Additional Information
Book Details
Abstract
Providing quality content on management and education in the current health care settings, this book is particularly useful for the students of B.Sc. nursing (4th year), where the nurses have to manage patients and simultaneously provide nursing services in an effective manner.
This text provides comprehensive coverage of all the important processes and techniques that are important for training and development of nurses as good administrators.
Strictly as per the INC syllabus
Comprehensive and exhaustive coverage yet concise and well structured
Dual treatment of concepts: theoretical and applied
Lucid style with easy language for ease of comprehension
Student-friendly style of presentation: short sentences, bulleted lists, and ample number of tables, figures and charts
End-of-chapter questions including multiple-choice questions, especially included keeping in view the examination perspective
New to the Second Edition
New concepts/techniques of management added in several chapters
Updated information added in a number of chapters
Outdated content has been replaced with new up-to-date information
An altogether new look and feel provided to the book
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Front Cover | Cover | ||
| Management of nursing services and education second edition | iii | ||
| Copyright page | iv | ||
| Preface to the second edition | v | ||
| Preface to the first edition | vii | ||
| Acknowledgements | ix | ||
| Table of contents | xi | ||
| 1 Introduction | 1 | ||
| Introduction | 2 | ||
| 1 Introduction to management in nursing | 3 | ||
| Introduction | 3 | ||
| Concepts of management | 3 | ||
| Definitions of management | 3 | ||
| Definitions of nursing management | 4 | ||
| Need for management | 5 | ||
| Characteristics and nature of management (figs. 1.1 and 1.2) | 5 | ||
| Scope of management | 7 | ||
| Functional areas | 7 | ||
| An interdisciplinary approach | 8 | ||
| Principles of management | 8 | ||
| Fayol’s 14 principles of management | 8 | ||
| Levels of management | 10 | ||
| Top-level management | 10 | ||
| Importance of the top management | 10 | ||
| Middle-level management | 11 | ||
| Duties of the middle-level management | 11 | ||
| Lower-level management | 12 | ||
| Important functions of supervisor | 12 | ||
| Management as a profession | 12 | ||
| Functions of management | 13 | ||
| POSDCORB | 13 | ||
| Management techniques | 13 | ||
| Social responsibilities of the manager | 15 | ||
| Components or areas of social responsibility | 15 | ||
| Towards owners of enterprise | 15 | ||
| Towards workers | 16 | ||
| Towards consumers | 16 | ||
| Towards society | 16 | ||
| Towards the weaker section of the society | 16 | ||
| Towards the government | 16 | ||
| Towards the economic policy of the state | 17 | ||
| Ethical issues of management | 17 | ||
| Management theories | 17 | ||
| Human relations management | 18 | ||
| The leadership theory (fig. 1.7) | 18 | ||
| The great man theory/trait | 18 | ||
| Behavioural theories | 18 | ||
| Situational and contingency theories | 20 | ||
| Contemporary theories | 20 | ||
| Interactional leadership theory | 20 | ||
| Transformational leadership | 21 | ||
| Integrating leadership and management skills | 21 | ||
| The nurse as a manager of the health care delivery system | 22 | ||
| Qualities of a nurse manager | 22 | ||
| Roles of a nurse manager (fig. 1.8) | 22 | ||
| Factors involved in good ward management | 23 | ||
| Responsibilities of a nurse manager | 24 | ||
| Integration of nursing services and education | 24 | ||
| Objectives of integration | 25 | ||
| Role of nurse educator | 25 | ||
| Role of nurse manager | 25 | ||
| Goals of integration | 25 | ||
| Challenges in bridging the gap | 25 | ||
| Role of Dean in integration | 25 | ||
| Conclusion | 26 | ||
| Review questions | 26 | ||
| Multiple-choice questions | 26 | ||
| Answers of multiple-choice questions | 27 | ||
| Further reading | 27 | ||
| 2 Management process | 29 | ||
| Introduction | 30 | ||
| 2 Planning | 32 | ||
| Introduction | 32 | ||
| Concept of planning | 33 | ||
| Definitions of planning | 33 | ||
| Mission of planning | 34 | ||
| Philosophy of planning | 34 | ||
| Principles of planning (fig 2.2) | 34 | ||
| Objectives of planning | 36 | ||
| Importance of planning | 36 | ||
| Components of planning | 36 | ||
| Planning levels in management | 37 | ||
| Directional planning | 37 | ||
| Administrative planning | 37 | ||
| Operational planning | 37 | ||
| Strategic Planning | 37 | ||
| Operational Planning | 38 | ||
| Characteristics and nature of planning | 38 | ||
| Essentials of a good plan | 39 | ||
| Advantages of planning | 40 | ||
| Limitations or disadvantages of planning | 41 | ||
| Classification of planning | 42 | ||
| Planning Methods | 42 | ||
| Standing or repeated-use plans | 42 | ||
| Single-use plans | 43 | ||
| Factors influencing planning | 43 | ||
| Objectives | 43 | ||
| Advantages of objectives | 43 | ||
| Policies | 43 | ||
| Characteristics of a good policy (fig. 2.7) | 44 | ||
| Guidelines for effective policy making | 44 | ||
| Procedures | 45 | ||
| Important features of procedures | 45 | ||
| Methods | 45 | ||
| Rules | 45 | ||
| Strategy | 45 | ||
| Definitions and characteristics of strategy | 45 | ||
| Conclusion | 46 | ||
| Review questions | 46 | ||
| Multiple-choice-questions | 46 | ||
| Answers of Multiple-Choice Questions | 47 | ||
| Further Reading | 47 | ||
| 3 Staffing | 48 | ||
| Introduction | 48 | ||
| Definitions of staffing | 48 | ||
| Mission | 48 | ||
| Objectives of staffing | 49 | ||
| Philosophy of staffing | 49 | ||
| Human resources | 49 | ||
| Importance of the staffing function | 50 | ||
| Staff study | 50 | ||
| Norms and activities | 51 | ||
| Recommendations of the staff inspection unit | 51 | ||
| Patient classification system | 52 | ||
| Importance of patient classification system | 53 | ||
| Types of patient classification systems | 53 | ||
| Factor evaluation system | 53 | ||
| Common care descriptor | 53 | ||
| Diagnostic-related groups | 54 | ||
| Scheduling/duty roster | 54 | ||
| Purposes of scheduling | 55 | ||
| Principles of planning duty roster | 55 | ||
| Methods of scheduling | 55 | ||
| Modified work week | 55 | ||
| Scheduling with nursing management information system | 56 | ||
| Duty roster | 56 | ||
| Specific scheduling policies in duty roaster | 57 | ||
| Steps in planning the duty roster | 57 | ||
| Holidays | 57 | ||
| Guide to compiling duty roster (part A) | 57 | ||
| Guide to compiling duty roster (part B) | 58 | ||
| Review questions | 58 | ||
| Multiple-choice questions | 58 | ||
| Answers of multiple-choice questions | 59 | ||
| Further reading | 59 | ||
| 4 Human resource management | 60 | ||
| Introduction | 60 | ||
| Definitions of HRM | 60 | ||
| Objectives of HRM | 62 | ||
| Human resources planning | 63 | ||
| Meaning of HRP | 63 | ||
| Definitions of HRP | 63 | ||
| Process of HRP | 64 | ||
| Functions of HRP | 64 | ||
| Recruitment | 66 | ||
| Meaning and definition | 66 | ||
| Intention and importance of recruitment | 66 | ||
| Recruitment methods | 67 | ||
| Factors determining recruitment | 67 | ||
| Recruitment policy | 67 | ||
| Manpower forecasting | 67 | ||
| Methods of recruitment (fig. 4.7) | 68 | ||
| Selection procedure | 68 | ||
| Steps of selection procedures (fig. 4.8) | 69 | ||
| Types of interviews | 69 | ||
| Placement | 70 | ||
| Effective placement | 70 | ||
| Orientation of new staff | 71 | ||
| Objectives of orientation | 71 | ||
| Activities of orientation programme | 71 | ||
| Components of the orientation programme (fig. 4.10) | 72 | ||
| Training | 72 | ||
| Reasons for training (fig. 4.11) | 73 | ||
| Important objectives of training | 73 | ||
| Characteristics of training programme | 73 | ||
| Stages of training | 74 | ||
| Benefits of training | 74 | ||
| Staff deployment | 75 | ||
| Effective deployment of staff | 75 | ||
| Important considerations in deployment | 75 | ||
| Advantages of staff deployment | 76 | ||
| Efficient mode of staff deployment | 76 | ||
| Checklist for effective deployment | 76 | ||
| Retaining staff | 77 | ||
| Various ways to retain staff | 77 | ||
| Importance of staff retention | 77 | ||
| Advantages | 77 | ||
| Staff promotion | 78 | ||
| Definitions | 78 | ||
| Purposes of promotion | 78 | ||
| Different kinds of promotion | 78 | ||
| Purposes of promotion | 79 | ||
| Basis of promotion | 79 | ||
| Demotion | 80 | ||
| Definition | 80 | ||
| Causes of demotion | 80 | ||
| Deployment policies and protocols | 80 | ||
| Superannuation | 80 | ||
| Benefits of superannuation | 80 | ||
| Conclusion | 81 | ||
| Review questions | 81 | ||
| Multiple-choice questions | 82 | ||
| Answers of multiple-choice questions | 82 | ||
| Further reading | 82 | ||
| 5 Budgeting | 83 | ||
| Introduction | 83 | ||
| Definitions of budget | 83 | ||
| Purpose of a budget | 83 | ||
| Types of budgets (fig. 5.1) | 84 | ||
| Principles of budgeting (fig. 5.2) | 85 | ||
| Importance of budget | 86 | ||
| Essential requisition for budget | 86 | ||
| Steps in budgeting | 87 | ||
| Functions of a budget | 87 | ||
| Advantages of budgeting process | 87 | ||
| Limitations of budgeting process | 88 | ||
| Disadvantages of budgeting | 89 | ||
| Cost–benefit analysis | 89 | ||
| Techniques of cost–benefit analysis | 89 | ||
| Limitations | 89 | ||
| Auditing | 90 | ||
| Meaning/definition of audit | 90 | ||
| Objectives of audit | 90 | ||
| Methods of auditing | 90 | ||
| Continuous audit | 90 | ||
| Final audit | 90 | ||
| Periodical audit | 90 | ||
| Balance sheet | 91 | ||
| Interior audit | 91 | ||
| Advantages of nursing audit | 91 | ||
| Disadvantages of nursing audit | 91 | ||
| Nursing audit | 91 | ||
| Definitions of nursing audit | 91 | ||
| Types of nursing auditing (fig. 5.4) | 92 | ||
| Purposes of nursing audit | 92 | ||
| Objectives of nursing audit | 92 | ||
| Characteristics of audit | 92 | ||
| Benefits of audit (fig. 5.5) | 92 | ||
| Nursing auditors | 93 | ||
| Conclusion | 93 | ||
| Review questions | 94 | ||
| Multiple-choice questions | 94 | ||
| Answers of multiple-choice questions | 94 | ||
| Further reading | 95 | ||
| 6 Material management | 96 | ||
| Introduction | 96 | ||
| Definitions of material management | 96 | ||
| Efficient material management | 96 | ||
| Principles and purpose of material management | 97 | ||
| Principles of material management | 97 | ||
| Purpose of material management | 98 | ||
| Process of material management | 98 | ||
| Decentralized purchase | 99 | ||
| Centralized purchase | 99 | ||
| Group purchase | 99 | ||
| Advantages | 99 | ||
| Disadvantages | 99 | ||
| Types of materials | 99 | ||
| Supplies and equipment | 100 | ||
| Differences in type and quantity of equipment | 101 | ||
| Replacement | 101 | ||
| Inventory control | 101 | ||
| Definitions | 101 | ||
| Objectives of inventory | 102 | ||
| Steps in inventory control | 102 | ||
| Functions of inventory control | 103 | ||
| Principles of inventory management | 103 | ||
| Advantages | 103 | ||
| Disadvantages | 103 | ||
| Procurement | 103 | ||
| Objectives of procurement system | 103 | ||
| Procurement cycle | 103 | ||
| Procedures in the procurement process and negotiation strategies | 104 | ||
| Prerequisites for procurement of equipment | 104 | ||
| Criteria for storage | 104 | ||
| Conclusion | 104 | ||
| Review questions | 105 | ||
| Multiple-choice questions | 105 | ||
| Answers of multiple-choice questions | 105 | ||
| Further reading | 105 | ||
| 7 Direction (leading) | 107 | ||
| Introduction | 107 | ||
| Definitions of direction | 107 | ||
| Characteristics of direction | 108 | ||
| Importance of direction | 109 | ||
| Principles of direction | 109 | ||
| Techniques of direction (fig. 7.3) | 110 | ||
| Elements of direction | 110 | ||
| Issusing orders | 111 | ||
| Characteristics of good orders | 111 | ||
| Importance of direction | 112 | ||
| Conclusion | 112 | ||
| Review questions | 112 | ||
| Multiple-choice questions | 112 | ||
| Answers of multiple-choice questions | 113 | ||
| Further reading | 113 | ||
| 8 Controlling: Quality management | 114 | ||
| Introduction | 114 | ||
| Definitions of controlling | 114 | ||
| Essentials of effective control system (fig. 8.2) | 115 | ||
| Characteristics of control | 116 | ||
| Types of control system | 117 | ||
| Role of head nurse in ward control | 117 | ||
| Advantages of control | 118 | ||
| Importance of controlling | 118 | ||
| Quality management | 119 | ||
| Conclusion | 119 | ||
| Review questions | 120 | ||
| Multiple-choice questions | 120 | ||
| Answers of multiple-choice questions | 120 | ||
| Further reading | 120 | ||
| 9 Programme evaluation and review technique | 121 | ||
| Programme evaluation and review technique (PERT) | 121 | ||
| Definition of PERT | 121 | ||
| Components of PERT model | 121 | ||
| Concept and meaning of PERT | 122 | ||
| Blueprint of PERT | 122 | ||
| PERT chart | 123 | ||
| Steps in the PERT planning process | 123 | ||
| Benefits of PERT | 123 | ||
| Limitations of PERT | 123 | ||
| Conclusion | 124 | ||
| Benchmarking | 124 | ||
| Definitions of benchmarking | 124 | ||
| Purposes of benchmarking | 124 | ||
| The benchmarking process | 124 | ||
| Phase 1: Planning | 125 | ||
| Phase 2: Analysis of benchmarking | 125 | ||
| Phase 3: Integration of benchmarking | 125 | ||
| Phase 4: Action in benchmarking | 125 | ||
| Stages of benchmarking | 125 | ||
| Cost of benchmarking | 126 | ||
| Types of benchmarking | 126 | ||
| Advantages/benefits of benchmarking | 126 | ||
| Barriers to successful benchmarking | 127 | ||
| Conclusion | 127 | ||
| Gantt chart (activity plan) | 127 | ||
| History | 127 | ||
| Definition of gantt chart | 127 | ||
| Components of gantt chart | 127 | ||
| Marking in the gantt chart | 128 | ||
| Advantages of gantt chart | 128 | ||
| Disadvantages of gantt chart | 128 | ||
| Conclusion | 128 | ||
| Review questions | 128 | ||
| Multiple-choice questions | 129 | ||
| Answers of multiple-choice questions | 129 | ||
| Further reading | 129 | ||
| 3 Management of nursing services in hospital and community | 131 | ||
| Introduction | 132 | ||
| 10 Hospitals, patient care units and ward management | 134 | ||
| Introduction | 134 | ||
| Definitions of hospital | 134 | ||
| Objectives of a hospital (fig. 10.1) | 134 | ||
| Scope of a hospital | 135 | ||
| Coordinated health care team approach | 136 | ||
| Holistic care | 136 | ||
| Comprehensive care | 136 | ||
| Integrated care | 136 | ||
| Research-based care | 136 | ||
| Continuous care | 136 | ||
| Organization and functions of hospitals | 136 | ||
| Inpatient department | 137 | ||
| Outpatient department | 137 | ||
| Administrative department | 137 | ||
| Nursing department | 138 | ||
| Functions of chief nursing officer | 139 | ||
| Central sterile and supply department (CSSD) | 139 | ||
| Diagnostic department | 140 | ||
| Biomedical engineering | 140 | ||
| Dietary department | 140 | ||
| Emergency or casualty | 140 | ||
| Operation theatre (OT), recovery rooms | 140 | ||
| Specialized departments | 140 | ||
| Biomedical waste management department | 141 | ||
| Isolation units | 141 | ||
| Post-mortem room or autopsy | 141 | ||
| Forensic department | 141 | ||
| Pharmacy | 141 | ||
| Physiotherapy | 141 | ||
| Research department | 142 | ||
| Counselling department | 142 | ||
| Housekeeping | 142 | ||
| Laundry department | 142 | ||
| Rehabilitation centre | 142 | ||
| Nursing station | 142 | ||
| Classification of hospitals | 143 | ||
| Based on the ownership | 143 | ||
| Based on the patient length of stay | 143 | ||
| Based on the license to treat | 143 | ||
| Based on the size classified | 144 | ||
| Based on objectives | 144 | ||
| Based on administration | 144 | ||
| Based on the indigenous systems of medicine | 144 | ||
| Issues in hospital management | 144 | ||
| Ward management | 145 | ||
| Organization of ward management | 145 | ||
| Responsibilities of the head nurse | 145 | ||
| Responsibilities of the ward in charge | 147 | ||
| Responsibilities of the senior staff nurses | 147 | ||
| Factors affecting ward management | 147 | ||
| Criteria to be fulfilled for good nursing management | 149 | ||
| Organization principles in ward management | 149 | ||
| Role of head nurse in patient care | 149 | ||
| Conclusion | 150 | ||
| Review questions | 150 | ||
| Multiple-choice questions | 151 | ||
| Answers of multiple-choice questions | 151 | ||
| Further reading | 151 | ||
| 11 Emergency and disaster management | 152 | ||
| Emergency and casualty services | 152 | ||
| Functions of emergency care/casualty (fig. 11.1) | 152 | ||
| Site, area and design of emergency/casualty | 153 | ||
| Facilities for management | 154 | ||
| Personnel involved in emergency care (fig. 11.2) | 154 | ||
| Staff required | 155 | ||
| Problems faced in emergency/casualty | 155 | ||
| Managerial issues in emergency departments (fig. 11.3) | 156 | ||
| Disaster management | 156 | ||
| Definitions of hazard/disaster | 157 | ||
| Types of hazards/disasters (fig. 11.4) | 158 | ||
| Natural disasters | 158 | ||
| Man-made disasters | 159 | ||
| Psychological reaction to a disaster | 160 | ||
| Preschool (1–5 years) | 160 | ||
| Early childhood (5–11 years) | 160 | ||
| Preadolescence (11–14 years) | 160 | ||
| Adolescence (14–18 years) | 161 | ||
| Adulthood | 161 | ||
| Disaster trauma | 161 | ||
| Health sector involvement in disaster management (fig. 11.5) | 161 | ||
| Role of nurse during disasters | 162 | ||
| Prevention, mitigation and preparedness activities | 163 | ||
| Relief response | 164 | ||
| Hospital disaster manual | 164 | ||
| Disaster plan | 166 | ||
| Principles of a disaster plan | 166 | ||
| Conclusion | 166 | ||
| Review questions | 168 | ||
| Multiple-choice questions | 168 | ||
| Answers of multiple-choice questions | 169 | ||
| Further reading | 169 | ||
| 12 Human resource management in hospital and community services | 170 | ||
| Introduction | 170 | ||
| Objectives of HRM in hospital services | 170 | ||
| Primary objective | 170 | ||
| Secondary objectives | 170 | ||
| Functions of HRM | 171 | ||
| Role of a nurse manager in HRM/HRD | 173 | ||
| Steps involved in manpower planning | 174 | ||
| Human resources in hospital services | 174 | ||
| Human resources in community health services | 175 | ||
| Functions of community health team members | 175 | ||
| Medical officer | 175 | ||
| Female health worker | 176 | ||
| Male health worker | 176 | ||
| Community health nurse | 177 | ||
| Qualities of community health nurse | 177 | ||
| Functions of community health nurse | 177 | ||
| Conclusion | 178 | ||
| Review questions | 178 | ||
| Multiple-choice questions | 179 | ||
| Answers of multiple-choice questions | 179 | ||
| Further reading | 179 | ||
| 13 Job description—nursing personnel | 180 | ||
| Introduction | 180 | ||
| Definitions of job description | 180 | ||
| Purpose of writing a job description | 181 | ||
| Nursing director | 181 | ||
| 4 Organizational behaviour and human relations | 305 | ||
| Introduction | 306 | ||
| 25 Organizational structure and behaviour | 308 | ||
| Organizational structure | 308 | ||
| Types of organizational structure | 308 | ||
| Organization chart | 308 | ||
| Advantages of organizational chart | 308 | ||
| Limitations of organizational chart | 309 | ||
| Factors influencing organizational structure (fig. 25.1) | 309 | ||
| Organization manuals | 310 | ||
| Mechanistic and organic structures | 310 | ||
| Tall organization | 310 | ||
| Flat organization (fig. 25.3) | 311 | ||
| Emerging trends in organizational structures (fig. 25.4) | 312 | ||
| Organizational behaviour (fig. 25.5) | 313 | ||
| Definitions | 313 | ||
| Concepts of organizational behaviour | 314 | ||
| Elements of organizational behaviour | 315 | ||
| Theories of organizational behaviour | 316 | ||
| Classical doctrine | 317 | ||
| Humanistic school | 317 | ||
| Modern organization theory | 318 | ||
| Conclusion | 318 | ||
| Review questions | 318 | ||
| Multiple-choice questions | 319 | ||
| Answers of multiple-choice questions | 319 | ||
| Further reading | 319 | ||
| 26 Review of channels of communication | 320 | ||
| Introduction | 320 | ||
| Meaning of communication | 320 | ||
| Definitions of communication | 320 | ||
| Elements of communication process | 320 | ||
| Importance of communication | 321 | ||
| Channels of effective communication | 322 | ||
| Classification of the channels of communication | 322 | ||
| Based on the number of people to which the message has to be conveyed | 322 | ||
| Based on the medium used to transmit the message | 322 | ||
| Based on the flow of communication | 323 | ||
| Criteria for good communication | 324 | ||
| Barriers of communication | 325 | ||
| Conclusion | 325 | ||
| Review questions | 326 | ||
| Multiple-choice questions | 326 | ||
| Answers of multiple-choice questions | 326 | ||
| Further reading | 326 | ||
| 27 Leadership styles | 328 | ||
| Introduction | 328 | ||
| Definitions of leadership | 328 | ||
| Importance of leadership | 329 | ||
| Characteristics of a leader | 329 | ||
| Functions of a leader (figs. 27.2 and 27.3) | 330 | ||
| Types of leadership (fig. 27.4 and fig. 27.5) | 332 | ||
| Autocratic leadership | 332 | ||
| Personality of the leader | 333 | ||
| Types of autocratic leadership | 334 | ||
| Merits of autocratic leadership | 334 | ||
| Demerits of autocratic leadership | 334 | ||
| Democratic/participative or person-oriented leadership | 334 | ||
| Merits of democratic leadership | 335 | ||
| Demerits of democratic leadership | 335 | ||
| Delegative/laissez-faire/free-rein leadership | 335 | ||
| Characteristic features of free-rein leadership (fig. 27.7) | 335 | ||
| Choosing a leadership style | 336 | ||
| Theories of leadership | 337 | ||
| Trait theory | 337 | ||
| Behavioural theory | 337 | ||
| Situational theory | 338 | ||
| Conclusion | 338 | ||
| Review questions | 338 | ||
| Multiple-choice questions | 338 | ||
| Answers of multiple-choice questions | 339 | ||
| Further reading | 339 | ||
| 28 Review of motivation: Concepts and theories | 340 | ||
| Introduction | 340 | ||
| Concepts of motivation | 340 | ||
| Meaning of motivation | 341 | ||
| Definitions | 341 | ||
| Nature of motivation | 341 | ||
| The need–wants satisfaction chain | 342 | ||
| Motive | 342 | ||
| Definitions of motive | 342 | ||
| Classification of motives (fig. 28.3) | 343 | ||
| Physiological motives | 343 | ||
| General motives | 344 | ||
| Social motives | 344 | ||
| Unconscious motives | 345 | ||
| Instincts and behaviour | 345 | ||
| Theories of motivation (fig. 28.4) | 345 | ||
| Drive reduction theory | 346 | ||
| Arousal theory | 347 | ||
| Cognitive theory | 347 | ||
| Expectancy theory (fig. 28.5) | 347 | ||
| Psychoanalytic theory of modification | 347 | ||
| Hertzberg’s two factor theory | 348 | ||
| McClelland’s needs theory | 348 | ||
| Carrot and stick approach of motivation | 349 | ||
| Hierarchy of motives/needs (fig. 28.6) | 349 | ||
| Relationship between Hertzberg and Maslow models | 350 | ||
| Conclusion | 350 | ||
| Review questions | 350 | ||
| Multiple-choice questions | 350 | ||
| Answers of multiple-choice questions | 351 | ||
| Further reading | 351 | ||
| 29 Group dynamics | 352 | ||
| Introduction | 352 | ||
| Principles of group dynamics | 352 | ||
| The important components in group dynamics | 353 | ||
| Theoretical aspects of group dynamics | 353 | ||
| Group task roles | 354 | ||
| Stages of group development | 355 | ||
| Teamwork in nursing | 355 | ||
| Making assignments for team leaders | 355 | ||
| Nature of teamwork | 356 | ||
| Important features of an efficient team (fig. 29.2) | 356 | ||
| Indications of bad teamwork | 358 | ||
| Teamwork in nursing practice | 358 | ||
| Tools and issues that support teams (fig. 29.4) | 358 | ||
| Advantages | 361 | ||
| Disadvantages | 361 | ||
| Conclusion | 361 | ||
| Review questions | 361 | ||
| Multiple-choice questions | 361 | ||
| Answers of multiple-choice questions | 362 | ||
| Further reading | 362 | ||
| 30 Techniques of communication and interpersonal relationships | 363 | ||
| Introduction | 363 | ||
| Definitions | 363 | ||
| A therapeutic relationship | 363 | ||
| Goals of therapeutic changes | 363 | ||
| Nurse’s role and therapeutic communication | 364 | ||
| Essentials to develop therapeutic relationships | 364 | ||
| Conditions used in a therapeutic relationship (fig. 30.1) | 364 | ||
| Types of relationships | 365 | ||
| Techniques of therapeutic communication | 366 | ||
| The impact of pre-existing conditions | 368 | ||
| Nonverbal communication (fig. 30.2) | 368 | ||
| Interpersonal relationship in nursing | 368 | ||
| Principles of interpersonal relationship (fig. 30.3) | 370 | ||
| Professional nursing relationships | 371 | ||
| Nurse–patient helping relationship | 371 | ||
| Nurse–family relationship | 372 | ||
| Nurse–health care team relationship | 372 | ||
| Nurse–community relationship | 372 | ||
| Conclusion | 374 | ||
| Review questions | 374 | ||
| Multiple-choice questions | 374 | ||
| Answers of multiple-choice questions | 375 | ||
| Further reading | 375 | ||
| 31 Human relations | 376 | ||
| Introduction | 376 | ||
| Definitions | 376 | ||
| Objectives, goals and scope of human relations | 376 | ||
| Objectives (fig. 31.1) | 376 | ||
| Goals | 377 | ||
| Scope (fig. 31.2) | 377 | ||
| Importance of human relations | 378 | ||
| Factors contributing to human relations | 379 | ||
| Approaches in human relations | 379 | ||
| Concepts of human relations approach | 379 | ||
| Major elements of human relations | 381 | ||
| Human relations in context of nursing | 381 | ||
| Establishing interpersonal relationships | 381 | ||
| Characteristics of helping relationships (fig. 31.4) | 381 | ||
| Principles of interpersonal relationships (fig. 31.5) | 382 | ||
| Phases of nurse–patient relationship | 383 | ||
| Relationship of nurse and health care team | 383 | ||
| Nurse’s multiple roles | 383 | ||
| Professional relationships | 384 | ||
| Conclusion | 385 | ||
| Review questions | 386 | ||
| Multiple-choice questions | 386 | ||
| Answers of multiple-choice questions | 386 | ||
| Further reading | 387 | ||
| 32 Public relations in context of nursing | 388 | ||
| Introduction | 388 | ||
| Definitions | 388 | ||
| Need and purpose for public relations | 388 | ||
| Purposes of public relations | 389 | ||
| Elements of public relations (fig. 32.2) | 389 | ||
| Goals of public relations | 390 | ||
| Principles of public relations | 390 | ||
| Steps in a public relations campaign | 390 | ||
| Public relations officer | 391 | ||
| Qualities of a public relations officer | 391 | ||
| Job description | 391 | ||
| Typical work activities | 392 | ||
| Public relations in a hospital | 392 | ||
| Involvement of nursing service department in public relations | 392 | ||
| Conclusion | 393 | ||
| Review questions | 393 | ||
| Multiple-choice questions | 394 | ||
| Answers of multiple-choice questions | 394 | ||
| Further reading | 394 | ||
| 33 Collective bargaining and professional associations | 395 | ||
| Introduction | 395 | ||
| Meaning of collective bargaining | 395 | ||
| Definitions | 395 | ||
| Distinctive features of collective bargaining | 396 | ||
| Aims and objectives of collective bargaining | 396 | ||
| Functions of collective bargaining (fig. 33.1) | 396 | ||
| Collective bargaining improves patient care | 396 | ||
| Employee–employer bargaining | 397 | ||
| Professional associations in nursing | 397 | ||
| International council of nurses (ICN) | 397 | ||
| Aims | 397 | ||
| Purpose | 397 | ||
| Objectives | 397 | ||
| Functions | 398 | ||
| Governing body | 398 | ||
| Activities | 398 | ||
| International relationships | 398 | ||
| Trained nurses association of India (TNAI) | 398 | ||
| Functions of TNAI | 398 | ||
| Governing body of TNAI | 399 | ||
| Aims of TNAI | 399 | ||
| Membership | 399 | ||
| Publications | 399 | ||
| Student nurses’ association | 400 | ||
| Objectives | 400 | ||
| Indian nursing council | 400 | ||
| State nursing council and registration | 400 | ||
| Functions | 401 | ||
| Conclusion | 401 | ||
| Review questions | 401 | ||
| Multiple-choice questions | 401 | ||
| Answers of multiple-choice questions | 402 | ||
| Further reading | 402 | ||
| 5 In-service education | 403 | ||
| Introduction | 404 | ||
| 34 In-service education | 406 | ||
| Introduction | 406 | ||
| Definitions | 406 | ||
| Aims and objectives of in-service education | 407 | ||
| Objectives | 407 | ||
| Need for in-service programme | 408 | ||
| Components/types of in-service education (fig. 34.3) | 409 | ||
| Factors affecting in-service education (fig. 34.4) | 410 | ||
| Planning for in-service education | 410 | ||
| Steps in the planning process | 410 | ||
| Scope of in-service education (fig. 34.5) | 411 | ||
| Characteristics of a good in-service education programme | 412 | ||
| Principles for developing an in-service education programme (fig. 34.7) | 412 | ||
| Problems related to in-service education programme (fig. 34.8) | 414 | ||
| Suggestions for improvement of in-service education programmes | 415 | ||
| Advantages | 415 | ||
| Disadvantages | 415 | ||
| Evaluation methods used in in-service education (fig. 34.9) | 415 | ||
| Questionnaires and inventories | 415 | ||
| Interviews | 415 | ||
| Observation of behaviour in the in-service programme | 416 | ||
| Preparation of report | 416 | ||
| Conclusion | 416 | ||
| Review questions | 416 | ||
| Multiple-choice questions | 417 | ||
| Answers of multiple-choice questions | 417 | ||
| Further reading | 417 | ||
| 35 Adult education/learning | 418 | ||
| Introduction | 418 | ||
| Importance of adult education | 418 | ||
| Adult education/social education in India | 419 | ||
| Different forms of adult learning (fig. 35.3) | 420 | ||
| Twelve principles of adult learning (fig. 35.4) | 421 | ||
| Conclusion | 422 | ||
| Review questions | 422 | ||
| Multiple-choice questions | 423 | ||
| Answers of multiple-choice questions | 423 | ||
| Further reading | 423 | ||
| 6 Management of nursing educational institutions | 425 | ||
| Introduction | 426 | ||
| 36 Establishment of nursing educational institutions | 428 | ||
| Introduction | 428 | ||
| INC: Purposes and objectives of B.Sc. nursing programme | 428 | ||
| The goals | 428 | ||
| Establishing a B.Sc. nursing programme | 429 | ||
| Controlling authority | 429 | ||
| Academic control | 429 | ||
| Governing body | 430 | ||
| Authorities of management | 430 | ||
| Responsibilities of a university | 430 | ||
| Administration of a nursing college | 431 | ||
| Administrative staff | 431 | ||
| College teaching staff | 431 | ||
| Department organization within the college | 432 | ||
| Departmentalization | 432 | ||
| Qualifications for head of department | 433 | ||
| Responsibilities of head of department | 433 | ||
| Committee organization | 433 | ||
| Students | 433 | ||
| Facilities | 434 | ||
| Physical facilities | 434 | ||
| Finance or budget | 434 | ||
| Contents of budget | 435 | ||
| Audits | 435 | ||
| Philosophy of nursing institution | 435 | ||
| Accreditation | 436 | ||
| Concept of accreditation | 436 | ||
| Purposes of accreditation | 436 | ||
| Types of accreditation | 437 | ||
| Accreditation agencies | 437 | ||
| National professional accrediting agencies | 437 | ||
| Accreditation of nursing institutions | 438 | ||
| Accreditation by inspection | 438 | ||
| Organization of college/school of nursing (fig. 36.1) | 438 | ||
| Objectives | 438 | ||
| Student’s eligibility | 439 | ||
| Purpose | 440 | ||
| General objectives of the course | 441 | ||
| Committees | 441 | ||
| List of academic committees | 441 | ||
| Curriculum committee | 442 | ||
| 7 Nursing as a profession | 481 | ||
| Intoduction | 482 | ||
| 38 Nursing as a profession | 484 | ||
| Introduction | 484 | ||
| Professionalism and the nursing profession | 484 | ||
| Characteristics of professionalism | 484 | ||
| The nursing profession | 485 | ||
| Philosophy of nursing practice | 485 | ||
| Aims and objectives of nursing | 485 | ||
| Characteristics of a professional nurse | 486 | ||
| Regulatory bodies | 488 | ||
| Indian nursing council | 488 | ||
| Purpose of INC | 488 | ||
| Amendment of the act of INC | 488 | ||
| Functions of INC | 488 | ||
| State nursing council (SNC) | 489 | ||
| Salient features | 489 | ||
| Functions of SNC | 489 | ||
| Current trends and issues in nursing | 490 | ||
| Issues affecting nursing practice | 490 | ||
| Nursing education | 492 | ||
| Nursing research | 492 | ||
| Professional ethics | 493 | ||
| Nurses and people | 494 | ||
| Nurses and professional practice | 495 | ||
| Nurses and co-workers | 495 | ||
| Codes of professional conduct | 495 | ||
| Practice standards for nursing | 497 | ||
| Sources of nursing care standards | 497 | ||
| Classification of standards | 497 | ||
| Consumer protection act | 498 | ||
| Rights of a consumer/patient | 498 | ||
| The act | 498 | ||
| Salient features | 499 | ||
| Legal aspects in nursing | 499 | ||
| Legal responsibility | 500 | ||
| Guides for legal responsibilities (fig. 38.3) | 500 | ||
| Registration/licensing | 501 | ||
| The state nurses registration councils | 501 | ||
| Procedure of registration | 501 | ||
| Legal terms related to practice, registration and licensing | 501 | ||
| Legal liability/acts of negligence under criminal IPC | 502 | ||
| Two types of laws | 503 | ||
| Civil law | 504 | ||
| Classification of torts (fig. 38.5) | 504 | ||
| Malpractice and negligence | 505 | ||
| Negligence issues leading to malpractice cases | 506 | ||
| How to reduce the potential liability of malpractice | 507 | ||
| Medicolegal cases | 507 | ||
| Consent | 508 | ||
| Informed consent | 508 | ||
| Correct identity | 509 | ||
| Leaving against medical advice (LAMA) | 509 | ||
| Patient’s property | 509 | ||
| Dying declaration | 510 | ||
| Wills | 510 | ||
| Examination of rape case | 510 | ||
| Artificial human insemination | 510 | ||
| Poison case | 510 | ||
| Nurses’ role in the prevention of legal complications | 510 | ||
| Attributes of professional caring: The five Cs (fig. 38.6) | 511 | ||
| Registration/licensing | 511 | ||
| Conclusion | 512 | ||
| Review questions | 512 | ||
| Multiple-choice questions | 512 | ||
| Answers of multiple-choice questions | 513 | ||
| Further reading | 513 | ||
| 8 Professional advancement | 515 | ||
| Introduction | 516 | ||
| 39 Continuing education and career opportunities | 518 | ||
| Continuing education | 518 | ||
| Need for continuing education | 518 | ||
| Importance of continuing education | 519 | ||
| National policy on continuing education | 519 | ||
| Programmes of action on national policy on education | 519 | ||
| Career development | 520 | ||
| Components of career development | 520 | ||
| Manager’s role in career development | 521 | ||
| Nursing career requirements | 522 | ||
| Scope of nursing career | 522 | ||
| Conclusion | 526 | ||
| Review questions | 526 | ||
| Multiple-choice questions | 527 | ||
| Answers of multiple-choice questions | 527 | ||
| Further reading | 527 | ||
| 40 Collective bargaining | 528 | ||
| Introduction | 528 | ||
| Objectives of collective bargaining | 528 | ||
| Constituents of collective bargaining | 528 | ||
| Process of collective bargaining | 529 | ||
| Classification of collective bargaining | 530 | ||
| Principles to be followed by the management in collective bargaining | 531 | ||
| Importance of collective bargaining | 531 | ||
| Collective bargaining in nursing | 532 | ||
| Nursing profession and bargaining | 533 | ||
| Importance of collective bargaining in nursing | 533 | ||
| Why nurses join unions | 533 | ||
| Why nurses do not join unions | 533 | ||
| Conclusion | 533 | ||
| Review questions | 534 | ||
| Multiple-choice questions | 534 | ||
| Answers of multiple-choice questions | 535 | ||
| Further reading | 535 | ||
| 41 Research activities: Membership, participation and publications | 536 | ||
| Introduction | 536 | ||
| Membership with a professional organization | 536 | ||
| Participation in research activities | 536 | ||
| Research process | 539 | ||
| Need for research in nursing | 539 | ||
| Purposes of research in nursing | 540 | ||
| Responsibility of nurses in doing research | 540 | ||
| Preparation and participation in research activities | 540 | ||
| Publications: Journals and newspapers | 540 | ||
| Types of journals | 541 | ||
| Guidelines for writing in journals and newspapers | 541 | ||
| Research articles | 541 | ||
| Format for research abstract | 541 | ||
| Conclusion | 542 | ||
| Review questions | 542 | ||
| Multiple-choice questions | 542 | ||
| Answers of multiple-choice questions | 543 | ||
| Further reading | 543 | ||
| Appendix Management terminology | 545 | ||
| Index | 549 | ||
| A | 549 | ||
| B | 549 | ||
| C | 549 | ||
| D | 549 | ||
| E | 549 | ||
| F | 549 | ||
| G | 549 | ||
| H | 549 | ||
| I | 550 | ||
| L | 550 | ||
| M | 550 | ||
| N | 550 | ||
| O | 551 | ||
| P | 551 | ||
| Q | 551 | ||
| S | 551 | ||
| T | 551 | ||
| V | 551 | ||
| W | 551 |