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| Understanding Nursing Management and Organizations | |
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| Introduction to Nursing Management | |
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| The Changing Health Care System | |
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| Cost Containment | |
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| Quality and Outcomes | |
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| Rural Health Care | |
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| Cultural Diversity | |
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| Changes in Nursing | |
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| Challenges for Nurse Managers | |
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| Organizational Theory and Design | |
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| Organizational Theories | |
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| Classical Theory | |
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| Neoclassical Theory | |
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| Systems Theory | |
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| Contingency Theory | |
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| Chaos Theory | |
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| Health Care Organizations | |
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| Types of Health Care Organizations | |
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| Interorganizational Relationships | |
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| Diversification | |
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| Organizational Structure | |
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| Functional Structure | |
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| Service-Integrated Structure | |
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| Hybrid Structure | |
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| Matrix Structure | |
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| Parallel Structure | |
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| Shared Governance | |
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| Self-Organizing Structures | |
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| Redesigning, Restructuring, and Reengineering | |
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| Strategic Planning | |
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| Values | |
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| Vision | |
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| Mission | |
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| Philosophy | |
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| Goals | |
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| Organizational Environment and Culture | |
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| Nursing Care Delivery Systems | |
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| Types of Nursing Care Delivery Systems | |
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| Functional Nursing | |
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| Team Nursing | |
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| Total Patient Care | |
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| Primary Nursing | |
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| Practice Partnerships | |
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| Case Management | |
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| Differentiated Practice | |
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| Patient-Centered Care | |
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| Leading and Managing | |
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| Leaders and Managers | |
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| Leadership | |
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| Power: How Managers and Leaders Get Things Done | |
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| Leadership Theories | |
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| Trait Theories | |
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| Behavioral Theories | |
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| Contingency Theories | |
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| Contemporary Theories | |
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| Management Functions | |
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| Classical Description | |
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| Mintzberg's Behavioral Description | |
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| A Contemporary Model of Managerial Work | |
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| Roles and Functions of Nursing Managers | |
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| Levels of Management | |
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| First-Level Management | |
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| Middle-Level Management | |
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| Upper-Level Management | |
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| Charge Nurse | |
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| Staff Nurse | |
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| Legal and Ethical Issues | |
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| Laws and Ethics | |
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| Ethical Decision Making | |
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| Ethical Theories | |
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| Ethical Principles | |
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| The Legal System | |
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| Sources of Law | |
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| Types of Law | |
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| Tort Law | |
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| Liability | |
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| Legal Issues in Nursing | |
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| Nursing Licensure | |
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| Patient Care Issues | |
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| Management Issues | |
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| Employment Issues | |
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| Power and Politics | |
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| Politics: The Art of Influencing | |
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| A Framework for Political Action | |
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| Politics in the Workplace | |
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| Politics in Government | |
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| Politics in Financing | |
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| Politics in the Organization | |
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| Politics in the Community | |
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| Power and Leadership | |
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| Image as Power | |
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| Using Power to Increase your Professional Influence | |
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| Why Power? | |
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| Power plus Vision | |
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| Applying Power and Politics to Managing Nursing Care | |
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| How Nursing's Voice Can Become Powerful | |
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| The Impact of Power and Politics on Nursing's Future | |
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| Key Skills in Nursing Management | |
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| Budgeting and Resource Allocation | |
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| The Budgeting Process | |
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| Approaches to Budgeting | |
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| Incremental Budget | |
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| Zero-Based Budget | |
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| Fixed or Variable Budgets | |
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| The Operating Budget | |
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| The Revenue Budget | |
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| The Expense Budget | |
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| Determining the Salary (Personnel) Budget | |
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| Benefits | |
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| Shift Differentials | |
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| Overtime | |
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| On-Call Hours | |
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| Bonuses and Premiums | |
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| Salary Increases | |
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| Final Considerations | |
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| Managing the Supply and Nonsalary Expense Budget | |
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| Developing the Capital Budget | |
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| Timetable for the Budgeting Process | |
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| Monitoring Budgetary Performance during the Year | |
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| Variance Analysis | |
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| Position Control | |
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| Staff Impact on Budgetary Performance | |
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| Future Trends | |
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| Effectiveness, Efficiency, and Productivity | |
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| What Are Effectiveness, Efficiency, and Productivity in Health Care? | |
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| Organizational Effectiveness in Health Care Today | |
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| Health Care Inputs | |
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| Health Care Outputs | |
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| Output or Outcome? | |
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| Effectiveness | |
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| Efficiency | |
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| What Is Nursing Productivity? | |
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| Measuring Nursing Productivity | |
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| Resources per Patient Day | |
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| Utilization Rates | |
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| Improving Nursing Effectiveness, Efficiency, and Productivity | |
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| Changes in Use of Inputs | |
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| Changes in the Process of Care | |
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| Quality Management | |
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| History of Quality Management | |
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| Total Quality Management (TQM) | |
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| TQM Characteristics | |
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| Continuous Quality Improvement (CQI) | |
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| Comprehensive Components of Quality Management | |
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| CQI--How It Works: A Practical Example | |
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| Risk Management | |
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| A Risk Management Program | |
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| Nursing's Role in Risk Management | |
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| Examples of Risk | |
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| Role of the Nurse Manager | |
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| Key Behaviors for Handling Complaints | |
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| A Caring Attitude | |
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| Evaluation of Risk Management | |
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| Problem Solving and Decision Making | |
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| Critical Thinking | |
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| Problem Solving | |
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| Problem-Solving Methods | |
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| The Problem-Solving Process | |
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| Group Problem Solving | |
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| Decision Making | |
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| Types of Decisions | |
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| Decision-Making Conditions | |
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| The Decision-Making Process | |
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| Decision-Making Techniques | |
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| Group Decision Making | |
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| Stumbling Blocks | |
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| Creativity in Decision Making | |
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| Characteristics of Creative Persons | |
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| Managing Creativity in Health Care Settings | |
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| Communication and Conflict | |
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| Communication | |
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| Modes of Communication | |
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| Directions of Communication | |
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| Factors Influencing Communication | |
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| Assertiveness | |
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| The Role of Communication in Leadership | |
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| Communicating with Different Populations | |
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| Subordinates | |
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| Superiors | |
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| Peers | |
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| Medical Staff | |
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| Other Health Care Personnel | |
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| Patients and Families | |
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| Difficult People | |
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| Conflict | |
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| Conflict Process Model | |
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| Conflict Management | |
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| Goals of Conflict Management | |
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| Conflict Management Modes | |
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| Other Conflict Management Techniques | |
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| Using Management Information Systems | |
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| Information Systems | |
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| Management Information Systems | |
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| Hospital Information Systems | |
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| Expert Nursing Information Systems | |
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| Benefits of Using Information Systems | |
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| Obstacles Associated with Information Systems | |
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| Computer Applications in Nursing | |
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| Patient-Care Applications | |
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| Nursing Management Systems | |
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| Communication Systems | |
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| Educational Applications | |
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| Research Applications | |
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| Software Selection and System Implementation | |
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| Selecting a System: The Decision-Making Process | |
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| Ethical and Social Considerations | |
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| The Nurse Informatics Specialist | |
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| Future Trends in Informatics | |
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| Stress and Time Management | |
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| The Nature of Stress | |
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| Causes of Stress | |
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| Role Conflict and Role Ambiguity | |
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| Consequences of Stress | |
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| Managing Stress | |
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| Personal Methods | |
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| Organizational Methods | |
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| Time Management | |
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| Goal Setting | |
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| Delegation | |
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| Time Analysis | |
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| Setting Priorities | |
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| Daily Planning and Scheduling | |
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| Grouping Activities and Minimizing Routine Work | |
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| Implementation | |
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| Personal Organization and Self-Discipline | |
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| Controlling Interruptions | |
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| Paperwork | |
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| Respecting Time | |
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| Effective Delegation | |
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| Defining Delegation | |
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| Responsibility and Accountability | |
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| Authority | |
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| Differentiating Delegation from Work Allocation | |
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| Benefits of Delegation | |
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| Benefits to the Delegator | |
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| Benefits to the Delegate | |
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| Benefits to the Organization | |
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| Benefits to the Patient | |
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| The Delegation Process | |
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| Identifying and Defining the Task and Level of Delegation | |
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| Determining Who | |
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| Describing Expectations | |
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| Reaching Agreement | |
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| Monitoring Performance and Providing Feedback | |
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| Accepting Delegation | |
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| Obstacles to Delegation | |
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| A Nonsupportive Environment | |
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| An Insecure Delegator | |
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| An Unwilling Delegate | |
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| Ineffective Delegation | |
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| Underdelegation | |
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| Reverse Delegation | |
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| Overdelegation | |
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| Liability and Delegation | |
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| Building and Managing Teams | |
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| Differentiating Groups from Teams | |
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| Group and Team Processes | |
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| Phases of Group and Team Development | |
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| Team-Building | |
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| Characteristics of Groups | |
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| Norms | |
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| Roles | |
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| Communication in Groups | |
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| How Groups Affect Individuals | |
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| The Nurse Manager as Team Leader | |
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| Group Task | |
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| Group Size and Composition | |
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| Managing Committees and Task Forces | |
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| Guidelines for Conducting Meetings | |
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| Managing Task Forces | |
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| Patient Care Conferences | |
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| Initiating and Managing Change | |
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| Nurse as Change Agent | |
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| Nurse as Entrepreneur | |
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| The Process of Change | |
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| Change Theories | |
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| Lewin's Force-Field Model | |
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| Lippitt's Phases of Change | |
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| Havelock's Model | |
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| Rogers' Diffusion of Innovations | |
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| Using Change Theories in Nursing | |
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| Planning Change | |
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| Assessment | |
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| Planning | |
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| Implementation | |
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| Evaluation | |
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| Change Agent Strategies | |
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| Power-Coercive Strategies | |
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| Empirical-Rational Model | |
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| Normative-Reeducative Strategies | |
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| Change Agent Skills | |
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| Responses to Change | |
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| Politics of Change | |
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| Human Resource Management | |
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| Recruiting and Selecting Staff | |
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| The Recruitment and Selection Process | |
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| Job Analysis | |
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| Recruitment | |
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| Where to Look | |
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| How to Look--Recruiting Sources | |
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| When to Look | |
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| How to Sell the Organization | |
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| Cross-Training as a Recruitment Strategy | |
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| Interviewing | |
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| Principles for Effective Interviewing | |
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| Developing Structured Interview Guides | |
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| Involving Staff in the Interview Process | |
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| Interview Reliability and Validity | |
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| Education, Experience, Licensure, and Physical Examinations | |
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| Integration of Information | |
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| Legality in Hiring | |
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| Negligent Hiring | |
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| Allocating Staff Resource | |
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| Staffing and Scheduling | |
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| Patient Classification Systems | |
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| Determining Nursing Care Hours | |
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| Determining FTEs | |
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| Determining Staffing Mix | |
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| Determining Distribution of Staff | |
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| Scheduling | |
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| Creative Staffing and Scheduling | |
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| Supplemental Staff | |
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| Turnover | |
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| Measurement Issues | |
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| Consequences of Turnover | |
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| A Model of Employee Turnover | |
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| Strategies for Controlling Turnover | |
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| A Systems Perspective | |
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| Performance Appraisal | |
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| A Model of Job Performance | |
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| Employee Motivation | |
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| Motivational Theories | |
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| Employee Ability | |
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| Employee Performance | |
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| The Performance Appraisal | |
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| Evaluation Philosophy | |
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| Components to Be Evaluated | |
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| Specific Evaluation Methods | |
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| Potential Appraisal Problems | |
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| The Appraiser | |
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| Documenting Performance | |
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| Diagnosing Performance Problems | |
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| The Performance Appraisal Interview | |
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| Preparing for the Interview | |
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| The Interview | |
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| Key Behaviors for an Appraisal Interview | |
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| Improving Appraisal Accuracy | |
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| Appraiser Ability | |
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| Appraiser Motivation | |
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| Rules of Thumb | |
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| Enhancing Employee Performance | |
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| Staff Development | |
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| Needs Assessment | |
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| Planning | |
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| Implementation | |
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| Evaluation | |
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| Designing Staff Development Programs for a Multicultural Staff | |
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| Day-to-Day Coaching | |
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| Dealing with a Policy or Procedure Violation | |
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| Disciplining Employees | |
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| Terminating Employees | |
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| Managing Selected Personnel Problems | |
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| Employees with Problems | |
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| Overachievers or Super-Achievers | |
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| Disgruntled Employees | |
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| Overstressed Employees | |
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| The Employee with a Substance Abuse Problem | |
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| Absenteeism | |
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| A Model of Employee Attendance | |
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| Managing Employee Absenteeism | |
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| Absenteeism Policies | |
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| A Systems Perspective | |
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| Family and Medical Leave | |
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| Workplace Violence | |
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| Collective Bargaining | |
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| Federal Legal Structure for Labor-Management Relations | |
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| Early Federal Regulations of Collective Bargaining | |
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| National Labor Relations Act (Wagner Act) | |
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| The Labor-Management Relations Act (Taft-Hartley Act) | |
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| Labor Management Reporting and Disclosure Act | |
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| Federal Sector Collective Bargaining | |
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| 1974 Health Care Amendments to Taft-Hartley | |
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| Process of Unionization | |
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| Selection of a Bargaining Agent | |
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| Certification to Contract | |
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| Contract Administration | |
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| Decertification | |
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| The Nurse Manager's Role | |
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| The Grievance Process: An Example | |
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| Strikes | |
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| Major Issues in Collective Bargaining for Nurses | |
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| Unit Determination | |
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| Labor-Management Committees | |
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| Definition of Supervisor | |
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| Nurses, Unions, and Professional Associations | |
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| Future of Collective Bargaining | |
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| Index | |