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Leadership Roles and Management Functions in Nursing : Theory and Application

ISBN: 9780781719230 | 0781719232
Format: Paperback
Publisher: Lippincott Williams & Wilkins
Pub. Date: 10/1/1999

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SummaryTable of Contents
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.
UNIT I A New Approach to Leadership and Management1(46)
Integrating Leadership Roles and Management Function
3(21)
Differences in Leadership and Management
... MORE(1)
Historical Development of Management Theory
5(5)
Historical Development of Leadership Theory
10(1)
The Evolution of Leadership Theory
11(3)
Contemporary Theories of Leadership
14(4)
Leadership and Management for Nursing's Future
18(1)
Integrating Leadership and Management Skills
19(5)
Tools for Leadership and Management Problem Solving
24(23)
Decision Making, Problem Solving and Critical Thinking
24(1)
Theoretical Approaches to Problem Solving and Decision Making
25(4)
Critical Elements in Problem Solving and Decision Making
29(2)
Individual Variations in Decision Making
31(2)
Overcoming Individual Vulnerability in Decision Making
33(1)
Management Decision Making
34(2)
Management Decision-Making Technology
36(6)
Integrating Leadership Roles and Management Functions in Decision Making
42(5)
UNIT II Roles and Functions in Planning47(90)
The Planning Hierarchy and Strategic Planning
49(22)
The Planning Hierarchy
49(1)
The Purpose or Mission Statement
50(1)
The Organization's Philosophy Statement
51(3)
Societal Philosophies and Values
54(1)
Individual Philosophies and Values
55(2)
Goals and Objectives
57(2)
Policies and Procedures
59(2)
Rules
61(1)
Overcoming Barriers to Planning
61(1)
Strategic Planning in the Organization
62(3)
Integrating Leadership Roles and Management Functions in Planning
65(6)
Planned Change
71(17)
The Development of Change Theory
73(2)
Driving and Restraining Forces
75(2)
Change Strategies
77(1)
Resistance: The Expected Response to Change
78(2)
Planned Change as a Collaborative Process
80(1)
The Leader/Manager as a Role Model During Planned Change
81(1)
Organizational Aging: Change as a Means of Renewal
81(1)
Integrating Leadership Roles and Management Functions in Planned Change
82(6)
Time Management
88(22)
Three Basic Steps in Time Management
88(4)
Managing Time at Work
92(10)
Integrating Leadership Role and Management Functions in Time Management
102(8)
Fiscal Planning
110(27)
Basics of Budgets
111(2)
Steps in the Budgetary Process
113(4)
Types of Budgets
117(4)
Cost Effectiveness as a Unit Manager's Goal
121(1)
Budgeting Methods
121(2)
Critical Pathways
123(1)
Healthcare Reimbursement
123(1)
The Prospective Payment System
123(1)
The Managed Care Movement
124(2)
Driving and Restraining Forces for the Managed Care Movement
126(2)
The Future of Managed Care
128(1)
Integrating Leadership Roles and Management Functions in Fiscal Planning
128(9)
UNIT III Roles and Functions in Organizing137(68)
Organizational Structure
139(27)
Organizational Theory
140(1)
Components of Organizational Structure
141(5)
Decision Making Within the Organizational Hierarchy
146(1)
Limitations of Organization Charts
147(1)
Organizational Culture
148(2)
Types of Organization Structures
150(6)
Shared Governance: The Organizational Design of the 21st Century?
156(1)
Committee Structure in an Organization
157(1)
Responsibilities and Opportunities of Committee Work
158(1)
Organizational Effectiveness
159(1)
Integrating Leadership Roles and Management Functions Associated With Organizational Structure
160(6)
Authority and Power in Organizations
166(22)
Understanding Power
166(2)
Types of Power
168(1)
The Authority-Power Gap
169(1)
Bridging the Authority-Power Gap
170(2)
Empowering Subordinates
172(2)
Building a Personal Power Base
174(2)
The Politics of Power
176(5)
Integrating Leadership Roles and Management Functions When Using Authority and Power in Organizations
181(7)
Organizing Patient Care
188(17)
Modes of Organizing Patient Care
188(10)
Selecting the Optimum Mode of Organizing Patient Care
198(1)
Organizing Other Unit Activities
199(1)
Change in Workplace and Work Group Design
200(1)
Integrating Leadership Roles and Management Functions in the Delivery of Patient Care
201(4)
UNIT IV Roles and Functions in Staffing205(74)
Preliminary Staffing Functions: From Recruitment Through Orientation
207(29)
Planning for Staffing
208(1)
Recruitment
209(2)
Interviewing
211(10)
Selection
221(3)
Placement
224(1)
Indoctrination
225(5)
Integrating Leadership Roles and Management Functions in Preliminary Staffing Responsibilities
230(6)
Meeting Staff Socialization and Educational Needs for Team Building
236(26)
Socialization
237(1)
Clarifying Role Expectations in Resocialization Through Role Models, Preceptors and Mentors
238(1)
Assistance in Meeting Role Demands in Resocialization
239(2)
Overcoming Motivational Deficiencies in Resocialization
241(1)
Employees With Special Socialization Needs
242(4)
Staff Development
246(10)
Integrating Leadership Roles and Management Functions in Socialization
256(6)
Staffing Needs and Scheduling Policies
262(17)
Unit Managers' Responsibilities in Meeting Staffing Needs
262(6)
The Impact of Standards of Productivity on Staffing
268(4)
The Relationship Between Staff Mix, Assignment Methods, and Staffing
272(1)
Fiscal and Ethical Accountability for Staffing
272(1)
Integrating Leadership Roles and Management Functions in Staffing
273(6)
UNIT V Roles and Functions in Directing279(112)
Creating a Motivating Climate
281(21)
Intrinsic Versus Extrinsic Motivation
282(2)
Motivational Theory
284(5)
Creating a Motivating Climate
289(4)
Professional Support Systems for the Manager
293(2)
Integrating Leadership Roles and Management Functions in Motivating
295(7)
Organizational, Interpersonal, and Group Communication
302(28)
The Communication Process
304(1)
Variables Affecting Organizational Communication
305(1)
Organizational Communication Strategies
306(1)
Channels of Communication
307(1)
Communication Modes
308(1)
Written Communication Within the Organization
309(5)
Interpersonal Communication
314(3)
Group Communication
317(4)
Listening Skills
321(1)
The Impact of Technology on Organizational Communication
321(1)
Confidentiality
322(2)
Integrating Leadership Roles and Management Functions in Organizational and Interpersonal Communication
324(6)
Delegation
330(18)
Common Delegation Errors
330(4)
Delegation as a Function of Professional Nursing
334(6)
Integrating Leadership Roles and Management Functions in Delegation
340(8)
Managing Conflict
348(22)
The History of Conflict Management
348(2)
Categories of Conflict
350(1)
The Conflict Process
351(1)
Conflict Management
351(5)
Managing Unit Conflict
356(1)
Negotiation
357(6)
Seeking Consensus
363(1)
Integrating Leadership Skills and Management Functions in Managing Conflict
363(7)
Potential Constraints Affecting Directing: Unions and Employment Laws
370(21)
Unions and Collective Bargaining
370(1)
Historical Perspective of Unionization in America
371(3)
American Nurses Association and Collective Bargaining
374(1)
Motivation to Join or Reject Unions
374(2)
Managers' Role During Union Organizing
376(2)
Effective Labor-Management Relations
378(1)
Employment Legislation
379(7)
The Occupational Health and Safety Act
386(1)
State Health Facilities Licensing Boards
386(1)
Integrating Leadership Skills and Management Functions in Working With Unions and Employment Laws
387(4)
UNIT VI Roles and Functions in Controlling391(86)
Quality Control
393(21)
Quality Control as a Process
394(3)
The Development of Standards
397(1)
Audits as a Quality Control Tool
398(4)
Total Quality Management/Continuous Quality Improvement
402(2)
Who Should Be Involved in Quality Control?
404(1)
External Impacts on Quality Control
405(2)
Integrating Leadership Roles and Management Functions in Quality Control
407(7)
Performance Appraisal
414(22)
Using the Performance Appraisal to Motivate Employees
414(3)
Strategies to Ensure Accuracy and Fairness in the Performance Appraisal
417(1)
Performance Appraisal Tools
418(9)
Planning the Appraisal Interview
427(1)
Overcoming Appraisal Interview Difficulties
428(2)
Coaching: A Mechanism for Informal Performance Appraisal
430(1)
Integrating Leadership Roles and Management Functions in Conducting Performance Appraisals
431(5)
Creating a Growth-Producing Work Environment Through Discipline
436(23)
Constructive Versus Destructive Discipline
436(2)
Self-Discipline and Group Norms
438(1)
Fair and Effective Rules
439(2)
Problem Employees
441(1)
Discipline as a Progressive Process
442(4)
Disciplinary Strategies For the Nurse-Manager
446(4)
``Grieving'' Disciplinary Action
450(2)
Disciplining the Unionized Employee
452(1)
Integrating Leadership Roles and Management Functions to Create a Growth-Producing Work Environment Through Discipline
453(6)
Employees With Special Needs
459(18)
Chemical Impairment: Scope of the Problem
460(1)
Recognizing the Chemically Impaired Employee
461(4)
Confronting the Chemically Impaired Employee
465(4)
The Marginal Employee
469(4)
Integrating Leadership Roles and Management Functions in Working With Employees With Special Needs
473(4)
UNIT VII Professional and Social Issues in Leadership and Management477(70)
Ethical Issues
479(25)
Ethical Dilemmas
480(2)
Ethical Problem Solving and Decision Making
482(6)
Ethical Frameworks for Decision Making
488(1)
Principles of Ethical Reasoning
489(4)
Ethical Dimensions in Leadership and Management
493(1)
Advocacy
494(3)
Separating Ethical and Legal Decision Making
497(1)
Integrating Leadership Roles and Management Functions in Ethics
498(6)
Legal and Legislative Issues
504(23)
Sources of Law
505(2)
Nursing's Role in Legislation and Lawmaking
507(1)
Legal Doctrines and the Practice of Nursing
508(1)
Professional Versus Institutional Licensure
509(1)
Professional Negligence
510(3)
Extending the Liability
513(2)
Incident Reports
515(1)
Intentional Torts
515(1)
Other Legal Responsibilities of the Manager
516(3)
Avoiding Malpractice Claims
519(1)
Legal Considerations of Managing a Diverse Work Force
520(1)
Patient Rights
521(1)
Integrating Leadership Roles and Management Functions in Legal and Legislative Issues
521(6)
Career Development Issues
527(20)
Justifications for Career Development
527(2)
A Career Development Program
529(2)
Career Planning
531(2)
Career Management
533(3)
Long-Term Coaching
536(3)
Transfers
539(2)
Promotions
541(1)
Management Development
542(1)
Integrating Leadership Roles and Management Functions in Career Development
543(4)
Index547

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