CART

(0) items

Leadership and Management in Nursing,9780130617774

Leadership and Management in Nursing

by ;
Edition:
3rd
ISBN13:

9780130617774

ISBN10:
0130617776
Format:
Paperback
Pub. Date:
1/1/2003
Publisher(s):
Prentice Hall
List Price: $53.00
More New and Used
from Private Sellers
Starting at $0.01

Rent Textbook

We're Sorry
Sold Out

Used Textbook

We're Sorry
Sold Out

eTextbook

We're Sorry
Not Available

New Textbook

We're Sorry
Sold Out

Related Products


  • Leadership and Management in Nursing
    Leadership and Management in Nursing




Summary

This book utilizes widely accepted models of leadership, and recognizes time-related changes that have occurred in health care delivery and how nursing is practiced. An emphasis on the workplace covers legal and ethical issues, as well as improving human relationship skills.A four-part organization presents readers with comprehensive coverage:Part Icovers the new health care system, leadership theory, the interactive processes of leadership, and ethics;Part IIprovides an overview of organization and management;Part IIIincludes managers' responsibilities; andPart IVintroduces learners to the management of resources.For staff nurses.

Table of Contents

Preface xvii
Acknowledgments xix
Contributors xxi
Reviewers xxiii
UNIT 1: Leadership 1(120)
The New Health Care System; Challenge to Nursing Leadership
3(20)
Introduction
3(1)
Key Concepts
4(1)
Managed Care
5(1)
Health Care Reform
5(2)
Managed Care Characteristics
7(3)
Managed Care Organizations
9(1)
Health Maintenance Organizations (HMOs)
9(1)
Characteristics of the Health Care System
10(2)
Professional Issues: The Nursing Shortage
11(1)
Health Care Priorities
12(2)
Forecast for Health Care
14(1)
Nursing Leadership's Heritage
15(3)
Challenge to Nursing
16(1)
Leadership Framework
17(1)
Differentiating Leadership and Management
17(1)
Case Studies
18(1)
Summary
19(1)
Learner Exercises
20(1)
References
21(2)
Leadership Theory
23(27)
Introduction
23(1)
Key Concepts
23(1)
Definition of Leadership
24(13)
Leadership Theory
25(1)
Great Man Theory of Leadership
25(1)
Trait Theory
25(1)
Behavioral School of Leadership
26(1)
Leadership Style
26(1)
Leadership Behaviors
27(3)
Situational Theory
30(1)
Contingency Model
31(1)
Situational Leadership Model
32(1)
A New Concept of Leadership
32(2)
Transformational Leadership
34(1)
Connective Leadership
35(1)
Seven Lessons of Leadership
35(2)
Process Model of Leadership
37(3)
Stage 1---Analysis and Problem Identification
37(1)
The Event
38(1)
The Participants
38(1)
Organizational Factors
38(1)
Interpersonal Processes between Participants
38(1)
Controlling Forces
39(1)
Stage 2---Determination of Action
39(1)
Action Plan
39(1)
Stage 3---Evaluation of Action
39(1)
Conclusions on Use of Process
40(1)
Case Studies
40(2)
Summary
42(1)
Learner Exercises
42(1)
References
43(2)
Appendices
45(5)
Interactive Processes of Leadership; Communication and Group Process
50(28)
Introduction
50(1)
Key Concepts
51(1)
Communication
51(2)
The Message
51(1)
Communication Process
52(1)
Ten Basics for Good Communication
53(5)
Blocks to Communication
58(2)
Culture and Gender
59(1)
Communication with the Health Team
60(6)
Preventing Communication Breakdown
62(1)
Communication with Difficult People
63(2)
Communication Networks
65(1)
Team Building
66(2)
Group Dynamics
66(1)
Interdisciplinary Teams
67(1)
Characteristics of a Group
67(1)
Group Processes
67(1)
Leaders Impact on a Group
68(4)
Insight
68(1)
The Group Approach
69(1)
Understanding
70(1)
Diagnose a Sick Group
70(1)
Flexibility
70(1)
Meetings: A Team Tool
71(1)
Evaluation of Group Effectiveness
72(1)
Case Studies
72(2)
Summary
74(1)
Learner Exercises
74(1)
References
75(2)
Appendix
77(1)
Decision Making and Conflict Management
78(24)
Introduction
78(1)
Key Concepts
78(1)
Decision Making
79(3)
Analysis
79(2)
Prediction of Outcomes
81(1)
Challenge to Nursing
82(1)
Impact of Decisions
83(1)
Systems of Decision Making
84(1)
The Decision Making Process
85(4)
Identify Participants
85(1)
Gather Pertinent Facts
86(1)
Generate Alternatives
86(1)
Predict Outcomes
87(1)
Select Best Alternative
87(1)
Plan for Managing Consequences
87(2)
Management of Conflict
89(2)
Nature of Conflict
89(2)
Basis of Conflict
91(5)
Examples of Common Conflicts in Nursing
92(3)
Approaches to Managing Conflict
95(1)
Process Model of Conflict Management
96(2)
Case Studies
98(1)
Summary
99(1)
Learner Exercises
99(1)
References
100(2)
The Ethical Responsibility of the Nurse Leader
102(19)
Introduction
102(1)
Key Concepts
103(1)
Ethics
103(5)
Ethical Theories
105(1)
Ethical Principles
106(1)
Barriers to Ethical Decision Making
107(1)
Strategies for Enhancing Ethical Decisions in Nursing Practice
108(1)
The Role of Institutional Ethics Committees
109(1)
The Employer-Employee Relationship
109(2)
Peer Relationships
111(2)
The Nurse---Patient Relationship
113(3)
Case Studies
116(1)
Summary
116(1)
Learner Exercises
117(1)
References
118(2)
Suggested Readings
120(1)
UNIT 2: An Overview of Organizations and Management 121(62)
Organization and Management Theory
123(26)
Introduction
123(1)
Key Concepts
123(1)
Overview: Organizational Dynamics
124(1)
Classical Theory
125(4)
Scientific Management
125(1)
Administrative Management
125(1)
Organizational Principles
126(2)
The Bureaucratic Model
128(1)
Contribution of Classical Theory
128(1)
Modern Theory
129(8)
Behavioral Science
129(1)
General Systems/Social Systems Theory
130(2)
Modern Systems Theory Models
132(1)
The Modern Team Concept
133(1)
Interactional Phenomena
134(1)
Power
134(2)
Authority
136(1)
Responsibility
136(1)
Status
136(1)
Process of Delegation
136(1)
Organizational Concepts
137(4)
Organizational Chart
137(1)
Organization Structure
137(3)
Contingency Structure
140(1)
Integrated Health Care System
141(4)
Organizational Model
142(2)
Organization and Management Link
144(1)
Properties of an Organization
144(1)
Case Studies
145(1)
Summary
146(1)
Learner Exercises
146(1)
References
147(2)
Overview of Nursing Management
149(23)
Introduction
149(1)
Key Concepts
150(1)
Management Process
150(1)
Levels of Management
151(1)
Management Science
151(2)
Management in Nursing
153(2)
Evolution of Nursing's Management Role
154(1)
Objectives of Nursing Management
155(1)
Management Functions
155(4)
Planning
155(1)
Types of Planning
156(1)
Organizing
157(1)
Staffing
158(1)
Directing
158(1)
Coordinating
159(1)
Controlling
159(1)
Standards
159(2)
Policies
161(1)
Systems of Nursing Care Delivery
161(2)
Case Method
161(1)
Functional Method
162(1)
Team Nursing
162(1)
Restructuring Nursing Care Delivery Models
163(5)
Job Design
163(1)
Primary Nursing
163(1)
Total Patient Care
164(1)
Differentiated Practice
164(1)
Partners in Practice
165(1)
System Redesign
165(1)
Case Management
166(1)
Total Quality Management
167(1)
Transition to Manager
167(1)
Management Assessment Guide
168(1)
Case Studies
169(1)
Summary
169(1)
Learner Exercises
170(1)
References
170(2)
Delegation; The Manager's Tool
172(11)
Introduction
172(1)
Key Concepts
172(1)
Delegation
173(7)
Assignment of Work
174(1)
Scope of Practice
174(1)
Liability
174(1)
Scalar Chain
175(1)
Decentralization
175(1)
The Purpose of Delegation
176(1)
Cost Savings
176(1)
Time Savings
177(1)
Professional Growth for Employees
177(1)
Professional Growth of the Manager
177(1)
The Process of Delegation
177(1)
Guidelines for Effective Delegation
178(1)
Barriers to Delegation
178(2)
Case Studies
180(1)
Summary
181(1)
Learner Exercises
181(1)
References
182(1)
Suggested Readings
182(1)
UNIT 3: Special Responsibilities of the Manager 183(92)
Maintaining Standards
185(14)
Introduction
185(1)
Key Concepts
185(2)
The Climate for Nursing Practice
187(1)
Professional Basis for Quality Assurance
188(2)
Practice Framework
190(2)
Legal Basis of Nursing
192(1)
Ethical and Societal Concerns
192(1)
Governmental Regulations
193(1)
Risk Management
194(3)
Model of Risk Management
195(1)
Financial Management
195(1)
Risk Identification
195(1)
Risk Analysis
196(1)
Risk Treatment
196(1)
Risk Evaluation
196(1)
Impact on Nursing Development
196(1)
Case Studies
197(1)
Summary
197(1)
Learner Exercises
198(1)
References
198(1)
Motivation in the Work Setting
199(16)
Introduction
199(1)
Key Concepts
199(1)
Definitions and Sources of Motivation
200(1)
Theories of Motivation
201(3)
Needs Theorists
201(1)
Personality Type and Motivation
202(1)
Motivation as Rational Decision Making
203(1)
Organizational Climate and Motivation
204(4)
Micromotivation and Macromotivation
207(1)
Motivational Problems
208(2)
A Situational Approach
209(1)
Issues Central to Nursing
210(1)
Case Studies
210(1)
Summary
211(1)
Learner Exercises
212(1)
References
213(2)
Monitoring and Improving Performance
215(21)
Introduction
215(1)
Key Concepts
215(1)
The Performance Appraisal System
216(3)
Design of a Performance Appraisal System
217(1)
Career Planning
217(2)
Criteria for Nursing Standards
219(1)
Active Participation in Performance Appraisal
220(1)
Essential Elements
220(4)
Philosophy, Mission, and Objectives
221(1)
Well-Defined Purpose
221(1)
Evaluation Tools that Produce Desired Information
222(2)
Performance Appraisal Process
224(3)
Planning for the Interview
224(1)
Participating in the Evaluation Interview
225(1)
Using Evaluation Results
226(1)
Rewards
227(2)
Obstacles to Performance Improvement
229(3)
Case Studies
232(1)
Summary
233(1)
Learner Exercises
234(1)
References
234(2)
Legal Issues in the Work Place
236(15)
Introduction
236(1)
Key Concepts
237(1)
Equal Employment Opportunity (EEO) Laws
237(4)
Title VII of the Civil Rights Act of 1964 (Amended in 1972)
238(1)
Civil Rights Act of 1991
238(1)
Civil Rights Act, Amended 1993
238(1)
Age Discrimination in Employment Act
238(1)
Pregnancy Discrimination Act
238(1)
Americans with Disabilities Act (ADA)
239(1)
Immigration Reform and Control Act
239(1)
Consolidated Omnibus Budget Reconciliation Act (COBRA)
239(1)
Occupational Safety and Health Act (OSHA)
239(1)
Sexual Harassment: A Special Case of Discrimination
239(2)
Hiring and Interviewing
241(1)
Family and Medical Leave Act (FMLA) of 1993
241(1)
Labor-Management Laws
242(4)
Unions and Collective Bargaining
242(3)
Strikes
245(1)
Case Studies
246(1)
Summary
247(1)
Learner Exercises
247(1)
References
248(3)
Managing Change
251(24)
Introduction
251(1)
Key Concepts
251(1)
A Theoretical Perspective
252(3)
Expanded Conceptual Framework
252(2)
Change and Stress
254(1)
Expanded Rate and Scope of Change
255(1)
Change Strategies
255(1)
Planned Change Theory
255(1)
Basis of Change in Nursing
256(4)
External Forces
257(1)
Internal Forces
257(3)
The Change Process
260(4)
Problem Identification
260(1)
Gaining Support for Change
261(1)
How Changes Are Made
261(1)
Planned Change
262(1)
Radical Intervention
262(1)
Change through Nonintervention
263(1)
An Example of Differing Adaptations to Change
263(1)
Stages of Change
264(1)
Unfreezing
264(1)
Moving
264(1)
Refreezing
265(1)
Change Agents
265(1)
Characteristics of Change Agents
265(1)
Responsibilities of Change Agents
266(1)
Strategies for Change Agents
266(1)
Response to Change
266(3)
Resistance to Change
267(2)
Evaluating Change
269(1)
Case Studies
269(2)
Summary
271(1)
Learner Exercises
272(1)
References
272(3)
UNIT 4: Managing Resources 275(60)
Managing Resources; The Staff
277(13)
Introduction
277(1)
Key Concepts
278(1)
Staffing
278(3)
Process and Staffing Plan
278(2)
Workload Measures: Productivity Index
280(1)
Staffing Methodologies
281(5)
Scheduling Patterns
283(1)
Work Schedules
284(1)
Shared Staffing Help List
285(1)
Management's Role: Planning the Staffing Program
286(1)
Economic and Regulatory Issues
286(1)
Case Studies
287(1)
Summary
288(1)
Learner Exercises
288(1)
References
289(1)
Managing Resources; Time
290(10)
Introduction
290(1)
Key Concepts
290(1)
Time Management
291(1)
Principles of Time Management
291(2)
Communication
291(1)
Planning
291(1)
Delegation
292(1)
Prioritizing Goals
292(1)
Time Management Strategies
293(3)
Time Analysis
293(1)
Daily Planning
293(1)
Crisis Control
294(1)
Problem Analysis
295(1)
Task Analysis
295(1)
Time Control
295(1)
Time Evaluation
295(1)
Barriers to Effective Time Management
296(1)
Habit
296(1)
Work Expansion
296(1)
Over supervision
296(1)
Under delegation
296(1)
Losing Sight of Objectives
296(1)
Case Studies
297(1)
Summary
298(1)
Learner Exercises
298(1)
References
298(1)
Suggested Readings
299(1)
Managing Resources; the Budget
300(18)
Introduction
300(1)
Key Concepts
300(2)
Managing Financial Resources
302(1)
Financial Structure
302(1)
The Budgeting Process
303(1)
A Policy Statement
303(1)
Goals and Financial Projections
303(1)
Related Budgeting Concepts
304(6)
Accounting
304(1)
Category One: Income Statements
304(1)
Category Two: The Balance Sheet
304(1)
Category Three: Cash-Flow Statements
305(1)
Cost Accounting
305(1)
Double-Entry Accounting
306(1)
Long-Range Financial Plans
306(1)
Types of Budgets
307(3)
Preparation of the Budget
310(5)
Review Past Performance
310(1)
Review the Organization's Goals and Projections
311(1)
Review the Variance
311(1)
Actual Preparation of the Budget
311(1)
Specific Responsibilities of the Nurse Manager
311(1)
Monitoring the Budget
312(3)
Case Studies
315(1)
Summary
316(1)
Learner Exercises
317(1)
Suggested Readings
317(1)
Informatics in Nursing
318(17)
Introduction
318(1)
Key Concepts
318(1)
Definition of Informatics
319(1)
Computers
319(2)
Components of Computers: Hardware and Software
320(1)
Hardware
320(1)
Software
321(1)
Nursing Informatics
321(4)
Significance of Nursing Informatics
322(1)
Nursing Informatics: Special Applications
323(2)
The Health Care Record
325(1)
Computerized Patient Record
326(1)
A Computerized Patient Record for Data Management
326(1)
Informatics Systems
326(2)
Challenge of Nursing Informatics
327(1)
Ethical Considerations
327(1)
Security
327(1)
Confidentiality
327(1)
Privacy
328(1)
The Internet; A Resource for Nursing
328(1)
Future Directions
329(1)
Case Studies
329(1)
Summary
330(1)
Learner Exercises
330(1)
References
331(4)
Index 335

Excerpts

The third edition of this text offers students updated content that reflects the major changes in health care delivery that have occurred over the past several years. Many have impacted nursing as a profession in a profound way. One of the most striking changes is the number of professional nurses who have been displaced in acute-care settings in favor of ever-increasing nonprofessional care providers. In order to ensure safe care to patients, nurses who did survive the cuts became responsible for supervising nonprofessional personnel in practice settings. Along with the changed configuration of caregivers in care settings, nurses experienced a loss of professional autonomy in decision making relative to care delivery. Physicians found themselves in a similar bind. In their stead, business and health insurance considerations dominated decisions about the types and length of services patients were entitled to. At no other time in the history of health care in the United States have changes in the system resulted in such unprecedented turmoil. Administrative decisions failed to take into account the vital role nursing has historically played in health restoration and preservation over the decades. Nursing titles came to resemble those of the business world as the differences between business and professional standards were blurred. Over time, problems that emerged from such changes forced administrators to recognize the important role that only nursing can fill in the delivery of comprehensive health care. As a result, administrators are rethinking many of their cost-cutting strategies. On the plus side of the unprecedented changes, many physicians have a new appreciation for professional nurses as colleagues in the delivery of care. The time is right for nursing to reclaim its autonomy within the practice of nursing, and renew its role as an equal collaborator with other health professionals in the planning, delivery, and evaluation of health care. All of these factors influenced our approach to the updating of content for the third edition of this text. Several references to problems that came from the new system, along with ideas for resolution, are made throughout the chapters. The content and concepts presented in this edition remain the same as in previous editions, reflecting their timeless nature. The latest literature from management, leadership, and nursing have been added to the references used in the text. Examples illustrating the concepts are updated to reflect current practice and new case studies, and learner exercises are provided at the end of each chapter. We were pleased to learn that the second edition of the text was recognized in the 1998 Brandon/Hill Selected List of Nursing Books and journals under the heading "Administration and Managed Care." Books included in the list represent contemporary concepts, theories, and trends in nursing and set forth sound clinical methods. This recognition reinforces our belief about the value of the book''s contribution to the nursing literature for both generic students and registered nurse students returning to universities to complete a baccalaureate degree in nursing. The content in this edition is divided into four units -- Unit 1: Leadership; Unit 2: An Overview of Organizations and Management; Unit 3: Special Responsibilities of the Manager; and Unit 4: Managing Resources. In Unit 1 there are five chapters -- The New Health Care System, Leadership Theory, Interactive Processes of Leadership, Decision Making and Conflict Management, and the Ethical Responsibilities of the Nurse Leader. There are three chapters in Unit 2 -- Organization and Management Theory, Overview of Nursing Management, and Delegation. Unit 3 focuses on nursing managers and divides their responsibilities into five chapters -- Maintaining Standards, Motivation in the Work Setting, Monitoring and Improving Performance, Legal Issues in the Workplace, and Managing Change. Unit 4 has four chapters devoted to managing resources -- Managing Resources: The Staff, Managing Resources: Time, Managing Resources: The Budget, and Informatics in Nursing. We continue to believe the flow of content in this text is logical and lends itself well to study by beginners. This belief is reinforced by reports of students relative to its readability. Using exercises in the book as a basis for written reports about their practice, students continue to provide us with contemporary evidence that this book is useful to beginners in the profession. Incorporating those reports into classroom discussions adds significantly to the value of a leadership course because their personal experiences replace sterile textbook content and they feel some ownership in the presentations. Student reports continue to provide us with some insight into the world of the beginner. It is an invaluable source of material for the classroom. We believe this edition will be helpful to students'' understanding of the place nursing occupies in the overall health care system. Additional exercises and activities to complement the third edition can be found on the Companion Website and Distance Learning Courses. Some of the features included are: Objectives Key Concepts Outline Review Critical Thinking NCLEX Review Message Board And more! To access these features, visit the homepage for Leadership and Managementin Nursing, 3rd Edition at www.prenhall.com/grohar-murray


Please wait while the item is added to your cart...