Leadership roles and management functions in nursing : theory and application

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Leadership Roles and Management Functions in Nursing Theory and Application Title Page Copyright Dedication Reviewers Preface TEXT ORGANIZATION LEARNING TOOLS NEW AND EXPANDED CONTENT THE CROSSWALK Contents UNIT I:The Critical Triad: Decision Making, Management, and Leadership CHAPTER 1: Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for Successful Leadership and Management DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL REASONING VICARIOUS LEARNING TO INCREASE PROBLEM-SOLVING AND DECISION-MAKING SKILLS THEORETICAL APPROACHES TO PROBLEM SOLVING AND DECISION MAKING CRITICAL ELEMENTS IN PROBLEM SOLVING AND DECISION MAKING INDIVIDUAL VARIATIONS IN DECISION MAKING OVERCOMING INDIVIDUAL VULNERABILITY IN DECISION MAKING DECISION MAKING IN ORGANIZATIONS DECISION-MAKING TOOLS PITFALLS IN USING DECISION-MAKING TOOLS SUMMARY ADDITIONAL LEARNING EXERCISE AND APPLICATIONS REFERENCES CHAPTER 2: Classical Views of Leadership and Management MANAGERS LEADERS HISTORICAL DEVELOPMENT OF MANAGEMENT THEORY HISTORICAL DEVELOPMENT OF LEADERSHIP THEORY (1900 TO PRESENT) INTERACTIONAL LEADERSHIP THEORIES (1970 TO PRESENT) INTEGRATING LEADERSHIP AND MANAGEMENT ADDITIONAL LEARNING EXERCISES REFERENCES CHAPTER 3: Twenty-First-Century Thinking about Leadership and Management NEW THINKING ABOUT LEADERSHIP AND MANAGEMENT TRANSITION FROM INDUSTRIAL AGE LEADERSHIP TO RELATIONSHIP AGE LEADERSHIP LEADERSHIP AND MANAGEMENT FOR NURSING’S FUTURE ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES UNIT II:Foundation for Effective Leadership and Management Ethics, Law, and Advocacy CHAPTER 4: Ethical Issues TYPES OF ETHICAL ISSUES ETHICAL FRAMEWORKS FOR DECISION MAKING PRINCIPLES OF ETHICAL REASONING AMERICAN NURSES ASSOCIATION CODE OF ETHICS AND PROFESSIONAL STANDARDS ETHICAL PROBLEM SOLVING AND DECISION MAKING THE MORAL DECISION-MAKING MODEL WORKING TOWARD ETHICAL BEHAVIOR AS THE NORM ETHICAL DIMENSIONS IN LEADERSHIP AND MANAGEMENT INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN ETHICS ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 5: Legal and Legislative Issues SOURCES OF LAW TYPES OF LAWS AND COURTS LEGAL DOCTRINES AND THE PRACTICE OF NURSING PROFESSIONAL NEGLIGENCE AVOIDING MALPRACTICE CLAIMS EXTENDING THE LIABILITY INCIDENT REPORTS INTENTIONAL TORTS OTHER LEGAL RESPONSIBILITIES OF THE MANAGER LEGAL CONSIDERATIONS OF MANAGING A DIVERSE WORKFORCE PROFESSIONAL VERSUS INSTITUTIONAL LICENSURE INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN LEGAL AND LEGISLATIVE ISSUES ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 6: Patient, Subordinate, and Professional Advocacy BECOMING AN ADVOCATE PATIENT ADVOCACY PATIENT RIGHTS SUBORDINATE AND WORKPLACE ADVOCACY WHISTLEBLOWING AS ADVOCACY PROFESSIONAL ADVOCACY INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN ADVOCACY ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES UNIT III:Roles and Functions in Planning CHAPTER 7: Strategic and Operational Planning LOOKING TO THE FUTURE PROACTIVE PLANNING STRATEGIC PLANNING ORGANIZATIONAL PLANNING: THE PLANNING HIERARCHY VISION AND MISSION STATEMENTS THE ORGANIZATION’S PHILOSOPHY STATEMENT SOCIETAL PHILOSOPHIES AND VALUES INDIVIDUAL PHILOSOPHIES AND VALUES GOALS AND OBJECTIVES POLICIES AND PROCEDURES RULES OVERCOMING BARRIERS TO PLANNING INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN PLANNING ADDITIONAL LEARNING EXERCISE AND APPLICATIONS REFERENCES CHAPTER 8: Planned Change THE DEVELOPMENT OF CHANGE THEORY: KURT LEWIN LEWIN’S DRIVING AND RESTRAINING FORCES A CONTEMPORARY ADAPTATION OF LEWIN’S MODEL CLASSIC CHANGE STRATEGIES RESISTANCE: THE EXPECTED RESPONSE TO CHANGE PLANNED CHANGE AS A COLLABORATIVE PROCESS THE LEADER-MANAGER AS A ROLE MODEL DURING PLANNED CHANGE ORGANIZATIONAL CHANGE ASSOCIATED WITH NONLINEAR DYNAMICS ORGANIZATIONAL AGING: CHANGE AS A MEANS OF RENEWAL INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN PLANNED CHANGE ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 9: Time Management THREE BASIC STEPS TO TIME MANAGEMENT PERSONAL TIME MANAGEMENT INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN TIME MANAGEMENT ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 10: Fiscal Planning BALANCING COST AND QUALITY RESPONSIBILITY ACCOUNTING AND FORECASTING BASICS OF BUDGETS STEPS IN THE BUDGETARY PROCESS TYPES OF BUDGETS BUDGETING METHODS CRITICAL PATHWAYS HEALTH-CARE REIMBURSEMENT MEDICARE AND MEDICAID THE PROSPECTIVE PAYMENT SYSTEM THE MANAGED CARE MOVEMENT PROPONENTS AND CRITICS OF MANAGED CARE SPEAK UP THE FUTURE OF MANAGED CARE HEALTH-CARE REFORM AND THE PATIENT PROTECTION AND AFFORDABLE CARE ACT INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN FISCAL PLANNING ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 11: Career Development: From New Graduate to Retirement CAREER STAGES JUSTIFICATIONS FOR CAREER DEVELOPMENT INDIVIDUAL RESPONSIBILITY FOR CAREER DEVELOPMENT THE ORGANIZATION’S RESPONSIBILITY FOR CAREER DEVELOPMENT CAREER COACHING MANAGEMENT DEVELOPMENT COMPETENCY ASSESSMENT AS PART OF CAREER DEVELOPMENT PROFESSIONAL SPECIALTY CERTIFICATION REFLECTIVE PRACTICE AND THE PROFESSIONAL PORTFOLIO CAREER PLANNING AND THE NEW GRADUATE NURSE TRANSITION-TO-PRACTICE PROGRAMS/RESIDENCIES FOR NEW GRADUATE NURSES RESUMÉ PREPARATION INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN CAREER DEVELOPMENT ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES UNIT IV:Roles and Functions in Organizing CHAPTER 12: Organizational Structure FORMAL AND INFORMAL ORGANIZATIONAL STRUCTURE ORGANIZATIONAL THEORY AND BUREAUCRACY COMPONENTS OF ORGANIZATIONAL STRUCTURE LIMITATIONS OF ORGANIZATION CHARTS TYPES OF ORGANIZATIONAL STRUCTURES DECISION MAKING WITHIN THE ORGANIZATIONAL HIERARCHY STAKEHOLDERS ORGANIZATIONAL CULTURE SHARED GOVERNANCE: ORGANIZATIONAL DESIGN FOR THE 21ST CENTURY? MAGNET DESIGNATION AND PATHWAY TO EXCELLENCE COMMITTEE STRUCTURE IN AN ORGANIZATION RESPONSIBILITIES AND OPPORTUNITIES OF COMMITTEE WORK ORGANIZATIONAL EFFECTIVENESS INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS ASSOCIATED WITH ORGANIZATIONAL STRUCTURE ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 13: Organizational, Political, and Personal Power UNDERSTANDING POWER THE AUTHORITY–POWER GAP MOBILIZING THE POWER OF NURSING STRATEGIES FOR BUILDING A PERSONAL POWER BASE THE POLITICS OF POWER INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS WHEN USING AUTHORITY AND POWER IN ORGANIZATIONS ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 14: Organizing Patient Care TRADITIONAL MODES OF ORGANIZING PATIENT CARE DISEASE MANAGEMENT SELECTING THE OPTIMUM MODE OF ORGANIZING PATIENT CARE INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN ORGANIZING PATIENT CARE ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES UNIT V:Roles and Functions in Staffing CHAPTER 15: Employee Recruitment, Selection, Placement, and Indoctrination PREDICTING STAFFING NEEDS IS THERE A CURRENT NURSING SHORTAGE? RECRUITMENT INTERVIEWING AS A SELECTION TOOL TIPS FOR THE INTERVIEWEE SELECTION PLACEMENT INDOCTRINATION INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND INDOCTRINATION ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 16: Socializing and Educating Staff for Team Building in a Learning Organization THE LEARNING ORGANIZATION STAFF DEVELOPMENT LEARNING THEORIES ASSESSING STAFF DEVELOPMENT NEEDS EVALUATION OF STAFF DEVELOPMENT ACTIVITIES SHARED RESPONSIBILITY FOR IMPLEMENTING EVIDENCE-BASED PRACTICE SOCIALIZATION AND RESOCIALIZATION OVERCOMING MOTIVATIONAL DEFICIENCIES COACHING AS A TEACHING STRATEGY MEETING THE EDUCATIONAL NEEDS OF A CULTURALLY DIVERSE STAFF INTEGRATING LEADERSHIP AND MANAGEMENT IN TEAM BUILDING THROUGH SOCIALIZING AND EDUCATING STAFF IN A LEARNING ORGANIZATION ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 17: Staffing Needs and Scheduling Policies UNIT MANAGER’S RESPONSIBILITIES IN MEETING STAFFING NEEDS CENTRALIZED AND DECENTRALIZED STAFFING COMPLYING WITH STAFFING MANDATES STAFFING AND SCHEDULING OPTIONS WORKLOAD MEASUREMENT TOOLS THE RELATIONSHIP BETWEEN NURSING CARE HOURS, STAFFING MIX, AND QUALITY OF CARE MANAGING A DIVERSE STAFF GENERATIONAL CONSIDERATIONS FOR STAFFING THE IMPACT OF NURSING STAFF SHORTAGES UPON STAFFING FISCAL AND ETHICAL ACCOUNTABILITY FOR STAFFING DEVELOPING STAFFING AND SCHEDULING POLICIES INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN STAFFING AND SCHEDULING ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES UNIT VI:Roles and Functions in Directing CHAPTER 18: Creating a Motivating Climate INTRINSIC VERSUS EXTRINSIC MOTIVATION MOTIVATIONAL THEORY CREATING A MOTIVATING CLIMATE STRATEGIES FOR CREATING A MOTIVATING CLIMATE PROMOTION: A MOTIVATIONAL TOOL PROMOTING SELF-CARE INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN CREATING A MOTIVATING CLIMATE AT WORK ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 19: Organizational, Interpersonal, and Group Communication THE COMMUNICATION PROCESS VARIABLES AFFECTING ORGANIZATIONAL COMMUNICATION ORGANIZATIONAL COMMUNICATION STRATEGIES COMMUNICATION MODES ELEMENTS OF NONVERBAL COMMUNICATION VERBAL COMMUNICATION SKILLS LISTENING SKILLS WRITTEN COMMUNICATION WITHIN THE ORGANIZATION THE IMPACT OF TECHNOLOGY ON CONTEMPORARY ORGANIZATIONAL COMMUNICATION COMMUNICATION, CONFIDENTIALITY, AND HEALTH INSURANCE PORTABILITY AND ACCOUNTABLITY ACT GROUP DYNAMICS INTEGRATING LEADERSHIP AND MANAGEMENT IN ORGANIZATIONAL, INTERPERSONAL, AND GROUP COMMUNICATION ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 20: Delegation DELEGATING EFFECTIVELY COMMON DELEGATION ERRORS DELEGATION AS A FUNCTION OF PROFESSIONAL NURSING DELEGATING TO A TRANSCULTURAL WORK TEAM INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN DELEGATION ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 21: Effective Conflict Resolution and Negotiation THE HISTORY OF CONFLICT MANAGEMENT CATEGORIES OF CONFLICT: INTERGROUP, INTRAPERSONAL, AND INTERPERSONAL THE CONFLICT PROCESS CONFLICT MANAGEMENT MANAGING UNIT CONFLICT NEGOTIATION ALTERNATIVE DISPUTE RESOLUTION SEEKING CONSENSUS INTEGRATING LEADERSHIP SKILLS AND MANAGEMENT FUNCTIONS IN MANAGING CONFLICT ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 22: Collective Bargaining, Unionization, and Employment Laws UNIONS AND COLLECTIVE BARGAINING HISTORICAL PERSPECTIVE OF UNIONIZATION IN AMERICA UNION REPRESENTATION OF NURSES AMERICAN NURSES ASSOCIATION AND COLLECTIVE BARGAINING EMPLOYEE MOTIVATION TO JOIN OR REJECT UNIONS AVERTING THE UNION THE NURSE AS SUPERVISOR: ELIGIBLITY FOR PROTECTION UNDER THE NATIONAL LABOR RELATIONS ACT UNION-ORGANIZING STRATEGIES MANAGERS’ ROLE DURING UNION-ORGANIZING STEPS TO ESTABLISH A UNION EFFECTIVE LABOR–MANAGEMENT RELATIONS EMPLOYMENT LEGISLATION STATE HEALTH FACILITIES LICENSING BOARDS INTEGRATING LEADERSHIP SKILLS AND MANAGEMENT FUNCTIONS WHEN WORKING WITH COLLECTIVE BARGAINING, UNIONIZATION AND EMPLOYMENT LAWS ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES UNIT VII:Roles and Functions in Controlling CHAPTER 23: Quality Control DEFINING QUALITY HEALTH CARE QUALITY CONTROL AS A PROCESS THE DEVELOPMENT OF STANDARDS AUDITS AS A QUALITY CONTROL TOOL STANDARDIZED NURSING LANGUAGES QUALITY IMPROVEMENT MODELS WHO SHOULD BE INVOLVED IN QUALITY CONTROL? QUALITY MEASUREMENT AS AN ORGANIZATIONAL MANDATE CENTERS FOR MEDICARE AND MEDICAID SERVICES MEDICAL ERRORS: AN ONGOING THREAT TO QUALITY OF CARE INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS WITH QUALITY CONTROL ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 24: Performance Appraisal USING THE PERFORMANCE APPRAISAL TO MOTIVATE EMPLOYEES STRATEGIES TO ENSURE ACCURACY AND FAIRNESS IN THE PERFORMANCE APPRAISAL PERFORMANCE APPRAISAL TOOLS PLANNING THE APPRAISAL INTERVIEW OVERCOMING APPRAISAL INTERVIEW DIFFICULTIES PERFORMANCE MANAGEMENT COACHING: A MECHANISM FOR INFORMAL PERFORMANCE APPRAISAL BECOMING AN EFFECTIVE COACH USING LEADERSHIP SKILLS AND MANAGEMENT FUNCTIONS IN CONDUCTING PERFORMANCE APPRAISALS ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES CHAPTER 25: Problem Employees: Rule Breakers, Marginal Employees, and the Chemically or Psychologically Impaired CONSTRUCTIVE VERSUS DESTRUCTIVE DISCIPLINE SELF-DISCIPLINE AND GROUP NORMS FAIR AND EFFECTIVE RULES DISCIPLINE AS A PROGRESSIVE PROCESS DISCIPLINARY STRATEGIES FOR THE NURSE-MANAGER TRANSFERRING THE PROBLEM EMPLOYEE GRIEVANCE PROCEDURES DISCIPLINING THE UNIONIZED EMPLOYEE THE MARGINAL EMPLOYEE THE CHEMICALLY IMPAIRED EMPLOYEE RECOGNIZING THE CHEMICALLY IMPAIRED EMPLOYEE INTEGRATING LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS WHEN DEALING WITH PROBLEM EMPLOYEES ADDITIONAL LEARNING EXERCISES AND APPLICATIONS REFERENCES Appendix : Solutions to Selected Learning Exercises Index