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Leadership and Management in Nursing

ISBN: 9780838556467 | 0838556469
Edition: 2nd
Format: Paperback
Publisher: Prentice Hall
Pub. Date: 1/1/1997

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SummaryTable of Contents
For undergraduate courses in Nursing Leadership and Management or as a companion text to Senior Internships or Senior Clinical Practicums. This text utilizes widely accepted models of leadership. It emphasizes legal and ethical issues in the workplace as well as improving human relationship skills in the workplace.
Forewordxix
Prefacexxi
Acknowledgmentsxxiii
UNIT 1: LEADERSHIP1(120)
The New Health Care System: Challenge to Nursing Leadership
... MORE
Introduction
3(1)
Key Concepts
4(1)
Health Care Reform
5(2)
Managed Care
7(2)
Managed Care Organizations
9(1)
Characteristics of the Health Care System
10(3)
Forecast for Health Care
13(1)
Nursing Leadership's Heritage
14(1)
Challenge to Nursing
14(2)
Leadership Framework
16(1)
Differentiating Leadership and Management
16(1)
Case Study: Employment in a New Health Care System
17(1)
Case Study: Leadership or Management?
18(1)
Summary
18(1)
Student Exercises
19(1)
References
19(2)
Leadership Theory
Introduction
21(1)
Key Concepts
22(1)
Definition of Leadership
23(1)
Progressive Study of Leadership
24(1)
Trait Approach
24(1)
Behavioral School
25(4)
Leadership Style
25(1)
Leadership Behaviors
26(3)
Situational Theory
29(1)
Contingency Model
29(1)
Situational Leadership Model
30(2)
A New Concept of Leadership
32(1)
Transformational Leadership
33(1)
Connective Leadership
34(1)
Process Model of Leadership
35(1)
Analysis and Problem Identification
36(2)
The Event
36(1)
Organizational Factors
36(1)
Interpersonal Processes between Participants
37(1)
Controlling Forces
37(1)
Determination of Action
38(1)
Action Plan
38(1)
Evaluation of Action
38(1)
Conclusions on Use of Process
38(1)
Case Study: Laissez-Faire Leadership
39(1)
Case Study: Autocratic Leadership
40(1)
Case Study: Need for Democratic Leadership
40(1)
Summary
41(1)
Student Exercises
41(1)
References
41(4)
Interactive Processes of Leadership: Communication and Group Process
Introduction
45(1)
Key Concepts
46(1)
Communication
46(1)
The Message
47(1)
Communication Process
47(2)
Ten Basics for Good Communication
49(6)
Blocks to Communication
55(1)
Communication with the Health Team
56(1)
Communication with Difficult People
57(3)
Communication Networks
60(1)
Group Dynamics
60(1)
Primary and Secondary Groups
61(1)
Characteristics of a Group
62(1)
Group Processes
63(1)
Leader's Impact on a Group
63(1)
Insight
64(1)
The Group Approach
65(1)
Understanding
65(1)
Diagnose a Sick Group
66(1)
Flexibility
66(1)
Evaluation of Group Effectiveness
67(1)
Case Study: Hostile Aggressive Behavior
68(1)
Case Study: Need for Assertive Communication
68(1)
Case Study: Communication Patterns
69(1)
Summary
69(1)
Student Exercises
69(1)
References
70(3)
Decision Making and Conflict Management
Introduction
73(1)
Key Concepts
74(1)
Decision Making
74(1)
Analysis
74(2)
Prediction of Outcomes
76(1)
Challenge to Nursing
77(2)
Impact of Decisions
79(1)
Systems of Decision Making
80(1)
The Decision-Making Process
81(1)
Identifying Participants
81(1)
Gather Pertinent Facts
82(1)
Generate Alternatives
83(1)
Predict Outcomes
83(1)
Select Best Alternative
83(2)
Plan for Managing Consequences
85(1)
Management of Conflict
86(1)
Nature of Conflict
86(1)
Basis of Conflict
87(2)
Examples of Common Conflicts in Nursing
89(2)
Approaches to Managing Conflict
91(2)
Process Model of Conflict Management
93(2)
Case Study: Coverage by Outside PRN Nurses
95(1)
Case Study: Nurse/Patient Conflict
95(1)
Summary
96(1)
Student Exercises
96(2)
References
98(1)
The Ethical Responsibility of the Nurse Leader
Introduction
99(1)
Key Concepts
100(1)
Ethics
100(3)
Ethical Theories
103(1)
Ethical Principles
104(1)
Barriers to Ethical Decision Making
105(1)
Strategies for Enhancing Ethical Decisions in Nursing Practice
106(1)
The Role of Institutional Ethics Committees
107(1)
The Employer-Employee Relationship
108(2)
Peer Relationships
110(2)
Case Study: Ethical Decision Making
112(1)
The Nurse-Patient Relationship
112(4)
Summary
116(1)
Student Exercises
116(1)
References
117(2)
Suggested Readings
119(2)
UNIT 2: AN OVERVIEW OF ORGANIZATIONS AND MANAGEMENT121(70)
Organization and Management Theory
Introduction
123(1)
Key Concepts
124(1)
Overview: Organizational Dynamics
124(1)
Classical Theory
125(1)
Scientific Management
126(1)
Administrative Management
126(3)
The Bureaucratic Model
129(1)
Contribution of Classical Theory
130(1)
Modern Theory
130(1)
Behavioral Science
130(1)
General Systems/Social Systems Theory
131(3)
Modern Systems Theory Models
134(1)
Interactional Phenomena
134(4)
Power
135(1)
Authority
136(2)
Responsibility
138(1)
Status
138(1)
Process of Delegation
138(1)
Organizational Concepts
138(1)
Organizational Chart
138(1)
Organization Structure
138(4)
Contingency Structure
142(1)
Integrated Health Care System
143(2)
Organizational Model
145(2)
Organization and Management Link
147(1)
Properties of an Organization
147(1)
Case Study: Head Nurse Power
148(1)
Case Study: Authority and Responsibility
148(1)
Case Study: Organizational Structure
149(1)
Summary
150(1)
Student Exercises
150(1)
References
150(3)
Overview of Nursing Management
Introduction
153(1)
Key Concepts
154(1)
Management Process
154(1)
Levels of Management
155(1)
Management Science
156(2)
Management in Nursing
158(1)
Evolution of Nursing's Management Role
159(1)
Objectives of Nursing Management
159(1)
Management Functions
160(1)
Planning
161(2)
Types of Planning
162(1)
Organizing
163(1)
Staffing
163(1)
Directing
164(1)
Coordinating
165(1)
Controlling
165(1)
Standards
165(1)
Policies
166(1)
Systems of Nursing Care Delivery
167(1)
Case Method
168(1)
Functional Method
168(1)
Team Nursing
168(1)
Primary Nursing
169(2)
Modular Nursing
171(1)
Case Management
171(2)
Transition to Manager
173(1)
Case Study: The New Manager
174(1)
Management Assessment Guide
175(1)
Summary
176(1)
Student Exercises
176(1)
References
177(2)
Delegation: The Manager's Tool
Introduction
179(1)
Key Concepts
179(1)
Delegation
180(1)
Assignment of Work
181(1)
The Scalar Chain
182(1)
Decentralization
183(1)
The Purpose of Delegation
183(1)
Cost Savings
183(1)
Time Savings
184(1)
Professional Growth for Employees
184(1)
Professional Growth of the Manager
184(1)
Case Study: Delegation of Staff
184(1)
Case Study: Improper Delegation
185(1)
The Process of Delegation
186(1)
Guidelines for Effective Delegation
186(1)
Barriers to Delegation
187(3)
Summary
190(1)
Student Exercises
190(1)
References
190(1)
Suggested Reading
190(1)
UNIT 3: SPECIAL RESPONSIBILITIES OF THE MANAGER191(100)
Maintaining Standards
Introduction
193(1)
Key Concepts
194(1)
The Climate for Nursing Practice
195(1)
Professional Basis for Quality Assurance
196(2)
Practice Framework
198(1)
Legal Basis of Nursing
198(2)
Ethical and Societal Concerns
200(1)
Governmental Regulations
200(2)
Risk Management
202(1)
Model of Risk Management
203(2)
Financial Management
203(1)
Risk Identification
203(1)
Risk Identification
203(1)
Risk Analysis
203(1)
Risk Treatment
204(1)
Risk Evaluation
204(1)
Impact on Nursing Management
205(1)
Case Study: An Incident Report
205(1)
Summary
206(1)
Student Exercises
206(1)
References
207(2)
Motivation in the Work Setting
Introduction
209(1)
Key Concepts
210(1)
Theories of Motivation
211(1)
Needs Theorists
211(1)
Personality Type and Motivation
212(2)
Motivation as Rational Decision Making
214(1)
Organizational Climate and Motivation
215(3)
Micromotivation and Macromotivation
218(1)
Motivational Problems
219(1)
A Situational Approach
220(1)
Issues Central to Nursing
221(1)
Case Study: Motivation
221(1)
Case Study: Two Different Worlds
222(1)
Summary
223(1)
Student Exercises
223(1)
References
224(3)
Monitoring and Improving Performance
Introduction
227(1)
Key Concepts
228(1)
Purpose of a Performance Appraisal System
229(1)
Criteria for Nursing Performance
230(2)
Active Participation in Performance Appraisal
232(1)
Essential Elements
233(1)
Philosophy, Mission, and Objectives
233(1)
Well-Defined Purpose
234(1)
Evaluations that Produce Desired Outcomes
235(2)
Performance Appraisal Process
237(1)
Planning for the Interview
238(1)
Participating in the Evaluation Interview
238(2)
Using Evaluation Results
240(1)
Rewards
241(4)
Obstacles to Performance Improvement
245(2)
Case Study: The First Evaluation
247(1)
Case Study: Change in Performance Level
247(1)
Case Study: Evaluations and Morale
248(1)
Summary
249(1)
Student Exercises
249(1)
References
250(1)
Legal Issues in the Workplace
Introduction
251(1)
Key Concepts
252(1)
Equal Employment Opportunity (EEO) Laws
253(1)
The Civil Rights Act of 1964
253(1)
Age Discrimination Act
254(1)
Pregnancy Discrimination Act
254(1)
Americans with Disabilities Act (ADA)
254(1)
Sexual Harassment: A Special Case of Discrimination
254(2)
Case Study: Sexual Harassment
256(1)
Case Study: Physical Abuse
257(1)
Case Study: Hostile Environment
257(1)
Labor-Management Laws
257(1)
Unions and Collective Bargaining
257(3)
Strikes
260(1)
Family and Medical Leave Act (FMLA) of 1993
261(1)
Summary
262(1)
Student Exercises
263(1)
References
263(4)
Managing Change
Introduction
267(1)
Key Concepts
268(1)
A Theoretical Perspective
269(1)
Basis of Change in Nursing
270(1)
External Forces
270(1)
Internal Forces
271(2)
The Change Process
273(1)
Problem Identification
274(1)
Gaining Support for Change
274(1)
How Changes Are Made
275(1)
Planned Change
276(1)
Radical Intervention
276(1)
Change through Nonintervention
277(1)
Stages of Change
277(1)
Unfreezing
278(1)
Moving
279(1)
Refreezing
279(1)
Change Agents
280(1)
Characteristics of Change Agents
280(1)
Responsibilies of Change Agents
280(1)
Strategies for Change Agents
281(1)
Response to Change
281(1)
Resistance to Change
282(2)
Evaluating Change
284(1)
Case Study: Planned Change Backfires
285(1)
Case Study: Transition from Student to Graduate Nurse
286(1)
Case Study: Parking Lot
287(1)
Summary
287(1)
Student Exercises
288(1)
References
289(2)
UNIT 4: MANAGING RESOURCES291(50)
Managing Resources: The Staff
Introduction
293(1)
Key Concepts
294(1)
Staffing
294(1)
Process and Staffing Plan
294(2)
Staffing Methodologies
296(2)
Case Study: An Understaffed Unit
298(1)
Scheduling Patterns
299(1)
Work Schedules
299(2)
Management's Role: Planning for Staff
301(2)
Summary
303(1)
Student Exercises
303(1)
References
303(2)
Managing Resources: Time
Introduction
305(1)
Key Concepts
305(1)
Time Management
306(1)
Principles of Time Management
306(1)
Communication
306(1)
Planning
307(1)
Delegation
307(1)
Prioritizing Goals
307(1)
Time Management Strategies
308(1)
Time Analysis
309(1)
Daily Planning
310(1)
Crisis Control
310(1)
Problem Analysis
311(1)
Task Analysis
311(1)
Time Control
311(1)
Time Evaluation
311(1)
Barriers to Effective Time Management
312(1)
Habit
312(1)
Work Expansion
312(1)
Case Study: Time Management and the Need to Prioritize
312(1)
Case Study: Delegation and Communication Problems
313(1)
Oversupervision
314(1)
Underdelegation
314(1)
Losing Sight of Objectives
314(1)
Summary
314(1)
Student Exercises
315(1)
References
315(1)
Suggested Readings
315(2)
Managing Resources: The Budget
Introduction
317(1)
Key Concepts
317(2)
Managing Financial Resources
319(1)
Financial Structure
319(1)
The Budgeting Process
320(1)
A Policy Statement
321(1)
Goals and Financial Projections
321(1)
Related Budgeting Concepts
321(1)
Accounting
321(2)
Income Statements
322(1)
The Balance Sheet
322(1)
Cash-Flow Statements
323(1)
Cost Accounting
323(1)
Double-entry Accounting
324(1)
Long-range Financial Plans
324(1)
Budget Terms
325(4)
Preparation of the Budget
329(1)
Review Past Performance
329(1)
Review the Organization's Goals and Projections
330(1)
Review the Variance
330(1)
Actual Preparation of the Budget
331(1)
Case Study: The Budget
331(3)
Case Study: The Lobsterville Clinic: A Study in Financial Resource Management
334(5)
Summary
339(1)
Student Exercises
340(1)
Suggested Readings
340(1)
Index341

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