Leadership Roles and Management Functions in Nursing
Námskeið HJÚ259F Stjórnun í heilbrigðisþjónustu HJÚ258F Forysta í heilbrigðisþjónustu - Höfundar: Bessie L. Marquis, Carol Huston
8.390 kr.
Námskeið
- HJÚ259F Stjórnun í heilbrigðisþjónustu
- HJÚ258F Forysta í heilbrigðisþjónustu
Lýsing:
Combining an equal focus on leadership and management with a proven experiential approach, Leadership Roles and Management Functions in Nursing: Theory and Application, 11th Edition, delivers the knowledge, understanding, and realistic leadership experience today’s students need to confidently transition to nursing practice. This best-selling text clarifies theoretical content with a wealth of application-based learning exercises that put students into nursing leadership roles and challenge them to think critically, solve problems, and make sound clinical decisions before embarking on their nursing careers.
Annað
- Höfundur: Carol J. Huston
- Útgáfa:11
- Útgáfudagur: 2022-12-29
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- Format:ePub
- ISBN 13: 9781975193096
- Print ISBN: 9781975193065
- ISBN 10: 1975193091
Efnisyfirlit
- Cover
- Title Page
- Copyright
- Dedication
- Preface
- Contents
- UNIT I The Critical Triad: Decision Making, Management, and Leadership
- 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for Successful Leadership and Management
- Introduction
- Decision Making, Problem Solving, Critical Thinking, Clinical Reasoning, and Elastic Thinking
- Vicarious Learning to Increase Problem-Solving and Decision-Making Skills
- Case Studies, Simulation, and Problem-Based Learning
- The Marquis–Huston Critical-Thinking Teaching Model
- Theoretical Approaches to Problem Solving and Decision Making
- Traditional Problem-Solving Process
- Managerial Decision-Making Models
- The Nursing Process
- Integrated Ethical Problem-Solving Model
- Intuitive Decision-Making Models
- Critical Elements in Problem Solving and Decision Making
- Define Objectives Clearly
- Gather Data Carefully
- Take the Time Necessary
- Use an Evidence-Based Approach
- Generate Numerous Alternatives
- Think Logically
- Choose and Act Decisively
- Individual Variations in Decision Making
- Sex
- Values
- Life Experience
- Individual Preference
- Brain Hemisphere Dominance and Thinking Styles
- Overcoming Individual Vulnerability in Decision Making
- Values
- Life Experience
- Individual Preference
- Individual Ways of Thinking
- Decision Making in Organizations
- Effect of Organizational Power
- Rational and Administrative Decision Making
- Decision-Making Tools
- Decision Grids
- Payoff Tables
- Decision Trees
- Consequence Tables
- Logic Models
- Program Evaluation and Review Technique
- Pitfalls in Using Decision-Making Tools
- Integrating Leadership Roles and Management Functions in Decision Making
- Additional Learning Exercises and Applications
- 2 Classical Views of Leadership and Management
- Introduction
- Management
- Historical Development of Management Theory
- Leadership
- Historical Development of Leadership Theory (1900 to Present)
- Integrating Leadership Roles and Management Functions
- Additional Learning Exercises and Applications
- 3 Twenty-First Century Thinking About Leadership and Management
- Introduction
- New Thinking About Leadership and Management
- Strengths-Based Leadership and the Positive Psychology Movement
- Appreciative Leadership and Appreciative Inquiry
- Level 5 Leadership
- Servant Leadership
- Principal Agent Theory
- Human and Social Capital Theory
- Emotional Intelligence
- Authentic Leadership
- Thought Leadership and Rebel Leadership
- Agile Leadership
- Reflective Thinking and Practice
- Quantum Leadership
- Transition From Industrial Age Leadership to Relationship Age Leadership to Build Employee Engagement
- Integrating Leadership Roles and Management Functions in the 21st Century
- Additional Learning Exercises and Applications
- 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for Successful Leadership and Management
- 4 Ethical Issues
- Introduction
- Moral Issues Faced by Nurses
- Ethical Frameworks for Decision Making
- Principles of Ethical Reasoning
- Autonomy (Self-Determination)
- Beneficence (Doing Good)
- Paternalism
- Utility
- Justice (Treating People Fairly)
- Veracity (Truth Telling)
- Fidelity (Keeping Promises)
- Confidentiality (Respecting Privileged Information)
- Codes of Ethics and Professional Standards
- Ethical Problem Solving and Decision Making
- The Traditional Problem-Solving Process
- The Nursing Process
- The Moral Decision-Making Model
- Working Toward Ethical Behavior as the Norm
- Separate Legal and Ethical Issues
- Collaborate Through Interprofessional Ethics Committees
- Use Institutional Review Boards Appropriately
- Role Model and Encourage Ethical Behavior
- Integrating Leadership Roles and Management Functions in Ethics
- Additional Learning Exercises and Applications
- 5 Legal and Legislative Issues
- Introduction
- Sources of Law
- Types of Laws and Courts
- Legal Doctrines and the Practice of Nursing
- Professional Negligence (Malpractice)
- Elements of Malpractice
- Being Sued for Malpractice
- Avoiding Malpractice Claims
- Extending the Liability
- Incident Reports and Adverse Event Forms
- Intentional Torts
- Other Legal Responsibilities of the Manager
- Informed Consent
- Medical Records
- The Patient Self-Determination Act
- Good Samaritan Laws
- Health Insurance Portability and Accountability Act of 1996
- Legal Considerations of Managing a Diverse Workforce
- Professional Versus Institutional Licensure
- Integrating Leadership Roles and Management Functions in Legal and Legislative Issues
- Additional Learning Exercises and Applications
- 6 Patient, Subordinate, Workplace, and Professional Advocacy
- Introduction
- Becoming an Advocate
- Patient Advocacy
- Patient and Family Engagement
- Person- and Family-Centered Care
- Patient Rights
- The Right to Die Movement and Physician-Assisted Suicide
- Subordinate and Workplace Advocacy
- Whistleblowing as Advocacy
- Professional Advocacy
- Nursing’s Advocacy Role in Legislation and Public Policy
- Nursing and the Media
- Integrating Leadership Roles and Management Functions in Advocacy
- Additional Learning Exercises and Applications
- 7 Organizational Planning
- Introduction
- Visioning: Looking to the Future
- Proactive Planning
- Forecasting
- Strategic Planning at the Organizational Level
- SWOT Analysis
- Balanced Scorecard
- Strategic Planning as a Management Process
- Who Should Be Involved in Strategic Planning?
- Organizational Planning: The Planning Hierarchy
- Vision and Mission Statements
- Organizational Philosophy
- Goals and Objectives
- Policies and Procedures
- Rules
- Overcoming Barriers to Planning
- Integrating Leadership Roles and Management Functions in Planning
- Additional Learning Exercises and Applications
- 8 Planned Change
- Introduction
- Lewin’s Change Theory of Unfreezing, Movement, and Refreezing
- Unfreezing
- Movement
- Refreezing
- Lewin’s Change Theory of Driving and Restraining Forces
- A Contemporary Adaptation of Lewin’s Model
- Classic Change Strategies
- Resistance: The Expected Response to Change
- Planned Change as a Collaborative Process
- The Leader-Manager as a Role Model During Planned Change
- Organizational Change Associated with Nonlinear Dynamics
- Complexity and Complex Adaptive Systems Change Theory
- Chaos Theory
- Organizational Aging: Change as a Means of Renewal
- Integrating Leadership Roles and Management Functions in Planned Change
- Additional Learning Exercises and Applications
- 9 Time Management
- Introduction
- Three Basic Steps to Time Management
- Taking Time to Plan and Establishing Priorities
- The Time-Efficient Work Environment
- Priority Setting and Procrastination
- Making Lists
- Reprioritizing
- Dealing with Interruptions
- Time Wasters
- Personal Time Management
- Using a Time Inventory
- Integrating Leadership Roles and Management Functions in Time Management
- Additional Learning Exercises and Applications
- 10 Fiscal Planning and Health Care Reimbursement
- Introduction
- Balancing Cost and Quality
- Responsibility Accounting
- Budget Basics
- Steps in the Budgetary Process
- Types of Budgets
- The Personnel Budget
- The Operating Budget
- The Capital Budget
- Budgeting Methods
- Incremental Budgeting
- Zero-Based Budgeting
- Flexible Budgeting
- Performance Budgeting
- Critical Pathways and Variance Analysis
- Health Care Reimbursement
- Medicare and Medicaid
- The Prospective Payment System
- Managed Care
- Types of Managed Care Organizations
- Medicare and Medicaid Managed Care
- Proponents and Critics of Managed Care Speak Up
- The Future of Managed Care
- Health Care Reform Efforts: The Patient Protection and Affordable Care Act. What Comes Next?
- Bundled Payments
- Accountable Care Organizations
- Hospital Value-Based Purchasing
- The Patient-Centered Medical Home
- Health Insurance Marketplaces
- Outcomes of the Affordable Care Act
- Integrating Leadership Roles and Management Functions in Fiscal Planning
- Additional Learning Exercises and Applications
- 11 Career Planning and Development in Nursing
- Introduction
- Career Stages
- Justifications for Career Development
- Individual Responsibility for Career Development
- The Organization’s Role in Employee Career Development
- Career Coaching
- Management Development
- Promotion: A Career Management Tool
- Continued Competency as Part of Career Development
- Mandatory Continuing Education to Promote Continued Competence
- Professional Specialty Certification
- Reflective Practice and the Professional Portfolio
- Career Planning and the New Graduate Nurse
- Transition-to-Practice Programs/Residencies for New Graduate and Experienced Nurses in New Roles
- Resumé Preparation
- Resumé Format
- Integrating Leadership Roles and Management Functions in Career Planning and Development
- Additional Learning Exercises and Applications
- 12 Organizational Structure
- Introduction
- Formal and Informal Organizational Structure
- Organizational Theory and Bureaucracy
- Components of Organizational Structure
- Relationships and Chain of Command
- Span of Control
- Managerial Levels
- Centrality
- Limitations of Organization Charts
- Types of Organizational Structures
- Line Structures
- Ad Hoc Design
- Matrix Structure
- Service Line Organization
- Flat Designs
- Decision Making Within the Organizational Hierarchy
- Stakeholders
- Organizational Culture
- Shared Governance: Organizational Design for the 21st Century
- Magnet Designation and Pathway to Excellence
- Committee Structure in an Organization
- Responsibilities and Opportunities of Committee Work
- Integrating Leadership Roles and Management Functions Associated with Organizational Structure
- Additional Learning Exercises and Applications
- 13 Organizational, Political, and Personal Power
- Introduction
- Understanding Power
- Gender and Power
- Power and Powerlessness
- Types of Power
- The Authority–Power Gap
- Bridging the Authority–Power Gap
- Empowering Subordinates
- Mobilizing the Power of the Nursing Profession
- An Action Plan for Increasing Professional Power in Nursing
- Strategies for Building a Personal Power Base
- Maintain Personal Energy
- Present a Powerful Picture to Others
- Work Hard and Be a Team Player
- Determine the Powerful in the Organization
- Learn the Language and Symbols of the Organization
- Learn How to Use the Organization’s Priorities
- Increase Professional Skills and Knowledge
- Maintain a Broad Vision
- Use Experts and Seek Counsel
- Be Flexible
- Develop Visibility and a Voice in the Organization
- Learn to Accept Compliments
- Maintain a Sense of Humor
- Empower Others
- The Politics of Power
- Integrating Leadership Roles and Management Functions When Using Authority and Power in Organizations
- Additional Learning Exercises and Applications
- 14 Organizing Patient Care
- Introduction
- Traditional Models of Patient Care Organization
- Total Patient Care Nursing or Case Method Nursing
- Functional Method
- Team Nursing
- Modular Nursing
- Primary Nursing
- Interprofessional/Multidisciplinary Health Care Teams
- Registered Nurse Primary Care Coordinators in Patient-Centered Medical Homes
- Case Management
- Case Management of Disease Management Programs
- Selecting the Optimum Mode of Organizing Patient Care
- New Roles in the Changing Health Care Arena: Nurse Navigators and Clinical Nurse-Leaders
- Nurse Navigators
- The Clinical Nurse-Leader
- Integrating Leadership Roles and Management Functions in Organizing Patient Care
- Additional Learning Exercises and Applications
- 15 Employee Recruitment, Selection, Placement, and Onboarding
- Introduction
- Predicting Staffing Needs
- Is There a Nursing Shortage?
- Supply and Demand Factors Leading to a Potential Nursing Shortage
- Demand
- Supply
- Recruitment
- The Nurse-Recruiter
- The Relationship Between Recruitment and Retention
- Interviewing as a Selection Tool
- Limitations of Interviews
- Overcoming Interview Limitations
- Planning, Conducting, and Controlling the Interview
- Evaluation of the Interview
- Legal Aspects of Interviewing
- Tips for the Interviewee
- Selection
- Educational and Credential Requirements
- Reference Checks and Background Screening
- Preemployment Testing
- Physical Examination as a Selection Tool
- Making the Selection
- Finalizing the Selection
- Placement
- Onboarding
- Induction
- Orientation
- Integrating Leadership Roles and Management Functions in Employee Recruitment, Selection, Placement, and Onboarding
- Additional Learning Exercises and Applications
- 16 Educating and Socializing Staff in a Learning Organization
- Introduction
- The Learning Organization
- Staff Development
- Training Versus Education
- Responsibilities of the Education Department
- Learning Theories
- Adult Learning Theory
- Social Learning Theory
- Other Learning Concepts
- Assessing Staff Development Needs
- Evaluation of Staff Development Activities
- Shared Responsibility for Implementing Evidence-Based Practice
- Socialization and Resocialization
- Socialization of the New Nurse: Overcoming Reality Shock
- Resocialization of the Experienced Nurse
- The Socialization and Orientation of New Managers
- Socializing International Nurses
- Clarifying Role Expectations Through Role Models, Preceptors, Mentors, and Coaches
- Overcoming Motivational Deficiencies
- Positive Sanctions
- Negative Sanctions
- Meeting the Educational Needs of a Diverse Staff
- Integrating Leadership and Management in Team Building Through Socializing and Educating Staff in a Learning Organization
- Additional Learning Exercises and Applications
- 17 Staffing Needs and Scheduling Policies
- Introduction
- Management’s Responsibilities in Meeting Staffing Needs
- Centralized and Decentralized Staffing
- Staffing and Scheduling Options
- Ten- or Twelve-Hour Shifts
- Agency and Travel Nurses
- Per Diem Employment and Float Pools
- Flextime Scheduling
- Self-Scheduling
- Shift Bidding
- Evaluating Changes to Staffing and Scheduling Policies
- Workload Measurement Tools
- The Relationship Between Nursing Care Hours, Staffing Mix, and Quality of Care
- Should Minimum Registered Nurse to Patient Staffing Ratios Be Mandated?
- Establishing and Maintaining Effective Staffing Policies
- The Impact of Nursing Staff Shortages on Staffing
- Fiscal and Ethical Accountability for Staffing
- Generational Considerations for Staffing
- Developing Staffing and Scheduling Policies
- Integrating Leadership Roles and Management Functions in Staffing and Scheduling
- Additional Learning Exercises and Applications
- 18 Creating a Motivating Climate
- Introduction
- Motivation
- Intrinsic Versus Extrinsic Motivation
- Motivational Theory
- Maslow
- Skinner
- Herzberg
- Vroom
- McClelland
- Gellerman
- McGregor
- Strategies for Creating a Motivating Climate
- Worker Engagement
- Worker Empowerment
- Positive Reinforcement
- Incentives and Rewards
- The Relationship Between the Employee and Their Supervisor
- Self-Care
- Integrating Leadership Roles and Management Functions in Creating a Motivating Climate at Work
- Additional Learning Exercises and Applications
- 19 Organizational, Interpersonal, and Group Communication in Team Building
- Introduction
- The Communication Process
- Variables Affecting Organizational Communication
- Organizational Communication Strategies
- Channels of Communication
- Communication Modes
- Elements of Nonverbal Communication
- Silence
- Space (Proxemics)
- Environment
- Appearance
- Eye Contact
- Posture
- Gestures
- Facial Expression and Timing
- Vocal Expression
- Assertive, Passive, Aggressive, and Passive–Aggressive Verbal Communication Skills
- SBAR, ISBAR, ANTICipate, and I-PASS as Verbal Communication Tools
- Listening Skills
- Written Communication Within the Organization
- Technology as a Tool in Contemporary Organizational Communication
- The Internet
- Hospital Information Systems and Intranets
- Wireless Local Area Networking
- Social Media and Organizational Communication
- Electronic Health Records
- Ransomware and Cyber Attacks
- Communication, Confidentiality, and Health Insurance Portability and Accountability Act
- Group Communication
- Group Dynamics
- Group Task Roles
- Group-Building and Maintenance Roles
- Individual Roles of Group Members
- Communication and Team Building
- Integrating Leadership and Management in Organizational, Interpersonal, and Group Communication in Team Building
- Additional Learning Exercises and Applications
- 20 Delegation
- Introduction
- Delegating Effectively
- Identify Necessary Skill and Education Levels
- Plan Ahead; Delegate Before You Become Overwhelmed
- Select and Empower Capable Personnel
- Communicate the Goals of the Delegation Clearly
- Set Deadlines and Monitor Progress
- Monitor the Delegated Task and Provide Guidance
- Evaluate Performance
- Reward the Completion of Successfully Delegated Tasks
- Common Delegation Errors
- Underdelegating
- Overdelegating
- Improper Delegating
- Delegation as a Function of Professional Nursing
- Delegating to Unlicensed Assistive Personnel
- Nursing Assistive Personnel Scope of Practice
- Subordinate Resistance to Delegation
- Delegating to a Multicultural Work Team
- Integrating Leadership Roles and Management Functions in Delegation
- Additional Learning Exercises and Applications
- 21 Conflict, Workplace Violence, and Negotiation
- Introduction
- The History of Conflict Management
- Intergroup, Intrapersonal, and Interpersonal Conflict
- The Conflict Process
- Conflict Management
- Compromising
- Competing
- Cooperating/Accommodating
- Smoothing
- Avoiding
- Collaborating
- Managing Unit Conflict
- Bullying, Incivility, Mobbing, and Workplace Violence
- Definitions
- Workplace Violence: Scope of the Problem
- Consequences of Workplace Violence
- Whose Problem Is It?
- Strategies to Address the Problem
- Negotiation
- Before the Negotiation
- During the Negotiation
- Destructive Negotiation Tactics
- Closure and Follow-Up to Negotiation
- Alternative Dispute Resolution
- Seeking Consensus
- Integrating Leadership Skills and Management Functions in Addressing Conflict, Workplace Violence, and Negotiation
- Additional Learning Exercises and Applications
- 22 Collective Bargaining, Unionization, and Employment Laws
- Introduction
- Unions and Collective Bargaining
- Historical Perspective of Unionization in America
- Effective Labor–Management Relations
- Union Representation of Nurses
- American Nurses Association and Collective Bargaining
- Employee Motivation to Join or Reject Unions
- Common Reasons Nurses Join Unions
- Common Reasons Nurses Do Not Join Unions
- Averting the Union
- Union-Organizing Strategies
- Steps to Establish a Union
- The Managers’ Role During Union Organizing
- The Nurse as Supervisor: Eligibility for Protection Under the National Labor Relations Act
- Employment Legislation
- Labor Standards
- Minimum Wages and Maximum Hours
- The Equal Pay Act of 1963
- Equal Employment Opportunity Laws
- Civil Rights Act of 1964
- Age Discrimination and Employment Act
- Sexual Harassment
- Legislation Affecting Americans with Disabilities
- Veterans Readjustment Assistance Act
- The Occupational Safety and Health Act
- State Health Facilities Licensing Boards
- Integrating Leadership Skills and Management Functions When Working with Collective Bargaining, Unionization, and Employment Laws
- Additional Learning Exercises and Applications
- 23 Quality Control in Creating a Culture of Patient Safety
- Introduction
- Defining Quality Health Care
- Quality Control as a Systematic Process
- FOCUS PDCA
- The Development of Standards
- Audits as a Quality Control Tool
- Outcome Audit
- Process Audit
- Structure Audit
- Standardized Nursing Languages
- Quality Improvement Models
- Total Quality Management
- Who Should Be Involved in Quality Control?
- Quality Measurement as an Organizational Mandate
- Professional Standards Review Organizations
- The Prospective Payment System
- The Joint Commission
- Sentinel Event Reporting
- ORYX
- Core Measures
- National Patient Safety Goals
- Medication Reconciliation
- Centers for Medicare & Medicaid Services
- Hospital Consumer Assessment of Healthcare Providers and Systems Survey
- Multistate Nursing Home Case Mix and Quality Demonstration
- National Committee for Quality Assurance
- National Database of Nursing Quality Indicators
- Report Cards
- Medical Errors: An Ongoing Threat to Quality of Care
- Reporting and Analyzing Errors in a Just Culture
- The Leapfrog Group
- Six Sigma Approach and Lean Manufacturing
- Reforming the Medical Liability System
- Are We Making Progress?
- Integrating Leadership Roles and Management Functions with Quality Control
- Additional Learning Exercises and Applications
- 24 Performance Appraisal
- Introduction
- Using the Performance Appraisal to Motivate Employees
- Strategies to Ensure Accuracy and Fairness in the Performance Appraisal
- Performance Appraisal Tools
- Trait Rating Scales
- Job Dimension Scales
- Behaviorally Anchored Rating Scales
- Checklists
- Essays
- Self-Appraisals
- Management by Objectives
- Peer Review
- The 360-Degree Evaluation
- Strategies for Planning and Executing a Successful Performance Appraisal Interview
- Before the Interview
- During the Interview
- After the Interview
- Performance Management
- Coaching: A Mechanism for Informal Performance Appraisal
- Becoming an Effective Coach
- When Employees Appraise Their Manager’s Performance (Upward Appraisals)
- Integrating Leadership Roles and Management Functions in Conducting Performance Appraisals
- Additional Learning Exercises and Applications
- 25 Problem Employees: Rule Breakers, Marginal Employees, and Those with Substance Use Disorder
- Introduction
- Constructive Versus Destructive Discipline
- Self-Discipline and Group Norms
- Fair and Effective Rules
- Discipline as a Progressive Process
- Disciplinary Strategies for the Manager
- Performance Deficiency Coaching
- Disciplining the Unionized Employee
- The Disciplinary Conference
- Reason for Disciplinary Action
- Employee’s Response to Disciplinary Action
- Rationale for Disciplinary Action
- Clarification of Expectations for Change
- Agreement and Acceptance of Action Plan
- The Environment for Discipline
- Timing and Conference Length
- Closure
- The Termination Conference
- Grievance Procedures
- Formal Process
- Arbitration
- Rights and Responsibilities in Grievance Resolution
- Transferring Employees
- The Marginal Employee
- The Impaired Employee/Substance Use Disorder
- Prevalence of SUD in Nursing
- Drug Diversion
- Commonly Misused or Abused Drugs
- Recognizing the Employee with Substance Use Disorder
- Confronting the Employee with Substance Use Disorder
- The Manager’s Role in Assisting the Employee with SUD
- The Recovery Process
- State Board of Nursing Treatment Programs
- The Impaired Employee’s Reentry to the Workplace
- Integrating Leadership Roles and Management Functions When Dealing with Problem Employees
- Additional Learning Exercises and Applications
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- Gerð : 208
- Höfundur : 6222
- Útgáfuár : 2022
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