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Leadership Roles and Management Functions in Nursing : Theory and Application

ISBN: 9780781737944 | 078173794X
Edition: 4th
Format: Trade Paper
Publisher: LIPPINCOTT WILLIAMS & WILKINS
Pub. Date: 11/20/2002

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SummaryTable of Contents
Now in its Fourth Edition this foremost leadership and management text continues its emphasis on critical thinking, problem solving and decision-making. Incorporating application with theory and strong leadership content, features address the newest methods of quality assurance, benchmarking and report cards, plus coverage on new technologies information, including implementation. New to this edition are more case studies; new content on violence in the workplace, case management, impact of emerging technologies, political action, and patient c... MORE
... MORE
UNIT ONE A NEW APPROACH TO LEADERSHIP AND MANAGEMENT1(52)
Integrating Leadership Roles and Management Function
3(24)
Differences in Leadership and Management
4(1)
Historical Development of Management Theory
5(6)
Historical Development of Leadership Theory
11(1)
The Evolution of Leadership Theory
12(3)
Contemporary Theories of Leadership
15(5)
Leadership and Management for Nursing's Future
20(1)
Integrating Leadership and Management Skills
21(6)
Tools for Leadership and Management Problem Solving and Decision Making
27(26)
Decision Making, Problem Solving, and Critical Thinking
28(1)
Theoretical Approaches to Problem Solving and Decision Making
29(4)
Critical Elements in Problem Solving and Decision Making
33(3)
Individual Variations in Decision Making
36(2)
Overcoming Individual Vulnerability in Decision Making
38(1)
Management Decision Making
39(2)
Management Decision-Making Technology
41(7)
Integrating Leadership Roles and Management Functions in Decision Making
48(5)
UNIT TWO ROLES AND FUNCTIONS IN PLANNING53(98)
The Planning Hierarchy and Strategic Planning
55(25)
Proactive Planning
57(1)
The Planning Hierarchy
58(1)
The Purpose or Mission Statement
58(1)
The Organization's Philosophy Statement
59(3)
Societal Philosophies and Values
62(1)
Individual Philosophies and Values
63(2)
Goals and Objectives
65(2)
Policies and Procedures
67(2)
Rules
69(1)
Overcoming Barriers to Planning
69(1)
Strategic Planning in the Organization
70(3)
Integrating Leadership Roles and Management Functions in Planning
73(7)
Planned Change
80(18)
The Development of Change Theory
82(3)
Driving and Restraining Forces
85(1)
Change Strategies
86(2)
Resistance: The Expected Response to Change
88(1)
Planned Change as a Collaborative Process
89(1)
The Leader/Manager as a Role Model During Planned Change
90(1)
Organizational Aging: Change as a Means of Renewal
91(1)
Integrating Leadership Roles and Management Functions in Planned Change
92(6)
Time Management
98(23)
Three Basic Steps in Time Management
98(5)
Managing Time at Work
103(9)
Integrating Leadership Roles and Management Functions in Time Management
112(9)
Fiscal Planning
121(30)
Basics of Budgets
122(2)
Steps in the Budgetary Process
124(5)
Types of Budgets
129(4)
Cost-Effectiveness as a Unit Manager's Goal
133(1)
Budgeting Methods
133(2)
Critical Pathways
135(1)
Healthcare Reimbursement
136(1)
The Prospective Payment System
136(1)
The Managed Care Movement
137(2)
Driving and Restraining Forces for the Managed Care Movement
139(2)
The Future of Managed Care
141(1)
Integrating Leadership Roles and Management Functions in Fiscal Planning
142(9)
UNIT THREE ROLES AND FUNCTIONS IN ORGANIZING151(76)
Organizational Structure
153(31)
Organizational Theory
155(1)
Components of Organizational Structure
156(8)
Decision Making Within the Organizational Hierarchy
164(1)
Limitations of Organization Charts
165(1)
Organizational Culture
166(4)
Types of Organization Structures
170(2)
Shared Governance: The Organizational Design of the 21st Century?
172(2)
Committee Structure in an Organization
174(1)
Responsibilities and Opportunities of Committee Work
175(1)
Organizational Effectiveness
176(1)
Integrating Leadership Roles and Management Functions Associated With Organizational Structure
177(7)
Understanding Organizational, Political, and Personal Power
184(24)
Understanding Power
184(3)
Types of Power
187(1)
The Authority-Power Gap
188(2)
Bridging the Authority-Power Gap
190(1)
Empowering Subordinates
191(2)
Building a Personal Power Base
193(2)
The Politics of Power
195(6)
Integrating Leadership Roles and Management Functions When Using Authority and Power in Organizations
201(7)
Organizing Patient Care
208(19)
Modes of Organizing Patient Care
208(2)
Total Patient Care Nursing or Case Method Nursing
210(1)
Functional Nursing
211(2)
Team Nursing/Modular Nursing
213(1)
Primary Nursing
214(4)
Selecting the Optimum Mode of Organizing Patient Care
218(1)
Differentiated Nursing Practice
219(1)
Organizing Other Unit Activities
220(1)
Change in Workplace and Work Group Design
221(1)
Integrating Leadership Roles and Management Functions in Organizing Patient Care
222(5)
UNIT FOUR ROLES AND FUNCTIONS IN STAFFING227(84)
Preliminary Staffing Functions: From Recruitment Through Orientation
229(33)
Planning for Staffing---The Impact of National and Regional Trends
231(2)
Recruitment
233(2)
Interviewing
235(10)
Selection
245(4)
Placement
249(1)
Indoctrination
250(5)
Integrating Leadership Roles and Management Functions in Preliminary Staffing Responsibilities
255(7)
Meeting Staff Socialization and Educational Needs for Team Building
262(30)
Socialization
264(1)
Clarifying Role Expectations in Resocialization Through Role Models, Preceptors, and Mentors
265(2)
Assistance in Meeting Role Demands in Resocialization
267(1)
Overcoming Motivational Deficiencies in Resocialization
267(2)
Employees With Unique Socialization Needs
269(4)
Staff Development
273(13)
Integrating Leadership Roles and Management Functions in Socialization
286(6)
Staffing Needs and Scheduling Policies
292(19)
Unit Managers' Responsibilities in Meeting Staffing Needs
292(7)
The Impact of Staffing on Standards of Productivity
299(4)
The Relationship Between Staff Mix, Assignment Methods, and Staffing
303(1)
The Impact of a Shortage of Nursing Staff Upon Staffing
304(1)
Fiscal and Ethical Accountability for Staffing
305(1)
Integrating Leadership Roles and Management Functions in Staffing
306(5)
UNIT FIVE ROLES AND FUNCTIONS IN DIRECTING311(128)
Creating a Motivating Climate
313(21)
Intrinsic Versus Extrinsic Motivation
315(1)
Motivational Theory
316(6)
Creating a Motivating Climate
322(3)
Professional Support Systems for the Manager
325(1)
Integrating Leadership Roles and Management Functions in Motivating
326(8)
Organizational, Interpersonal, and Group Communication
334(32)
The Communication Process
336(1)
Variables Affecting Organizational Communication
337(1)
Organizational Communication Strategies
338(2)
Channels of Communication
340(1)
Communication Modes
341(1)
Written Communication Within the Organization
342(5)
Interpersonal Communication in a Multicultural Workplace
347(6)
Group Communication
353(3)
The Impact of Technology on Organizational Communication
356(1)
Confidentiality
357(2)
Integrating Leadership Roles and Management Functions in Organizational and Interpersonal Communication
359(7)
Delegation
366(22)
Common Delegation Errors
367(4)
Delegation as a Function of Professional Nursing
371(8)
Integrating Leadership Roles and Management Functions in Delegation
379(9)
Managing Conflict
388(25)
The History of Conflict Management
389(2)
Categories of Conflict
391(1)
The Conflict Process
391(2)
Conflict Management
393(4)
Managing Unit Conflict
397(2)
Negotiation
399(6)
Seeking Consensus
405(1)
Integrating Leadership Skills and Management Functions in Managing Conflict
405(8)
Understanding Collective Bargaining, Unionization, and Employment Laws
413(26)
Unions and Collective Bargaining
413(1)
Historical Perspective of Unionization in America
414(3)
American Nurses Association and Collective Bargaining
417(1)
Motivation to Join or Reject Unions
418(2)
Managers' Role During Union Organizing
420(2)
Effective Labor--Management Relations
422(1)
Employment Legislation
423(8)
The Occupational Health and Safety Act
431(1)
State Health Facilities Licensing Boards
432(1)
Integrating Leadership Skills and Management Functions in Working With Unions and Employment Laws
433(6)
UNIT SIX ROLES AND FUNCTIONS IN CONTROLLING439(102)
Quality Control
441(25)
Quality Control as a Process
443(3)
The Development of Standards
446(1)
Audits as a Quality Control Tool
447(5)
Total Quality Management/Continuous Quality Improvement
452(1)
Who Should Be Involved in Quality Control?
453(1)
External Impacts on Quality Control
454(5)
Integrating Leadership Roles and Management Functions in Quality Control
459(7)
Performance Appraisal
466(27)
Using the Performance Appraisal to Motivate Employees
467(2)
Strategies to Ensure Accuracy and Fairness in the Performance Appraisal
469(2)
Performance Appraisal Tools
471(10)
Planning the Appraisal Interview
481(1)
Overcoming Appraisal Interview Difficulties
481(4)
Performance Management
485(1)
Coaching: A Mechanism for Informal Performance Appraisal
485(1)
Integrating Leadership Roles and Management Functions in Conducting Performance Appraisals
486(7)
Creating a Growth-Producing Work Environment Through Discipline
493(26)
Constructive Versus Destructive Discipline
495(1)
Self-Discipline and Group Norms
496(1)
Fair and Effective Rules
497(1)
Problem Employees
498(1)
Discipline as a Progressive Process
499(5)
Disciplinary Strategies for the Nurse-Manager
504(5)
Growth-Producing Discipline
509(2)
Disciplining the Unionized Employee
511(1)
Integrating Leadership Roles and Management Functions to Create a Growth-Producing Work Environment Through Discipline
512(7)
Employees With Special Needs
519(22)
Chemical Impairment: Scope of the Problem
521(1)
Recognizing the Chemically Impaired Employee
522(4)
Confronting the Chemically Impaired Employee
526(5)
The Marginal Employee
531(4)
Integrating Leadership Roles and Management Functions in Working With Employees With Special Needs
535(6)
UNIT SEVEN PROFESSIONAL AND SOCIAL ISSUES IN LEADERSHIP AND MANAGEMENT541(82)
Ethical Issues and Professional Advocacy
543(28)
Ethical Dilemmas
544(2)
Ethical Problem Solving and Decision Making
546(7)
Ethical Frameworks for Decision Making
553(1)
Principles of Ethical Reasoning
554(4)
Ethical Dimensions in Leadership and Management
558(2)
Advocacy
560(3)
Separating Ethical and Legal Decision Making
563(1)
Integrating Leadership Roles and Management Functions in Ethics
564(7)
Legal and Legislative Issues
571(27)
Sources of Law
572(2)
Nursing's Role in Legislation and Lawmaking
574(1)
Legal Doctrines and the Practice of Nursing
575(1)
Professional Versus Institutional Licensure
576(2)
Professional Negligence
578(3)
Extending the Liability
581(2)
Incident Reports
583(1)
Intentional Torts
583(1)
Other Legal Responsibilities of the Manager
584(4)
Avoiding Malpractice Claims
588(1)
Legal Considerations of Managing a Diverse Work Force
589(1)
Patient Rights
590(2)
Integrating Leadership Roles and Management Functions in Legal and Legislative Issues
592(6)
Career Development Issues
598(25)
Career Stages
599(2)
McNeese-Smith's Model of Job Stages
601(2)
Justifications for Career Development
603(1)
The Organization's Responsibility for Career Management
604(1)
Competency Assessment and Specialty Certification as Part of Career Management
605(1)
Long-Term Coaching
606(4)
Transfers
610(2)
Promotions
612(2)
The Employee's Responsibility for Career Planning
614(1)
Resume Preparation
615(2)
Management Development
617(1)
Integrating Leadership Roles and Management Functions in Career Development
618(5)
Index623

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