TY - BOOK AU - Finkelman,Anita Ward TI - Leadership and management in nursing SN - 0131138693 (pbk.) PY - 2006/// CY - Upper Saddle River, N.J. PB - Pearson Prentice Hall KW - Nursing services KW - Administration KW - Leadership KW - Nurse Administrators KW - Nursing, Supervisory N1 - Includes bibliographical references and index; Contents Section I. Leadership and planning Overview of the domain Chapter 1 Conceptual base for leadership and management CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP CHANGE IN THE HEALTH CARE DELIVERY SYSTEM: IMPLICATIONS FOR NURSE LEADERSHIP ACTIVE CONCEPT CHECK LEADERSHIP AND MANAGEMENT THEORIES AND STYLES An historical perspective of leadership theories Modern or current leadership theories and styles Deming?s theory Drucker?s theory Contingency theory Management grid Connective leadership Emotional intelligence Chaos and quantum theory Knowledge management Clear leadership Transformational leadership A conclusion: Effective leadership ACTIVE CONCEPT CHECK LEADERS AND MANAGERS: A COMPARISON Who is a nurse leader? Preparation and development of nurse managers The nurse manager role The Peter Principle Nurse management development Nurse manager competencies Caring and trust Leadership in community health The image of nursing Making a difference: Increasing nurse leaders ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Chapter 2 Change and decision-making CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP THE FIVE Rs: CHANGE AND DECISION-MAKING IN ACTION Reengineering the health care organization Redesigning the workforce Reregulating professional practice Rightsizing the workforce Restructuring nursing education ACTIVE CONCEPT CHECK THE CONCEPT OF CHANGE Examples of change theories Lewin?s force field model of change Quinn?s theory of change The process of change Readiness for change Resistance to change Acceptance of change Where to begin when confronted with change The change agent ACTIVE CONCEPT CHECK A DECISION: A RESPONSE TO CHANGE Decision styles Types of decisions The decision-making process Nursing and critical thinking Identify the need for a decision: What is the problem? Decision-making conditions Barriers to decision-making Data collection Selecting alternatives Implementing and selling the decision Evaluating results Planning ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Chapter 3 Keys to working with others: Collaboration, coordination, and conflict resolution CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP COLLABORATION Definitions Barriers to effective collaboration Nurse-physician relationships Skills to achieve effective collaboration Application of collaboration ACTIVE CONCEPT CHECK COORDINATION Definitions Barriers to effective coordination Skills to achieve coordination Application of coordination ACTIVE CONCEPT CHECK NEGOTIATION AND CONFLICT RESOLUTION Definitions Causes of conflict Stages of conflict Prevention of conflict Conflict management: Issues and strategies Powerlessness and empowerment Aggressiveness and passive-aggressiveness How do individual staff members cope with conflict? Gender issues Nurse-physician relationships Application of negotiation to conflict resolution Mediation ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Chapter 4 Effective staff communication and working relationships CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP COMMUNICATION: WHAT IS IT? Communication systems and lines of communication Downward communication Upward communication Lateral communication Diagonal communication Four basic principles of communication The communication process Communication component systems: verbal, nonverbal, and metacommunication Verbal communication Nonverbal communication Metacommunication Assessment of communication effectiveness Barriers to communication Examples of critical barriers Information overload Importance of feedback: giving and receiving feedback Grapevine: Is it good or bad? ACTIVE CONCEPT CHECK COMMUNICATION METHODS Written communication Face-to-face communication Storytelling Information Technology and communication Telephone E-mail Videoconferencing Web pages Resolving communication problems and improving communication Communication styles ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Section II. Delivery systems/nursing models Overview of the domain Chapter 5 Organizational structure for effective care delivery CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP ORGANIZATIONAL THEORIES: EMPHASIS ON STRUCTURE AND PROCESS Organizational theories Classical theory Bureaucratic organizations Systems theory Contingency design theory Integrated delivery system Service integration Structure and process: Parts of organizational theory Structure Process ACTIVE CONCEPT CHECK HEALTH CARE ORGANIZATIONS For profit and not-for-profit health care organizations Marketing The four P?s of marking The marking plan Health care providers Professional nursing practice within nursing care models Total patient care/case method Functional nursing Team nursing Primary nursing Care and service team models Care management model Interdisciplinary and transdisciplinary practice model Shared governance Organizational analysis ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Chapter 6 Acute care organizations: An example of a health care organization CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP DEVELOPMENT OF U.S. HOSPITALS Acute care organization and governance Classification of hospitals Typical departments found in an acute care hospital Organizations and committees Description of typical committee Nursing roles on committees Differentiated practice: Moving to a professional practice model ACTIVE CONCEPT CHECK FRAMEWORK FOR EFFECTIVE CARE Standards Types of standards Policies and procedures Definitions of policy and procedure Policy and procedure formats Policy and procedure committee Role of nursing administration Role of committee members Role of the committee chairperson The process of policy and procedure development ACTIVE CONCEPT CHECK CHANGES THAT AFFECT ACUTE HEALTH CARE DELIVERY Emergency services Patient access to services Patient education Expansion into new areas and approaches Use of hospitalists/intensivists Advanced practice nurses, clinical nurse specialists, and nurse midwives Alternative/complementary therapies Financial issues and managed care: Impact on acute care Continuum of care and acute care Primary care providers Nurses and acute care hospital changes Staffing issues ACTIVE CONCEPT CHECK MAGNET NURSING SERVICES RECOGNITION PROGRAM Research: The pathway to the Magnet nursing services recognition services program Magnet hospital framework Building magnetism The Magnet recognition process Benefits ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Chapter 7 Teamwork and motivation CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP TEAMS IN TODAY?S HEALTH CARE ENVIRONMENT Teams and teamwork Types of teams Team-based organizations The team leader Team leader characteristics Tasks and responsibilities Gender issues and team leadership Followership: A critical concept Team building: Development of effective teams Team norms, roles, and communication Team tasks and functions Team size and composition Examples: The nursing team and the interdisciplinary team ACTIVE CONCEPT CHECK EFFECTIVE TEAMS Stages of team development Motivation Definition and motivation theories Assessment of the motivational climate Strategies to improve motivation Building group power and spirit Barriers to team success Getting the job done The charge nurse and the team ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Chapter 8 Delegation for the staff nurse CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP DELEGATION: WHAT IS IT? Benefits of delegation Legal issues related to delegation Critical delegation issues: Authority, responsibility, and accountability Delegation and unlicensed assistive personnel The delegation process and the NCSBN guidelines ACTIVE CONCEPT CHECK EFFECTIVE DELEGATION Characteristics of effective delegation Assessment of the delegation process Barriers to effective delegation Supervision and assignments ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Chapter 9 Tools to manage and evaluate care CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES CLINICAL PATHWAYS Definition of clinical pathway Evolution of pathways Purpose of pathways Pathway development and implementation Development team Development of pathway format Identification of target population Development of content Initiation of the pilot testing Collaboration with managed care organizations Liability and ethical issues Pathway implementation Pathway evaluation ACTIVE CONCEPT CHECK OTHER TOOLS USED TO MANAGE CARE Practice guidelines Definition and purpose Managed care interest in practice guidelines Development of practice guidelines Disease management Definition and purpose Managed care interest in disease management Development of disease management programs Provider response to disease management programs Demand management Standards of care Utilization review/management Benchmarking Evidence-based practice Health promotion and disease and illness prevention ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Section III. Legislation/regulation/policy Overview of the domain Chapter 10 Health care policy, legal issues, and ethics in health care delivery CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP HEALTH CARE POLICY Key health care policy issues Increasing cost of health care Disparity in health care delivery Commercialization of health care Consumers Health care policy effects on the community The policy making process The political process Health care policy and nursing Nurse participation in health care policy development Importance of collaboration in health care policy Legislation: Impact on health care delivery and policy Federal level State level ACTIVE CONCEPT CHECK LEGAL ISSUES AND NURSING Basic legal terminology Patient privacy: The law expands ACTIVE CONCEPT CHECK ETHICS: IMPACT ON DECISION-MAKING, PLANNING, AND PRACTICE Ethical decision-making Professional ethics Ethical decision making Making complaints to the board of nursing Managed care organization and ethics Health care rationing Health care fraud and abuse Whistleblowing Corporate health care fraud Example: Health care fraud and abuse in psychiatric hospitals Example: Operation Restore Trust Organizational ethics Nurses coping with ethical dilemmas Application of Code for Nurses ACTIVE CONCEPT CHECK CHAPTER WRAP UP REFERENCES ADDITIONAL READINGS Chapter 11 Consumers and Nurses CHAPTER OUTLINE WHAT?S AHEAD GEARING UP THE CONSUMER AND HEALTH CARE Who Is the Consumer? History of health care consumerism Consumerism and its issues Impact of managed care on consumerism Public policy and the health care consumer Consumer rights Special reports: Do they have implications for the consumer? Examples of consumer issues Health care information and consumers Patient satisfaction and quality The nurse as a patient advocate ACTIVE CONCEPT CHECK CHAPTER WRAP-UP REFERENCES ADDITIONAL READINGS Section IV. Recruitment/retention Overview of the domain Chapter 12 Recruitment and retention: Meeting staffing requirements CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP RECRUITMENT Human resources Functions and activities Human resources policies and procedures Legal issues What is recruitment? Job analysis and position descriptions The employment process Screening The interview Interviewer: Planning for the interview Interviewing guidelines An effective job interview: Hiring staff and getting the job The job candidate and the interview Post-interview and selection When is the job the right job? ACTIVE CONCEPT CHECK RETENTION: WHY IS IT IMPORTANT? Turnover: costs, reasons, prevention Staff role Orientation: Its role in retention and prevention of reality shock Losing staff Termination Resignation Exit interview ACTIVE CONCEPT CHECK PERFORMANCE APPRAISAL Performance standards and position descriptions Competency based performance appraisal Legal and regulatory issues Performance appraisal/evaluation process Appraiser?s role The appraisal interview Employee?s role Problems with employees During performance appraisal process Stress on the job Coping with passive-aggressive behavior ACTIVE CONCEPT CHECK STAFFING: THE CRITICAL ISSUE TODAY Staffing basics The nursing shortage Strategies to resolve the problems: Some successful and some are not ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Section V. Professional/nursing culture Overview of the domain Chapter 13 Keys to professional success CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP CAREER DEVELOPMENT First job: Early issues Career plan: A professional growth action plan Getting guidance Networking Precepting Coaching Comparison of mentors, preceptors, and coaches Licensure Certification Professional organizations: Developing a nursing career Seeking promotion Entrepreneur/intrapreneur Lifelong learning: Nursing professional development Competency based learning Pursuit of educational activities Documentation of professional development activities Returning to school: What needs to be done? Continuing competency: Where is the profession going? ACTIVE CONCEPT CHECK TIME MANAGEMENT Making the most of your time Time analysis Goal and priority setting Daily planning and scheduling Techniques to better manage time Making rounds Time management implementation and barriers Information overload Interruptions Respecting time Wasting time and procrastination, perfectionism, and prioritization Working in blocks of time Work expansion Using delegation effectively Meetings Preparing for a meeting Attending a meeting Chairing a meeting ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Section VI. Economic Value Overview of the domain Chapter 14 Health care financial issues CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP HEALTH CARE FINANCIAL ISSUES: THE MACROLEVEL National health care expenditures Reimbursement for health care services Key players in the reimbursement process What is health insurance? Prospective versus retrospective payment Compensation for health services Covered services/benefits Government health benefit programs Medicare Medicaid Federal employees health benefit program Military health care Veteran?s administration State insurance programs Managed care The development of managed care Managed care models The changing view of managed care Managed care strategies to control cost and quality Reimbursement issues: Impact on nurses and nursing care ACTIVE CONCEPT CHECK FINANCIAL ISSUES: MICROLEVEL Financial component of hospitals and other types of health care organizations Key financial management terminology The budgetary process: An overview Productivity Cost containment ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Section VII. Work environment Overview of the domain Chapter 15 Technology and health care CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP IMPORTANCE OF INFORMATION AND CLINICAL TECHNOLOGY Critical factors Technical skills Information technology and critical issues Privacy and confidentiality Clinical information system ACTIVE CONCEPT CHECK TECHNOLOGY: IMPACT ON HEALTH CARE DELIVERY Telehealth Implications for clinical practice Implications for nursing education Implications for nursing administration Implications for nursing research Implications for patient education Technology and managed care ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Chapter 16 Health care quality improvement and safety CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP THE CHANGING VIEW OF QUALITY Increased interest in quality care To Err Is Human. Building a Safer Health System Crossing the Quality Chasm Envisioning the National Health Care Quality Report Leadership by Example Who will keep the Public Healthy? Health Professions Education Priority Areas for National Action: Transforming Health Care Quality Keeping Patients Safe: Transforming the Work Environment of Nurses Patient Safety: Achieving a New Standard of Care Definition of quality Critical elements Critical health care safety issues ACTIVE CONCEPT CHECK QUALITY, SAFE CARE: MEASUREMENT AND IMPROVEMENT The accreditation process What is accreditation? Outcomes Joint Commission on Accreditation of Healthcare Organizations Nurses and JCAHO Methods to measure and ensure quality, safe care Standards of care Credentialing and licensure Utilization review/management Clinical guidelines Clinical pathways Benchmarking Evidence-based practice Assessment of access to health care Risk management Quality report cards Nursing and quality care cards An example of professional perspectives on the quality of care The future direction: Nursing quality issues ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES ADDITIONAL READINGS Section VIII. Diversity Overview of the domain Chapter 17 Pulling it all together: The culture of the organization CHAPTER OUTLINE WHAT?S AHEAD OBJECTIVES GEARING UP CULTURE AND CLIMATE: BUILDING CULTURAL COMPETENCY Definition of organizational culture and climate Consonant and dissonant cultures An effective, creative, and productive workplace Legal issues The staff and their culture A culturally diverse staff Generational issues and their effects on organizational culture ACTIVE CONCEPT CHECK CULTURAL PERCEPTIONS OF HEALTH AND ILLNESS: NEED FOR A CARING, HEALING ENVIRONMENT What is the healing environment? The physical environment as part of a healing environment A diverse patient population Safety: A component of organizational culture Facilitating diversity and cultural diversity within health care organizations ACTIVE CONCEPT CHECK CHAPTER WRAP-UP END-OF-CHAPTER RESOURCES REFERENCES UR - http://www.loc.gov/catdir/toc/ecip059/2005007483.html ER -