Effective leadership and management in nursing

Title:

Personal Author:

Sullivan, Eleanor J.

Publication Information:

Upper Saddle River, NJ : Prentice Hall, 2000

ISBN:

9780805328332

Subject Term:

Nursing services -- Administration

Leadership

Added Author:

Decker, Phillip J.

Jamerson, Patricia A.

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... Razak School	30000005167493	RT89 S94 2000	Open Access Book	Book	Searching... Unknown

Information technology has become an increasingly important part of counselling and psychotherapy. This text, with contributions from internationally leading figures, provides an up-to-the-minute, precise and practical guide to the different ways in which technology can be used in therapeutic work, including e-mail and Internet relay chat, telephone, video-link and stand-alone software packages. As well as discussing vital ethical, theoretical and practical considerations for practitioners, the authors look at the likely impact of these technologies on therapeutic relationships and the outcomes that can be expected. Technology's impact is explored from the perspectives of both therapists and clients, including individual therapy, groups, supervision and training, and supported by extensive case studies.

Excerpts

Leading and managing are essential skills for all nurses Lin today's rapidly changing health care arena. New graduates find themselves man grog unlicensed assistive personnel, and experienced nurses are managing groups of health care providers from a variety of disciplines and educational levels. Declining revenues and increasing costs mandate that every organization use its resources efficiently. Thus, nurses are challenged to manage effectively with fewer resources. Never has the information presented in this textbook been needed more. Effective Leadership & Management in Nursing, Sixth Edition, can help both student nurses and those with practice experience acquire the skills needed to ensure success in today's dynamic health care environment. FEATURES OF THE SIXTH EDITION Effective Leadership & Management in Nursing has made a significant and lasting contribution to the education of nurses and nurse managers in its five previous editions. Used worldwide, this award-winning textbook is now offered in an updated and revised edition to reflect changes in the current health care system and in response to suggestions from the book's users. The Sixth Edition builds upon the work of previous contributors to provide the most up-to-date and comprehensive learning package for today's busy students and professionals. Student-Friendly Learning Tools Designed with the adult learner in mind, the book focuses on the application of the content presented with specific guidelines for implementing the skills included. To further illustrate and emphasize key points, each chapter in this edition includes these features: Chapter outline and preview New MediaLink boxes in each chapter introduce readers to resources and activities on the Companion Website at www.prenhall.com/sullivan-decker . MediaLink tabs in the chapter margins encourage students to use the website activities. Key terms defined on the pages where they first appear What You Know Now lists at end of each chapter A list of "tools," or key behaviors, for using the skills presented in the chapter Case Studies with Manager's Checklist to demonstrate application of content Questions to Challenge You to help-students relate concepts to their experience Up-to-date references Excerpted from Effective Leadership and Management in Nursing by Eleanor J. Sullivan, Phillip J. Decker All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Part I Understanding Nursing Management and Organizations	p. 1
Chapter 1 Introduction to Nursing Management	p. 2
The Changing Health Care System	p. 3
Cost Containment	p. 3
Quality and Outcomes	p. 4
Rural Health Care	p. 4
Cultural Diversity	p. 5
Changes in Nursing	p. 5
Challenges for Nurse Managers	p. 6
Chapter 2 Organizational Theory and Design	p. 8
Organizational Theories	p. 9
Classical Theory	p. 9
Neoclassical Theory	p. 11
Systems Theory	p. 11
Contingency Theory	p. 12
Chaos Theory	p. 13
Health Care Organizations	p. 13
Types of Health Care Organizations	p. 13
Interorganizational Relationships	p. 16
Diversification	p. 16
Organizational Structure	p. 17
Functional Structure	p. 17
Service-Integrated Structure	p. 18
Hybrid Structure	p. 19
Matrix Structure	p. 19
Parallel Structure	p. 20
Shared Governance	p. 20
Self-Organizing Structures	p. 22
Redesigning, Restructuring, and Reengineering	p. 22
Strategic Planning	p. 24
Values	p. 25
Vision	p. 25
Mission	p. 25
Philosophy	p. 25
Goals	p. 25
Organizational Environment and Culture	p. 25
Chapter 3 Nursing Care Delivery Systems	p. 29
Types of Nursing Care Delivery Systems	p. 30
Functional Nursing	p. 31
Team Nursing	p. 31
Total Patient Care	p. 33
Primary Nursing	p. 33
Practice Partnerships	p. 34
Case Management	p. 34
Differentiated Practice	p. 38
Patient-Centered Care	p. 39
Chapter 4 Leading and Managing	p. 41
Leaders and Managers	p. 42
Leadership	p. 42
Power: How Managers and Leaders Get Things Done	p. 43
Leadership Theories	p. 47
Trait Theories	p. 47
Behavioral Theories	p. 47
Contingency Theories	p. 50
Contemporary Theories	p. 56
Management Functions	p. 58
Classical Description	p. 58
Mintzberg's Behavioral Description	p. 60
A Contemporary Model of Managerial Work	p. 61
Roles and Functions of Nursing Managers	p. 62
Levels of Management	p. 63
First-Level Management	p. 63
Middle-Level Management	p. 65
Upper-Level Management	p. 66
Charge Nurse	p. 67
Staff Nurse	p. 67
Chapter 5 Legal and Ethical Issues	p. 70
Laws and Ethics	p. 71
Ethical Decision Making	p. 72
Ethical Theories	p. 72
Ethical Principles	p. 72
The Legal System	p. 73
Sources of Law	p. 73
Types of Law	p. 74
Tort Law	p. 75
Liability	p. 75
Legal Issues in Nursing	p. 76
Nursing Licensure	p. 76
Patient Care Issues	p. 77
Management Issues	p. 79
Employment Issues	p. 83
Chapter 6 Power and Politics	p. 88
Politics: The Art of Influencing	p. 89
A Framework for Political Action	p. 90
Politics in the Workplace	p. 90
Politics in Government	p. 91
Politics in Financing	p. 91
Politics in the Organization	p. 91
Politics in the Community	p. 92
Power and Leadership	p. 93
Image as Power	p. 93
Using Power to Increase your Professional Influence	p. 95
Why Power?	p. 95
Power plus Vision	p. 96
Applying Power and Politics to Managing Nursing Care	p. 97
How Nursing's Voice Can Become Powerful	p. 97
The Impact of Power and Politics on Nursing's Future	p. 99
Part II Key Skills in Nursing Management	p. 101
Chapter 7 Budgeting and Resource Allocation	p. 103
The Budgeting Process	p. 104
Approaches to Budgeting	p. 105
Incremental Budget	p. 105
Zero-Based Budget	p. 106
Fixed or Variable Budgets	p. 106
The Operating Budget	p. 106
The Revenue Budget	p. 106
The Expense Budget	p. 107
Determining the Salary (Personnel) Budget	p. 108
Benefits	p. 108
Shift Differentials	p. 108
Overtime	p. 109
On-Call Hours	p. 110
Bonuses and Premiums	p. 110
Salary Increases	p. 110
Final Considerations	p. 110
Managing the Supply and Nonsalary Expense Budget	p. 110
Developing the Capital Budget	p. 111
Timetable for the Budgeting Process	p. 111
Monitoring Budgetary Performance during the Year	p. 111
Variance Analysis	p. 113
Position Control	p. 115
Staff Impact on Budgetary Performance	p. 115
Future Trends	p. 115
Chapter 8 Effectiveness, Efficiency, and Productivity	p. 117
What Are Effectiveness, Efficiency, and Productivity in Health Care?	p. 118
Organizational Effectiveness in Health Care Today	p. 118
Health Care Inputs	p. 119
Health Care Outputs	p. 119
Output or Outcome?	p. 121
Effectiveness	p. 121
Efficiency	p. 121
What Is Nursing Productivity?	p. 122
Measuring Nursing Productivity	p. 122
Resources per Patient Day	p. 122
Utilization Rates	p. 123
Improving Nursing Effectiveness, Efficiency, and Productivity	p. 125
Changes in Use of Inputs	p. 126
Changes in the Process of Care	p. 126
Chapter 9 Quality Management	p. 133
History of Quality Management	p. 134
Total Quality Management (TQM)	p. 135
TQM Characteristics	p. 137
Continuous Quality Improvement (CQI)	p. 138
Comprehensive Components of Quality Management	p. 140
CQI--How It Works: A Practical Example	p. 142
Risk Management	p. 143
A Risk Management Program	p. 143
Nursing's Role in Risk Management	p. 144
Examples of Risk	p. 144
Role of the Nurse Manager	p. 146
Key Behaviors for Handling Complaints	p. 147
A Caring Attitude	p. 147
Evaluation of Risk Management	p. 148
Chapter 10 Problem Solving and Decision Making	p. 150
Critical Thinking	p. 151
Problem Solving	p. 152
Problem-Solving Methods	p. 152
The Problem-Solving Process	p. 154
Group Problem Solving	p. 157
Decision Making	p. 159
Types of Decisions	p. 160
Decision-Making Conditions	p. 160
The Decision-Making Process	p. 162
Decision-Making Techniques	p. 163
Group Decision Making	p. 164
Stumbling Blocks	p. 167
Creativity in Decision Making	p. 168
Characteristics of Creative Persons	p. 168
Managing Creativity in Health Care Settings	p. 169
Chapter 11 Communication and Conflict	p. 172
Communication	p. 173
Modes of Communication	p. 173
Directions of Communication	p. 174
Factors Influencing Communication	p. 175
Assertiveness	p. 178
The Role of Communication in Leadership	p. 179
Communicating with Different Populations	p. 179
Subordinates	p. 179
Superiors	p. 180
Peers	p. 182
Medical Staff	p. 182
Other Health Care Personnel	p. 184
Patients and Families	p. 184
Difficult People	p. 184
Conflict	p. 185
Conflict Process Model	p. 186
Conflict Management	p. 188
Goals of Conflict Management	p. 189
Conflict Management Modes	p. 191
Other Conflict Management Techniques	p. 191
Chapter 12 Using Management Information Systems	p. 195
Information Systems	p. 196
Management Information Systems	p. 196
Hospital Information Systems	p. 196
Expert Nursing Information Systems	p. 196
Benefits of Using Information Systems	p. 196
Obstacles Associated with Information Systems	p. 197
Computer Applications in Nursing	p. 198
Patient-Care Applications	p. 198
Nursing Management Systems	p. 199
Communication Systems	p. 199
Educational Applications	p. 201
Research Applications	p. 201
Software Selection and System Implementation	p. 201
Selecting a System: The Decision-Making Process	p. 201
Ethical and Social Considerations	p. 203
The Nurse Informatics Specialist	p. 203
Future Trends in Informatics	p. 204
Chapter 13 Stress and Time Management	p. 206
The Nature of Stress	p. 207
Causes of Stress	p. 208
Role Conflict and Role Ambiguity	p. 210
Consequences of Stress	p. 211
Managing Stress	p. 211
Personal Methods	p. 211
Organizational Methods	p. 212
Time Management	p. 213
Goal Setting	p. 213
Delegation	p. 214
Time Analysis	p. 214
Setting Priorities	p. 215
Daily Planning and Scheduling	p. 216
Grouping Activities and Minimizing Routine Work	p. 216
Implementation	p. 216
Personal Organization and Self-Discipline	p. 216
Controlling Interruptions	p. 217
Paperwork	p. 218
Respecting Time	p. 219
Chapter 14 Effective Delegation	p. 221
Defining Delegation	p. 222
Responsibility and Accountability	p. 222
Authority	p. 223
Differentiating Delegation from Work Allocation	p. 224
Benefits of Delegation	p. 224
Benefits to the Delegator	p. 224
Benefits to the Delegate	p. 224
Benefits to the Organization	p. 224
Benefits to the Patient	p. 224
The Delegation Process	p. 224
Identifying and Defining the Task and Level of Delegation	p. 224
Determining Who	p. 226
Describing Expectations	p. 227
Reaching Agreement	p. 227
Monitoring Performance and Providing Feedback	p. 227
Accepting Delegation	p. 227
Obstacles to Delegation	p. 228
A Nonsupportive Environment	p. 228
An Insecure Delegator	p. 228
An Unwilling Delegate	p. 231
Ineffective Delegation	p. 231
Underdelegation	p. 231
Reverse Delegation	p. 231
Overdelegation	p. 231
Liability and Delegation	p. 231
Chapter 15 Building and Managing Teams	p. 233
Differentiating Groups from Teams	p. 234
Group and Team Processes	p. 236
Phases of Group and Team Development	p. 236
Team-Building	p. 238
Characteristics of Groups	p. 239
Norms	p. 239
Roles	p. 240
Communication in Groups	p. 241
How Groups Affect Individuals	p. 241
The Nurse Manager as Team Leader	p. 242
Group Task	p. 243
Group Size and Composition	p. 243
Managing Committees and Task Forces	p. 243
Guidelines for Conducting Meetings	p. 244
Managing Task Forces	p. 245
Patient Care Conferences	p. 246
Chapter 16 Initiating and Managing Change	p. 248
Nurse as Change Agent	p. 249
Nurse as Entrepreneur	p. 249
The Process of Change	p. 250
Change Theories	p. 250
Lewin's Force-Field Model	p. 250
Lippitt's Phases of Change	p. 250
Havelock's Model	p. 252
Rogers' Diffusion of Innovations	p. 252
Using Change Theories in Nursing	p. 252
Planning Change	p. 252
Assessment	p. 254
Planning	p. 255
Implementation	p. 255
Evaluation	p. 256
Change Agent Strategies	p. 256
Power-Coercive Strategies	p. 257
Empirical-Rational Model	p. 257
Normative-Reeducative Strategies	p. 257
Change Agent Skills	p. 258
Responses to Change	p. 258
Politics of Change	p. 259
Part III Human Resource Management	p. 263
Chapter 17 Recruiting and Selecting Staff	p. 264
The Recruitment and Selection Process	p. 265
Job Analysis	p. 267
Recruitment	p. 268
Where to Look	p. 268
How to Look--Recruiting Sources	p. 269
When to Look	p. 269
How to Sell the Organization	p. 269
Cross-Training as a Recruitment Strategy	p. 270
Interviewing	p. 270
Principles for Effective Interviewing	p. 271
Developing Structured Interview Guides	p. 272
Involving Staff in the Interview Process	p. 277
Interview Reliability and Validity	p. 277
Education, Experience, Licensure, and Physical Examinations	p. 278
Integration of Information	p. 279
Legality in Hiring	p. 279
Negligent Hiring	p. 282
Chapter 18 Allocating Staff Resource	p. 284
Staffing and Scheduling	p. 285
Patient Classification Systems	p. 285
Determining Nursing Care Hours	p. 288
Determining FTEs	p. 288
Determining Staffing Mix	p. 289
Determining Distribution of Staff	p. 289
Scheduling	p. 291
Creative Staffing and Scheduling	p. 291
Supplemental Staff	p. 291
Turnover	p. 293
Measurement Issues	p. 294
Consequences of Turnover	p. 294
A Model of Employee Turnover	p. 295
Strategies for Controlling Turnover	p. 296
A Systems Perspective	p. 296
Chapter 19 Performance Appraisal	p. 300
A Model of Job Performance	p. 301
Employee Motivation	p. 301
Motivational Theories	p. 301
Employee Ability	p. 307
Employee Performance	p. 307
The Performance Appraisal	p. 308
Evaluation Philosophy	p. 309
Components to Be Evaluated	p. 310
Specific Evaluation Methods	p. 311
Potential Appraisal Problems	p. 313
The Appraiser	p. 315
Documenting Performance	p. 316
Diagnosing Performance Problems	p. 318
The Performance Appraisal Interview	p. 318
Preparing for the Interview	p. 318
The Interview	p. 320
Key Behaviors for an Appraisal Interview	p. 320
Improving Appraisal Accuracy	p. 321
Appraiser Ability	p. 321
Appraiser Motivation	p. 322
Rules of Thumb	p. 322
Chapter 20 Enhancing Employee Performance	p. 325
Staff Development	p. 326
Needs Assessment	p. 326
Planning	p. 327
Implementation	p. 330
Evaluation	p. 333
Designing Staff Development Programs for a Multicultural Staff	p. 334
Day-to-Day Coaching	p. 335
Dealing with a Policy or Procedure Violation	p. 336
Disciplining Employees	p. 337
Terminating Employees	p. 337
Chapter 21 Managing Selected Personnel Problems	p. 340
Employees with Problems	p. 341
Overachievers or Super-Achievers	p. 341
Disgruntled Employees	p. 341
Overstressed Employees	p. 341
The Employee with a Substance Abuse Problem	p. 342
Absenteeism	p. 346
A Model of Employee Attendance	p. 346
Managing Employee Absenteeism	p. 348
Absenteeism Policies	p. 349
A Systems Perspective	p. 350
Family and Medical Leave	p. 350
Workplace Violence	p. 351
Chapter 22 Collective Bargaining	p. 353
Federal Legal Structure for Labor-Management Relations	p. 354
Early Federal Regulations of Collective Bargaining	p. 354
National Labor Relations Act (Wagner Act)	p. 354
The Labor-Management Relations Act (Taft-Hartley Act)	p. 355
Labor Management Reporting and Disclosure Act	p. 356
Federal Sector Collective Bargaining	p. 356
1974 Health Care Amendments to Taft-Hartley	p. 356
Process of Unionization	p. 357
Selection of a Bargaining Agent	p. 357
Certification to Contract	p. 358
Contract Administration	p. 358
Decertification	p. 358
The Nurse Manager's Role	p. 359
The Grievance Process: An Example	p. 359
Strikes	p. 360
Major Issues in Collective Bargaining for Nurses	p. 360
Unit Determination	p. 360
Labor-Management Committees	p. 361
Definition of Supervisor	p. 362
Nurses, Unions, and Professional Associations	p. 362
Future of Collective Bargaining	p. 364
Index	p. 367

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