Leadership Roles and Management Functions in Nursing: Theory and Application

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Lippincott Williams & Wilkins, 2009 - Medical - 654 pages
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Now in its Sixth Edition, this foremost leadership and management text incorporates application with theory and emphasizes critical thinking, problem solving, and decision making. More than 225 case studies and learning exercises promote critical thinking and interactive discussion.

Case studies cover a variety of settings, including acute care, ambulatory care, long-term care, and community health. The book addresses timely issues such as leadership development, staffing, delegation, ethics and law, organizational, political, and personal power, management and technology, and more. Web links and learning exercises appear in each chapter. An Instructor's CD-ROM includes a testbank and PowerPoint slides.

 

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Contents

THE CRITICAL TRIAD DECISION MAKING MANAGEMENT AND LEADERSHIP
1
Decision Making Problem Solving and Critical Thinking
2
Vicarious Learning to Increase ProblemSolving and DecisionMaking Skills
3
Theoretical Approaches to Problem Solving and Decision Making
5
Critical Elements in Problem Solving and Decision Making
9
Individual Variation in Decision Making
14
Overcoming Individual Vulnerability in Decision Making
17
Decision Making in Organization
18
Differentiated Nursing Practice
327
What the Future Holds for Patient Care Delivery Models
328
Selecting the Optimum Mode of Organizing Patient Care
329
Integrating Leadership Roles and Management Functions in Organizing Patient Care
331
Additional Learning Exercises and Applications
332
ROLES AND FUNCTIONS IN STAFFING
335
Predicting Staffing Needs
336
The Current Nursing Shortage
337

Pitfalls in Using DecisionMaking Tools
25
Additional Learning Exercises and Applications
26
Classical Views of Leadership and Management
31
Leaders
32
Historical Development of Management Theory
33
Historical Development of Leadership Theory 1900Present
37
Integrating Leadership and Management
44
Summary
45
Additional Learning Exercises and Applications
46
TwentyFirst Century Thinking About Leadership and Management
51
New Thinking About Leadership and Management
52
Transition From Industrial Age Leadership to Relationship Age Leadership
62
Leadership and Management for Nursings Future
64
Additional Learning Exercises and Applications
65
FOUNDATION FOR EFFECTIVE LEADERSHIP AND MANAGEMENT ETHICS LAW AND ADVOCACY
69
Types of Ethical Issues
70
Ethical Frameworks for Decision Making
72
Principles of Ethical Reasoning
73
American Nurses Association Code of Ethics and Professional Standards
77
Ethical Dimensions in Leadership and Management
84
Integrating Leadership Roles and Management Functions in Ethics Law and Advocacy
88
Additional Learning Exercises and Applications
89
Legal and Legislative Issues
93
Sources of Law
94
Types of Laws and Courts
96
Legal Doctrines and the Practice of Nursing
97
Professional Negligence
98
Avoiding Malpractice Claims
100
Extending the Liability
102
Incident Reports
104
Other Legal Responsibilities of the Manager
105
Legal Considerations of Managing a Diverse Workforce
111
Professional Versus Institutional Licensure
112
Integrating Leadership Roles and Management Functions in Legal and Legislative Issues
113
Additional Learning Exercises and Applications
115
Patient Subordinate and Professional Advocacy
119
Becoming an Advocate
120
Patient Advocacy and Patient Rights
121
WhistleBlowing as Advocacy
125
Profession Advocacy
127
Additional Learning Exercises and Application
134
ROLES AND FUNCTIONS IN PLANNING
140
Proactive Planning
142
Strategic Planning
143
Looking to the Future
146
The Planning Hierarchy
148
The Organizations Philosophy Statement
150
Societal Philosophies and Values
153
Individual Philosophies and Values
154
Goals and Objectives
156
Policies and Procedures
158
Rules
160
Overcoming Barriers to Planning
161
Additional Learning Exercises and Applications
163
Planned Change
166
Kurt Lewin
167
A Contemporary Adaption of Lewins Model
169
Lewins Driving and Restraining Forces
170
Organizational Change Associated With Nonlinear Dynamics
171
Classic Change Strategies
174
The Expected Response to Change
176
Planned Change as a Collaborative Process
177
The LeaderManager as a Role Model During Planned Changes
178
Change as a Means of Renewal
179
Is the Nursing Profession in Need of Renewal
180
Additional Learning Exercises and Applications
182
Time Management
186
Three Basic Steps to Time Management
187
Managing Time at Work
192
Integrating Leadership Roles and Management Functions in Time Management
197
Additional Learning Exercises and Applications
200
Fiscal Planning
208
Balancing Costs and Quality
210
Basics of Budgets
211
Types of Budgets
214
Budgeting Methods
219
Critical Pathways
221
Medicare and Medicaid
223
The Managed Care Movement
224
Proponents and Critics of Managed Care Speak Up
226
The Future of Managed Care
228
Integrating Leadership Roles and Management Functions in Fiscal Planning
230
Additional Learning Exercises and Applications
232
Career Development From New Graduate to Retirement
239
Justifications for Career Development
240
The Organizations Responsibility for Career Development
243
Career Coaching
244
Competency Assessment as Part of Career Development
247
Professional Specialty Certification
248
Employee Transfers
249
Promotions
251
Management Development
253
Resume Preperation
254
Preparing a Professional Portfolio
256
Integrating Leadership Roles and Management Functions in Career Development
257
Additional Learning Exercises and Applications
259
ROLES AND FUNCTIONS IN ORGANIZING
264
Organizational Theory
265
Components of Organizational Structure
267
Types of Organizational Structures
273
Decision Making Within the Organizational Hierarchy
275
Stakeholders
276
Limitations of Organization Charts
277
Organizational Culture
278
Organizational Design for the 21st Century?
280
Organization and Magnet Status
283
Committee Structure in an Organization
284
Responsibilities and Opportunities of Committee Work
285
Organizational Structure
286
Integrating Leadership Roles and Management Functions Associated With Organizational Structure
287
Additional Learning Exercises and Applications
289
Understanding Organizational Political and Personal Power
293
Understanding Power
294
The AuthorityPower Gap
297
Mobilizing the Power of Nursing
301
Strategies for Building a Personal Power Base
303
The Politics of Power
306
Integrating Leadership Roles and Management Functions in Understanding Organizational Political and Personal Power
309
Additional Learning Exercises and Applications
310
Organizing Patient Care
315
Disease Management and Case Management
325
Supply Factors
338
Demand Factors
340
Recruitment
341
The Initial Contact
343
Interviewing as a Selection Tool
344
Tips for the Interviewee
352
Selection
354
Placement
357
Indoctrination
359
Integrating Leadership Roles and Management Functions in Employee Recruitment Selection Placement and Indoctrination
363
Additional Learning Exercises and Application
364
Socializing and Educating Staff for Team Building
369
The Learning Organization
370
Staff Development
371
Theories of Learning
372
Assessing Staff Development Activities
376
Evaluation of Staff Development Activities
377
Shared Responsibility for Implementing EvidenceBased Practice
379
Employees With Unique Socialization Needs
383
Meeting the Educational Needs of a Culturally Diverse Staff
389
Building Team Unity Through Staff Development and Socialization
390
Integrating Leadership and Management in Team Building Through Socializing and Educating Staff for Team Building
391
Additional Learning Exercises and Applications
392
Staffing Needs and Scheduling Policies
397
Centralized and Decentralized Staffing
398
Managing a Diverse Staff
399
Complying With Staffing Mandates
400
Staffing and Scheduling Options
402
Workload Measurement Tools
405
The Relationship Between Nursing Care Hours Staffing Mix and Quality of Care
409
Generational Considerations for Staffing
410
The Impact of a Shortage of Nursing Staff Upon Staffing
411
Fiscal and Ethical Accountability for Staffing
412
Developing Staffing anf Scheduling Policies
413
Integrating Leadership Roles and Management Functions in Staffing Needs and Scheduling Policies
415
Additional Learning Exercises and Applications
416
ROLES AND FUNCTIONS IN DIRECTING
421
Intrinsic Versus Extrinsic Motivation
422
Motivational Theory
424
Creating a Motivating Climate
429
A Shared Responsibility
431
Strategies for Creating a Motivating Climate
432
Professional Support Systems for the Manager
433
Integrating Leadership Roles and Management Functions in Creating a Motivating Climate
434
Additional Learning Exercises and Applications
435
Organizational Interpersonal and Group Communication
441
The Communication Process
443
Variables Affecting Organizational Communication
445
Organizational Communication Strategies
446
The Impact of Technology on Contemporary Organizational Communication
447
Channels of Communication
448
Communication Modes
449
Written Communication Within the Organization
450
Elements of Nonverbal Communication
452
Verbal Communication Skills
454
Listening Skills
456
Communication and Cofidentiality
459
Integrating Leadership and Management in Organizational Interpersonal and Group Communication
461
Additional Learning Exercises and Applications
462
Delegation
468
Common Delegation Errors
469
Effective Delegating
471
Delegation as a Function of Professional Nursing
473
Integrating Leadership Roles and Management Function in Delegation
480
Additional Learning Exercises and Applications
482
Managing Conflict
487
The History of Conflict Management
488
Categories of Conflict
490
The Conflict Process
492
Conflict Management
493
Managing Unit Conflict
497
Negotiation
499
Alternative Dispute Resolution
504
Seeking Consensus
505
Additional Learning Exercises and Applications
507
Understanding Collective Bargaining Unionization and Employment Laws
513
Unions and Collective Bargaining
514
Historical Perspective of Unionization in America
515
American Nurses Association and Collective Bargaining
517
Employee Motivation to Join or Reject Unions
518
UnionOrganizing Strategies
521
Effective LaborManagement Relations
524
Employment Legislation
525
State Health Facilities Licensing Boards
533
Additional Learning Exercises and Applications
534
ROLES AND FUNCTIONS IN CONTROLLING
537
Defining Quality Health Care
538
Quality Control as a Process
540
The Development of Standards
543
Audits as a Quality Control Tool
545
Quality Improvement Models
548
Who Should Be Involved in Quality Control
550
An Ongoing Threat to Quality of Care
557
Integrating Leadership Roles and Management Functions in Quality Control
560
Additional Learning Exercises and Applications
563
Performance Appraisal
569
Using the Performance Appraisal to Motivate Employees
570
Strategies to Ensure Accuracy and Fairness in the Performance Appraisal
572
Performance Appraisal Tools
575
Planning the Appraisal Intervieq
582
Overcoming Appraisal Interview Defficulties
583
Performance Management
585
A Mechanism for Informal Performance Appraisal
586
Integrating Leadership Roles and Management Functions in Conducting Performance Appraisals
587
Additional Learning Exercises and Applications
588
Problem Employees Rule Breakers Marginal Employees and the Chemically or Psychologically Impaired
593
Constructive Versus Destructive Discipline
594
SelfDiscipline and Group Norms
596
Fair and Effective Rules
597
Disciple as a Progressive Process
598
Disciplinary Strategies for the NurseManager
602
Grievance Procedures
606
Disciplining the Unionized Employee
607
The Marginal Employee
609
The Chemically Impaired Employee
610
Integrating Leadership Roles and Managing Functions Through Dealing With Problem Employees
619
Additional Learning Exercises and Applications
620
Solutions to Selected Learning Exercises
624
INDEX
634
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