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Effective Leadership and Management in Nursing,9780805328332

Effective Leadership and Management in Nursing

by ; ;
ISBN13:

9780805328332

ISBN10:
0805328335
Format:
Paperback
Pub. Date:
1/1/2001
Publisher(s):
Prentice Hall
List Price: $47.00
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Summary

For courses in undergraduate Nursing Management and Leadership. This text provides an overall foundation on management and leadership for new nurses and nurses new to management. In today's rapidly changing health care system, declining revenues and increasing costs mandate that every organization use its resources efficiently. Nurses, as important providers of care, are facing greater challenges to manage fewer resources more effectively. Effective Leadership and Management in Nursing provides student with the necessary skills to make sound management decisions in a dynamic health care environment.

Table of Contents

PART I UNDERSTANDING NURSING MANAGEMENT AND ORGANIZATIONS 1(100)
Introduction to Nursing Management
2(6)
The Changing Health Care System
3(2)
Cost Containment
3(1)
Quality and Outcomes
4(1)
Rural Health Care
4(1)
Cultural Diversity
5(1)
Changes in Nursing
5(1)
Challenges for Nurse Managers
6(2)
Organizational Theory and Design
8(21)
Organizational Theories
9(4)
Classical Theory
9(2)
Neoclassical Theory
11(1)
Systems Theory
11(1)
Contingency Theory
12(1)
Chaos Theory
13(1)
Health Care Organizations
13(4)
Types of Health Care Organizations
13(3)
Interorganizational Relationships
16(1)
Diversification
16(1)
Organizational Structure
17(5)
Functional Structure
17(1)
Service-Integrated Structure
18(1)
Hybrid Structure
19(1)
Matrix Structure
19(1)
Parallel Structure
20(1)
Shared Governance
20(2)
Self-Organizing Structures
22(1)
Redesigning, Restructuring, and Reengineering
22(2)
Strategic Planning
24(1)
Values
25(1)
Vision
25(1)
Mission
25(1)
Philosophy
25(1)
Goals
25(1)
Organizational Environment and Culture
25(4)
Nursing Care Delivery Systems
29(12)
Types of Nursing Care Delivery Systems
30(11)
Functional Nursing
31(1)
Team Nursing
31(2)
Total Patient Care
33(1)
Primary Nursing
33(1)
Practice Partnerships
34(1)
Case Management
34(4)
Differentiated Practice
38(1)
Patient-Centered Care
39(2)
Leading and Managing
41(29)
Leaders and Managers
42(1)
Leadership
42(1)
Power: How Managers and Leaders Get Things Done
43(4)
Leadership Theories
47(11)
Trait Theories
47(1)
Behavioral Theories
47(3)
Contingency Theories
50(6)
Contemporary Theories
56(2)
Management Functions
58(4)
Classical Description
58(2)
Mintzberg's Behavioral Description
60(1)
A Contemporary Model of Managerial Work
61(1)
Roles and Functions of Nursing Managers
62(1)
Levels of Management
63(7)
First-Level Management
63(2)
Middle-Level Management
65(1)
Upper-Level Management
66(1)
Charge Nurse
67(1)
Staff Nurse
67(3)
Legal and Ethical Issues
70(18)
Laws and Ethics
71(1)
Ethical Decision Making
72(1)
Ethical Theories
72(1)
Ethical Principles
72(1)
The Legal System
73(3)
Sources of Law
73(1)
Types of Law
74(1)
Tort Law
75(1)
Liability
75(1)
Legal Issues in Nursing
76(12)
Nursing Licensure
76(1)
Patient Care Issues
77(2)
Management Issues
79(4)
Employment Issues
83(5)
Power and Politics
88(13)
Politics: The Art of Influencing
89(1)
A Framework for Political Action
90(3)
Politics in the Workplace
90(1)
Politics in Government
91(1)
Politics in Financing
91(1)
Politics in the Organization
91(1)
Politics in the Community
92(1)
Power and Leadership
93(1)
Image as Power
93(2)
Using Power to Increase your Professional Influence
95(2)
Why Power?
95(1)
Power plus Vision
96(1)
Applying Power and Politics to Managing Nursing Care
97(1)
How Nursing's Voice Can Become Powerful
97(2)
The Impact of Power and Politics on Nursing's Future
99(2)
PART II KEY SKILLS IN NURSING MANAGEMENT 101(162)
Budgeting and Resource Allocation
103(14)
The Budgeting Process
104(1)
Approaches to Budgeting
105(1)
Incremental Budget
105(1)
Zero-Based Budget
106(1)
Fixed or Variable Budgets
106(1)
The Operating Budget
106(2)
The Revenue Budget
106(1)
The Expense Budget
107(1)
Determining the Salary (Personnel) Budget
108(2)
Benefits
108(1)
Shift Differentials
108(1)
Overtime
109(1)
On-Call Hours
110(1)
Bonuses and Premiums
110(1)
Salary Increases
110(1)
Final Considerations
110(1)
Managing the Supply and Nonsalary Expense Budget
110(1)
Developing the Capital Budget
111(1)
Timetable for the Budgeting Process
111(1)
Monitoring Budgetary Performance during the Year
111(4)
Variance Analysis
113(2)
Position Control
115(1)
Staff Impact on Budgetary Performance
115(1)
Future Trends
115(2)
Effectiveness, Efficiency, and Productivity
117(16)
What Are Effectiveness, Efficiency, and Productivity in Health Care?
118(1)
Organizational Effectiveness in Health Care Today
118(4)
Health Care Inputs
119(1)
Health Care Outputs
119(2)
Output or Outcome?
121(1)
Effectiveness
121(1)
Efficiency
121(1)
What Is Nursing Productivity?
122(1)
Measuring Nursing Productivity
122(3)
Resources per Patient Day
122(1)
Utilization Rates
123(2)
Improving Nursing Effectiveness, Efficiency, and Productivity
125(8)
Changes in Use of Inputs
126(1)
Changes in the Process of Care
126(7)
Quality Management
133(17)
History of Quality Management
134(1)
Total Quality Management (TQM)
135(8)
TQM Characteristics
137(1)
Continuous Quality Improvement (CQI)
138(2)
Comprehensive Components of Quality Management
140(2)
CQI-How It Works: A Practical Example
142(1)
Risk Management
143(3)
A Risk Management Program
143(1)
Nursing's Role in Risk Management
144(1)
Examples of Risk
144(2)
Role of the Nurse Manager
146(2)
Key Behaviors for Handling Complaints
147(1)
A Caring Attitude
147(1)
Evaluation of Risk Management
148(2)
Problem Solving and Decision Making
150(22)
Critical Thinking
151(1)
Problem Solving
152(7)
Problem-Solving Methods
152(2)
The Problem-Solving Process
154(3)
Group Problem Solving
157(2)
Decision Making
159(9)
Types of Decisions
160(1)
Decision-Making Conditions
160(2)
The Decision-Making Process
162(1)
Decision-Making Techniques
163(1)
Group Decision Making
164(3)
Stumbling Blocks
167(1)
Creativity in Decision Making
168(4)
Characteristics of Creative Persons
168(1)
Managing Creativity in Health Care Settings
169(3)
Communication and Conflict
172(23)
Communication
173(5)
Modes of Communication
173(1)
Directions of Communication
174(1)
Factors Influencing Communication
175(3)
Assertiveness
178(1)
The Role of Communication in Leadership
179(1)
Communicating with Different Populations
179(6)
Subordinates
179(1)
Superiors
180(2)
Peers
182(1)
Medical Staff
182(2)
Other Health Care Personnel
184(1)
Patients and Families
184(1)
Difficult People
184(1)
Conflict
185(1)
Conflict Process Model
186(2)
Conflict Management
188(7)
Goals of Conflict Management
189(2)
Conflict Management Modes
191(1)
Other Conflict Management Techniques
191(4)
Using Management Information Systems
195(11)
Information Systems
196(2)
Management Information Systems
196(1)
Hospital Information Systems
196(1)
Expert Nursing Information Systems
196(1)
Benefits of Using Information Systems
196(1)
Obstacles Associated with Information Systems
197(1)
Computer Applications in Nursing
198(3)
Patient-Care Applications
198(1)
Nursing Management Systems
199(1)
Communication Systems
199(2)
Educational Applications
201(1)
Research Applications
201(1)
Software Selection and System Implementation
201(3)
Selecting a System: The Decision-Making Process
201(2)
Ethical and Social Considerations
203(1)
The Nurse Informatics Specialist
203(1)
Future Trends in Informatics
204(2)
Stress and Time Management
206(15)
The Nature of Stress
207(4)
Causes of Stress
208(2)
Role Conflict and Role Ambiguity
210(1)
Consequences of Stress
211(1)
Managing Stress
211(2)
Personal Methods
211(1)
Organizational Methods
212(1)
Time Management
213(8)
Goal Setting
213(1)
Delegation
214(1)
Time Analysis
214(1)
Setting Priorities
215(1)
Daily Planning and Scheduling
216(1)
Grouping Activities and Minimizing Routine Work
216(1)
Implementation
216(1)
Personal Organization and Self-Discipline
216(1)
Controlling Interruptions
217(1)
Paperwork
218(1)
Respecting Time
219(2)
Effective Delegation
221(12)
Defining Delegation
222(2)
Responsibility and Accountability
222(1)
Authority
223(1)
Differentiating Delegation from Work Allocation
224(1)
Benefits of Delegation
224(1)
Benefits to the Delegator
224(1)
Benefits to the Delegate
224(1)
Benefits to the Organization
224(1)
Benefits to the Patient
224(1)
The Delegation Process
224(3)
Identifying and Defining the Task and Level of Delegation
224(2)
Determining Who
226(1)
Describing Expectations
227(1)
Reaching Agreement
227(1)
Monitoring Performance and Providing Feedback
227(1)
Accepting Delegation
227(1)
Obstacles to Delegation
228(3)
A Nonsupportive Environment
228(1)
An Insecure Delegator
228(3)
An Unwilling Delegate
231(1)
Ineffective Delegation
231(1)
Underdelegation
231(1)
Reverse Delegation
231(1)
Overdelegation
231(1)
Liability and Delegation
231(2)
Building and Managing Teams
233(15)
Differentiating Groups from Teams
234(2)
Group and Team Processes
236(3)
Phases of Group and Team Development
236(2)
Team-Building
238(1)
Characteristics of Groups
239(4)
Norms
239(1)
Roles
240(1)
Communication in Groups
241(1)
How Groups Affect Individuals
241(1)
The Nurse Manager as Team Leader
242(1)
Group Task
243(1)
Group Size and Composition
243(1)
Managing Committees and Task Forces
243(3)
Guidelines for Conducting Meetings
244(1)
Managing Task Forces
245(1)
Patient Care Conferences
246(2)
Initiating and Managing Change
248(15)
Nurse as Change Agent
249(1)
Nurse as Entrepreneur
249(1)
The Process of Change
250(1)
Change Theories
250(2)
Lewin's Force-Field Model
250(1)
Lippitt's Phases of Change
250(2)
Havelock's Model
252(1)
Rogers' Diffusion of Innovations
252(1)
Using Change Theories in Nursing
252(1)
Planning Change
252(4)
Assessment
254(1)
Planning
255(1)
Implementation
255(1)
Evaluation
256(1)
Change Agent Strategies
256(2)
Power-Coercive Strategies
257(1)
Empirical-Rational Model
257(1)
Normative-Reeducative Strategies
257(1)
Change Agent Skills
258(1)
Responses to Change
258(1)
Politics of Change
259(4)
PART III HUMAN RESOURCE MANAGEMENT 263(104)
Recruiting and Selecting Staff
264(20)
The Recruitment and Selection Process
265(2)
Job Analysis
267(1)
Recruitment
268(2)
Where to Look
268(1)
How to Look-Recruiting Sources
269(1)
When to Look
269(1)
How to Sell the Organization
269(1)
Cross-Training as a Recruitment Strategy
270(1)
Interviewing
270(8)
Principles for Effective Interviewing
271(1)
Developing Structured Interview Guides
272(5)
Involving Staff in the Interview Process
277(1)
Interview Reliability and Validity
277(1)
Education, Experience, Licensure, and Physical Examinations
278(1)
Integration of Information
279(1)
Legality in Hiring
279(5)
Negligent Hiring
282(2)
Allocating Staff Resources
284(16)
Staffing and Scheduling
285(8)
Patient Classification Systems
285(3)
Determining Nursing Care Hours
288(1)
Determining FTEs
288(1)
Determining Staffing Mix
289(1)
Determining Distribution of Staff
289(2)
Scheduling
291(1)
Creative Staffing and Scheduling
291(1)
Supplemental Staff
291(2)
Turnover
293(7)
Measurement Issues
294(1)
Consequences of Turnover
294(1)
A Model of Employee Turnover
295(1)
Strategies for Controlling Turnover
296(1)
A Systems Perspective
296(4)
Performance Appraisal
300(25)
A Model of Job Performance
301(7)
Employee Motivation
301(1)
Motivational Theories
301(6)
Employee Ability
307(1)
Employee Performance
307(1)
The Performance Appraisal
308(7)
Evaluation Philosophy
309(1)
Components to Be Evaluated
310(1)
Specific Evaluation Methods
311(2)
Potential Appraisal Problems
313(2)
The Appraiser
315(1)
Documenting Performance
316(2)
Diagnosing Performance Problems
318(1)
The Performance Appraisal Interview
318(3)
Preparing for the Interview
318(2)
The Interview
320(1)
Key Behaviors for an Appraisal Interview
320(1)
Improving Appraisal Accuracy
321(1)
Appraiser Ability
321(1)
Appraiser Motivation
322(1)
Rules of Thumb
322(3)
Enhancing Employee Performance
325(15)
Staff Development
326(9)
Needs Assessment
326(1)
Planning
327(3)
Implementation
330(3)
Evaluation
333(1)
Designing Staff Development Programs for a Multicultural Staff
334(1)
Day-to-Day Coaching
335(1)
Dealing with a Policy or Procedure Violation
336(1)
Disciplining Employees
337(1)
Terminating Employees
337(3)
Managing Selected Personnel Problems
340(13)
Employees with Problems
341(5)
Overachievers or Super-Achievers
341(1)
Disgruntled Employees
341(1)
Overstressed Employees
341(1)
The Employee with a Substance Abuse Problem
342(4)
Absenteeism
346(5)
A Model of Employee Attendance
346(2)
Managing Employee Absenteeism
348(1)
Absenteeism Policies
349(1)
A Systems Perspective
350(1)
Family and Medical Leave
350(1)
Workplace Violence
351(2)
Collective Bargaining
353(14)
Federal Legal Structure for Labor-Management Relations
354(3)
Early Federal Regulations of Collective Bargaining
354(1)
National Labor Relations Act (Wagner Act)
354(1)
The Labor-Management Relations Act (Taft-Hartley Act)
355(1)
Labor Management Reporting and Disclosure Act
356(1)
Federal Sector Collective Bargaining
356(1)
1974 Health Care Amendments to Taft-Hartley
356(1)
Process of Unionization
357(3)
Selection of a Bargaining Agent
357(1)
Certification to Contract
358(1)
Contract Administration
358(1)
Decertification
358(1)
The Nurse Manager's Role
359(1)
The Grievance Process: An Example Strikes
360(1)
Major Issues in Collective Bargaining for Nurses
360(2)
Unit Determination
360(1)
Labor-Management Committees
361(1)
Definition of Supervisor
362(1)
Nurses, Unions, and Professional Associations
362(2)
Future of Collective Bargaining
364(3)
Index 367


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