing organizational development
  132. Characteristics of organizational structures
  133. Bureaucracy
  134. Types of organizational structures
  135. Emerging fluid relationships
  136. Conclusion
  137. Reflections
  138. The evidence
  139. Tips for understanding organizational structures
  140. 12: Care Delivery Strategies
  141. Introduction
  142. Historical methods of organizing nursing care
  143. Leadership during implementation of a model of care
  144. Organizational strategies influencing care delivery
  145. Positive care delivery systems
  146. Transitional care
  147. Interprofessional education and collaboration
  148. Conclusion
  149. Reflections
  150. The evidence
  151. Tips for selecting a care delivery model
  152. 13: Staffing and Scheduling
  153. Introduction
  154. The staffing process
  155. Evaluation of effective staffing
  156. Factors in staffing that influence patient outcomes
  157. Supplemental (agency or contract) staff and float pools
  158. Organizational factors that affect staffing plans
  159. Developing a staffing budget
  160. Scheduling
  161. Evaluating unit staffing and productivity
  162. Conclusion
  163. Reflections
  164. The evidence
  165. Tips for staffing and scheduling
  166. 14: Workforce Engagement Through Collective Action and Governance
  167. Introduction
  168. Nurses as knowledge workers
  169. Professional practice responsibility
  170. Workplace advocacy, engagement, and empowerment
  171. Shared governance
  172. Collective action, collective bargaining, and unionization in nursing
  173. Healthy work environments
  174. Conclusion
  175. Reflections
  176. The evidence
  177. Tips for workforce engagement and collective action
  178. Part 4: Use Your Skills
  179. 15: Making Decisions and Solving Problems
  180. Introduction
  181. Differentiation of decision making and problem solving
  182. Decision making
  183. Problem solving
  184. Conclusion
  185. Reflections
  186. The evidence
  187. Tips for decision making and problem solving
  188. 16: The Impact of Technology
  189. Introduction
  190. Types of technologies
  191. Knowledge technology
  192. Information systems
  193. Informatics
  194. Patient safety
  195. Impact of clinical information systems
  196. Safely implementing health information technology
  197. Future trends and professional issues
  198. Professional, ethical nursing practice and new technologies
  199. Conclusion
  200. Reflections
  201. The evidence
  202. Tips for managing information and technology
  203. 17: Delegating: Authority, Accountability, and Responsibility in Delegation Decisions
  204. Introduction
  205. Historical perspective
  206. Definitions
  207. Assignment versus delegation
  208. NCSBN model: an organizational framework for delegation
  209. Effective communication: an essential competency for successful delegation
  210. Delegation and the decision-making process in nursing
  211. Organizational and individual accountability
  212. Legal authority to delegate
  213. Learning how to delegate: different strategies for success
  214. Conclusion
  215. Reflections
  216. The evidence
  217. Implications for practice
  218. Tips for delegating
  219. 18: Leading Change
  220. Introduction
  221. The nature of change
  222. The change process
  223. People and change
  224. Context and change
  225. Leadership and change
  226. Conclusion
  227. Reflections
  228. The evidence
  229. Tips for leading change
  230. 19: Building Effective Teams
  231. Introduction
  232. Groups and teams
  233. Creating effective teams
  234. Key concepts of teams
  235. Issues that affect team functioning
  236. Interprofessional teams
  237. The value of team-building
  238. The role of leadership
  239. Conclusion
  240. Reflections
  241. The evidence
  242. Tips for team building
  243. 20: Managing Costs and Budgets
  244. Introduction
  245. What escalates healthcare costs
  246. How health care is financed
  247. Healthcare reimbursement
  248. The changing healthcare economic environment
  249. Why profit is necessary
  250. Cost-conscious nursing practices
  251. Budgets
  252. Conclusion
  253. Reflections
  254. The evidence
  255. Tips for managing costs and budgets
  256. 21: Selecting, Developing, and Evaluating Staff
  257. Introduction
  258. Roles in an organization
  259. Selection of staff
  260. Developing staff
  261. Performance appraisals
  262. Coaching
  263. Conclusion
  264. Reflections
  265. The evidence
  266. Tips for selecting, developing, and evaluating staff
  267. 22: Person-Centered Care
  268. Introduction
  269. Person-centered care—why now?
  270. Initiatives to deliver person-centered care
  271. Challenges in the delivery of person-centered care
  272. Patient engagement
  273. Nurses in the delivery of person-centered care
  274. Synthesis and application
  275. Conclusion
  276. Reflections
  277. The evidence
  278. Tips for competent person-centered care
  279. 23: Managing Quality and Risk
  280. Introduction
  281. Quality management in health care
  282. Benefits of quality management
  283. Planning for quality management
  284. Evolution of quality management
  285. Quality management principles
  286. Customers
  287. The quality improvement process
  288. Quality assurance
  289. Risk management
  290. Conclusion
  291. Reflections
  292. The evidence
  293. Tips for quality management
  294. 24: Translating Research Into Practice
  295. Introduction
  296. From using research to evidence-based practice
  297. Development of evidence-based practice
  298. Comparative effectiveness research
  299. Practice-based evidence
  300. Participatory action research
  301. Quality improvement
  302. Evaluating evidence
  303. Organizational strategies to embed evidence-based practice into organizations
  304. Issues for nurse leaders and managers
  305. Conclusion
  306. Reflections
  307. The evidence
  308. Tips for developing skill in using evidence and translating research into practice
  309. 25: Managing Personal and Personnel Problems
  310. Introduction
  311. Personal/personnel problems
  312. Documentation
  313. Progressive discipline
  314. Termination
  315. Conclusion
  316. Reflections
  317. The evidence
  318. Tips in the documentation of problems
  319. Part 5: Prepare for the Future
  320. 26: Role Transition
  321. Introduction
  322. Types of roles
  323. Roles: The ABCs of understanding roles
  324. Role transition process
  325. Strategies to promote role transition
  326. Conclusion
  327. Reflections
  328. The evidence
  329. Tips for role transition
  330. 27: Managing Your Career
  331. Introduction
  332. A career framework
  333. Career theory
  334. Professional development
  335. Contributing through scholarly activities and research
  336. Career marketing strategies
  337. Conclusion
  338. Reflections
  339. The evidence
  340. Tips for a successful career
  341. 28: Developing the Role of Leader
  342. Introduction
  343. What is a leader?
  344. The practice of leadership
  345. Leadership development
  346. Leadership development model
  347. Surviving and thriving as a leader
  348. The nurse as leader
  349. Conclusion
  350. Reflections
  351. The evidence
  352. Tips for becoming a leader
  353. 29: Developing the Role of Manager
  354. Introduction
  355. The definition of management
  356. Nurse manager as change leader
  357. Nurse manager role and the intergenerational workforce
  358. The nurse manager and interprofessional collaboration
  359. Building a positive work environment
  360. Consuming research
  361. Organizational culture
  362. Mentoring
  363. Day-to-day management challenges
  364. Managing resources
  365. Technology and informatics
  366. Dashboards and decision support tools
  367. Budgets and finance
  368. Quality indicators
  369. Professionalism
  370. Conclusion
  371. Reflections
  372. The evidence
  373. Tips for implementing the role of nurse manager
  374. 30: The Strategic Planning Process
  375. Introduction
  376. Strategic planning
  377. Reasons for strategic planning
  378. Phases of the strategic planning process
  379. Conclusion
  380. Reflections
  381. The evidence
  382. Tips for developing and executing a strategic plan for nursing
  383. 31: Thriving for the Future
  384. Introduction
  385. Leadership demands for the future
  386. Leadership strengths for the future
  387. Visioning, forecasting, and innovation
  388. The wise forecast model©
  389. Shared vision
  390. Projections for the future
  391. Conclusion
  392. Reflections
  393. Tips for the Thriving in the future
  394. The evidence
  395. Index

 

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