Effective leadership and management in nursing

Sullivan, Eleanor J. 1938- (Author).

Summary: For courses in nursing management in programs including baccalaureate degrees in generic and BSN completion, and graduate-level nursing programs; for education departments in health care organizations; for nurses in clinical practice who aspire to leadership; and for those already in leadership positions. Extensively updated to reflect the latest changes in the healthcare system, 'EFFECTIVE LEADERSHIP AND MANAGEMENT IN NURSING, 8/e' will help both practicing and student nurses manage successfully in today's challenging, resource-limited healthcare environments. The most up-to-date and complete learning package for nurses who intend to manage, this book combines practicality with conceptual understanding, tapping expertise of contributors from many relevant disciplines, especially healthcare management professionals. This edition offers new or expanded coverage of healthcare reform; quality initiatives; Magnet-certified hospitals; emotional and multicratic leadership; social media; preparation for large-scale emergencies; prevention and response to bullying and workplace violence; and much more. Throughout, new MediaLink boxes link readers to updated resources and activities on the web.

Record details

ISBN: 9780132814546 (pbk.)
ISBN: 0132814544 (pbk.)
ISBN: 9780133043808
ISBN: 0133043800
Physical Description: print
xiv, 354 p. : ill. ; 26 cm.
Edition: 8th ed.
Publisher: Boston : Pearson, [2012]

Content descriptions

Bibliography, etc. Note:

Includes bibliographical references and index.

Formatted Contents Note:

gpt. 1 Understanding Nursing Management and Organizations -- ch. 1 Introducing Nursing Management -- Learning Outcomes -- Changes in Health Care -- Paying For Health Care -- How America Pays for Health Care -- Pay for Performance -- Demand For Quality -- Quality Initiatives -- Leapfrog Group -- Benchmarking -- Evidence-Based Practice -- Magnet® Certification -- Evolving Technology -- Electronic Health Records -- Virtual Care -- Robotics -- Communication Technology -- Cultural, Gender, and Generational Differences -- Violence Prevention and Disaster Preparedness -- Changes in Nursing's Future -- Even More Change... -- Challenges Facing Nurses and Managers -- ch. 2 Designing Organizations -- Learning Outcomes -- Traditional Organizational Theories -- Classical Theory -- Humanistic Theory -- Systems Theory -- Contingency Theory -- Chaos Theory -- Complexity Theory -- Traditional Organizational Structures -- Functional Structure -- Hybrid Structure -- Matrix Structure -- Parallel Structure -- Service-Line Structures -- Shared Governance -- Ownership of Health Care Organizations -- Health Care Settings -- Primary Care -- Acute Care Hospitals -- Home Health Care -- Long-Term Care -- Complex Health Care Arrangements -- Health Care Networks -- Interorganizational Relationships -- Diversification -- Managed Health Care Organizations -- Accountable Care Organizations -- Redesigning Health Care -- Strategic Planning -- Organizational Environment and Culture -- ch. 3 Delivering Nursing Care -- Learning Outcomes -- Traditional Models of Care -- Functional Nursing -- Team Nursing -- Total Patient Care -- Primary Nursing -- Integrated Models of Care -- Practice Partnerships -- Case Management -- Critical Pathways -- Differentiated Practice -- Evolving Models of Care -- Patient-Centered Care -- Synergy Model of Care -- Clinical Microsystems -- Chronic Care Model -- ch. 4 Leading, Managing, Following -- Learning Outcomes -- Leaders And Managers -- Leadership -- Traditional Leadership Theories -- Contemporary Theories -- Quantum Leadership -- Transactional Leadership -- Transformational Leadership -- Shared Leadership -- Servant Leadership -- Emotional Leadership -- Traditional Management Functions -- Planning -- Organizing -- Directing -- Controlling -- Nurse Managers in Practice -- Nurse Manager Competencies -- Staff Nurse -- First-Level Management -- Charge Nurse -- Clinical Nurse Leader -- Followership: An Essential Component of Leadership -- What Makes A Successful Leader? -- ch. 5 Initiating and Managing Change -- Learning Outcomes -- Why Change? -- Nurse As Change Agent -- Change Theories -- Change Process -- Assessment -- Planning -- Implementation -- Evaluation -- Change Strategies -- Power-Coercive Strategies -- Empirical-Rational Model -- Normative-Reeducative Strategies -- Resistance To Change -- Nurse's Role -- Initiating Change -- Implementing Change -- Handling Constant Change -- ch. 6 Managing and Improving Quality -- Learning Outcomes -- Quality Management -- Total Quality Management -- Continuous Quality Improvement -- Components of Quality Management -- Six Sigma -- Lean Six Sigma -- DMAIC Method -- Improving the Quality of Care -- National Initiatives -- How Cost Affects Quality -- Evidence-Based Practice -- Electronic Medical Records -- Dashboards -- Nurse Staffing -- Reducing Medication Errors -- Peer Review -- Risk Management -- Nursing's Role in Risk Management -- Incident Reports -- Examples of Risk -- Root Cause Analysis -- Role of the Nurse Manager -- Creating a Blame-Free Environment -- ch. 7 Understanding Power and Politics -- Learning Outcomes -- Power Defined -- Power and Leadership -- Power: How Managers and Leaders Get Things Done -- Using Power -- Image as Power -- Using Power Appropriately -- Shared Visioning As a Power Tool -- Power, Politics, And Policy -- Nursing's Political History -- Using Political Skills to Influence Policies -- Influencing Public Policies -- Using Power and Politics For Nursing's Future -- pt. 2 Learning Key Skills in Nursing Management -- ch. 8 Thinking Critically, Making Decisions, Solving Problems -- Learning Outcomes -- Critical Thinking -- Critical Thinking in Nursing -- Using Critical Thinking -- Creativity -- Decision Making -- Types of Decisions -- Decision-Making Conditions -- Decision-Making Process -- Decision-Making Techniques -- Group Decision Making -- Problem Solving -- Problem-Solving Methods -- Problem-Solving Process -- Group Problem Solving -- Stumbling Blocks -- Innovation -- ch. 9 Communicating Effectively -- Learning Outcomes -- Communication -- Modes of Communication -- Distorted Communication -- Directions of Communication -- Effective Listening -- Effects of Differences in Communication -- Gender Differences in Communication -- Generational and Cultural Differences in Communication -- Differences in Organizational Culture -- Role of Communication in Leadership -- Employees -- Administrators -- Coworkers -- Medical Staff -- Other Health Care Personnel -- Patients and Families -- Collaborative Communication -- Enhancing Your Communication Skills -- ch. 10 Delegating Successfully -- Learning Outcomes -- Delegation -- Benefits of Delegation -- Benefits to the Nurse -- Benefits to the Delegate -- Benefits to the Manager -- Benefits to the Organization -- Five Rights of Delegation -- Delegation Process -- Accepting Delegation -- Ineffective Delegation -- Organizational Culture -- Lack of Resources -- Insecure Delegator -- Unwilling Delegate -- Underdelegation -- Reverse Delegation -- Overdelegation -- ch. 11 Building and Managing Teams -- Learning Outcomes -- Groups and Teams -- Group and Team Processes -- Norms -- Roles -- Building Teams -- Assessment -- Team-Building Activities -- Managing Teams -- Task -- Group Size and Composition -- Productivity and Cohesiveness -- Development and Growth -- Shared Governance -- Nurse Manager as Team Leader -- Communication -- Evaluating Team Performance -- Leading Committees and Task Forces -- Guidelines For Conducting Meetings -- Managing Task Forces -- Patient Care Conferences -- ch. 12 Handling Conflict -- Learning Outcomes -- Conflict -- Interprofessional Conflict -- Conflict Process Model -- Antecedent Conditions -- Perceived and Felt Conflict -- Conflict Behaviors -- Conflict Resolved or Suppressed -- Outcomes -- Managing Conflict -- Conflict Responses -- Filley's Strategies -- Alternative Dispute Strategies -- ch. 13 Managing Time -- Learning Outcomes -- Time Wasters -- Time Analysis -- Manager's Time -- Setting Goals -- Determining Priorities -- Daily Planning and Scheduling -- Grouping Activities and Minimizing Routine Work -- Personal Organization and Self-Discipline -- Controlling Interruptions -- Phone Calls, Voice Mail, Text Messages -- E-Mail -- Drop-In Visitors -- Paperwork -- Controlling Time in Meetings -- Respecting Time -- pt. 3 Managing Resources -- ch. 14 Budgeting and Managing Fiscal Resources -- Learning Outcomes -- Budgeting Process -- Approaches to Budgeting -- Incremental Budget -- Zero-Based Budget -- Fixed or Variable Budgets -- Operating Budget -- Revenue Budget -- Expense Budget -- Determining The Salary (Personnel) Budget -- Benefits -- Shift Differentials -- Overtime -- On-Call Hours -- Premiums -- Salary Increases -- Additional Considerations -- Managing the Supply And Nonsalary Expense Budget -- Capital Budget -- Timetable For the Budgeting Process -- Monitoring Budgetary Performance During the Year -- Variance Analysis -- Position Control -- Problems Affecting Budgetary Performance -- Reimbursement Problems -- Staff Impact on Budget -- ch. 15 Recruiting and Selecting Staff -- Learning Outcomes -- Recruitment and Selection Process -- Recruiting Applicants -- Where to Look -- How to Look -- When to Look -- How to Promote the Organization -- Cross-Training as a Recruitment Strategy -- Selecting Candidates -- Interviewing Candidates -- Principles for Effective Interviewing -- Involving Staff in the Interview Process -- Interview Reliability and Validity -- Making a Hire Decision -- Education, Experience, and Licensure -- Integrating the Information -- Making an Offer -- Legality in Hiring -- ch. 16 Staffing and Scheduling -- Learning Outcomes -- Staffing -- Patient Classification Systems -- Determining Nursing Care Hours -- Determining FTEs -- Determining Staffing Mix -- Determining Distribution of Staff -- Scheduling -- Creative and Flexible Staffing -- Automated Scheduling -- Supplementing Staff -- ch. 17 Motivating and Developing Staff -- Learning Outcomes -- Model of Job Performance -- Employee Motivation -- Motivational Theories -- Manager As Leader -- Staff Development -- Orientation -- On-the-Job Instruction -- Preceptors -- Mentoring -- Coaching -- Nurse Residency Programs -- Career Advancement -- Leadership Development -- Succession Planning -- ch. 18 Evaluating Staff Performance -- Learning Outcomes -- Performance Appraisal -- Evaluation Systems -- Evidence of Performance -- Evaluating Skill Competency -- Diagnosing Performance Problems -- Performance Appraisal Interview -- Potential Appraisal Problems -- Leniency Error -- Recency Error -- Halo Error -- Ambiguous Evaluation Standards --