Additional Information
Book Details
Abstract
Uniquely organized around the AONE competencies, this trusted resource gives you an easy-to-understand, in-depth look at today’s most prevalent nursing leadership and management topics. Coverage features the most up-to-date, research-based blend of practice and theory related to topics such as: the nursing professional's role in law and ethics, staffing and scheduling, delegation, cultural considerations, care management, human resources, outcomes management, safe work environments, preventing employee injury, and time and stress management.
- UNIQUE! Chapters divided according to AONE competencies for nurse leaders, managers, and executives.
- Research Notes in each chapter summarize relevant nursing leadership and management studies and highlight practical applications of research findings.
- Case Studies at the end of each chapter present real-world leadership and management situations and illustrate how key concepts can be applied to actual practice.
- Critical Thinking Questions at the end of each chapter present clinical situations followed by critical thinking questions to help you reflect on chapter content, critically analyze the information, and apply it to the situation.
- NEW! Full-color design makes content more vivid and realistic.
- NEW! Chapter on Communication and Care Coordination covers these integral topics.
- NEW! Updates to critical thinking exercises, case studies, research notes, and references offer the most current information.
- NEW! Updated sections on Current Issues and Trends reflect the latest topics in the field.
- NEW! Relevant Web Sites boxes provide authoritative resources for additional research.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Front Cover | Cover | ||
| Inside Front Cover | ES2 | ||
| Leadership and Nursing Care Management | iii | ||
| Copyright | iv | ||
| Contributors | v | ||
| Reviewers | vii | ||
| Preface | viii | ||
| PURPOSE AND AUDIENCE | ix | ||
| ORGANIZATION AND COVERAGE | ix | ||
| TEXT FEATURES | x | ||
| Critical Thinking Exercises | x | ||
| Research Notes | x | ||
| Case Studies | x | ||
| LEARNING AND TEACHING AIDS | x | ||
| For Students | x | ||
| For Instructors | x | ||
| Acknowledgments | xii | ||
| Contents | xiii | ||
| Interactive Review – Leadership and Nursing Care Management | e1 | ||
| Part I: Leadership | 1 | ||
| Interactive Review – Part I | e2 | ||
| Chapter 1: Leadership and Management Principles | 1 | ||
| LEADERSHIP AND CARE MANAGEMENT DIFFERENTIATED | 1 | ||
| THE TWO ROLES OF A NURSE | 3 | ||
| THE LEADERSHIP ROLE | 3 | ||
| LEADERSHIP OVERVIEW | 3 | ||
| Leadership Skills | 4 | ||
| DEFINITIONS | 4 | ||
| LEADERSHIP AND MANAGEMENT ROLES | 5 | ||
| BACKGROUND ON LEADERSHIP | 5 | ||
| LEADERSHIP: FIVE INTERWOVEN ASPECTS | 5 | ||
| Process Part 1: The Leader | 6 | ||
| Process Part 2: The Follower | 6 | ||
| Process Part 3: The Situation | 6 | ||
| Process Part 4: Communication | 6 | ||
| Process Part 5: Goals | 7 | ||
| LEADERSHIP THEORIES | 7 | ||
| Trait Theories | 7 | ||
| Characteristics of Leadership | 7 | ||
| Vision and Trust | 8 | ||
| Leadership Dos and Don'ts | 9 | ||
| Leadership Styles | 9 | ||
| Authoritarian | 10 | ||
| Democratic | 10 | ||
| Laissez-Faire | 10 | ||
| Feminist Leadership Perspective | 11 | ||
| ATTITUDINAL LEADERSHIP THEORIES | 11 | ||
| Situational Theories | 11 | ||
| Fiedler's Contingency Theory | 12 | ||
| Hersey and Blanchard's Tri-Dimensional Leader Effectiveness Model | 13 | ||
| TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP | 14 | ||
| CONTEMPORARY LEADERSHIP: INTERACTIONAL AND RELATIONSHIP-BASED | 16 | ||
| Quantum Leadership | 16 | ||
| Servant Leadership | 16 | ||
| CLINICAL LEADERSHIP | 16 | ||
| EFFECTIVE LEADERSHIP | 17 | ||
| FOLLOWERSHIP | 18 | ||
| Types of Followers | 18 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 19 | ||
| CURRENT ISSUES AND TRENDS | 20 | ||
| MANAGEMENT OVERVIEW | 21 | ||
| DEFINITIONS | 21 | ||
| BACKGROUND: THE MANAGEMENT PROCESS | 22 | ||
| Practices That Give Executives the Knowledge They Need | 22 | ||
| Practices That Help Executives Convert Knowledge to Action | 22 | ||
| Practices That Ensure That the Whole Organization Feels Responsible and Accountable | 22 | ||
| Planning | 23 | ||
| Organizing | 24 | ||
| Directing | 25 | ||
| Controlling | 26 | ||
| MANAGEMENT IN NURSING PRACTICE | 26 | ||
| Two Roles of the Nurse | 26 | ||
| MANAGEMENT IN ORGANIZATIONS | 27 | ||
| The Nature of Managerial Work | 27 | ||
| Contemporary Management Theories | 29 | ||
| Contingency Theory | 30 | ||
| Systems Theory | 30 | ||
| Complexity Theory | 31 | ||
| Chaos Theory | 31 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 34 | ||
| CURRENT ISSUES AND TRENDS | 35 | ||
| Chapter 2: Change and Innovation | 37 | ||
| DEFINITIONS | 38 | ||
| BACKGROUND | 38 | ||
| PERSPECTIVES ON CHANGE | 39 | ||
| Types of Change | 39 | ||
| Organizational Change | 40 | ||
| CHANGE THEORIES | 40 | ||
| Lewin's Change Process | 41 | ||
| Innovation Theory | 42 | ||
| THE PROCESS OF CHANGE | 45 | ||
| Planned Change | 45 | ||
| Change Management | 45 | ||
| Change Management: Small Scale | 46 | ||
| The Human Factor: Resistance | 46 | ||
| Resistance Reframed | 47 | ||
| EMOTIONAL RESPONSES TO CHANGE | 47 | ||
| EFFECTIVE CHANGE | 48 | ||
| LEADERSHIP AND CHANGE | 49 | ||
| Leadership Roles in Change | 49 | ||
| Leaders as Change Agents | 49 | ||
| POWER AND POLITICS | 50 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 50 | ||
| CURRENT ISSUES AND TRENDS | 51 | ||
| Chapter 3: Organizational Climate and Culture | 55 | ||
| DEFINITIONS | 55 | ||
| Culture | 55 | ||
| Climate | 56 | ||
| Culture-Climate Link | 56 | ||
| Nursing Work Group or Nurse Practice Environment | 57 | ||
| BACKGROUND | 57 | ||
| RESEARCH | 57 | ||
| Magnet Recognition Program® | 58 | ||
| Patient Safety Culture and Climate | 59 | ||
| Culture Change in Long-Term Care | 60 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 60 | ||
| Implications | 62 | ||
| CURRENT ISSUES AND TRENDS | 62 | ||
| Patient-Centered and Family-Centered Care | 62 | ||
| Generational Diversity and the Nursing Shortage | 62 | ||
| Quality and Safety Education for Nurses (QSEN) | 62 | ||
| Part II: Professionalism | 65 | ||
| Interactive Review – Part II | 64.e2 | ||
| Chapter 4: Critical Thinking and Decision-Making Skills | 65 | ||
| DEFINITIONS | 65 | ||
| BACKGROUND | 66 | ||
| Critical Thinking | 66 | ||
| Critical Thinking in Nursing | 67 | ||
| Decision Making | 68 | ||
| DECISION OUTCOMES | 70 | ||
| DECISION-MAKING SITUATIONS | 71 | ||
| ADMINISTRATIVE AND ORGANIZATIONAL DECISION MAKING | 72 | ||
| DECISION-MAKING TOOLS AND STRATEGIES USED TO SOLVE PROBLEMS | 73 | ||
| Trial and Error | 73 | ||
| Pilot Projects | 73 | ||
| Creativity Techniques | 73 | ||
| Decision Tree | 74 | ||
| Shared Decision Making | 74 | ||
| Scenario Planning | 74 | ||
| Worst-Case Scenario | 75 | ||
| Computerized Decision Making | 76 | ||
| Computational Modeling | 76 | ||
| Six Sigma | 76 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 77 | ||
| Complexity and Chaos | 78 | ||
| CURRENT ISSUES AND TRENDS | 78 | ||
| Chapter 5: Managing Time and Stress | 83 | ||
| DEFINITIONS | 83 | ||
| CURRENT ISSUES AND TRENDS | 84 | ||
| Bailouts, Bankruptcies, and Unemployment | 84 | ||
| Health Care Reform | 84 | ||
| Nurse Employment During the Last Four Years | 85 | ||
| The Link to Stress and Time Management | 85 | ||
| Stress As We Live It | 85 | ||
| Personal Management of Stress | 86 | ||
| Moral Distress | 86 | ||
| A Strategy to Decrease Stress: Time Management | 87 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 88 | ||
| Stress and the Nurse Manager | 88 | ||
| Strategies to Mitigate Stress in the Workplace | 89 | ||
| Time Management in the Unit | 91 | ||
| Stress and Time Management with Staff | 91 | ||
| Chapter 6: Legal and Ethical Issues | 94 | ||
| LEGAL ASPECTS | 94 | ||
| DEFINITIONS | 95 | ||
| LAW AND THE NURSE MANAGER | 97 | ||
| Personal Negligence in Clinical Practice | 98 | ||
| Liability for Delegation and Supervision | 98 | ||
| Liability of Health Care Organizations | 99 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 100 | ||
| ETHICAL ISSUES | 102 | ||
| ETHICAL DECISION MAKING IN CLINICAL HEALTH CARE | 102 | ||
| Definitions | 103 | ||
| Code of Ethics | 103 | ||
| Decision-Making Model | 103 | ||
| THE CLASH BETWEEN CLINICAL AND ORGANIZATIONAL ETHICS | 104 | ||
| Perceptions of Staff Nurses and Nurse Managers | 104 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 105 | ||
| Part III:Communication and Relationship Building | 111 | ||
| Interactive Review – Part III | 110.e2 | ||
| Chapter 7: Communication Leadership | 111 | ||
| DEFINITIONS | 111 | ||
| BACKGROUND | 112 | ||
| COMMUNICATION LEADERSHIP | 113 | ||
| Management Approaches | 113 | ||
| Spiritual Care and Holistic Communication | 114 | ||
| Spiritual Care of Nurses | 115 | ||
| Are Leaders Prepared to Deliver Outcomes? | 115 | ||
| Humanizing Nursing Communication Theory (HNCT) | 115 | ||
| Communication | 120 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 121 | ||
| Overview of Groups | 121 | ||
| Situational Leadership® for Groups | 122 | ||
| Communication Within the Group | 123 | ||
| CURRENT ISSUES AND TRENDS | 124 | ||
| The Hostile Workplace | 124 | ||
| Spirituality in Practice | 124 | ||
| Teaching Communication | 124 | ||
| Chapter 8: Team Building and Working with Effective Groups | 128 | ||
| DEFINITIONS | 129 | ||
| BACKGROUND | 130 | ||
| WHY GROUPS ARE FORMED | 131 | ||
| ADVANTAGES OF GROUPS | 132 | ||
| DISADVANTAGES OF GROUPS | 133 | ||
| Premature Decisions | 133 | ||
| Individual Domination | 133 | ||
| Disruptive Conflicts | 133 | ||
| GROUP DECISION MAKING | 133 | ||
| WORKING WITH TEAMS | 134 | ||
| Types of Teams | 134 | ||
| Team Dynamics | 135 | ||
| COMMITTEES | 136 | ||
| Types of Committees | 137 | ||
| EFFECTIVE MEETINGS | 138 | ||
| Preparing for Meetings | 138 | ||
| Leader Duties | 139 | ||
| CONSTRUCTIVE GROUP MEMBERS | 140 | ||
| DISRUPTIVE GROUP MEMBERS | 141 | ||
| Compulsive Talkers | 141 | ||
| Nontalkers | 141 | ||
| Interrupters | 141 | ||
| Squashers | 141 | ||
| Busybodies | 142 | ||
| MANAGING DISRUPTIVE BEHAVIOR IN GROUPS | 142 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 142 | ||
| CURRENT ISSUES AND TRENDS | 143 | ||
| Creating Healthy Workplaces | 143 | ||
| Collective Leadership Teams | 143 | ||
| TeamSTEPPS | 143 | ||
| Using Groups for Innovation | 143 | ||
| Multidisciplinary Teams | 145 | ||
| Chapter 9: Delegation | 147 | ||
| DEFINITIONS | 147 | ||
| BACKGROUND | 148 | ||
| PROCESS OF DELEGATION | 148 | ||
| Delegation Facets | 150 | ||
| DELEGATION PITFALLS AND SOLUTIONS | 151 | ||
| LEGAL ASPECTS OF DELEGATION AND SUPERVISION | 153 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 154 | ||
| CURRENT ISSUES AND TRENDS | 156 | ||
| Chapter 10: Power and Conflict | 159 | ||
| tPOWER | 159 | ||
| DEFINITIONS | 160 | ||
| Empowerment | 160 | ||
| AUTHORITY AND INFLUENCE | 161 | ||
| Influence Tactics | 161 | ||
| SOURCES OF POWER | 162 | ||
| Individual Sources of Power | 162 | ||
| Other Sources of Power | 162 | ||
| THE POWER OF THE SUBUNIT | 165 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 166 | ||
| POWER AND LEADERSHIP | 166 | ||
| Centrality and Substitutability | 168 | ||
| CONFLICT | 168 | ||
| BULLYING AND DISRUPTIVE BEHAVIOR | 169 | ||
| DEFINITIONS | 169 | ||
| VIEWS OF CONFLICT | 170 | ||
| TYPES OF CONFLICT | 170 | ||
| STAGE MODELS OF CONFLICT | 172 | ||
| Cause, Core Process, Effect | 172 | ||
| Causes of Conflict | 173 | ||
| The Core Process of Conflict | 173 | ||
| Effects of Conflict | 173 | ||
| CONFLICT SCALES | 174 | ||
| CONFLICT MANAGEMENT | 174 | ||
| Conflict Management Strategies | 175 | ||
| Conflict Handling Intentions | 175 | ||
| Conflict Resolution Strategies | 175 | ||
| Face Negotiation Theory | 177 | ||
| Conflict Resolution Outcomes | 177 | ||
| Conflict Resolution Inventories | 178 | ||
| Studies of Conflict Management in Nursing | 178 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 179 | ||
| Organizational Conflict | 179 | ||
| Sources of Conflict in Organizations | 179 | ||
| CURRENT ISSUES AND TRENDS | 182 | ||
| Nurse-Led Innovations | 182 | ||
| Research | 183 | ||
| Scope of Practice | 183 | ||
| Interprofessional Collaboration | 183 | ||
| Leadership | 183 | ||
| Technology | 184 | ||
| Chapter 11: Workplace Diversity | 186 | ||
| DEFINITIONS | 187 | ||
| BACKGROUND | 187 | ||
| Diversity of Employees and Patients | 187 | ||
| HISTORY | 188 | ||
| NATIONAL STANDARDS ON CULTURALLY AND LINGUISTICALLY APPROPRIATE SERVICES | 190 | ||
| COMMUNICATION | 191 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 192 | ||
| Multicultural Teams | 192 | ||
| High Context and Low Context | 192 | ||
| Generational Workforce Diversity | 193 | ||
| Baby Boomers | 193 | ||
| Generation X | 194 | ||
| Millennials | 194 | ||
| CURRENT ISSUES AND TRENDS | 194 | ||
| Attracting a Culturally Diverse Workforce | 194 | ||
| Part IV: Knowledge of the Health Care Environment | 197 | ||
| Interactive Review – Part IV | 196.e2 | ||
| Chapter 12: Case and Population Health Management | 197 | ||
| CARE COORDINATION AND INTEGRATION | 197 | ||
| DEFINITIONS | 198 | ||
| CASE MANAGEMENT OVERVIEW | 198 | ||
| Case Management | 200 | ||
| Critical Pathways | 201 | ||
| BACKGROUND | 202 | ||
| Case Management Models | 202 | ||
| History of Case Management | 205 | ||
| THE CASE MANAGEMENT PROCESS | 207 | ||
| Assessment | 207 | ||
| Planning | 207 | ||
| Facilitation | 207 | ||
| Advocacy | 208 | ||
| CASE MANAGEMENT IMPLEMENTATION | 208 | ||
| DEVELOPMENT OF CASE MANAGEMENT PROGRAMS | 209 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 210 | ||
| CURRENT ISSUES AND TRENDS | 211 | ||
| DISEASE MANAGEMENT | 212 | ||
| DEFINITIONS | 213 | ||
| Differentiation of Case Management and Disease Management | 215 | ||
| Related Definitions | 215 | ||
| Continuum of Care | 215 | ||
| Population Health Management | 216 | ||
| BACKGROUND | 217 | ||
| Disease Management Programs | 217 | ||
| Disease Management Models | 218 | ||
| History | 220 | ||
| POPULATION-BASED PROGRAM PLANNING | 221 | ||
| POPULATION-BASED RISK ASSESSMENT | 222 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 223 | ||
| Managing the Continuum of Care | 223 | ||
| CURRENT ISSUES AND TRENDS | 224 | ||
| Chapter 13: Organizational Structure | 226 | ||
| DEFINITION | 226 | ||
| ORGANIZATION THEORY | 226 | ||
| Objective Perspective | 227 | ||
| Subjective Perspective | 227 | ||
| Postmodern Perspective | 227 | ||
| KEY THEORIES OF ORGANIZATIONS AS SOCIAL SYSTEMS | 228 | ||
| Bureaucratic Theory | 228 | ||
| Scientific Management School | 228 | ||
| Classical Management Theory | 230 | ||
| Human Relations School | 230 | ||
| Open System Theory | 230 | ||
| KEY ORGANIZATIONAL DESIGN CONCEPTS | 231 | ||
| Division and Coordination of Labor | 231 | ||
| Organizational Forms | 233 | ||
| Functional Form | 233 | ||
| Program Form | 234 | ||
| Parallel Form | 235 | ||
| Modified Program Form | 235 | ||
| Matrix Form | 235 | ||
| Hierarchy | 235 | ||
| ORGANIZATIONAL CHARTS | 237 | ||
| ORGANIZATIONAL SHAPES | 237 | ||
| POWER | 240 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 242 | ||
| CURRENT ISSUES AND TRENDS | 243 | ||
| Chapter 14: Decentralization and Shared Governance | 246 | ||
| DEFINITIONS | 246 | ||
| Centralization and Decentralization | 246 | ||
| SHARED GOVERNANCE | 249 | ||
| History | 249 | ||
| Implementation | 250 | ||
| Challenges | 251 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 252 | ||
| CURRENT ISSUES AND TRENDS | 254 | ||
| Chapter 15: Professional Practice Models | 256 | ||
| DEFINITIONS | 257 | ||
| BACKGROUND | 258 | ||
| Professional Practice Models | 258 | ||
| Mission Statements | 258 | ||
| Vision Statements | 259 | ||
| Values Statements | 259 | ||
| Policies and Procedures | 260 | ||
| Policies | 261 | ||
| Procedures | 261 | ||
| Healthy Work Environment | 262 | ||
| TRADITIONAL NURSING CARE DELIVERY MODELS | 263 | ||
| Private Duty Nursing | 263 | ||
| Functional Nursing | 265 | ||
| Team Nursing | 265 | ||
| Primary Nursing | 266 | ||
| Case Management | 267 | ||
| EVOLVING MODELS | 268 | ||
| Patient- and Family-Centered Care | 268 | ||
| INNOVATIVE AND FUTURE MODELS | 269 | ||
| Affordable Care Act of 2010 | 269 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 270 | ||
| CURRENT ISSUES AND TRENDS | 271 | ||
| Chapter 16: Evidence-Based Practice: Strategies for Nursing Leaders | 274 | ||
| DEFINITIONS | 274 | ||
| MODELS | 277 | ||
| IMPLEMENTING EVIDENCE-BASED PRACTICE CHANGES | 278 | ||
| AN EVIDENCE-BASED PRACTICE EXEMPLAR | 280 | ||
| Process | 280 | ||
| Synthesis of the Evidence | 280 | ||
| The Practice Change | 280 | ||
| Implementation | 281 | ||
| Evaluation | 282 | ||
| ORGANIZATIONAL INFRASTRUCTURE AND CONTEXT | 283 | ||
| LEADERSHIP ROLES IN PROMOTING PRACTICE | 284 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 286 | ||
| CURRENT ISSUES AND TRENDS | 287 | ||
| Chapter 17: Quality and Safety | 291 | ||
| DEFINITIONS | 291 | ||
| HEALTH CARE QUALITY IN THE TWENTY-FIRST CENTURY | 293 | ||
| COLLABORATION AND HEALTH CARE QUALITY AS PROFESSIONAL NURSING IMPERATIVES | 294 | ||
| INDUSTRIAL MODELS OF QUALITY | 295 | ||
| STANDARDS OF QUALITY | 297 | ||
| Structure Standards and Measures | 297 | ||
| Process Standards and Measures | 297 | ||
| Outcome Standards and Measures | 297 | ||
| EMERGING MODELS OF HEALTH CARE PERFORMANCE AND QUALITY ASSESSMENT AND MANAGEMENT | 299 | ||
| Six Sigma | 299 | ||
| Lean Enterprise | 299 | ||
| Malcolm Baldrige National Quality Award Program | 299 | ||
| ISO 9000 | 300 | ||
| High-Performance Organizations | 301 | ||
| Magnet Designation | 301 | ||
| COSTS ASSOCIATED WITH POOR HEALTH CARE QUALITY | 301 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 303 | ||
| Planning for Health Care Quality | 303 | ||
| CURRENT ISSUES AND TRENDS | 305 | ||
| A Nurse Manager's Health Care Quality Toolbox | 305 | ||
| HEALTH CARE SAFETY AND HEALTH CARE ENTERPRISE RISK MANAGEMENT | 309 | ||
| Accreditation and Regulatory Influences on Quality | 309 | ||
| Data Collection and Public Reporting of Quality Outcomes | 311 | ||
| Health Care Safety and Quality Improvement | 313 | ||
| Sentinel Events | 315 | ||
| National Patient Safety Goals | 316 | ||
| The Accountability Imperative and Patient Engagement | 317 | ||
| Health Care Enterprise Risk Management | 317 | ||
| Educating Nurses About Quality and Safety | 319 | ||
| Advancing Quality and Safety Policy | 319 | ||
| Chapter 18: Measuring and Managing Outcomes | 322 | ||
| DEFINITIONS | 322 | ||
| OUTCOMES MANAGEMENT | 324 | ||
| INFLUENCES ON OUTCOMES | 324 | ||
| MEASUREMENT OF OUTCOMES | 325 | ||
| ELEMENTS OF OUTCOMES RESEARCH | 325 | ||
| Variable Selection | 325 | ||
| Risk Adjustment | 325 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 325 | ||
| CURRENT ISSUES AND TRENDS | 326 | ||
| Part V: Business Skills | 330 | ||
| Interactive Review – Part V | 329.e2 | ||
| Chapter 19: Strategic Management | 330 | ||
| DEFINITIONS | 330 | ||
| STRATEGIC PLANNING PROCESS | 331 | ||
| Developing a Mission and Vision | 331 | ||
| Setting Objectives | 332 | ||
| Developing an Implementation Strategy | 333 | ||
| Implementing the Strategy | 333 | ||
| Evaluating Effectiveness | 334 | ||
| ELEMENTS OF A STRATEGIC PLAN | 335 | ||
| IMPLEMENTATION OF THE STRATEGIC PLAN | 335 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 336 | ||
| CURRENT ISSUES AND TRENDS | 336 | ||
| Chapter 20: Confronting the Nursing Shortage | 339 | ||
| DEFINITIONS | 339 | ||
| BACKGROUND | 340 | ||
| The RN Workforce | 341 | ||
| NURSING SHORTAGE TIME LINE OF EVENTS AND PREDICTIONS | 341 | ||
| FACTORS CONTRIBUTING TO THE NURSING SHORTAGE | 343 | ||
| Supply | 343 | ||
| Nursing Education | 343 | ||
| Demographic Factors | 345 | ||
| Aging of the RN Workforce | 345 | ||
| Work Environment Factors | 346 | ||
| Workload | 347 | ||
| Autonomy | 347 | ||
| Relations with Managers | 347 | ||
| Compensation | 347 | ||
| Changing Composition of the RN Workforce | 347 | ||
| International Recruitment | 348 | ||
| Demand | 349 | ||
| Changing Demographic Nature of the Population | 349 | ||
| Health Delivery System | 350 | ||
| AMERICAN NURSES ASSOCIATION'S CALL TO ACTION | 350 | ||
| RECRUITMENT | 352 | ||
| Recruitment of Professional Nurses: The Evidence-Based Magnet Recognition Program® | 353 | ||
| Human Resources, Managerial, and Staff Roles Associated with Recruitment | 353 | ||
| Position Posting | 354 | ||
| Advertising | 354 | ||
| Screening | 355 | ||
| Interviewing | 355 | ||
| Selecting | 356 | ||
| Orienting | 356 | ||
| Counseling and Coaching | 356 | ||
| Performance Evaluation | 357 | ||
| Staff Development | 357 | ||
| RETENTION: NEW GRADUATES AND EXPERIENCED REGISTERED NURSES | 357 | ||
| TURNOVER: COST AND MANAGEMENT STRATEGIES | 360 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 362 | ||
| CURRENT ISSUES AND TRENDS | 363 | ||
| Chapter 21: Staffing and Scheduling | 367 | ||
| DEFINITIONS | 368 | ||
| FRAMEWORK FOR STAFFING MANAGEMENT | 369 | ||
| STRATEGIES INFLUENCING STAFFING MANAGEMENT | 369 | ||
| American Nurses Association Principles for Nurse Staffing | 369 | ||
| Patient Acuity | 371 | ||
| Nursing Care Delivery Models | 372 | ||
| American Organization of Nurse Executives | 373 | ||
| Staffing Recommendations by Professional Organizations | 373 | ||
| The Joint Commission Staffing Regulation | 373 | ||
| Collective Bargaining Agreements and Staffing Management | 373 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 374 | ||
| Legislative Impact on Staffing Management | 374 | ||
| THE STAFFING MANAGEMENT PLAN | 375 | ||
| Forecasted Workload and Staffing Pattern (Core Coverage) | 375 | ||
| Position Control | 376 | ||
| Scheduling | 377 | ||
| Demand Management | 378 | ||
| Staffing Allocation and Resource Pool | 379 | ||
| Patient Assignments | 381 | ||
| ORGANIZATIONAL OUTCOMES | 381 | ||
| Staffing Effectiveness | 381 | ||
| The Staffing Evidence on Quality | 381 | ||
| CURRENT ISSUES AND TRENDS | 383 | ||
| Chapter 22: Budgeting, Productivity, and Costing Out Nursing | 387 | ||
| BACKGROUND | 387 | ||
| DEFINITIONS | 388 | ||
| THE BUDGET PROCESS | 388 | ||
| Capital Budget Development | 389 | ||
| Operating Budget Development | 389 | ||
| TRACKING AND MONITORING OF BUDGETS | 391 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 391 | ||
| Fiscal Responsibility for Clinical Practice | 392 | ||
| Evaluation of Budget Expenditures | 393 | ||
| Costing Out Nursing Services | 393 | ||
| PRODUCTIVITY | 394 | ||
| MEASURES OF PRODUCTIVITY | 394 | ||
| CURRENT ISSUES AND TRENDS | 395 | ||
| Evaluation of Budget Expenditures | 395 | ||
| Nurses Nearing Retirement | 395 | ||
| Integration of Economics into Clinical Practice | 396 | ||
| Multigenerational Nursing Workforce | 396 | ||
| Chapter 23: Performance Appraisal | 399 | ||
| DEFINITIONS | 399 | ||
| PERFORMANCE APPRAISAL PROCESS | 399 | ||
| ORGANIZATIONAL CULTURE AS A CATALYST TO IMPROVING PERFORMANCE | 401 | ||
| SUBCULTURES AND STAKEHOLDERS | 401 | ||
| GOALS FOR PERFORMANCE APPRAISAL | 402 | ||
| Roles and Expectations of Team Members | 402 | ||
| Manager's Role | 403 | ||
| Melding Multiple Sources of Input | 403 | ||
| PERFORMANCE APPRAISAL AND RETENTION | 404 | ||
| PERFORMANCE APPRAISAL CRITERIA | 404 | ||
| ALTERNATIVE TYPES OF APPRAISAL | 405 | ||
| RELIABILITY AND VALIDITY IN MEASUREMENT | 406 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 407 | ||
| Developing Staff Members Through Performance Appraisal | 407 | ||
| CURRENT ISSUES AND TRENDS | 407 | ||
| INTERACTIVE GROUP EXERCISE | 408 | ||
| Chapter 24: Prevention of Workplace Violence | 410 | ||
| DEFINITIONS | 411 | ||
| REGULATORY BACKGROUND | 411 | ||
| NIOSH Recommendations | 412 | ||
| OSHA Guidelines | 412 | ||
| LEADERSHIP AND MANAGEMENT | 412 | ||
| Management Frameworks | 412 | ||
| Human Resource Management Policies | 415 | ||
| Leadership and Management Implications | 417 | ||
| LEGAL IMPLICATIONS | 418 | ||
| CURRENT ISSUES AND TRENDS | 418 | ||
| Predicting Violence as a Prevention Strategy | 418 | ||
| Environmental Design | 419 | ||
| Collaboration | 420 | ||
| Increased Government Oversight | 420 | ||
| Horizontal Violence | 420 | ||
| Post-Incident Response | 421 | ||
| Chapter 25: All-Hazards Disaster Preparedness | 423 | ||
| TRANSITIONING THEORY INTO PRACTICE FOR ALL-HAZARDS PREPAREDNESS | 423 | ||
| DEFINITIONS | 424 | ||
| GETTING STARTED: FIRST STEPS | 425 | ||
| Creating an All-Hazards Preparedness Task Force | 425 | ||
| Performing an Effective Gap Analysis | 428 | ||
| Keeping the Momentum Going | 430 | ||
| Working the Issues List | 431 | ||
| Establishing a Common Nomenclature, Structure, and Role Definition for Writing All-Hazards Preparedness Plans | 431 | ||
| Creating Procedural Annexes to All-Hazards Preparedness Plans | 431 | ||
| Creating an All-Hazards Planning Subgroup | 432 | ||
| Developing a Command Center | 432 | ||
| Setting up the Command Center Room | 433 | ||
| Developing Processes in the Command Center | 433 | ||
| Testing the All-Hazards Preparedness Plans and Command Center | 433 | ||
| Establishing the Hospital's Role in the Community | 434 | ||
| Helping Staff Overcome Fear Associated with Disaster and All-Hazards Preparedness | 434 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 435 | ||
| Moving into the Future with Confidence | 435 | ||
| CURRENT ISSUES AND TRENDS | 435 | ||
| Chapter 26: Data Management and Clinical Informatics | 441 | ||
| DEFINITIONS | 442 | ||
| NURSING’S DATA NEEDS | 443 | ||
| NURSING INFORMATICS | 445 | ||
| ELECTRONIC HEALTH RECORD | 445 | ||
| HEALTH INFORMATION EXCHANGES | 447 | ||
| EFFECTIVENESS | 448 | ||
| STANDARDIZED CLINICAL TERMINOLOGY | 449 | ||
| NURSING MANAGEMENT MINIMUM DATA SET | 450 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 450 | ||
| CURRENT ISSUES AND TRENDS | 452 | ||
| Chapter 27: Marketing | 455 | ||
| DEFINITIONS | 456 | ||
| BACKGROUND | 457 | ||
| MARKETING STRATEGY | 457 | ||
| THE MARKETING PROCESS: FOCUS ON MARKETING MIX | 459 | ||
| LEADERSHIP AND MANAGEMENT IMPLICATIONS | 460 | ||
| CURRENT ISSUES AND TRENDS | 462 | ||
| References | 465 | ||
| Index | 523 | ||
| Inside Back Cover | ES3 |