Yoder-Wise's Leading and Managing in Canadian Nursing 3rd Edition Yoder-
Chapter 21: Collective Nursing Advocacy
Waddell/Walton: Yoder-
Wise’s Leading and Managing in Canadian Nursing, Third Edition
MULTIPLE CHOICE
The staff members in a local emergency department are experiencing stress and burnout as t h
e result of excessive overtime. The staff decides to unionize to negotiate for better workin
conditions. Approximately what percentage of nurses in Canada are members of a union?
60%
70%
80%
90%
ANS: C
Today, 80% of nurses in Canada belong to unions today; nurses in managerial positions
are excluded from membership. Provincially, most nurses are represented by union stewa
rds or regional representatives elected to represent them within regions, practice settings
, or both.
DIF: Cognitive Level: Remember
REF: Page 379 TOP: Nursing Process: Assessme
nt
The emergency department nurses‘ decision to organize for the purpose of collecti v
e bargaining is being driven by a desire to:
Establish the staffing pattern that will be used.
Determine the hours that NoneRis wIi l l iGng tBo.wCork.M
Create a professional practiUce eSnviNronmTent . O
Protect against arbitrary discipline and termination.
ANS: C
Historically, nurses were reluctant to unionize. However, concern with safety of care and q
uality of care, especially when tension is present in a work environment, makes unionizatio
n more desirable. Of the major issues that have led to increased union activity in nursing,
o ne is a lack of professional autonomy and professional practice models.
DIF: Cognitive Level: Understand
REF: Page 379 TOP: Nursing Process: Assessme
nt
The emergency department staff decides to use a collective bargaining model for negotiatio n.
This model is characterized by:
An adversarial relationship.
Management decision-making.
A spirit of trust to negotiate in good faith.
An inability to resolve complaints.
ANS: C
Collective bargaining creates mutual obligations of employers and representatives of the e
mployees to meet at reasonable times to confer in good faith with regard to wages, hours, and
other terms and conditions of employment, or the negotiation of any agreement or any
question arising from those terms and conditions.
NURSINGTB.COM
,Yoder-Wise's Leading and Managing in Canadian Nursing 3rd Edition Yoder-
DIF: Cognitive Level: Understand
REF: Page 377 TOP: Nursing Process: Assessme
nt
The chief nursing officer uses the hospital‘s workplace advocacy to help the overwhelm e
d emergency department staff. Workplace advocacy is designed to assist nurses by:
Creating professional practice climates in their institutions.
Equipping them to practice in a rapidly changing environment.
Negotiating employment contracts.
Representing them in labour-management disputes.
ANS: B
Workplace advocacy encompasses a number of activities that enable nurses to control the p
ractice of nursing and to address challenges that they face in the practice setting. These acti
vities include career development, employment rights, employment opportunities, and the la
bour–
management relationship. The aim of workplace advocacy is to proactively equip nurses to
practise within a rapidly changing environment, rather than to negotiate contracts or provid
e representation in employment disputes.
DIF: Cognitive Level: Understand REF: Pages 382-
383 TOP: Nursing Process: Assessment
A group of staff nurses and a nurse manager represent a subculture in their facilit y
. Subcultures differ in regard to:
Organizational mission.
Approaches to conflict.
Quality patient care.
d. Union membership. NURSINGTB.COM
ANS: B
Organizational culture comprises value systems and subcultures within organizations. Subc
ultures differ with regard to core values, goals, and relationships, including approaches to is
s ues and conflicts. Subcultures of the organization all have the same organizational mission
, inasmuch as there is only one mission for the organization. Union membership is not relate
to subculture. Subcultures in health care institutions should not differ in regard to provid
ing high-quality patient care.
DIF: Cognitive Level: Understand
REF: Page 381 TOP: Nursing Process: Assessme
nt
A Magnet hospital surveys the staff about job satisfaction. This type of environment, in whi c
h nurses have authority and autonomy, is linked with:
Patient satisfaction with the health care organization.
Organizations with a limited number of nurse managers.
Private specialty organizations in urban areas.
Sophisticated academic health sciences universities.
ANS: A
Autonomy and authority in decision-
making that are consistent with scope of practice are linked both to higher job satisfaction
and to higher patient satisfaction with care. Job satisfaction is an important indicator of th
e quality of patient care.
NURSINGTB.COM
, Yoder-Wise's Leading and Managing in Canadian Nursing 3rd Edition Yoder-
DIF: Cognitive Level: Understand
REF: Page 380 TOP: Nursing Process: Assessme
nt
In a nurse managers‘ meeting, strategies for ways to help retain staff are discussed. O n
e strategy for assisting nurses in developing collective action skills is:
Accepting the practice of ―going along to get along.‖
Attending as many workshops as is practical.
Spending as much time as possible in clinical settings.
Taking the opportunity to work with a mentor.
ANS: D
Mentoring facilitates development and adoption of positive interaction and other skills that,
i n turn, facilitate good decision-making. Optimism, trust, and individual decision-
making are important in collective action and shared decision-
making and contribute to job satisfaction and lower turnover in staff.
DIF: Cognitive Level: Apply
REF: Page 381 TOP: Nursing Process: Implement
ation
Work environment factors have a direct effect on nurses‘ job satisfaction and the ability to
influence patient care, and is mainly influenced by the:
Negotiated employment contract.
Relationship between nurses and administration.
Nurse-to-patient ratio.
Organizational mission statement.
ANS: C
Work environment factors t hNat hRav e Ia d iGre c tBe.ffCec t oMn nurses‘ job satisfaction and the abil
UvbSvbNvbT vb
ityto influence patient care include supervisory support in patient care decisions and the pr
ovision of adequate staffing to provide quality care, positive working relationships with ph
ysicians and nurses, and a clear philosophy of nursing. All these factors are influenced b y the
relationship between nurses and administration.
DIF: Cognitive Level: Understand
REF: Page 381 TOP: Nursing Process: Assessme
nt
The emergency department staff members are concerned that working long hours without re st
puts patient safety at risk. One staff member decides that she will risk her job and beco me
a whistle-blower. Whistle-blowing is an appropriate recourse when management:
Disregards due process when disciplining a nurse.
Delays responding to repeated efforts to provide safe care. Hires
nurses who are not a part of the union during a strike. Refuses to
bargain in good faith with the elected bargaining agent.
ANS: B
Whistle-
blowing is often a result of organizational failure, including failure of the organization in r
esponding to serious danger or wrongdoing created within the environment, which, in this
i nstance, involves conditions that put patient safety at risk.
DIF: Cognitive Level: Understand
REF: Page 383 TOP: Nursing Process: Assessme
nt
NURSINGTB.COM
Chapter 21: Collective Nursing Advocacy
Waddell/Walton: Yoder-
Wise’s Leading and Managing in Canadian Nursing, Third Edition
MULTIPLE CHOICE
The staff members in a local emergency department are experiencing stress and burnout as t h
e result of excessive overtime. The staff decides to unionize to negotiate for better workin
conditions. Approximately what percentage of nurses in Canada are members of a union?
60%
70%
80%
90%
ANS: C
Today, 80% of nurses in Canada belong to unions today; nurses in managerial positions
are excluded from membership. Provincially, most nurses are represented by union stewa
rds or regional representatives elected to represent them within regions, practice settings
, or both.
DIF: Cognitive Level: Remember
REF: Page 379 TOP: Nursing Process: Assessme
nt
The emergency department nurses‘ decision to organize for the purpose of collecti v
e bargaining is being driven by a desire to:
Establish the staffing pattern that will be used.
Determine the hours that NoneRis wIi l l iGng tBo.wCork.M
Create a professional practiUce eSnviNronmTent . O
Protect against arbitrary discipline and termination.
ANS: C
Historically, nurses were reluctant to unionize. However, concern with safety of care and q
uality of care, especially when tension is present in a work environment, makes unionizatio
n more desirable. Of the major issues that have led to increased union activity in nursing,
o ne is a lack of professional autonomy and professional practice models.
DIF: Cognitive Level: Understand
REF: Page 379 TOP: Nursing Process: Assessme
nt
The emergency department staff decides to use a collective bargaining model for negotiatio n.
This model is characterized by:
An adversarial relationship.
Management decision-making.
A spirit of trust to negotiate in good faith.
An inability to resolve complaints.
ANS: C
Collective bargaining creates mutual obligations of employers and representatives of the e
mployees to meet at reasonable times to confer in good faith with regard to wages, hours, and
other terms and conditions of employment, or the negotiation of any agreement or any
question arising from those terms and conditions.
NURSINGTB.COM
,Yoder-Wise's Leading and Managing in Canadian Nursing 3rd Edition Yoder-
DIF: Cognitive Level: Understand
REF: Page 377 TOP: Nursing Process: Assessme
nt
The chief nursing officer uses the hospital‘s workplace advocacy to help the overwhelm e
d emergency department staff. Workplace advocacy is designed to assist nurses by:
Creating professional practice climates in their institutions.
Equipping them to practice in a rapidly changing environment.
Negotiating employment contracts.
Representing them in labour-management disputes.
ANS: B
Workplace advocacy encompasses a number of activities that enable nurses to control the p
ractice of nursing and to address challenges that they face in the practice setting. These acti
vities include career development, employment rights, employment opportunities, and the la
bour–
management relationship. The aim of workplace advocacy is to proactively equip nurses to
practise within a rapidly changing environment, rather than to negotiate contracts or provid
e representation in employment disputes.
DIF: Cognitive Level: Understand REF: Pages 382-
383 TOP: Nursing Process: Assessment
A group of staff nurses and a nurse manager represent a subculture in their facilit y
. Subcultures differ in regard to:
Organizational mission.
Approaches to conflict.
Quality patient care.
d. Union membership. NURSINGTB.COM
ANS: B
Organizational culture comprises value systems and subcultures within organizations. Subc
ultures differ with regard to core values, goals, and relationships, including approaches to is
s ues and conflicts. Subcultures of the organization all have the same organizational mission
, inasmuch as there is only one mission for the organization. Union membership is not relate
to subculture. Subcultures in health care institutions should not differ in regard to provid
ing high-quality patient care.
DIF: Cognitive Level: Understand
REF: Page 381 TOP: Nursing Process: Assessme
nt
A Magnet hospital surveys the staff about job satisfaction. This type of environment, in whi c
h nurses have authority and autonomy, is linked with:
Patient satisfaction with the health care organization.
Organizations with a limited number of nurse managers.
Private specialty organizations in urban areas.
Sophisticated academic health sciences universities.
ANS: A
Autonomy and authority in decision-
making that are consistent with scope of practice are linked both to higher job satisfaction
and to higher patient satisfaction with care. Job satisfaction is an important indicator of th
e quality of patient care.
NURSINGTB.COM
, Yoder-Wise's Leading and Managing in Canadian Nursing 3rd Edition Yoder-
DIF: Cognitive Level: Understand
REF: Page 380 TOP: Nursing Process: Assessme
nt
In a nurse managers‘ meeting, strategies for ways to help retain staff are discussed. O n
e strategy for assisting nurses in developing collective action skills is:
Accepting the practice of ―going along to get along.‖
Attending as many workshops as is practical.
Spending as much time as possible in clinical settings.
Taking the opportunity to work with a mentor.
ANS: D
Mentoring facilitates development and adoption of positive interaction and other skills that,
i n turn, facilitate good decision-making. Optimism, trust, and individual decision-
making are important in collective action and shared decision-
making and contribute to job satisfaction and lower turnover in staff.
DIF: Cognitive Level: Apply
REF: Page 381 TOP: Nursing Process: Implement
ation
Work environment factors have a direct effect on nurses‘ job satisfaction and the ability to
influence patient care, and is mainly influenced by the:
Negotiated employment contract.
Relationship between nurses and administration.
Nurse-to-patient ratio.
Organizational mission statement.
ANS: C
Work environment factors t hNat hRav e Ia d iGre c tBe.ffCec t oMn nurses‘ job satisfaction and the abil
UvbSvbNvbT vb
ityto influence patient care include supervisory support in patient care decisions and the pr
ovision of adequate staffing to provide quality care, positive working relationships with ph
ysicians and nurses, and a clear philosophy of nursing. All these factors are influenced b y the
relationship between nurses and administration.
DIF: Cognitive Level: Understand
REF: Page 381 TOP: Nursing Process: Assessme
nt
The emergency department staff members are concerned that working long hours without re st
puts patient safety at risk. One staff member decides that she will risk her job and beco me
a whistle-blower. Whistle-blowing is an appropriate recourse when management:
Disregards due process when disciplining a nurse.
Delays responding to repeated efforts to provide safe care. Hires
nurses who are not a part of the union during a strike. Refuses to
bargain in good faith with the elected bargaining agent.
ANS: B
Whistle-
blowing is often a result of organizational failure, including failure of the organization in r
esponding to serious danger or wrongdoing created within the environment, which, in this
i nstance, involves conditions that put patient safety at risk.
DIF: Cognitive Level: Understand
REF: Page 383 TOP: Nursing Process: Assessme
nt
NURSINGTB.COM
