MARC details
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19984cam a22003494a 4500 |
| 001 - CONTROL NUMBER |
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13899794 |
| 003 - CONTROL NUMBER IDENTIFIER |
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OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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20231129080107.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
050315s2006 njua b 001 0 eng |
| 010 ## - LIBRARY OF CONGRESS CONTROL NUMBER |
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| LC control number |
2005007483 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
0131138693 (pbk.) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9780131138698 |
| 040 ## - CATALOGING SOURCE |
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| Original cataloging agency |
BUL |
| Transcribing agency |
BUL |
| Modifying agency |
BUL |
| Language of cataloging |
eng |
| Description conventions |
rda |
| 042 ## - AUTHENTICATION CODE |
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| Authentication code |
pcc |
| 060 10 - NATIONAL LIBRARY OF MEDICINE CALL NUMBER |
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| Classification number |
WY 105 F499l 2006 |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Finkelman, Anita Ward. |
| 245 10 - TITLE STATEMENT |
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| Title |
Leadership and management in nursing / |
| Statement of responsibility, etc. |
Anita W. Finkelman. |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
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| Place of publication, distribution, etc. |
Upper Saddle River, N.J. : |
| Name of publisher, distributor, etc. |
Pearson Prentice Hall, |
| Date of publication, distribution, etc. |
c2006. |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
xvii, 556 p. : |
| Other physical details |
ill. ; |
| Dimensions |
28 cm. |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
Includes bibliographical references and index. |
| 505 ## - FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Contents <br/>Section I. Leadership and planning<br/>Overview of the domain<br/>Chapter 1<br/>Conceptual base for leadership and management<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>CHANGE IN THE HEALTH CARE DELIVERY SYSTEM: IMPLICATIONS FOR NURSE LEADERSHIP<br/>ACTIVE CONCEPT CHECK<br/>LEADERSHIP AND MANAGEMENT THEORIES AND STYLES<br/>An historical perspective of leadership theories<br/>Modern or current leadership theories and styles<br/>Deming?s theory<br/>Drucker?s theory<br/>Contingency theory<br/>Management grid<br/>Connective leadership<br/>Emotional intelligence <br/>Chaos and quantum theory<br/>Knowledge management<br/>Clear leadership<br/>Transformational leadership<br/>A conclusion: Effective leadership<br/>ACTIVE CONCEPT CHECK<br/>LEADERS AND MANAGERS: A COMPARISON<br/>Who is a nurse leader?<br/>Preparation and development of nurse managers<br/>The nurse manager role<br/>The Peter Principle<br/>Nurse management development<br/>Nurse manager competencies<br/>Caring and trust<br/>Leadership in community health<br/>The image of nursing<br/>Making a difference: Increasing nurse leaders <br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Chapter 2<br/>Change and decision-making<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>THE FIVE Rs: CHANGE AND DECISION-MAKING IN ACTION<br/>Reengineering the health care organization<br/>Redesigning the workforce<br/>Reregulating professional practice<br/>Rightsizing the workforce<br/>Restructuring nursing education<br/>ACTIVE CONCEPT CHECK<br/>THE CONCEPT OF CHANGE<br/>Examples of change theories<br/>Lewin?s force field model of change<br/>Quinn?s theory of change<br/>The process of change<br/>Readiness for change<br/>Resistance to change<br/>Acceptance of change<br/>Where to begin when confronted with change<br/>The change agent<br/>ACTIVE CONCEPT CHECK<br/>A DECISION: A RESPONSE TO CHANGE<br/>Decision styles<br/>Types of decisions<br/>The decision-making process <br/>Nursing and critical thinking<br/>Identify the need for a decision: What is the problem?<br/>Decision-making conditions<br/>Barriers to decision-making<br/>Data collection <br/>Selecting alternatives<br/>Implementing and selling the decision<br/>Evaluating results<br/>Planning<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Chapter 3<br/>Keys to working with others: Collaboration, coordination, and conflict resolution<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>COLLABORATION<br/>Definitions<br/>Barriers to effective collaboration<br/>Nurse-physician relationships<br/>Skills to achieve effective collaboration<br/>Application of collaboration<br/>ACTIVE CONCEPT CHECK<br/>COORDINATION<br/>Definitions<br/>Barriers to effective coordination<br/>Skills to achieve coordination<br/>Application of coordination<br/>ACTIVE CONCEPT CHECK<br/>NEGOTIATION AND CONFLICT RESOLUTION<br/>Definitions<br/>Causes of conflict<br/>Stages of conflict<br/>Prevention of conflict<br/>Conflict management: Issues and strategies<br/>Powerlessness and empowerment<br/>Aggressiveness and passive-aggressiveness<br/>How do individual staff members cope with conflict?<br/>Gender issues<br/>Nurse-physician relationships<br/>Application of negotiation to conflict resolution<br/>Mediation<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Chapter 4<br/>Effective staff communication and working relationships<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>COMMUNICATION: WHAT IS IT?<br/>Communication systems and lines of communication<br/>Downward communication<br/>Upward communication<br/>Lateral communication<br/>Diagonal communication<br/>Four basic principles of communication<br/>The communication process<br/>Communication component systems: verbal, nonverbal, and metacommunication<br/>Verbal communication <br/>Nonverbal communication<br/>Metacommunication<br/>Assessment of communication effectiveness<br/>Barriers to communication<br/>Examples of critical barriers<br/>Information overload<br/>Importance of feedback: giving and receiving feedback<br/>Grapevine: Is it good or bad?<br/>ACTIVE CONCEPT CHECK<br/>COMMUNICATION METHODS<br/>Written communication<br/>Face-to-face communication<br/>Storytelling<br/>Information Technology and communication<br/>Telephone<br/>E-mail<br/>Videoconferencing<br/>Web pages <br/>Resolving communication problems and improving communication<br/>Communication styles<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Section II. Delivery systems/nursing models<br/>Overview of the domain<br/>Chapter 5<br/>Organizational structure for effective care delivery<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>ORGANIZATIONAL THEORIES: EMPHASIS ON STRUCTURE AND PROCESS<br/>Organizational theories<br/>Classical theory<br/>Bureaucratic organizations<br/>Systems theory<br/>Contingency design theory<br/>Integrated delivery system<br/>Service integration<br/>Structure and process: Parts of organizational theory<br/>Structure<br/>Process<br/>ACTIVE CONCEPT CHECK<br/>HEALTH CARE ORGANIZATIONS<br/>For profit and not-for-profit health care organizations<br/>Marketing<br/>The four P?s of marking<br/>The marking plan<br/>Health care providers<br/>Professional nursing practice within nursing care models<br/>Total patient care/case method<br/>Functional nursing<br/>Team nursing<br/>Primary nursing<br/>Care and service team models<br/>Care management model<br/>Interdisciplinary and transdisciplinary practice model<br/>Shared governance<br/>Organizational analysis<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Chapter 6<br/>Acute care organizations: An example of a health care organization<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>DEVELOPMENT OF U.S. HOSPITALS<br/>Acute care organization and governance<br/>Classification of hospitals<br/>Typical departments found in an acute care hospital<br/>Organizations and committees<br/>Description of typical committee<br/>Nursing roles on committees<br/>Differentiated practice: Moving to a professional practice model<br/>ACTIVE CONCEPT CHECK<br/>FRAMEWORK FOR EFFECTIVE CARE<br/>Standards<br/>Types of standards <br/>Policies and procedures <br/>Definitions of policy and procedure<br/>Policy and procedure formats<br/>Policy and procedure committee<br/>Role of nursing administration<br/>Role of committee members<br/>Role of the committee chairperson<br/>The process of policy and procedure development<br/>ACTIVE CONCEPT CHECK<br/>CHANGES THAT AFFECT ACUTE HEALTH CARE DELIVERY<br/>Emergency services<br/>Patient access to services<br/>Patient education<br/>Expansion into new areas and approaches<br/>Use of hospitalists/intensivists<br/>Advanced practice nurses, clinical nurse specialists, and nurse midwives<br/>Alternative/complementary therapies<br/>Financial issues and managed care: Impact on acute care<br/>Continuum of care and acute care<br/>Primary care providers<br/>Nurses and acute care hospital changes<br/>Staffing issues<br/>ACTIVE CONCEPT CHECK<br/>MAGNET NURSING SERVICES RECOGNITION PROGRAM<br/>Research: The pathway to the Magnet nursing services recognition services program<br/>Magnet hospital framework<br/>Building magnetism<br/>The Magnet recognition process<br/>Benefits<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Chapter 7<br/>Teamwork and motivation<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>TEAMS IN TODAY?S HEALTH CARE ENVIRONMENT<br/>Teams and teamwork<br/>Types of teams<br/>Team-based organizations<br/>The team leader<br/>Team leader characteristics<br/>Tasks and responsibilities<br/>Gender issues and team leadership<br/>Followership: A critical concept<br/>Team building: Development of effective teams<br/>Team norms, roles, and communication<br/>Team tasks and functions<br/>Team size and composition<br/>Examples: The nursing team and the interdisciplinary team<br/>ACTIVE CONCEPT CHECK<br/>EFFECTIVE TEAMS<br/>Stages of team development<br/>Motivation<br/>Definition and motivation theories<br/>Assessment of the motivational climate<br/>Strategies to improve motivation<br/>Building group power and spirit<br/>Barriers to team success<br/>Getting the job done<br/>The charge nurse and the team<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Chapter 8<br/>Delegation for the staff nurse<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES <br/>GEARING UP<br/>DELEGATION: WHAT IS IT?<br/>Benefits of delegation<br/>Legal issues related to delegation<br/>Critical delegation issues: Authority, responsibility, and accountability<br/>Delegation and unlicensed assistive personnel<br/>The delegation process and the NCSBN guidelines<br/>ACTIVE CONCEPT CHECK<br/>EFFECTIVE DELEGATION<br/>Characteristics of effective delegation<br/>Assessment of the delegation process<br/>Barriers to effective delegation <br/>Supervision and assignments<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Chapter 9<br/>Tools to manage and evaluate care<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>CLINICAL PATHWAYS<br/>Definition of clinical pathway<br/>Evolution of pathways<br/> Purpose of pathways<br/> Pathway development and implementation<br/>Development team<br/>Development of pathway format <br/>Identification of target population<br/>Development of content<br/>Initiation of the pilot testing<br/>Collaboration with managed care organizations<br/>Liability and ethical issues<br/>Pathway implementation<br/>Pathway evaluation<br/>ACTIVE CONCEPT CHECK<br/>OTHER TOOLS USED TO MANAGE CARE<br/>Practice guidelines<br/>Definition and purpose<br/>Managed care interest in practice guidelines<br/>Development of practice guidelines<br/>Disease management<br/>Definition and purpose<br/>Managed care interest in disease management<br/>Development of disease management programs<br/>Provider response to disease management programs<br/>Demand management<br/>Standards of care<br/>Utilization review/management<br/>Benchmarking<br/>Evidence-based practice<br/>Health promotion and disease and illness prevention<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Section III. Legislation/regulation/policy<br/>Overview of the domain<br/>Chapter 10<br/>Health care policy, legal issues, and ethics in health care delivery<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD <br/>OBJECTIVES<br/>GEARING UP<br/>HEALTH CARE POLICY<br/>Key health care policy issues<br/>Increasing cost of health care<br/>Disparity in health care delivery<br/>Commercialization of health care<br/>Consumers <br/>Health care policy effects on the community<br/>The policy making process<br/>The political process<br/>Health care policy and nursing<br/>Nurse participation in health care policy development<br/>Importance of collaboration in health care policy<br/>Legislation: Impact on health care delivery and policy<br/>Federal level<br/>State level<br/>ACTIVE CONCEPT CHECK<br/>LEGAL ISSUES AND NURSING<br/>Basic legal terminology<br/>Patient privacy: The law expands<br/>ACTIVE CONCEPT CHECK<br/>ETHICS: IMPACT ON DECISION-MAKING, PLANNING, AND PRACTICE<br/>Ethical decision-making<br/>Professional ethics<br/>Ethical decision making<br/>Making complaints to the board of nursing<br/>Managed care organization and ethics<br/>Health care rationing<br/>Health care fraud and abuse<br/>Whistleblowing<br/>Corporate health care fraud<br/>Example: Health care fraud and abuse in psychiatric hospitals<br/>Example: Operation Restore Trust<br/>Organizational ethics<br/>Nurses coping with ethical dilemmas<br/>Application of Code for Nurses<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP UP<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Chapter 11<br/>Consumers and Nurses<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>GEARING UP<br/>THE CONSUMER AND HEALTH CARE<br/>Who Is the Consumer?<br/>History of health care consumerism<br/>Consumerism and its issues<br/>Impact of managed care on consumerism<br/>Public policy and the health care consumer<br/>Consumer rights<br/>Special reports: Do they have implications for the consumer?<br/>Examples of consumer issues<br/>Health care information and consumers<br/>Patient satisfaction and quality<br/>The nurse as a patient advocate<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Section IV. Recruitment/retention<br/>Overview of the domain<br/>Chapter 12<br/>Recruitment and retention: Meeting staffing requirements<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>RECRUITMENT<br/>Human resources<br/>Functions and activities<br/>Human resources policies and procedures<br/>Legal issues<br/>What is recruitment?<br/>Job analysis and position descriptions<br/>The employment process<br/>Screening<br/>The interview<br/>Interviewer: Planning for the interview<br/>Interviewing guidelines<br/>An effective job interview: Hiring staff and getting the job<br/>The job candidate and the interview<br/>Post-interview and selection<br/>When is the job the right job?<br/>ACTIVE CONCEPT CHECK<br/>RETENTION: WHY IS IT IMPORTANT?<br/>Turnover: costs, reasons, prevention<br/>Staff role<br/>Orientation: Its role in retention and prevention of reality shock<br/>Losing staff<br/>Termination <br/>Resignation <br/>Exit interview <br/>ACTIVE CONCEPT CHECK<br/>PERFORMANCE APPRAISAL<br/>Performance standards and position descriptions<br/>Competency based performance appraisal<br/>Legal and regulatory issues<br/>Performance appraisal/evaluation process<br/>Appraiser?s role<br/>The appraisal interview<br/>Employee?s role<br/>Problems with employees<br/>During performance appraisal process<br/>Stress on the job<br/>Coping with passive-aggressive behavior<br/>ACTIVE CONCEPT CHECK<br/>STAFFING: THE CRITICAL ISSUE TODAY<br/>Staffing basics<br/>The nursing shortage<br/>Strategies to resolve the problems: Some successful and some are not<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Section V. Professional/nursing culture<br/>Overview of the domain<br/>Chapter 13<br/>Keys to professional success<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>CAREER DEVELOPMENT<br/>First job: Early issues<br/>Career plan: A professional growth action plan<br/>Getting guidance<br/>Networking<br/>Precepting<br/>Coaching<br/>Comparison of mentors, preceptors, and coaches<br/>Licensure<br/>Certification<br/>Professional organizations: Developing a nursing career<br/>Seeking promotion<br/>Entrepreneur/intrapreneur<br/>Lifelong learning: Nursing professional development<br/>Competency based learning<br/>Pursuit of educational activities<br/>Documentation of professional development activities<br/>Returning to school: What needs to be done?<br/>Continuing competency: Where is the profession going?<br/>ACTIVE CONCEPT CHECK<br/>TIME MANAGEMENT<br/>Making the most of your time<br/>Time analysis<br/>Goal and priority setting<br/>Daily planning and scheduling<br/>Techniques to better manage time<br/>Making rounds<br/>Time management implementation and barriers<br/>Information overload<br/>Interruptions<br/>Respecting time<br/>Wasting time and procrastination, perfectionism, and prioritization<br/>Working in blocks of time<br/>Work expansion<br/>Using delegation effectively<br/>Meetings<br/>Preparing for a meeting<br/>Attending a meeting<br/>Chairing a meeting<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Section VI. Economic Value<br/>Overview of the domain<br/>Chapter 14<br/>Health care financial issues<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>HEALTH CARE FINANCIAL ISSUES: THE MACROLEVEL<br/>National health care expenditures<br/>Reimbursement for health care services<br/>Key players in the reimbursement process<br/>What is health insurance?<br/>Prospective versus retrospective payment<br/>Compensation for health services<br/>Covered services/benefits<br/>Government health benefit programs<br/>Medicare<br/>Medicaid<br/>Federal employees health benefit program<br/>Military health care<br/>Veteran?s administration<br/>State insurance programs<br/>Managed care<br/>The development of managed care<br/>Managed care models<br/>The changing view of managed care<br/>Managed care strategies to control cost and quality<br/>Reimbursement issues: Impact on nurses and nursing care<br/>ACTIVE CONCEPT CHECK<br/>FINANCIAL ISSUES: MICROLEVEL<br/>Financial component of hospitals and other types of health care organizations<br/>Key financial management terminology<br/>The budgetary process: An overview<br/>Productivity<br/>Cost containment<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Section VII. Work environment<br/>Overview of the domain<br/>Chapter 15<br/>Technology and health care<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>IMPORTANCE OF INFORMATION AND CLINICAL TECHNOLOGY<br/>Critical factors<br/>Technical skills<br/>Information technology and critical issues<br/>Privacy and confidentiality<br/>Clinical information system<br/>ACTIVE CONCEPT CHECK<br/>TECHNOLOGY: IMPACT ON HEALTH CARE DELIVERY<br/>Telehealth<br/>Implications for clinical practice<br/>Implications for nursing education<br/>Implications for nursing administration<br/>Implications for nursing research<br/>Implications for patient education<br/>Technology and managed care<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Chapter 16 <br/>Health care quality improvement and safety<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>THE CHANGING VIEW OF QUALITY<br/>Increased interest in quality care<br/>To Err Is Human. Building a Safer Health System<br/>Crossing the Quality Chasm<br/>Envisioning the National Health Care Quality Report<br/>Leadership by Example<br/>Who will keep the Public Healthy?<br/>Health Professions Education<br/>Priority Areas for National Action: Transforming Health Care Quality<br/>Keeping Patients Safe: Transforming the Work Environment of Nurses<br/>Patient Safety: Achieving a New Standard of Care<br/>Definition of quality<br/>Critical elements<br/>Critical health care safety issues<br/>ACTIVE CONCEPT CHECK<br/>QUALITY, SAFE CARE: MEASUREMENT AND IMPROVEMENT<br/>The accreditation process<br/>What is accreditation?<br/>Outcomes<br/>Joint Commission on Accreditation of Healthcare Organizations<br/>Nurses and JCAHO<br/>Methods to measure and ensure quality, safe care<br/>Standards of care<br/>Credentialing and licensure<br/>Utilization review/management<br/>Clinical guidelines<br/>Clinical pathways<br/>Benchmarking<br/>Evidence-based practice<br/>Assessment of access to health care<br/>Risk management<br/>Quality report cards<br/>Nursing and quality care cards<br/>An example of professional perspectives on the quality of care<br/>The future direction: Nursing quality issues<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES<br/>ADDITIONAL READINGS<br/>Section VIII. Diversity<br/>Overview of the domain<br/> <br/>Chapter 17<br/>Pulling it all together: The culture of the organization<br/>CHAPTER OUTLINE<br/>WHAT?S AHEAD<br/>OBJECTIVES<br/>GEARING UP<br/>CULTURE AND CLIMATE: BUILDING CULTURAL COMPETENCY<br/>Definition of organizational culture and climate<br/>Consonant and dissonant cultures<br/>An effective, creative, and productive workplace<br/>Legal issues<br/>The staff and their culture<br/>A culturally diverse staff<br/>Generational issues and their effects on organizational culture<br/>ACTIVE CONCEPT CHECK<br/>CULTURAL PERCEPTIONS OF HEALTH AND ILLNESS: NEED FOR A CARING, HEALING <br/>ENVIRONMENT<br/>What is the healing environment?<br/>The physical environment as part of a healing environment<br/>A diverse patient population<br/>Safety: A component of organizational culture<br/>Facilitating diversity and cultural diversity within health care organizations<br/>ACTIVE CONCEPT CHECK<br/>CHAPTER WRAP-UP<br/>END-OF-CHAPTER RESOURCES<br/>REFERENCES |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Nursing services |
| General subdivision |
Administration. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Leadership. |
| 650 12 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Leadership. |
| 650 12 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Nurse Administrators. |
| 650 22 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name entry element |
Nursing, Supervisory. |
| 856 41 - ELECTRONIC LOCATION AND ACCESS |
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| Materials specified |
Table of contents |
| Uniform Resource Identifier |
<a href="http://www.loc.gov/catdir/toc/ecip059/2005007483.html">http://www.loc.gov/catdir/toc/ecip059/2005007483.html</a> |
| 906 ## - LOCAL DATA ELEMENT F, LDF (RLIN) |
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| a |
7 |
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cbc |
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orignew |
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1 |
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ecip |
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20 |
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y-gencatlg |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Book Open Access |
| Classification part |
WY 105 F499l 2006 |
| Item part |
1 |
| Call number prefix |
WY 105 |
| Call number suffix |
F499l 2006 |
