Additional Information
Book Details
Abstract
Develop your management and leadership skills. Leadership and Nursing Care Management, 6th Edition maintains its AONE competencies, and features the most up-to-date, evidence-based blend of practice and theory related to the issues that impact nursing management and leadership today. A fresh, conversational writing style provides you with an easy-to-understand, in-depth look at these prevalent issues. Key topics include 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 the 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 that allow you to reflect on chapter content, critically analyze the information, and apply it to the situation.
- Full-color design and photos makes content more vivid.
- Updated! Chapter on the Prevention of Workplace Violence emphasizes the AONE, Joint Commission’s, and OSHA’s leadership regarding ethical issues with disruptive behaviors of incivility, bullying, and other workplace violence.
- Updated! Chapter on Workplace Diversity includes the latest information on how hospitals and other healthcare facilities address and enhance awareness of diversity.
- Updated! Chapter on Data Management and Clinical Informatics covers how new technology helps patients be informed, connected, and activated through social networks; and how care providers access information through mobile devices, data dashboards, and virtual learning systems.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Front matter | i | ||
| Leadership & nursing care management | iii | ||
| Copyright | iv | ||
| Contributors | v | ||
| Reviewers | ix | ||
| Preface | xi | ||
| Acknowledgments | xv | ||
| Table of contents | xvii | ||
| 1 Leadership and management principles | 1 | ||
| Definitions | 2 | ||
| Leadership and care management differentiated | 2 | ||
| Leadership overview | 3 | ||
| The two roles of a nurse | 4 | ||
| The leadership role | 5 | ||
| Leadership skills | 5 | ||
| Emotional intelligence | 5 | ||
| Relationship management and relational coordination | 6 | ||
| Background related to leadership | 6 | ||
| Leadership: Five interwoven aspects | 6 | ||
| Process part 1: The leader | 7 | ||
| Process part 2: The follower | 7 | ||
| Process part 3: The situation | 7 | ||
| Process part 4: Communication | 7 | ||
| Process part 5: Goals | 8 | ||
| Leadership theories | 8 | ||
| Trait theories: Characteristics of leadership | 8 | ||
| Vision and trust | 9 | ||
| Leadership styles theories | 9 | ||
| Authoritarian | 10 | ||
| Democratic | 10 | ||
| Laissez-faire | 10 | ||
| Feminist leadership perspective | 11 | ||
| Situational leadership theories | 11 | ||
| The situational leadership® model | 12 | ||
| Transactional and transformational leadership | 13 | ||
| Contemporary leadership: Interactional and relationship-based | 14 | ||
| Complexity leadership | 15 | ||
| Servant leadership | 15 | ||
| Authentic leadership | 16 | ||
| Clinical leadership | 16 | ||
| Effective leadership | 17 | ||
| Followership | 17 | ||
| Types of followers | 17 | ||
| Leadership and management roles | 18 | ||
| Management overview | 18 | ||
| Definitions | 18 | ||
| Background: The management process | 18 | ||
| Management in organizations | 22 | ||
| The nature of managerial work | 22 | ||
| Contemporary management theories | 23 | ||
| Contingency theory | 24 | ||
| Systems theory | 24 | ||
| Complexity theory | 25 | ||
| Chaos theory | 26 | ||
| Leadership and management implications | 28 | ||
| Current issues and trends | 28 | ||
| Critical thinking exercise | 31 | ||
| 2 Change and innovation | 32 | ||
| Definitions | 33 | ||
| Background | 33 | ||
| Organizational change | 34 | ||
| Change theories/models | 34 | ||
| Lewin’s change process | 35 | ||
| Kotter’s model of change | 36 | ||
| The process of change | 36 | ||
| Change management | 37 | ||
| Change management: Small scale | 37 | ||
| The human factor: Resistance | 38 | ||
| Resistance reframed | 38 | ||
| Emotional responses to change | 39 | ||
| Transtheoretical stages of change model (ttm) | 39 | ||
| Leadership and change | 40 | ||
| Leadership roles in change | 40 | ||
| Power and politics | 40 | ||
| Innovation theory | 41 | ||
| Rogers’ innovation theory | 41 | ||
| Innovation in health care | 42 | ||
| Disruptive innovation | 43 | ||
| Leadership and management implications | 44 | ||
| Learning organizations | 45 | ||
| Current issues and trends | 45 | ||
| Best practice suggestions for nurse leaders | 46 | ||
| Critical thinking exercise | 48 | ||
| 3 Organizational climate and culture | 49 | ||
| Definitions | 49 | ||
| Culture | 49 | ||
| Climate | 50 | ||
| Culture–climate link | 50 | ||
| Nurse practice environment | 51 | ||
| Background | 51 | ||
| Research | 51 | ||
| Magnet recognition program® | 52 | ||
| Professional practice environment | 52 | ||
| Patient safety culture and climate | 53 | ||
| Healthy work environments | 53 | ||
| Just culture | 54 | ||
| Leadership and management implications | 54 | ||
| Current issues and trends | 55 | ||
| Patient-centered care and the patient-centered medical home | 55 | ||
| Culture change in long-term care | 56 | ||
| Generational diversity and the nursing shortage | 56 | ||
| Quality and safety education for nurses | 56 | ||
| Critical thinking exercise | 58 | ||
| 4 Managerial decision making | 60 | ||
| Definitions | 60 | ||
| Background | 61 | ||
| Decision-making models | 61 | ||
| Decision-making process | 64 | ||
| Clinical decision making | 64 | ||
| Managerial and organizational decision making | 65 | ||
| Patient acuity and staffing: An example of decision making | 66 | ||
| Decision-making tools | 67 | ||
| Shared governance | 67 | ||
| Evidence-informed decision making | 67 | ||
| Pilot projects | 67 | ||
| Sbar | 68 | ||
| Simulation | 68 | ||
| Data analytics and decision support systems | 68 | ||
| Leadership and management implications | 69 | ||
| Strategies for decision making | 69 | ||
| Current issues and trends | 70 | ||
| Critical thinking exercise | 72 | ||
| 5 Managing time and stress | 74 | ||
| Definitions | 75 | ||
| The relationship between time and stress | 75 | ||
| Moral distress | 76 | ||
| Resilience | 77 | ||
| Leadership and management implications | 77 | ||
| Creating an environment to prevent and address work-related stress | 77 | ||
| Getting started | 77 | ||
| Strategies | 77 | ||
| Stress management. | 77 | ||
| Wellness programs in the larger context. | 77 | ||
| Self-care. | 77 | ||
| Setting boundaries. | 77 | ||
| Relaxation. | 77 | ||
| Journaling. | 77 | ||
| Organizational recommendations | 79 | ||
| Healthy work environments standards. | 79 | ||
| Empowerment. | 79 | ||
| Special considerations for nurse managers | 81 | ||
| Current issues and trends | 81 | ||
| Predictions and risk | 82 | ||
| Critical thinking exercise | 84 | ||
| 6 Legal and ethical issues | 85 | ||
| Definitions | 86 | ||
| Legal terms | 86 | ||
| Ethical terms | 87 | ||
| Background | 87 | ||
| State law and nursing: Education and licensure | 87 | ||
| The legal system and sources of law | 87 | ||
| Civil law | 89 | ||
| Tort | 89 | ||
| Negligence. | 89 | ||
| Professional negligence (malpractice). | 90 | ||
| Professional safeguards | 90 | ||
| The nurse as witness | 91 | ||
| Criminal law | 92 | ||
| Licensure, multi-state, and distance practice | 92 | ||
| Legal documents and the nurse | 93 | ||
| Guardianship | 93 | ||
| The problem of the adult child | 94 | ||
| Confidentiality and access to medical information | 94 | ||
| Demonstrating compliance | 94 | ||
| Regulatory compliance | 94 | ||
| The personal representative | 95 | ||
| Ethical components | 95 | ||
| Incident reports | 96 | ||
| Code of ethics | 96 | ||
| Leadership and management implications | 96 | ||
| Personal negligence in clinical practice | 97 | ||
| Liability of health care organizations | 97 | ||
| Mandatory reporting | 98 | ||
| Ethical decisions | 98 | ||
| Current issues and trends | 99 | ||
| Legal issues and the changing family dynamic | 99 | ||
| Staffing | 99 | ||
| Critical thinking exercise | 101 | ||
| 7 Communication leadership | 102 | ||
| Definitions | 102 | ||
| Background | 102 | ||
| Communication theories and models | 103 | ||
| Intrapersonal and interpersonal communication | 104 | ||
| Helpful cures for ineffective communication | 105 | ||
| Tools for effective communication and speaking up. | 105 | ||
| Evidence-based practice and communication | 107 | ||
| Transformational leadership and communication style | 108 | ||
| Organizational culture and climate | 108 | ||
| Holistic and spiritual health care | 109 | ||
| Spirituality in practice | 109 | ||
| Leadership and management implications | 110 | ||
| Hostile work environment | 110 | ||
| Nonviolent communication | 111 | ||
| Team/group communication: Teamstepps and sbar | 111 | ||
| Teamstepps | 112 | ||
| Sbar and handoff communication | 112 | ||
| Communication to facilitate change: Kotter | 113 | ||
| Current issues and trends | 114 | ||
| Diversity in patient population and health care workforce | 114 | ||
| Communication issues | 114 | ||
| Teaching communication | 114 | ||
| Patient privacy | 115 | ||
| Communication in emergencies | 115 | ||
| Written communication | 115 | ||
| Electronic communication and social media | 115 | ||
| Critical thinking exercise | 117 | ||
| 8 Team building and working with effective groups | 118 | ||
| Definitions | 119 | ||
| Background | 120 | ||
| Why groups are formed | 121 | ||
| Advantages of groups | 122 | ||
| Disadvantages of groups | 123 | ||
| Group decision making | 123 | ||
| Working with teams | 125 | ||
| Types of teams | 126 | ||
| Team dynamics | 126 | ||
| Committees | 128 | ||
| Types of committees | 128 | ||
| Effective meetings | 129 | ||
| Preparing for meetings | 130 | ||
| Leader duties | 131 | ||
| Constructive group roles and behaviors | 132 | ||
| Disruptive roles and behaviors | 133 | ||
| Compulsive talkers | 133 | ||
| Nontalkers | 133 | ||
| Interrupters | 133 | ||
| Squashers | 134 | ||
| Distracted or unreliable members | 134 | ||
| Managing disruptive behavior in groups | 134 | ||
| Leadership and management implications | 134 | ||
| Current issues and trends | 135 | ||
| Creating healthy workplaces | 135 | ||
| Teamstepps | 136 | ||
| Innovation centers | 136 | ||
| Multidisciplinary quality improvement teams | 136 | ||
| Critical thinking exercise | 138 | ||
| 9 Delegation in nursing | 140 | ||
| Definitions | 141 | ||
| The process of delegation | 142 | ||
| Prioritization | 144 | ||
| Barriers to delegation | 145 | ||
| Ethical and legal issues concerning delegation | 147 | ||
| Scope of practice | 147 | ||
| Organizational issues | 147 | ||
| Cost containment | 147 | ||
| Nursing licensure | 148 | ||
| Direct versus indirect delegation | 148 | ||
| Communication | 148 | ||
| What to do when in doubt | 148 | ||
| Leadership and management implications | 149 | ||
| Current issues and trends | 149 | ||
| Critical thinking exercise | 152 | ||
| 10 Power and conflict | 153 | ||
| Power | 153 | ||
| Definitions | 153 | ||
| Empowerment | 154 | ||
| Authority and influence | 155 | ||
| Influence tactics | 155 | ||
| Sources of power | 156 | ||
| Individual sources of power | 156 | ||
| Other sources of power | 157 | ||
| The power of the subunit | 159 | ||
| Power theories | 159 | ||
| Leadership and management implications | 160 | ||
| Power and leadership | 160 | ||
| Centrality and substitutability | 161 | ||
| Conflict | 161 | ||
| Definitions | 162 | ||
| Views of conflict | 162 | ||
| Types of conflict | 163 | ||
| Models of conflict | 164 | ||
| Cause, core process, effect | 165 | ||
| Causes of conflict | 165 | ||
| The core process of conflict | 166 | ||
| Effects of conflict | 166 | ||
| Bullying and disruptive behavior | 166 | ||
| Conflict scales | 167 | ||
| Conflict management and alternative dispute resolution | 167 | ||
| Conflict management styles | 167 | ||
| Carefronting | 167 | ||
| Studies of conflict management in nursing | 168 | ||
| Conflict resolution | 169 | ||
| Face negotiation theory | 169 | ||
| Conflict resolution outcomes | 170 | ||
| Conflict resolution inventories | 171 | ||
| Leadership and management implications | 171 | ||
| Organizational conflict | 171 | ||
| Current issues and trends | 172 | ||
| Participation in high-level decision making | 172 | ||
| Building a personal power base | 172 | ||
| Political action | 173 | ||
| Critical thinking exercise | 174 | ||
| 11 Workplace diversity | 175 | ||
| Definitions | 175 | ||
| Background | 176 | ||
| The impact of culture | 177 | ||
| Health equity | 177 | ||
| Improving quality of services and care | 178 | ||
| The national clas standards | 178 | ||
| State legislation: Mandating cultural and linguistic competency training | 179 | ||
| Federal legislation: Affordable care act of 2010 | 179 | ||
| Legislative, regulatory, and accreditation mandates | 179 | ||
| Diversity: The americans with disabilities act and inclusive excellence | 179 | ||
| Gaining a competitive edge in the marketplace | 180 | ||
| Decreasing the risk of liability | 180 | ||
| Communication | 181 | ||
| Generational diversity | 181 | ||
| Baby boomers | 181 | ||
| Generation X | 182 | ||
| Millennials | 182 | ||
| Leadership and management implications | 182 | ||
| Ambiguity | 183 | ||
| Inflexible attitude | 183 | ||
| Ethnocentrism | 183 | ||
| High context and low context | 184 | ||
| Current issues and trends | 184 | ||
| Hiring nurses from diverse cultures | 184 | ||
| Negotiating | 185 | ||
| Interpreters | 185 | ||
| Critical thinking exercise | 186 | ||
| 12 Organizational structure | 187 | ||
| Definitions | 187 | ||
| Organization theory | 187 | ||
| Objective perspective | 187 | ||
| Subjective perspective | 188 | ||
| Postmodern perspective | 188 | ||
| Key theories of organizations as social systems | 189 | ||
| Bureaucratic theory | 189 | ||
| Scientific management school | 189 | ||
| Classical management theory | 189 | ||
| Human relations school | 190 | ||
| Open system theory | 190 | ||
| Newer organizational theories | 190 | ||
| Key organizational design concepts | 191 | ||
| Division and coordination of labor | 191 | ||
| Hierarchy | 194 | ||
| Organizational forms | 195 | ||
| Functional form | 195 | ||
| Program form | 196 | ||
| Parallel form | 197 | ||
| Modified program form | 197 | ||
| Matrix form | 197 | ||
| Organizational charts | 198 | ||
| Organizational shapes | 198 | ||
| Structural power | 201 | ||
| Leadership and management implications | 201 | ||
| Organizational assessment | 202 | ||
| Current issues and trends | 203 | ||
| Critical thinking exercise | 205 | ||
| 13 Decentralization and shared governance | 206 | ||
| Definitions | 206 | ||
| Centralization and decentralization | 206 | ||
| Background | 206 | ||
| Shared governance | 208 | ||
| History | 208 | ||
| Challenges | 208 | ||
| Leadership and management implications | 209 | ||
| Current issues and trends | 212 | ||
| Inter-professional education and collaboration | 212 | ||
| Whole-system integration | 212 | ||
| Engagement | 213 | ||
| Critical thinking exercise | 215 | ||
| 14 Strategic management | 216 | ||
| Definitions | 217 | ||
| Strategic planning process | 217 | ||
| Creating mission and vision statements | 217 | ||
| Assessing the environment | 219 | ||
| Setting objectives | 219 | ||
| Developing implementation strategies | 220 | ||
| Planning for implementation | 220 | ||
| Planning for evaluation | 221 | ||
| Elements of a strategic plan | 221 | ||
| Implementation of the strategic plan | 222 | ||
| Leadership and management implications | 222 | ||
| Current issues and trends | 222 | ||
| Conclusion | 223 | ||
| Critical thinking exercise | 224 | ||
| 15 Professional practice models | 225 | ||
| Definitions | 226 | ||
| Background | 226 | ||
| Professional practice models | 227 | ||
| Mission statements | 227 | ||
| Vision statements | 227 | ||
| Values statements | 227 | ||
| Philosophy | 228 | ||
| Policies and procedures | 228 | ||
| Policies | 228 | ||
| Procedures | 229 | ||
| Clinical protocols | 229 | ||
| Healthy work environments | 230 | ||
| Types of care delivery models | 230 | ||
| Traditional nursing care delivery models | 231 | ||
| Private duty nursing | 231 | ||
| Functional nursing | 232 | ||
| Team nursing | 232 | ||
| Primary nursing | 232 | ||
| Case management | 233 | ||
| Evolving models | 234 | ||
| Patient- and family-centered care | 234 | ||
| Innovative and future models | 234 | ||
| Customer satisfaction | 235 | ||
| Leadership and management implications | 236 | ||
| Current issues and trends | 236 | ||
| Critical thinking exercise | 239 | ||
| 16 Case and population health management | 240 | ||
| Definitions | 240 | ||
| Background | 241 | ||
| Distinguishing components of the health care management continuum | 241 | ||
| Case management | 242 | ||
| Landmark legislation | 242 | ||
| Case management models | 242 | ||
| Practice models background | 242 | ||
| Seminal nursing case management models | 244 | ||
| Social work models | 244 | ||
| Interdisciplinary models | 245 | ||
| The new generation of inter-professional teams. | 245 | ||
| Competency-based models | 247 | ||
| The collaborate model. | 247 | ||
| E4 framework. | 247 | ||
| Other case management models | 248 | ||
| Case management practice standards and code of conduct | 250 | ||
| Practice standards | 250 | ||
| Code of professional conduct | 251 | ||
| The case management process | 251 | ||
| Commission for case manager certification | 251 | ||
| Case management society of america | 251 | ||
| Case management program development and implementation | 251 | ||
| Case management program development | 251 | ||
| Case management outcomes | 253 | ||
| Disease management | 254 | ||
| History and background | 254 | ||
| Growth of managed care systems and a focus on quality care | 254 | ||
| Disease management transitions to population health management | 254 | ||
| Chronic health conditions align with population health management | 255 | ||
| Population health management practice approaches | 256 | ||
| The population care coordination process | 257 | ||
| Care of mental, physical and substance use syndromes | 257 | ||
| Evolving practice standards and guidelines | 257 | ||
| Disease management process, program development and implementation | 258 | ||
| Disease management program components | 258 | ||
| Population risk assessment | 258 | ||
| Identification | 258 | ||
| Stratification | 260 | ||
| Enrollment and engagement | 260 | ||
| Program delivery | 260 | ||
| Interaction and management. | 261 | ||
| Outcomes and effectiveness evaluation | 261 | ||
| Reporting | 261 | ||
| Leadership and management implications | 262 | ||
| Partnering with human resources | 263 | ||
| Individual suitability for case management | 263 | ||
| Current issues and trends | 263 | ||
| Branding and lack of universal definition | 263 | ||
| Influx of unqualified, non-clinical workers | 264 | ||
| Legislative and regulatory disruptors | 264 | ||
| Licensure portability and the nurse licensure compact | 264 | ||
| Measuring and sharing case management outcomes | 264 | ||
| Treatment adherence | 265 | ||
| Conclusion | 265 | ||
| Critical thinking exercise | 267 | ||
| 17 Evidence-based practice: Strategies for nursing leaders | 268 | ||
| Definitions | 268 | ||
| Models | 270 | ||
| Steps for performing evidence-based practice | 270 | ||
| Implementing and sustaining evidence-based practice changes | 271 | ||
| An evidence-based practice exemplar | 274 | ||
| Title | 274 | ||
| Team | 274 | ||
| Purpose, rationale, and framework | 274 | ||
| Synthesis of evidence | 274 | ||
| Practice change | 274 | ||
| Implementation strategies | 274 | ||
| Evaluation | 275 | ||
| Conclusion | 276 | ||
| Organizational infrastructure and context | 276 | ||
| Mission, vision, and strategic plan | 277 | ||
| Shared governance | 277 | ||
| Performance expectations and appraisal | 277 | ||
| Resources | 278 | ||
| Reporting | 278 | ||
| Rewards | 278 | ||
| Leadership roles in promoting evidence-based practice | 279 | ||
| Leadership and management implications | 280 | ||
| Current issues and trends | 280 | ||
| Conclusion | 282 | ||
| Critical thinking exercise | 284 | ||
| 18 Quality and safety | 286 | ||
| Definitions | 286 | ||
| Health care quality in the twenty-first century | 288 | ||
| Collaboration and health care quality as professional nursing imperatives | 290 | ||
| Industrial models of quality | 290 | ||
| Standards of quality | 291 | ||
| Structure standards and measures | 292 | ||
| Process standards and measures | 292 | ||
| Outcome standards and measures | 292 | ||
| Emerging models of health care performance and quality management | 293 | ||
| Six sigma | 294 | ||
| Lean enterprise | 294 | ||
| Malcolm baldrige national quality award program | 295 | ||
| High-reliability organizations | 295 | ||
| American nurses credentialing center magnet designation | 295 | ||
| Planetree | 296 | ||
| Costs associated with poor health care quality | 296 | ||
| Leadership and management implications | 297 | ||
| Planning for health care quality | 297 | ||
| A nurse’s health care quality toolbox | 298 | ||
| Current issues and trends | 303 | ||
| Health care safety and health care enterprise risk management | 303 | ||
| Accreditation and regulatory influences on quality | 303 | ||
| Data collection and public reporting of quality outcomes | 304 | ||
| Health care safety and quality improvement | 306 | ||
| Sentinel events | 308 | ||
| National patient safety goals | 311 | ||
| The accountability imperative and patient engagement | 311 | ||
| Health care enterprise risk management | 312 | ||
| Incident reports | 312 | ||
| Educating nurses about quality and safety | 313 | ||
| Advancing quality and safety policy | 314 | ||
| Critical thinking exercise | 316 | ||
| 19 Measuring and managing outcomes | 317 | ||
| Definitions | 317 | ||
| Influences on outcomes | 320 | ||
| Measurement of outcomes | 320 | ||
| Elements of outcomes research | 320 | ||
| Variable selection | 320 | ||
| Risk adjustment | 321 | ||
| Leadership and management implications | 321 | ||
| Current issues and trends | 322 | ||
| Big data and outcomes | 323 | ||
| Patient experiences and outcomes | 324 | ||
| Critical thinking exercise | 327 | ||
| 20 Prevention of workplace violence | 328 | ||
| Definitions | 328 | ||
| Background | 329 | ||
| Parameters of violence | 330 | ||
| Regulatory background | 330 | ||
| General duty to protect workers under the occupational safety and health administration | 330 | ||
| Recommendations from the national institute for occupation safety and health | 331 | ||
| Recommendations from the occupational safety and health administration | 331 | ||
| The joint commission | 331 | ||
| Management of workplace violence | 331 | ||
| Risk management | 332 | ||
| Deescalation and training | 332 | ||
| Human resources management policies. | 333 | ||
| Threat assessment teams | 333 | ||
| Employment assistance programs | 333 | ||
| Leadership and management implications | 334 | ||
| Legal implications | 334 | ||
| Current issues and trends | 335 | ||
| Bullying | 335 | ||
| Environmental design | 335 | ||
| Terrorism | 336 | ||
| Collaboration | 336 | ||
| Active shooter | 337 | ||
| Conclusion | 337 | ||
| Critical thinking exercise | 339 | ||
| 21 Confronting the nursing shortage | 340 | ||
| Definitions | 340 | ||
| Background | 341 | ||
| The registered nurse workforce: Shortage and surplus | 341 | ||
| Factors contributing to the nursing shortage | 344 | ||
| Supply | 346 | ||
| Nursing education | 346 | ||
| Demographic factors | 347 | ||
| Aging of the registered nurse workforce. | 347 | ||
| Changing composition of the registered nurse workforce: Age, diversity, and gender. | 348 | ||
| Age. | 348 | ||
| Diversity and inclusion. | 348 | ||
| International recruitment. | 348 | ||
| Men. | 348 | ||
| The image of nursing | 351 | ||
| Work environment factors | 352 | ||
| Workload and staffing | 353 | ||
| Compensation | 353 | ||
| Demand | 353 | ||
| Changing demographic nature of the population | 354 | ||
| Health delivery system | 354 | ||
| American nurses association’s call to action | 354 | ||
| The future of nursing: Leading change, advancing health | 355 | ||
| Recruitment | 356 | ||
| Recruitment of professional nurses: The evidence-based magnet recognition program® | 357 | ||
| Human resources, managerial, and staff roles associated with recruitment | 357 | ||
| Position posting | 357 | ||
| Advertising | 358 | ||
| Screening | 358 | ||
| Interviewing | 359 | ||
| Selecting | 359 | ||
| Orienting | 360 | ||
| Counseling and coaching | 360 | ||
| Performance evaluation | 361 | ||
| Staff development | 361 | ||
| Retention: New graduates and experienced registered nurses | 361 | ||
| Leadership and management implications | 364 | ||
| Turnover: Cost and management strategies | 364 | ||
| Managing the shortage | 364 | ||
| Current issues and trends | 365 | ||
| Critical thinking exercise | 368 | ||
| 22 Staffing and scheduling | 369 | ||
| Definitions | 370 | ||
| Framework for staffing management | 371 | ||
| Strategies influencing staffing management | 371 | ||
| American nurses association’s principles for nurse staffing | 373 | ||
| American organization of nurse executives | 373 | ||
| Staffing recommendations by professional organizations | 373 | ||
| Patient acuity and nursing intensity | 374 | ||
| Nursing care delivery models | 374 | ||
| The joint commission staffing regulation | 375 | ||
| Collective bargaining agreements and staffing management | 375 | ||
| Leadership and management implications | 376 | ||
| Legislative impact on staffing management | 376 | ||
| The staffing management plan | 377 | ||
| Forecasted workload and staffing pattern (core coverage) | 377 | ||
| Position control | 379 | ||
| Scheduling | 379 | ||
| Demand management | 380 | ||
| Staffing allocation and resource pool | 381 | ||
| Patient assignments | 383 | ||
| Organizational outcomes | 383 | ||
| Staffing effectiveness | 383 | ||
| The staffing evidence on quality | 383 | ||
| Current issues and trends | 384 | ||
| Critical thinking exercise | 387 | ||
| 23 Budgeting, productivity, and costing out nursing | 388 | ||
| Background | 388 | ||
| Definitions | 389 | ||
| The budget process | 389 | ||
| Capital budget development | 390 | ||
| Operating budget development | 391 | ||
| Projected volume | 391 | ||
| Staffing calculation | 392 | ||
| Salary calculations | 393 | ||
| Supply and revenue budgets | 393 | ||
| Tracking and monitoring of budgets | 393 | ||
| Leadership and management implications | 394 | ||
| Fiscal responsibility for clinical practice | 395 | ||
| Evaluation of budget expenditures | 395 | ||
| Costing out nursing services | 395 | ||
| Productivity | 397 | ||
| Measures of productivity | 397 | ||
| Current issues and trends | 398 | ||
| Evaluation of budget expenditures | 398 | ||
| Nurse workforce participation | 398 | ||
| Integration of economics in clinical practice | 399 | ||
| Critical thinking exercise | 400 | ||
| 24 Performance appraisal | 401 | ||
| Definitions | 401 | ||
| Purposes of performance appraisal | 401 | ||
| Administrative | 401 | ||
| Measurement | 402 | ||
| Development | 402 | ||
| Relationship building | 402 | ||
| Issues in performance appraisal | 402 | ||
| What are we measuring in performance appraisal? | 402 | ||
| The criteria used | 402 | ||
| Traits | 402 | ||
| Behaviors | 403 | ||
| Competencies | 403 | ||
| Results | 403 | ||
| Which performance metric should be used? | 404 | ||
| Rating accuracy: Can we measure it accurately? | 404 | ||
| Political motivations | 405 | ||
| Who should do the rating? | 405 | ||
| Developing employees through performance appraisal and review | 405 | ||
| The manager as coach | 406 | ||
| Performance improvement plans | 406 | ||
| Leadership and management implications | 407 | ||
| Elements of a successful performance review system | 407 | ||
| Current issues and trends | 407 | ||
| Critical thinking exercise | 409 | ||
| 25 Emergency management and preparedness | 410 | ||
| Transitioning theory into practice for all-hazards preparedness | 410 | ||
| Definitions | 411 | ||
| Getting started: First steps | 412 | ||
| Creating an emergency management committee | 412 | ||
| Performing an effective gap analysis | 412 | ||
| Keeping the momentum going | 416 | ||
| Action items list | 417 | ||
| Establishing a common nomenclature, structure, and role definition for writing all-hazards preparedness plans | 417 | ||
| Creating procedural annexes to all-hazards preparedness plans | 417 | ||
| Creating a planning subgroup | 418 | ||
| Developing a command center | 419 | ||
| Setting up the command center room | 419 | ||
| Developing processes in the command center | 420 | ||
| Testing the emergency management plans and command center | 420 | ||
| Establishing the hospital’s role in the community | 420 | ||
| Helping staff overcome fear associated with disaster and all-hazards preparedness | 421 | ||
| Crisis standards of care | 421 | ||
| Leadership and management implications | 421 | ||
| Moving into the future with confidence | 421 | ||
| Current issues and trends | 422 | ||
| After action | 426 | ||
| Critical thinking exercise | 427 | ||
| 26 Data management and clinical informatics | 428 | ||
| Definitions | 429 | ||
| Nursing’s data needs | 431 | ||
| Nursing informatics | 433 | ||
| Health care technology and nursing applications | 434 | ||
| Health information technology | 434 | ||
| Other emerging technologies and use of big data | 436 | ||
| Electronic health records | 436 | ||
| Health information exchanges | 438 | ||
| Effectiveness | 439 | ||
| Standardized clinical terminology | 439 | ||
| Nursing management minimum data set | 440 | ||
| Leadership and management implications | 442 | ||
| Current issues and trends | 443 | ||
| Critical thinking exercise | 446 | ||
| 27 Marketing | 447 | ||
| Definitions and core concepts | 448 | ||
| Background | 450 | ||
| Marketing strategy | 450 | ||
| The marketing process: Focus on marketing mix | 451 | ||
| Leadership and management implications | 453 | ||
| Current issues and trends | 455 | ||
| Cost and transparency | 455 | ||
| Patient-centered care | 455 | ||
| Nursing shortage | 456 | ||
| Geriatric workforce shortage | 456 | ||
| Work–life balance | 456 | ||
| Summary | 456 | ||
| Critical thinking exercise | 457 | ||
| Index | 501 | ||
| A | 501 | ||
| B | 502 | ||
| C | 502 | ||
| D | 505 | ||
| E | 507 | ||
| F | 508 | ||
| G | 508 | ||
| H | 509 | ||
| I | 509 | ||
| J | 511 | ||
| K | 511 | ||
| L | 511 | ||
| M | 512 | ||
| N | 513 | ||
| O | 515 | ||
| P | 515 | ||
| Q | 515 | ||
| R | 519 | ||
| S | 519 | ||
| T | 522 | ||
| U | 523 | ||
| V | 523 | ||
| W | 524 | ||
| References | 460 | ||
| Chapter 1 | 460 | ||
| Chapter 2 | 462 | ||
| Chapter 3 | 463 | ||
| Chapter 4 | 464 | ||
| Chapter 5 | 466 | ||
| Chapter 6 | 467 | ||
| Chapter 7 | 467 | ||
| Chapter 8 | 469 | ||
| Chapter 9 | 469 | ||
| Chapter 10 | 471 | ||
| Chapter 11 | 473 | ||
| Chapter 12 | 474 | ||
| Chapter 13 | 475 | ||
| Chapter 14 | 475 | ||
| Chapter 15 | 476 | ||
| Chapter 16 | 478 | ||
| Chapter 17 | 480 | ||
| Chapter 18 | 486 | ||
| Chapter 19 | 486 | ||
| Chapter 20 | 489 | ||
| Chapter 21 | 490 | ||
| Chapter 22 | 490 | ||
| Chapter 23 | 495 | ||
| Chapter 24 | 495 | ||
| Chapter 25 | 496 | ||
| Chapter 26 | 496 | ||
| Chapter 27 | 499 |