Leadership Roles and Management Functions in Nursing Theory & Application,9780781795944

Leadership Roles and Management Functions in Nursing Theory & Application

by ;
Edition: 5th
ISBN13: 9780781795944
ISBN10: 078179594X
Format: Paperback
Pub. Date: 2005-02-03
Publisher(s): LWW
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Summary

Now in its Fifth 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. This edition includes 46 new case studies in settings such as acute care, ambulatory care, long-term care, and community health. The book addresses timely nursing leadership and management 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.

Table of Contents

UNIT 1: A NEW APPROACH TO LEADERSHIP AND MANAGEMENT
1(66)
Decision Making, Problem Solving, and Critical Thinking: Requisites for Successful Leadership and Management
1(23)
Decision Making, Problem Solving, and Critical Thinking
2(1)
Vicarious Learning to Increase Problem-Solving and Decision-Making Skills
3(3)
Theoretical Approaches to Problem Solving and Decision Making
6(3)
Critical Elements in Problem Solving and Decision Making
9(4)
Individual Variations in Decision Making
13(2)
Overcoming Individual Vulnerability in Decision Making
15(2)
Decision Making in Organizations
17(7)
Introduction to Management and Management Decision Making
24(22)
Historical Development of Management Theory
26(5)
Management Decision-Making Technology
31(5)
Pitfalls in Using Decision-Making Tools
36(3)
Management Functions
39(7)
Developing Leadership
46(21)
Differences Between Leadership and Management
47(1)
Historical Development of Leadership Theory
48(1)
Evolution of Leadership Theory
49(3)
Contemporary Theories of Leadership
52(5)
Leadership and Management for Nursing's Future
57(3)
Integrating Leadership and Management Skills
60(7)
UNIT 2: FOUNDATION FOR EFFECTIVE LEADERSHIP AND MANAGEMENT
67(78)
Ethical Issues
67(28)
Ethical Dilemmas
70(1)
Ethical Problem Solving and Decision Making
70(8)
Ethical Frameworks for Decision Making
78(1)
Principles of Ethical Reasoning
79(3)
ANA Code of Ethics and Professional Standards
82(2)
Ethical Dimensions in Leadership and Management
84(3)
Integrating Leadership Roles and Management Functions in Ethics
87(8)
Legal and Legislative Issues
95(29)
Sources of Law
96(2)
Types of Laws and Courts
98(1)
Legal Doctrines and the Practice of Nursing
99(2)
Professional Negligence
101(2)
Avoiding Malpractice Claims
103(3)
Extending the Liability
106(2)
Incident Reports
108(1)
Intentional Torts
108(1)
Other Legal Responsibilities of the Manager
109(6)
Legal Considerations of Managing a Diverse Workforce
115(1)
Professional Versus Institutional Licensure
116(1)
Integrating Leadership Roles and Management Functions in Legal and Legislative Issues
117(7)
Patient, Subordinate, and Professional Advocacy
124(21)
Becoming an Advocate
125(1)
Patient Advocacy
125(5)
Subordinate Advocacy
130(2)
Professional Advocacy
132(5)
Integrating Leadership Roles and Management Functions in Advocacy
137(8)
UNIT 3: ROLES AND FUNCTIONS IN PLANNING
145(124)
The Planning Hierarchy and Strategic Planning
145(25)
Proactive Planning
146(2)
The Planning Hierarchy
148(1)
Vision and Mission Statements
148(1)
The Organization's Philosophy Statement
149(3)
Societal Philosophies and Values
152(1)
Individual Philosophies and Values
152(3)
Goals and Objectives
155(2)
Policies and Procedures
157(2)
Rules
159(1)
Overcoming Barriers to Planning
159(1)
Strategic Planning in the Organization
160(3)
Integrating Leadership Roles and Management Functions in Planning
163(7)
Planned Change
170(21)
The Development of Change Theory
172(3)
Driving and Restraining Forces
175(2)
Change Strategies
177(1)
Resistance: The Expected Response to Change
178(2)
Planned Change as a Collaborative Process
180(1)
The Leader--Manager as a Role Model During Planned Change
181(1)
Organizational Aging: Change as a Means of Renewal
181(1)
Organizational Change Associated with Nonlinear Dynamics
182(1)
Is the Nursing Profession in Need of Renewal?
183(1)
Integrating Leadership Roles and Management Functions in Planned Change
184(7)
Time Management
191(23)
Three Basic Steps in Time Management
193(4)
Managing Time at Work
197(9)
Integrating Leadership Roles and Management Functions in Time Management
206(8)
Fiscal Planning
214(31)
Basics of Budgets
217(3)
Steps in the Budgetary Process
220(1)
Types of Budgets
221(5)
Cost-Effectiveness as a Unit Manager's Goal
226(1)
Budgeting Methods
226(2)
Critical Pathways
228(1)
Healthcare Reimbursement
229(2)
The Managed Care Movement
231(1)
Driving and Restraining Forces for the Managed Care Movement
232(1)
The Future of Managed Care
233(2)
Integrating Leadership Roles and Management Functions in Fiscal Planning
235(10)
Career Development
245(24)
Justifications for Career Development
247(1)
Career Stages
248(1)
The Organization's Responsibility for Career Management
249(2)
Competency Assessment and Speciality Certification as Part of Career Management
251(1)
Long-Term Coaching
252(1)
The Structured Coaching Interview
253(3)
Transfers
256(1)
Promotions
257(2)
The Employee's Responsibility for Career Planning
259(1)
Resume Preparation
260(1)
Preparing a Professional Portfolio
261(2)
Management Development
263(1)
Integrating Leadership Roles and Management Functions in Career Development
264(5)
UNIT 4: ROLES AND FUNCTIONS IN ORGANIZING
269(80)
Organizational Structure
269(34)
Organizational Theory
270(2)
Components of Organizational Structure
272(6)
Types of Organization Structures
278(3)
Decision Making Within the Organizational Hierarchy
281(1)
External Stakeholders
281(2)
Limitations of Organization Charts
283(1)
Organizational Culture
284(4)
Shared Governance: The Organizational Design of the 21st Century?
288(2)
Organizations and Magnet Status
290(1)
Committee Structure in an Organization
291(3)
Integrating Leadership Roles and Management Functions Associated with Organizational Structure
294(9)
Understanding Organizational, Political, and Personal Power
303(24)
Understanding Power
305(3)
The Authority-Power Gap
308(5)
Strategies for Building a Personal Power Base
313(3)
The Politics of Power
316(4)
Integrating Leadership Roles and Management Functions When Using Authority and Power in Organizations
320(7)
Organizing Patient Care
327(22)
Modes of Organizing Patient Care
328(10)
Disease Management and Case Management
338(2)
Selecting the Optimum Mode of Organizing Patient Care
340(2)
Differentiated Nursing Practice
342(1)
Integrating Leadership Roles and Management Functions in Organizing Patient Care
343(6)
UNIT 5: ROLES AND FUNCTIONS IN STAFFING
349(94)
Preliminary Staffing Functions: Employee Recruitment, Selection, Placement, and Indoctrination
349(37)
Planning for Staffing and Responding to Shortages
350(4)
Recruitment
354(3)
The Initial Contact
357(1)
Interviewing
358(10)
Selection
368(3)
Placement
371(1)
Indoctrination
372(4)
Integrating Leadership Roles and Management Functions in Preliminary Staffing Responsibilities
376(10)
Meeting Staff Socialization and Educational Needs for Team Building
386(30)
Socialization and Resocialization
387(2)
Clarifying Role Expectations Through Role Models, Preceptors, and Mentors
389(2)
Assistance in Meeting Role Demands
391(1)
Overcoming Motivational Deficiencies
392(1)
Employees with Unique Socialization Needs
393(5)
Staff Development
398(11)
Integrating Leadership and Management in Team Building via Socialization and Education
409(7)
Staffing Needs and Scheduling Policies
416(27)
Unit Manager's Responsibilities in Meeting Staffing Needs
418(6)
Workload Measurement Tools
424(5)
The Relationship Between Nursing Care Hours, Staffing Mix, and Quality of Care
429(2)
Generational Considerations for Staffing
431(1)
The Impact of a Shortage of Nursing Staff Upon Staffing
432(1)
Fiscal and Ethical Accountability for Staffing
433(2)
Integrating Leadership Roles and Management Functions in Staffing
435(8)
UNIT 6: ROLES AND FUNCTIONS IN DIRECTING
443(138)
Creating a Motivating Climate
443(24)
Intrinsic Versus Extrinsic Motivation
445(1)
Motivational Theory
446(7)
Creating a Motivating Climate
453(3)
Strategies for Creating a Motivating Climate
456(1)
Professional Support Systems for the Manager
457(1)
Integrating Leadership Roles and Management Functions in Motivating
458(9)
Organizational, Interpersonal, and Group Communication
467(32)
The Communication Process
468(2)
Variables Affecting Organizational Communication
470(2)
Organizational Communication Strategies
472(1)
Channels of Communication
473(1)
Communication Modes
474(1)
Written Communication Within the Organization
475(4)
Interpersonal Communication in a Multicultural Workplace
479(5)
Group Communication
484(4)
The Impact of Technology on Organizational Communication
488(1)
Confidentiality
489(1)
Integrating Leadership Roles and Management in Organizational and Interpersonal Communication
490(9)
Delegation
499(24)
Common Delegation Errors
500(3)
Effective Delegating
503(2)
Delegation as a Function of Professional Nursing
505(8)
Integrating Leadership Roles and Management Functions in Delegation
513(10)
Managing Conflict
523(30)
The History of Conflict Management
524(3)
Categories of Conflict
527(1)
The Conflict Process
528(1)
Conflict Management
529(4)
Managing Unit Conflict
533(2)
Negotiation
535(7)
Alternative Dispute Resolution
542(1)
Seeking Consensus
542(1)
Integrating Leadership Skills and Management Functions in Managing Conflict
543(10)
Understanding Collective Bargaining, Unionization, and Employment Laws
553(28)
Unions and Collective Bargaining
554(1)
Historical Perspective of Unionization in America
554(4)
American Nurses Association and Collective Bargaining
558(1)
Employee Motivation to Join or Reject Unions
558(3)
Union Organizing Strategies
561(1)
Managers' Role During Union Organizing
562(2)
Effective Labor--Management Relations
564(2)
Employment Legislation
566(8)
State Health Facilities Licensing Boards
574(1)
Integrating Leadership Roles and Management Functions in Working with Unions and Employment Laws
575(6)
UNIT 7: ROLES AND FUNCTIONS IN CONTROLLING
581(98)
Quality Control
581(34)
Defining Quality Health Care
583(1)
Quality Control as a Process
584(3)
The Development of Standards
587(2)
Audits as a Quality Control Tool
589(4)
Total Quality Management/Toyota Production System
593(2)
Who Should Be Involved in Quality Control?
595(4)
External Impacts on Quality Control
599(8)
Integrating Leadership Roles and Management Functions in Quality Control
607(8)
Performance Appraisal
615(27)
Using the Performance Appraisal to Motivate Employees
616(3)
Strategies to Ensure Accuracy and Fairness in the Performance Appraisal
619(2)
Performance Appraisal Tools
621(9)
Planning the Appraisal Interview
630(1)
Overcoming Appraisal Interview Difficulties
630(3)
Performance Management
633(1)
Coaching: A Mechanism for Informal Performance Appraisal
634(1)
Integrating Leadership Roles and Management Functions in Conducting Performance Appraisals
635(7)
Problem Employees: Rule Breakers, Marginal Employees, and the Chemically or Mentally Impaired
642(37)
Constructive Versus Destructive Discipline
644(1)
Self-Discipline and Group Norms
645(1)
Fair and Effective Rules
646(2)
Discipline as a Progressive Process
648(3)
Disciplinary Strategies for the Nurse--Manager
651(6)
Grievance Procedures
657(1)
Disciplining the Unionized Employee
658(1)
The Marginal Employee
659(2)
The Chemically Impaired Employee
661(10)
Integrating Leadership Roles and Management Functions Through Discipline
671(8)
Appendix: Suggestions and Solutions to Special Learning Exercises 679(10)
Glossary 689(12)
Index 701

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