Enhanced descriptions from Syndetics:

This book utilizes widely accepted models of leadership, and recognizes time-related changes that have occurred in health care delivery and how nursing is practiced. An emphasis on the workplace covers legal and ethical issues, as well as improving human relationship skills.A four-part organization presents readers with comprehensive coverage: Part I covers the new health care system, leadership theory, the interactive processes of leadership, and ethics; Part II provides an overview of organization and management; Part III includes managers' responsibilities; and Part IV introduces learners to the management of resources.For staff nurses.

Table of contents provided by Syndetics

• Preface (p. xvii)
• Acknowledgments (p. xix)
• Contributors (p. xxi)
• Reviewers (p. xxiii)
• Unit 1 Leadership (p. 1)
• 1 The New Health Care System; Challenge to Nursing Leadership (p. 3)
• Introduction (p. 3)
• Key Concepts (p. 4)
• Managed Care (p. 5)
• Health Care Reform (p. 5)
• Managed Care Characteristics (p. 7)
• Managed Care Organizations (p. 9)
• Health Maintenance Organizations (HMOs) (p. 9)
• Characteristics of the Health Care System (p. 10)
• Professional Issues: The Nursing Shortage (p. 11)
• Health Care Priorities (p. 12)
• Forecast for Health Care (p. 14)
• Nursing Leadership's Heritage (p. 15)
• Challenge to Nursing (p. 16)
• Leadership Framework (p. 17)
• Differentiating Leadership and Management (p. 17)
• Case Studies (p. 18)
• Summary (p. 19)
• Learner Exercises (p. 20)
• References (p. 21)
• 2 Leadership Theory (p. 23)
• Introduction (p. 23)
• Key Concepts (p. 23)
• Definition of Leadership (p. 24)
• Leadership Theory (p. 25)
• Great Man Theory of Leadership (p. 25)
• Trait Theory (p. 25)
• Behavioral School of Leadership (p. 26)
• Leadership Style (p. 26)
• Leadership Behaviors (p. 27)
• Situational Theory (p. 30)
• Contingency Model (p. 31)
• Situational Leadership Model (p. 32)
• A New Concept of Leadership (p. 32)
• Transformational Leadership (p. 34)
• Connective Leadership (p. 35)
• Seven Lessons of Leadership (p. 35)
• Process Model of Leadership (p. 37)
• Stage 1 Analysis and Problem Identification (p. 37)
• The Event (p. 38)
• The Participants (p. 38)
• Organizational Factors (p. 38)
• Interpersonal Processes between Participants (p. 38)
• Controlling Forces (p. 39)
• Stage 2 Determination of Action (p. 39)
• Action Plan (p. 39)
• Stage 3 Evaluation of Action (p. 39)
• Conclusions on Use of Process (p. 40)
• Case Studies (p. 40)
• Summary (p. 42)
• Learner Exercises (p. 42)
• References (p. 43)
• Appendices (p. 45)
• 3 Interactive Processes of Leadership; Communication and Group Process (p. 50)
• Introduction (p. 50)
• Key Concepts (p. 51)
• Communication (p. 51)
• The Message (p. 51)
• Communication Process (p. 52)
• Ten Basics for Good Communication (p. 53)
• Blocks to Communication (p. 58)
• Culture and Gender (p. 59)
• Communication with the Health Team (p. 60)
• Preventing Communication Breakdown (p. 62)
• Communication with Difficult People (p. 63)
• Communication Networks (p. 65)
• Team Building (p. 66)
• Group Dynamics (p. 66)
• Interdisciplinary Teams (p. 67)
• Characteristics of a Group (p. 67)
• Group Processes (p. 67)
• Leaders Impact on a Group (p. 68)
• Insight (p. 68)
• The Group Approach (p. 69)
• Understanding (p. 70)
• Diagnose a Sick Group (p. 70)
• Flexibility (p. 70)
• Meetings: A Team Tool (p. 71)
• Evaluation of Group Effectiveness (p. 72)
• Case Studies (p. 72)
• Summary (p. 74)
• Learner Exercises (p. 74)
• References (p. 75)
• Appendix (p. 77)
• 4 Decision Making and Conflict Management (p. 78)
• Introduction (p. 78)
• Key Concepts (p. 78)
• Decision Making (p. 79)
• Analysis (p. 79)
• Prediction of Outcomes (p. 81)
• Challenge to Nursing (p. 82)
• Impact of Decisions (p. 83)
• Systems of Decision Making (p. 84)
• The Decision Making Process (p. 85)
• Identify Participants (p. 85)
• Gather Pertinent Facts (p. 86)
• Generate Alternatives (p. 86)
• Predict Outcomes (p. 87)
• Select Best Alternative (p. 87)
• Plan for Managing Consequences (p. 87)
• Management of Conflict (p. 89)
• Nature of Conflict (p. 89)
• Basis of Conflict (p. 91)
• Examples of Common Conflicts in Nursing (p. 92)
• Approaches to Managing Conflict (p. 95)
• Process Model of Conflict Management (p. 96)
• Case Studies (p. 98)
• Summary (p. 99)
• Learner Exercises (p. 99)
• References (p. 100)
• 5 The Ethical Responsibility of the Nurse Leader (p. 102)
• Introduction (p. 102)
• Key Concepts (p. 103)
• Ethics (p. 103)
• Ethical Theories (p. 105)
• Ethical Principles (p. 106)
• Barriers to Ethical Decision Making (p. 107)
• Strategies for Enhancing Ethical Decisions in Nursing Practice (p. 108)
• The Role of Institutional Ethics Committees (p. 109)
• The Employer-Employee Relationship (p. 109)
• Peer Relationships (p. 111)
• The Nurse--Patient Relationship (p. 113)
• Case Studies (p. 116)
• Summary (p. 116)
• Learner Exercises (p. 117)
• References (p. 118)
• Suggested Readings (p. 120)
• Unit 2 An Overview of Organizations and Management (p. 121)
• 6 Organization and Management Theory (p. 123)
• Introduction (p. 123)
• Key Concepts (p. 123)
• Overview: Organizational Dynamics (p. 124)
• Classical Theory (p. 125)
• Scientific Management (p. 125)
• Administrative Management (p. 125)
• Organizational Principles (p. 126)
• The Bureaucratic Model (p. 128)
• Contribution of Classical Theory (p. 128)
• Modern Theory (p. 129)
• Behavioral Science (p. 129)
• General Systems/Social Systems Theory (p. 130)
• Modern Systems Theory Models (p. 132)
• The Modern Team Concept (p. 133)
• Interactional Phenomena (p. 134)
• Power (p. 134)
• Authority (p. 136)
• Responsibility (p. 136)
• Status (p. 136)
• Process of Delegation (p. 136)
• Organizational Concepts (p. 137)
• Organizational Chart (p. 137)
• Organization Structure (p. 137)
• Contingency Structure (p. 140)
• Integrated Health Care System (p. 141)
• Organizational Model (p. 142)
• Organization and Management Link (p. 144)
• Properties of an Organization (p. 144)
• Case Studies (p. 145)
• Summary (p. 146)
• Learner Exercises (p. 146)
• References (p. 147)
• 7 Overview of Nursing Management (p. 149)
• Introduction (p. 149)
• Key Concepts (p. 150)
• Management Process (p. 150)
• Levels of Management (p. 151)
• Management Science (p. 151)
• Management in Nursing (p. 153)
• Evolution of Nursing's Management Role (p. 154)
• Objectives of Nursing Management (p. 155)
• Management Functions (p. 155)
• Planning (p. 155)
• Types of Planning (p. 156)
• Organizing (p. 157)
• Staffing (p. 158)
• Directing (p. 158)
• Coordinating (p. 159)
• Controlling (p. 159)
• Standards (p. 159)
• Policies (p. 161)
• Systems of Nursing Care Delivery (p. 161)
• Case Method (p. 161)
• Functional Method (p. 162)
• Team Nursing (p. 162)
• Restructuring Nursing Care Delivery Models (p. 163)
• Job Design (p. 163)
• Primary Nursing (p. 163)
• Total Patient Care (p. 164)
• Differentiated Practice (p. 164)
• Partners in Practice (p. 165)
• System Redesign (p. 165)
• Case Management (p. 166)
• Total Quality Management (p. 167)
• Transition to Manager (p. 167)
• Management Assessment Guide (p. 168)
• Case Studies (p. 169)
• Summary (p. 169)
• Learner Exercises (p. 170)
• References (p. 170)
• 8 Delegation; The Manager's Tool (p. 172)
• Introduction (p. 172)
• Key Concepts (p. 172)
• Delegation (p. 173)
• Assignment of Work (p. 174)
• Scope of Practice (p. 174)
• Liability (p. 174)
• Scalar Chain (p. 175)
• Decentralization (p. 175)
• The Purpose of Delegation (p. 176)
• Cost Savings (p. 176)
• Time Savings (p. 177)
• Professional Growth for Employees (p. 177)
• Professional Growth of the Manager (p. 177)
• The Process of Delegation (p. 177)
• Guidelines for Effective Delegation (p. 178)
• Barriers to Delegation (p. 178)
• Case Studies (p. 180)
• Summary (p. 181)
• Learner Exercises (p. 181)
• References (p. 182)
• Suggested Readings (p. 182)
• Unit 3 Special Responsibilities of the Manager (p. 183)
• 9 Maintaining Standards (p. 185)
• Introduction (p. 185)
• Key Concepts (p. 185)
• The Climate for Nursing Practice (p. 187)
• Professional Basis for Quality Assurance (p. 188)
• Practice Framework (p. 190)
• Legal Basis of Nursing (p. 192)
• Ethical and Societal Concerns (p. 192)
• Governmental Regulations (p. 193)
• Risk Management (p. 194)
• Model of Risk Management (p. 195)
• Financial Management (p. 195)
• Risk Identification (p. 195)
• Risk Analysis (p. 196)
• Risk Treatment (p. 196)
• Risk Evaluation (p. 196)
• Impact on Nursing Development (p. 196)
• Case Studies (p. 197)
• Summary (p. 197)
• Learner Exercises (p. 198)
• References (p. 198)
• 10 Motivation in the Work Setting (p. 199)
• Introduction (p. 199)
• Key Concepts (p. 199)
• Definitions and Sources of Motivation (p. 200)
• Theories of Motivation (p. 201)
• Needs Theorists (p. 201)
• Personality Type and Motivation (p. 202)
• Motivation as Rational Decision Making (p. 203)
• Organizational Climate and Motivation (p. 204)
• Micromotivation and Macromotivation (p. 207)
• Motivational Problems (p. 208)
• A Situational Approach (p. 209)
• Issues Central to Nursing (p. 210)
• Case Studies (p. 210)
• Summary (p. 211)
• Learner Exercises (p. 212)
• References (p. 213)
• 11 Monitoring and Improving Performance (p. 215)
• Introduction (p. 215)
• Key Concepts (p. 215)
• The Performance Appraisal System (p. 216)
• Design of a Performance Appraisal System (p. 217)
• Career Planning (p. 217)
• Criteria for Nursing Standards (p. 219)
• Active Participation in Performance Appraisal (p. 220)
• Essential Elements (p. 220)
• Philosophy, Mission, and Objectives (p. 221)
• Well-Defined Purpose (p. 221)
• Evaluation Tools that Produce Desired Information (p. 222)
• Performance Appraisal Process (p. 224)
• Planning for the Interview (p. 224)
• Participating in the Evaluation Interview (p. 225)
• Using Evaluation Results (p. 226)
• Rewards (p. 227)
• Obstacles to Performance Improvement (p. 229)
• Case Studies (p. 232)
• Summary (p. 233)
• Learner Exercises (p. 234)
• References (p. 234)
• 12 Legal Issues in the Work Place (p. 236)
• Introduction (p. 236)
• Key Concepts (p. 237)
• Equal Employment Opportunity (EEO) Laws (p. 237)
• Title VII of the Civil Rights Act of 1964 (Amended in 1972) (p. 238)
• Civil Rights Act of 1991 (p. 238)
• Civil Rights Act, Amended 1993 (p. 238)
• Age Discrimination in Employment Act (p. 238)
• Pregnancy Discrimination Act (p. 238)
• Americans With Disabilities Act (ADA) (p. 239)
• Immigration Reform and Control Act (p. 239)
• Consolidated Omnibus Budget Reconciliation Act (COBRA) (p. 239)
• Occupational Safety and Health Act (OSHA) (p. 239)
• Sexual Harassment: A Special Case of Discrimination (p. 239)
• Hiring and Interviewing (p. 241)
• Family and Medical Leave Act (FMLA) of 1993 (p. 241)
• Labor-Management Laws (p. 242)
• Unions and Collective Bargaining (p. 242)
• Strikes (p. 245)
• Case Studies (p. 246)
• Summary (p. 247)
• Learner Exercises (p. 247)
• References (p. 248)
• 13 Managing Change (p. 251)
• Introduction (p. 251)
• Key Concepts (p. 251)
• A Theoretical Perspective (p. 252)
• Expanded Conceptual Framework (p. 252)
• Change and Stress (p. 254)
• Expanded Rate and Scope of Change (p. 255)
• Change Strategies (p. 255)
• Planned Change Theory (p. 255)
• Basis of Change in Nursing (p. 256)
• External Forces (p. 257)
• Internal Forces (p. 257)
• The Change Process (p. 260)
• Problem Identification (p. 260)
• Gaining Support for Change (p. 261)
• How Changes Are Made (p. 261)
• Planned Change (p. 262)
• Radical Intervention (p. 262)
• Change through Nonintervention (p. 263)
• An Example of Differing Adaptations to Change (p. 263)
• Stages of Change (p. 264)
• Unfreezing (p. 264)
• Moving (p. 264)
• Refreezing (p. 265)
• Change Agents (p. 265)
• Characteristics of Change Agents (p. 265)
• Responsibilities of Change Agents (p. 266)
• Strategies for Change Agents (p. 266)
• Response to Change (p. 266)
• Resistance to Change (p. 267)
• Evaluating Change (p. 269)
• Case Studies (p. 269)
• Summary (p. 271)
• Learner Exercises (p. 272)
• References (p. 272)
• Unit 4 Managing Resources (p. 275)
• 14 Managing Resources; The Staff (p. 277)
• Introduction (p. 277)
• Key Concepts (p. 278)
• Staffing (p. 278)
• Process and Staffing Plan (p. 278)
• Workload Measures: Productivity Index (p. 280)
• Staffing Methodologies (p. 281)
• Scheduling Patterns (p. 283)
• Work Schedules (p. 284)
• Shared Staffing Help List (p. 285)
• Management's Role: Planning the Staffing Program (p. 286)
• Economic and Regulatory Issues (p. 286)
• Case Studies (p. 287)
• Summary (p. 288)
• Learner Exercises (p. 288)
• References (p. 289)
• 15 Managing Resources; Time (p. 290)
• Introduction (p. 290)
• Key Concepts (p. 290)
• Time Management (p. 291)
• Principles of Time Management (p. 291)
• Communication (p. 291)
• Planning (p. 291)
• Delegation (p. 292)
• Prioritizing Goals (p. 292)
• Time Management Strategies (p. 293)
• Time Analysis (p. 293)
• Daily Planning (p. 293)
• Crisis Control (p. 294)
• Problem Analysis (p. 295)
• Task Analysis (p. 295)
• Time Control (p. 295)
• Time Evaluation (p. 295)
• Barriers to Effective Time Management (p. 296)
• Habit (p. 296)
• Work Expansion (p. 296)
• Oversupervision (p. 296)
• Underdelegation (p. 296)
• Losing Sight of Objectives (p. 296)
• Case Studies (p. 297)
• Summary (p. 298)
• Learner Exercises (p. 298)
• References (p. 298)
• Suggested Readings (p. 299)
• 16 Managing Resources; The Budget (p. 300)
• Introduction (p. 300)
• Key Concepts (p. 300)
• Managing Financial Resources (p. 302)
• Financial Structure (p. 302)
• The Budgeting Proces (p. 303)
• A Policy Statement (p. 303)
• Goals and Financial Projections (p. 303)
• Related Budgeting Concepts (p. 304)
• Accounting (p. 304)
• Category 1 Income Statements (p. 304)
• Category 2 The Balance Sheet (p. 304)
• Category 3 Cash-Flow Statements (p. 305)
• Cost Accounting (p. 305)
• Double-Entry Accounting (p. 306)
• Long-Range Financial Plans (p. 306)
• Types of Budgets (p. 307)
• Preparation of the Budget (p. 310)
• Step 1 Review Past Performance (p. 310)
• Step 2 Review the Organization's Goals and Projections (p. 311)
• Step 3 Review the Variance (p. 311)
• Step 4 Actual Preparation of the Budget (p. 311)
• Specific Responsibilities of the Nurse Manager (p. 311)
• Monitoring the Budget (p. 312)
• Case Studies (p. 315)
• Summary (p. 316)
• Learner Exercises (p. 317)
• Suggested Readings (p. 317)
• 17 Informatics in Nursing (p. 318)
• Introduction (p. 318)
• Key Concepts (p. 318)
• Definition of Informatics (p. 319)
• Computers (p. 319)
• Components of Computers: Hardware and Software (p. 320)
• Hardware (p. 320)
• Software (p. 321)
• Nursing Informatics (p. 321)
• Significance of Nursing Informatics (p. 322)
• Nursing Informatics: Special Applications (p. 323)
• The Health Care Record (p. 325)
• Computerized Patient Record (p. 326)
• A Computerized Patient Record for Data Management (p. 326)
• Informatics Systems (p. 326)
• Challenge of Nursing Informatics (p. 327)
• Ethical Considerations (p. 327)
• Security (p. 327)
• Confidentiality (p. 327)
• Privacy (p. 328)
• The Internet: A Resource for Nursing (p. 328)
• Future Directions (p. 329)
• Case Studies (p. 329)
• Summary (p. 330)
• Learner Exercises (p. 330)
• References (p. 331)
• Index (p. 335)

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