Mosby's Nursing Leadership & Management Online (User Guide, Access Code and Textbook)

by Anders & Hawkins

• ISBN13: 9780323039918
• ISBN10: 032303991X
• Edition: 1st
• Format: Paperback
• Copyright: 2006-03-01
• Publisher: Elsevier

Summary

Mosby's Nursing Leadership & Management Online is an innovative online course that's adaptable to many learning situations because it can be used as a stand-alone course, as a supplement to an existing class, or as a distance-learning course. The 16 online modules and accompanying work text take a very practical, real-life approach to teaching leadership and management skills. The interactive online environment engages users in the learning process through illustrations, pop-up resources, learning activities, and more. Drawing on the experience of a nursing professor and a management consultant, it offers an understanding of both key nursing management practices and important business concepts merging theory, research, and practical experience in each online module. Topics cover a wide range of management issues, such as delegation, communication, time management, problem solving, stress management, and legal/ethical considerations. Each module begins with an Introduction that outlines the basic sections of the module. The Overview explains key management concepts users will learn about in the module. The Focused Reading Assignment directs users to read the corresponding chapter in the work text and provides a list of questions that they should be able to answer upon completion. Review of Key Concepts, Principles, and Terms summarizes important discussions from the worktext that users may need to apply to complete the module. You are the Manager sections present realistic case scenarios in which users assume the role of manager. Case scenarios summarize important background information such as the history of the case, the current situation, and recent events. Once users have a grasp of the situation, they are given a management task. Users can click on links to supporting documentation such as e-mails, notes, and definitions. Initial Data Collection sections provide users with information necessary to make important management decisions. Photographs show various dialogues between managers and staff, different methods of communication, body language, and much more. Getting to Work sections help users sort out the data they have collected and reinforce key concepts presented in the module. Learning Activities such as multiple-select questions and matching exercises provide immediate feedback and rationales and keep track of user performance. The Conclusion provides a summary of the key leadership and management concepts users learned in the module.

Table of Contents

PART I UNDERGRADUATE CURRICULUM	1	(322)
Introduction to Management	3	(10)
The Foundation of Nursing Management	5	(2)
The Managerial Environment	5	(1)
Other Management Functions	6	(1)
Accountability	7	(1)
The Nurse Manager and Patients	8	(1)
The Education of Nurse Managers	8	(1)
Research and Nursing Management	8	(2)
Summary	10	(3)
Management Fundamentals for the Healthcare Industry	13	(22)
Basic Organizational Theory	14	(4)
Healthcare Service Organizations	18	(2)
Theories of Organization	20	(4)
Classic Theory	20	(2)
Neoclassic Theory	22	(1)
Technologic Theory	22	(1)
Modern Systems Theory	23	(1)
Organizational Structure in Health Care	24	(5)
The Vertical Dimension	25	(1)
The Horizontal Dimension	26	(1)
Types of Healthcare Organizations	27	(2)
The Department of Nursing	29	(2)
Organizational Effectiveness and Today's Healthcare Profession	31	(2)
Summary	33	(2)
Fundamentals of Leadership and Management	35	(29)
Different Management Styles	37	(2)
Tough and Demanding: The ``Hard as Nails'' Approach	37	(1)
Soft and Easy: The ``Mr. Nice Guy'' Approach	38	(1)
The Ideal Compromise: The ``Professional'' Approach	38	(1)
Band-Aids Don't Really Cure	39	(1)
The Challenge of Management	39	(2)
The Traditional Approach	40	(1)
The Modern Approach	40	(1)
It's a New Future	41	(1)
Management is Hard Work	41	(2)
Understanding What Managers Do	41	(1)
Planning	42	(1)
Organizing	43	(1)
Leading	43	(1)
What Really is Managerial Leadership?	43	(3)
Accepting Responsibility and Accountability	44	(1)
Eliciting the Assistance of Others	45	(1)
Listening	45	(1)
Placing the Needs of Others Above One's Own	45	(1)
Practicing Leadership Skills Consistently	46	(1)
Myths of Managerial Leadership	46	(3)
Myth of the Born Leader	46	(1)
Myth of the Biggest or Fastest	47	(1)
Myth That All Managers Are Leaders	47	(2)
Understanding Leadership Potential	49	(1)
Needs of Managers and Leaders	50	(1)
Leaders Need Training	50	(1)
Leaders Need Goals	51	(1)
Leaders Need Followers	51	(1)
Leadership is the Emotional Side of Management	51	(2)
Ability to Elicit Assistance	52	(1)
Ability to Listen	52	(1)
Ability to Place the Needs of Others Above One's Own	52	(1)
Self-Awareness	52	(1)
Self-Regulation	52	(1)
Motivation	53	(1)
Empathy	53	(1)
Social Skill	53	(1)
Why Leadership Within Management Ranks is So Hard to Identify	53	(1)
Leaders May Appear in Response to Circumstances	53	(1)
Leadership May Not Necessarily Be a Desired Quality	54	(1)
Management and Leadership: The Basic Relationship	54	(1)
Leadership as a Temporary Management Condition	55	(1)
Situational Leadership	56	(4)
Safety and Welfare Decision	56	(1)
Moral Decision	57	(1)
Inspirational Decision	57	(1)
Decision for the Greater Good	58	(1)
Mediation Decision	58	(1)
Philanthropic Decision	59	(1)
Healthcare Institutional Decision	59	(1)
Transitional Leadership	60	(1)
Hierarchical Leadership	60	(1)
Summary	61	(3)
Fundamental Performance of the Nurse Manager	64	(18)
The Functions of Management	65	(10)
Planning	66	(5)
Organizing	71	(2)
Controlling	73	(2)
Decision-Making	75	(1)
First-Level Management Functions	75	(5)
Planning	76	(2)
Organizing	78	(1)
Controlling	79	(1)
Summary	80	(2)
Developing and Managing Healthcare Productivity	82	(17)
Defining Productivity	83	(2)
Economic and Industrial Definitions	83	(1)
Healthcare Definitions	83	(2)
Defining Nursing Productivity	85	(1)
Measuring Nursing Productivity	86	(3)
Resources per Patient-Day	86	(1)
Standardization of Patient-Day	86	(1)
Degree of Occupation	87	(1)
Utilization Rates	87	(1)
Required Hours of Care as an Output	88	(1)
Improving Nursing Productivity	89	(8)
Changing the Inputs	89	(3)
Changing the Care Process	92	(5)
Summary	97	(2)
Managing Change in the Healthcare Environment	99	(22)
Climate of Change	100	(1)
Nurses as Change Agents	101	(1)
The Systems Framework and Change	102	(1)
The Process of Change	103	(1)
Change Theories	104	(3)
The Force-Field Model	104	(1)
Lippitt's Phases of Change	105	(1)
Havelock's Model	105	(1)
Rogers's Diffusion of Innovation	106	(1)
Summary of Theoretical Perspectives Discussed	106	(1)
A Seven-Step Universal Approach to Planned Change	107	(6)
Assessment	107	(4)
Planning of the Change Strategy	111	(1)
Implementation of the Change	112	(1)
Evaluation	113	(1)
Change Agent Strategies	113	(2)
Power-Coercive	114	(1)
Empirical-Rational	114	(1)
Normative-Reeducative	115	(1)
Change Agent Skills	115	(1)
Handling Resistance	116	(1)
The Politics of Change	117	(1)
Exercises to Stimulate Creative Thinking	118	(1)
Summary	118	(3)
Ethics in Healthcare Management	121	(12)
Ethics: An Integral Part of Nursing Management	122	(1)
Ethical Approaches	122	(2)
Principles of Biomedical Ethics	124	(2)
The Principle of Autonomy	124	(1)
The Principle of Nonmaleficence	125	(1)
The Principle of Beneficence	125	(1)
The Principle of Justice	126	(1)
A Model for Addressing Ethical Issues	126	(4)
Special Issues for the Nurse Manager	130	(1)
Provision of Safe Care	130	(1)
Confrontation of Unsafe Practices	130	(1)
Support of Patient and Staff Autonomy	130	(1)
Ethics Education and Resource Management	130	(1)
Summary	131	(2)
Communication for Front-Line Managers	133	(25)
The Process of Communication	135	(2)
Communication as a Process	137	(1)
Basic Communication Skills	138	(1)
Assuming Value	138	(1)
Clarifying	138	(1)
Confirming	138	(1)
Enhancing Value	138	(1)
Balancing	139	(1)
Supporting	139	(1)
Some Characteristics of Communication	139	(1)
The ``Five S'' Approach to Communication	140	(1)
Communication Systems	140	(4)
Forms of Intergroup Communication	140	(2)
Lines of Communication	142	(2)
Communication Modes	144	(3)
Written Communication	144	(2)
Verbal and Nonverbal Communication	146	(1)
Listening	147	(1)
Assertive Communication	148	(1)
Distorted Communication	149	(2)
Principles of Effective Communication	151	(1)
Applications for the Nurse Manager	152	(3)
Communication with Subordinates	153	(1)
Communication with Senior Managers	154	(1)
Communication with Medical Staff	154	(1)
Communication with Other Healthcare Personnel	155	(1)
Communication in Groups	155	(1)
Summary	155	(3)
Leadership in Healthcare Supervision	158	(24)
What Exactly is Leadership?	159	(1)
Blending the Qualities	160	(1)
Defining Leadership in the Medical Unit	160	(1)
Bases of Power	161	(2)
The Effects of Personality, Behavior, and Style	163	(4)
Authoritarian	164	(1)
Democratic	165	(1)
Permissive or Laissez-Faire	166	(1)
Bureaucratic	166	(1)
Mollifying (Appeasing)	166	(1)
Parental	166	(1)
Multicratic	167	(1)
Theories of Leadership	167	(5)
The Contingency Model	167	(1)
The Path-Goal Theory	167	(3)
The Normative Model of Decision Participation	170	(2)
A Social Learning Approach to Leadership	172	(1)
Pygmalion Effect	173	(1)
Demonstrating Leadership in the Group	174	(5)
What is a Group?	174	(1)
Group Formation	175	(1)
Group Effectiveness	175	(1)
Group Norms	176	(1)
Intergroup Conflict	177	(1)
Conferences and Committees	177	(2)
Group Meetings	179	(1)
Summary	180	(2)
Time Management for Healthcare Managers	182	(22)
Organizing Personal Performance	184	(3)
Setting Priorities	185	(1)
Using Objectives to Manage Time Effectively	186	(1)
Time Wasters	187	(6)
Interruptions	187	(3)
Telephone Calls	190	(1)
Intercoms, Pagers, and Cellular Telephones	191	(1)
Drop-In Visitors	191	(2)
Respecting Time	193	(1)
Scheduling	193	(1)
Paperwork	193	(2)
Plan and Schedule Paperwork	193	(1)
Sort Paperwork for Effective Processing	194	(1)
Share Paperwork Responsibilities	194	(1)
Write Effectively	194	(1)
Analyze Paperwork Frequently	194	(1)
Avoid Becoming a Paper Shuffler	194	(1)
Delegation	195	(7)
Authority	196	(1)
Assignments	197	(4)
Insufficient Delegation	201	(1)
What Should Not Be Delegated	201	(1)
Summary	202	(2)
Solving Problems and Making Decisions	204	(20)
Problem Solving	205	(13)
Definition of the Problem	205	(1)
Methods for Solving Problems	206	(4)
The Problem-Solving Process	210	(4)
Group Problem Solving	214	(3)
Potential Obstacles	217	(1)
Satisficing, Optimizing, and Maximizing	218	(1)
Decision-Making	218	(2)
Risk and Certainty	218	(1)
Uncertainty	219	(1)
Need for Creativity	220	(2)
Summary	222	(2)
Leading and Coaching the Professional Team	224	(17)
The Rules of Successful Coaching	226	(5)
Don't Assume	227	(1)
Delegate	227	(1)
Involve All the Stakeholders	228	(1)
Look for the Positive	228	(1)
Coach the Team to Win	229	(1)
Coach Players to Take Advantage of Opportunity	229	(1)
Don't Play Favorites---Play Performers	229	(1)
Don't Cheat	230	(1)
Keep Things in Perspective	230	(1)
Characteristics of a Good Coach	231	(4)
Enthusiasm	231	(1)
Cheerfulness and Happiness	231	(1)
Honesty	232	(1)
Resourcefulness	232	(1)
Ability to Influence (Persuasiveness)	233	(1)
Approachability	233	(1)
Generosity	234	(1)
Courage	235
Positive Attitude or Assertiveness	234	(1)
Understanding	235	(1)
A Plan for Mastering Coaching Skills	235	(4)
Prepare	235	(1)
Choose and Commit	236	(1)
Keep an Open Mind	236	(1)
Practice	236	(1)
Maintain Discipline	236	(1)
Meet Deadlines and Be Punctual	236	(1)
Stay in Contact	237	(1)
Listen	238	(1)
Cooperate	238	(1)
Place the Needs of Others Above One's Own	238	(1)
Summary	239	(2)
Recruiting and Selecting Staff	241	(29)
Job Analysis	243	(2)
Recruitment	245	(6)
Where to Look	249	(1)
How to Look	249	(1)
When to Look	250	(1)
How to Sell the Organization to Applicants	250	(1)
Interviewing	251	(12)
Principles for Effective Interviewing	252	(1)
Staying Within the Law	253	(1)
Preparing for the Interview	253	(2)
Developing a Structured Interview Guide	255	(1)
Conducting the Interview	256	(7)
Making the Decision to Hire	263	(3)
Interview Reliability and Validity	264	(1)
Testing	264	(1)
Education, Experience, and Physical Examinations	265	(1)
Assessment Centers	265	(1)
Validity and Legality in Hiring	266	(2)
Summary	268	(2)
Managing Budgets and Resources	270	(20)
Planning and Control	272	(1)
Planning	272	(1)
Control	273	(1)
Budgetary Concepts and Considerations	273	(7)
Responsibility Accounting	273	(1)
The Budget Process as a Motivating Factor	273	(2)
Budget Performance Periods	275	(1)
Zero-Based Budgeting	276	(1)
Flexible Budgeting	277	(1)
The Operating Budget	277	(1)
Units of Service	278	(1)
The Capital Expenditure Budget	279	(1)
The Supply and Expense Budget	280	(2)
Developing the Supply and Expense Budget	280	(2)
Controlling the Supply and Expense Budget	282	(1)
The Personnel Budget	282	(6)
Relevant Components	282	(4)
Position Control	286	(1)
Differential and Overtime	286	(1)
Benefits	287	(1)
Budget Review	287	(1)
Managing the Personnel Budget	288	(1)
Summary	288	(2)
Quality Assurance and Risk Management	290	(20)
Quality Assurance	292	(3)
The Quality Assurance Program	292	(2)
Monitoring Nursing Care	294	(1)
The Risk Management Program	295	(3)
Structure	295	(1)
The Risk Management Committee	296	(1)
The Risk Manager	297	(1)
The Role of Nursing in Risk Management	298	(5)
Incident Reporting	299	(1)
Risk Categories	300	(3)
The Role of the Nurse Manager	303	(4)
Fundamental Behaviors	304	(1)
Documentation	305	(1)
The Proper and Professional Attitude	306	(1)
Evaluation of Risk Management	307	(1)
Summary	307	(3)
Managing the Stress of Management	310	(13)
Understanding Stress	311	(7)
Antecedents of Stress	312	(2)
Interpersonal Factors	314	(1)
Individual Factors	315	(2)
Role Conflict and Role Ambiguity	317	(1)
Consequences of Stress	317	(1)
A Method of Dealing with Stress	318	(1)
Managing Stress	318	(2)
Hire Correctly	319	(1)
Train Effectively	319	(1)
Provide Participative Decision-Making	320	(1)
Encourage the Development of Internal Networks	320	(1)
Open the Lines of Communication	320	(1)
Organize Shift Requirements	320	(1)
Maximizing the Level of Success	320	(1)
Summary	321	(2)
PART II GRADUATE CURRICULUM	323	(247)
Business Planning for Nursing Management	325	(40)
A Personal View of the Plan	326	(3)
What Is Planning?	327	(1)
Establishing Goals and Objectives	327	(2)
Developing Strategies (Objectives)	329	(1)
The Structure of Planning	329	(12)
The Evolving Small Unit Action Plan	330	(1)
The Elements of the Plan	331	(2)
Getting Started	333	(1)
The Path of Performance	333	(1)
Beginning the Process	334	(7)
The Elements of the Plan	341	(7)
Vision	342	(3)
Mission Statement	345	(1)
Goals	346	(2)
Writing the Plan	348	(4)
Sections of the Plan	348	(3)
Compilation of the Required Information	351	(1)
Conclusion	352	(3)
Summary	355	(10)
Managing the Transitions of Change	365	(33)
The Challenge	367	(1)
Defining the Challenge into Action	368	(5)
Resolutions	373	(6)
Identify Who Is Losing What	374	(1)
Accept the Loss as Important and Real	374	(1)
Don't React to Overreaction	375	(1)
Acknowledge the Loss	375	(1)
Accept the Signs	375	(2)
Balance Out the Loss	377	(1)
Communicate	377	(1)
Treat the Old Methods with Respect	378	(1)
Dealing with Nonstop Change	379	(2)
Don't Add Extra Changes	379	(1)
Plan for as Much as You Can---But Be Careful What You Plan For	379	(1)
Plan for Life Cycles	380	(1)
Consider ``What-Ifs''	380	(1)
Create a Mindset That Accepts Change	380	(1)
Clarify Your Goal	380	(1)
Constantly Build Trust	380	(1)
Taking Care of Yourself	381	(3)
Figure Out What Really Needs Changing	383	(1)
Deal with Change in Your Role	383	(1)
Take a Break	384	(1)
Consider Your Contribution in a New Light	384	(1)
Remember That Changes You Implement Place You in Transition	384	(1)
Taking Care of the Unit	384	(2)
Summary	386	(2)
Appendix: Practice Scenario	388	(10)
Developing Relationships with Senior Management	398	(25)
The Structure of Authority in the Healthcare System	399	(5)
Power and Politics	400	(2)
Formal and Informal Power Structures	402	(2)
Identification with Management	404	(1)
Role Expectations	405	(1)
Relationships with Senior Managers	406	(12)
Obstacles to Relationships	407	(1)
The Junior Manager's Responsibilities	408	(3)
General Rules for Working with Senior Managers	411	(5)
Influencing Senior Managers Positively	416	(2)
Addressing Problems with Senior Managers	418	(1)
Working with Physicians	418	(3)
Roots of the Conflict	418	(2)
Implications for the Nurse Manager	420	(1)
Summary	421	(2)
Developing the Superior Performance Team	423	(30)
The Qualities of Teamwork and Leadership	424	(4)
Loyalty	424	(1)
Courage	425	(1)
Desire	425	(1)
Emotional Stamina	425	(1)
Empathy	426	(1)
Decisiveness	426	(1)
Anticipation	426	(1)
Sense of Timing	426	(1)
Competitiveness	426	(1)
Self-Confidence	426	(1)
Accountability	426	(1)
Responsibility	427	(1)
Credibility	427	(1)
Tenacity and Persistence	428	(1)
Dependability	428	(1)
Stewardship	428	(1)
Why the Nursing Unit Should Depend on the Team	428	(3)
Differences Between Command and Team Structures	429	(1)
Benefits of Teams for Team Members	430	(1)
Creating a Winning Team	431	(16)
Step One: Hire the Right People	432	(7)
Step Two: Make the Team Diverse	439	(1)
Step Three: Limit Team Size	440	(1)
Step Four: Establish an Agenda	441	(1)
Step Five: Create a Learning Environment	442	(1)
Step Six: Fix the Problem, Not the Blame	443	(1)
Step Seven: Delegate	444	(3)
When Teams Won't Follow	447	(4)
The Foundation of Responsibility	447	(2)
It Is the Manager's Responsibility to Lead	449	(1)
It Is the Team Leader's Job to Embrace Responsibility	449	(1)
It Is the Team Leader's Responsibility to Elicit Cooperation	450	(1)
It Is Everyone's Responsibility to Tell the Truth	450	(1)
Summary	451	(2)
Managing Training and Education in Health Care	453	(24)
Training	455	(12)
Needs Assessment	455	(1)
Planning and Implementation	456	(1)
Learning Principles	457	(2)
Memory	459	(1)
Social Learning Theory	460	(1)
Relapse Prevention	461	(1)
Adult Education Theory	462	(1)
Staff Development	463	(4)
Evaluation	467	(3)
Patient Education	470	(5)
Challenges Faced in Teaching Patients	473	(1)
Education and Training Development in the Organization	474	(1)
Record Keeping and Evaluation	475	(1)
Summary	475	(2)
Managing the Performance Appraisal Process	477	(24)
Assumptions	479	(1)
The Many Uses of Performance Appraisal	479	(1)
The Law and Its Effects on Performance Appraisal	480	(1)
Performance Measurement Issues	481	(3)
Basic Approach	481	(1)
Focus of Evaluation	482	(2)
Specific Evaluation Methods	484	(3)
Traditional Rating Scales	484	(1)
Essay Evaluation	485	(1)
Forced Distribution Evaluation	485	(1)
Behavior-Oriented Evaluation	485	(1)
Management by Objectives	486	(1)
Performing the Evaluation	487	(1)
Potential Problems	487	(3)
Leniency Error	488	(1)
Recency Error	488	(1)
Halo Error	489	(1)
Ambiguous Standards	489	(1)
Unsubstantiated Written Comments	490	(1)
Improving the Accuracy of the Performance Review	490	(2)
Skill of the Appraiser	490	(1)
Motivation	491	(1)
Documenting Performance	492	(2)
Positive Behavior	492	(1)
Negative Behavior	493	(1)
Critical Incident Reporting	493	(1)
Conducting the Appraisal Interview	494	(3)
Preparing for the Interview	494	(1)
Carrying Out the Interview	495	(2)
Coaching for Success	497	(2)
Summary	499	(2)
Managing Absenteeism and Turnover	501	(21)
Absenteeism	502	(10)
An Employee Attendance Model	503	(3)
The Management of Absenteeism	506	(4)
Absenteeism Policy	510	(1)
A Systems Perspective	511	(1)
Turnover	512	(8)
Measurement of Turnover	513	(2)
The Effects of Turnover	515	(2)
A Model of Employee Turnover	517	(1)
Strategies for Controlling Turnover	518	(1)
A Systems Perspective	519	(1)
Summary	520	(2)
Managing the Collective Bargaining Environment	522	(15)
Healthcare Labor Relations	523	(4)
Specific Bargaining Issues and Concerns	525	(1)
Effect of Unionization in Health Care	526	(1)
Why Professionals Join Unions	527	(1)
Nurses, Unions, and Professional Associations	527	(2)
How to Identify the Beginnings of Organization	529	(1)
The Nurse Manager's Role	529	(6)
Grievances	530	(1)
The Grievance Process	530	(5)
Summary	535	(2)
Motivating the Professional Staff	537	(23)
Is it Necessary to Provide Motivation?	538	(1)
What Motivates the Individual Performer?	538	(1)
Content Theories of Motivation	538	(2)
Instinct Theories	538	(1)
Need Theories	539	(1)
Process Theories of Motivation	540	(9)
Reinforcement Theory	540	(4)
Expectancy Theory	544	(1)
Equity Theory	545	(3)
Goal-Setting Theory	548	(1)
Summary of Motivation Theories	549	(1)
Increasing Staff Motivation	549	(8)
Motivation and Organizational Change	551	(1)
Undesirable Jobs	552	(1)
Job Design	553	(1)
Core Job Dimensions	554	(1)
Barriers to Job Redesign	555	(1)
Climate and Morale	556	(1)
Summary	557	(3)
Managing the Chemically Dependent Employee	560	(10)
Policies and Procedures	561	(2)
Identifying the Chemically Dependent Nurse	563	(2)
Intervening	565	(2)
Return to the Work Environment	567	(3)
Contingency Contracting	568	(1)
Monitoring	569	(1)
Making a Report to the State Board of Nursing	570	(1)
Summary	570