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Leading and Managing in Nursing 7th edition [Pehme köide]

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(Texas Tech University Health Sciences Center, Lubbock, Texas, USA)
  • Formaat: Paperback / softback, 591 pages, kõrgus x laius: 235x191 mm, kaal: 950 g, 140 illustrations (140 in full color); Illustrations, unspecified
  • Ilmumisaeg: 17-Feb-2019
  • Kirjastus: Mosby
  • ISBN-10: 0323449131
  • ISBN-13: 9780323449137
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Leading and Managing in Nursing 7th editionSuurem pilt
  • Formaat: Paperback / softback, 591 pages, kõrgus x laius: 235x191 mm, kaal: 950 g, 140 illustrations (140 in full color); Illustrations, unspecified
  • Ilmumisaeg: 17-Feb-2019
  • Kirjastus: Mosby
  • ISBN-10: 0323449131
  • ISBN-13: 9780323449137
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780323449137.html
Märksõnad:
Help students prepare for the NCLEX® and their transition to practice! Organized around the issues in todays constantly changing healthcare environment Leading and Managing in Nursing, 7th Edition, offers an innovative approach to leading and managing by merging theory, research, and practical application. This cutting-edge text includes coverage of patient safety, consumer relationships, cultural diversity, resource management delegation, and communication. In addition, it provides just the right amount of information to equip students with the tools they need to master leadership and management, which will better prepare them for clinical practice.UPDATED! Fresh content and references related to conflict (mediation and arbitration), personal/personnel issues, violence and incivility, and delegation included in their respective chapters.Separate chapters on key topic areas such as cultural diversity, consumer relationships, delegation, managing information and technology, legal and ethical issues, and many more.Eye-catching full-color design helps engage and guide students through each chapter.UNIQUE! Each chapter opens with The Challenge, where practicing nurse leaders/managers offer their real-world views of a concern related in the chapter, encouraging students to think about how they would handle the situation.UNIQUE! The Solution closes each chapter with an effective method to handle the real-life situation presented in The Challenge, and demonstrates the ins and outs of problem solving in practice.The Evidence boxes in each chapter summarize relevant concepts and research from nursing/business/medicine literature.Theory boxes highlight and summarize pertinent theoretical concepts related to chapter content.UPDATED! Chapter 2, Clinical Safety: The Core of Leading, Managing, and Following, features the latest guidelines for ensuring patient safety, QSEN updates and it will also include some new tools to help with assessing/managing patient safety in the hospital settingUPDATED! Chapter 16, The Impact of Technology, includes information on future trends such as Health Information Exchange (HIE), data warehouses with predictive analytics, and information on decision support systems and their impact on patient care.UPDATED! Chapter 12, Care Delivery Strategies, covers different nursing care delivery models used to organize care in a variety of healthcare organizations.UPDATED! Chapter 14, Workforce Engagement through Collective Action and Governance, provides information on how to assess work environments through assessing organizational and governance characteristics, nurse empowerment/engagement strategies, and a variety of collective action and bargaining strategies that can shape nurses practice.NEW! Chapter 6 - Being an Effective Follower includes information on the evolution and importance of followership within nursing.NEW! Chapter organization with new standard headings throughout clearly and effectively presents the material, and provides a more effective end of chapter pedagogy.
Part 1 Overview
1 Leading, Managing, and Following
1(19)
Shari Kist
Introduction
2(1)
Theory Development in Leading, Managing, and Following
3(3)
Leading, Managing, and Following-Different but Related
6(9)
Traditional and Emerging Leadership and Management Roles
15(1)
Leading, Managing, and Following in a Diverse Organization
16(1)
Conclusion
16(2)
References
18(2)
2 Clinical Safety: The Core of Leading, Managing, and Following
20(12)
Patricia S. Yoder-Wise
Introduction
21(1)
The Classic Reports and Emerging Supports
21(5)
Other Key Agencies and Endeavors
26(2)
Meaning for Leading and Managing in Nursing
28(2)
Conclusion
30(1)
References
31(1)
3 Legal and Ethical Issues
32(30)
Myra A. Broadway
Introduction
33(1)
Professional Nursing Practice: Nurse Practice Acts
33(2)
Negligence and Malpractice
35(8)
Informed Consent
43(3)
Privacy and Confidentiality
46(1)
Policies and Procedures
47(1)
Employment Laws
47(6)
Professional Nursing Practice: Ethics
53(5)
Conclusion
58(2)
References
60(2)
4 Cultural Diversity and Inclusion in Health Care
62(15)
Karen A. Quintana
Introduction
63(1)
Concepts and Principles
63(2)
Theory
65(1)
National and Global Directives
66(1)
Special Issues
67(1)
Language
67(1)
Meaning of Diversity in the Organization
68(1)
Cultural Relevance in the Workplace
69(2)
Individual and Societal Factors
71(1)
Dealing Effectively With Cultural Diversity
72(1)
Implications in the Workplace
73(1)
Conclusion
74(1)
References
75(2)
Part 2 Know Yourself
5 Gaining Personal Insight: The Beginning of Being a Leader
77(12)
Jeffery Watson
Patricia S. Yoder-Wise
Introduction
78(1)
Informal and Formal Leadership
78(1)
The Core of Learning to Be a Leader
79(2)
Gaining Insight Into Self
81(4)
Becoming an Authentic Leader
85(1)
Conclusion
86(2)
References
88(1)
6 Being an Effective Follower
89(10)
Amy Boothe
Introduction
90(1)
Research on Followership
90(1)
Followership Theories
90(2)
Differences Between Leading and Following
92(2)
Leader-Follower Relationship
94(2)
Conclusion
96(2)
References
98(1)
7 Managing Self: Stress and Time
99(24)
Mary Ann I. Donohue-Ryan
Introduction
100(1)
Emotional Intelligence
100(1)
Understanding Stress
101(1)
Definition of Stress
101(1)
Sources of Job Stress
101(4)
Dynamics of Stress
105(2)
Management of Stress
107(3)
Burnout
110(2)
Resolution of Stress
112(2)
Management of Time
114(5)
Conclusion
119(2)
References
121(2)
8 Communication and Conflict
123(18)
Victoria N. Folse
Introduction
124(1)
Effective Communication Within Healthcare Settings
125(1)
Types of Conflict
126(1)
Stages of Conflict
127(2)
Categories of Conflict
129(1)
Modes of Conflict Resolution
129(5)
Differences of Conflict-Handling Styles Among Nurses
134(1)
The Role of the Leader
135(1)
Managing incivility, Lateral Violence, and Bullying
136(1)
Conclusion
137(2)
References
139(2)
9 Power, Politics, and Influence
141(18)
Susan Sportsman
Introduction
142(1)
History
142(1)
Power
142(2)
Empowerment
144(1)
Sharing Power
145(1)
Personal Power Strategies
145(5)
Exercising Power and Influence in the Workplace and Other Organizations
150(6)
Conclusion
156(2)
References
158(1)
Part 3 Know the Organization
10 Healthcare Organizations
159(17)
Mary E. Mancini
Kristin K. Benton
Introduction
160(1)
Characteristics and Types of Organizations
160(10)
Integration
170(1)
Acquisitions and Mergers
170(1)
Forces That Influence Healthcare Organizations
170(2)
Theoretical Perspectives
172(1)
Nursing Role and Function Changes
173(1)
Conclusion
173(2)
References
175(1)
11 Organizational Structures
176(17)
Mary E. Mancini
Kristin K. Benton
Introduction
177(1)
Mission
177(2)
Vision
179(1)
Philosophy
179(1)
Organizational Culture
180(1)
Factors Influencing Organizational Development
181(1)
Characteristics of Organizational Structures
182(1)
Bureaucracy
183(2)
Types of Organizational Structures
185(4)
Emerging Fluid Relationships
189(1)
Conclusion
190(1)
References
191(2)
12 Care Delivery Strategies
193(22)
Susan Sportsman
Introduction
194(1)
Historical Methods of Organizing Nursing Care
194(8)
Leadership During Implementation of a Model of Care
202(1)
Organizational Strategies Influencing Care Delivery
202(6)
Positive Care Delivery Systems
208(2)
Transitional Care
210(1)
Interprofessional Education and Collaboration
211(1)
Conclusion
212(1)
References
213(2)
13 Staffing and Scheduling
215(22)
Susan Sportsman
Introduction
216(1)
The Staffing Process
217(4)
Evaluation of Effective Staffing
221(3)
Factors in Staffing That Influence Patient Outcomes
224(2)
Supplemental (Agency or Contract) Staff and Float Pools
226(1)
Organizational Factors That Affect Staffing Plans
226(1)
Developing a Staffing Budget
227(2)
Scheduling
229(2)
Evaluating Unit Staffing and Productivity
231(3)
Conclusion
234(1)
References
235(2)
14 Workforce Engagement Through Collective Action and Governance
237(20)
Crystal J. Wilkinson
Elizabeth H. Boyd
Introduction
238(1)
Nurses as Knowledge Workers
238(1)
Professional Practice Responsibility
239(1)
Workplace Advocacy, Engagement, and Empowerment
239(1)
Shared Governance
240(3)
Collective Action, Collective Bargaining, and Unionization in Nursing
243(2)
Healthy Work Environments
245(6)
Conclusion
251(2)
References
253(4)
Part 4 Use Your Skills
15 Making Decisions and Solving Problems
257(17)
Sylvain Trepanier
Jeannette T. Crenshaw
Introduction
258(1)
Differentiation of Decision Making and Problem Solving
258(1)
Decision Making
259(7)
Problem Solving
266(5)
Conclusion
271(2)
References
273(1)
16 The Impact of Technology
274(24)
Joan Benson
Ashley Sediqzad
Jana Wheeler
Introduction
275(1)
Types of Technologies
275(4)
Knowledge Technology
279(1)
Information Systems
280(6)
Informatics
286(1)
Patient Safety
287(1)
Impact of Clinical Information Systems
287(2)
Safely Implementing Health Information Technology
289(2)
Future Trends and Professional Issues
291(2)
Professional, Ethical Nursing Practice and New Technologies
293(1)
Conclusion
294(1)
References
295(3)
17 Delegating: Authority, Accountability, and Responsibility in Delegation Decisions
298(22)
Maureen Murphy-Ruocco
Introduction
299(1)
Historical Perspective
299(1)
Definitions
300(1)
Assignment Versus Delegation
301(1)
NCSBN Model: An Organizational Framework for Delegation
301(2)
Effective Communication: An Essential Competency for Successful Delegation
303(1)
Delegation and the Decision-Making Process in Nursing
304(5)
Organizational and Individual Accountability
309(1)
Legal Authority to Delegate
310(1)
Learning How to Delegate: Different Strategies for Success
310(6)
Conclusion
316(2)
References
318(2)
18 Leading Change
320(16)
Elaine S. Scott
Introduction
321(1)
The Nature of Change
321(1)
The Change Process
322(3)
People and Change
325(4)
Context and Change
329(1)
Leadership and Change
330(3)
Conclusion
333(1)
References
334(2)
19 Building Effective Teams
336(22)
Karren Kowalski
Introduction
337(1)
Groups and Teams
337(2)
Creating Effective Teams
339(5)
Key Concepts of Teams
344(2)
Issues That Affect Team Functioning
346(4)
Interprofessional Teams
350(1)
The Value of Team-Building
351(2)
The Role of Leadership
353(2)
Conclusion
355(1)
References
356(2)
20 Managing Costs and Budgets
358(19)
Sylvain Trepanier
Introduction
359(1)
What Escalates Healthcare Costs
359(1)
How Health Care Is Financed
360(1)
Healthcare Reimbursement
361(1)
The Changing Healthcare Economic Environment
362(2)
Why Profit Is Necessary
364(1)
Cost-Conscious Nursing Practices
365(3)
Budgets
368(6)
Conclusion
374(2)
References
376(1)
21 Selecting, Developing, and Evaluating Staff
377(8)
Diane M. Twedell
Introduction
377(1)
Roles in an Organization
378(1)
Selection of Staff
379(1)
Developing Staff
379(2)
Performance Appraisals
381(1)
Coaching
382(1)
Conclusion
383(1)
References
384(1)
22 Person-Centered Care
385(22)
Margarete Lieb Zalon
Introduction
386(2)
Person-Centered Care-Why Now?
388(2)
Initiatives to Deliver Person-Centered Care
390(1)
Challenges in the Delivery of Person-Centered Care
390(5)
Patient Engagement
395(1)
Nurses in the Delivery of Person-Centered Care
396(7)
Synthesis and Application
403(1)
Conclusion
403(1)
References
404(3)
23 Managing Quality and Risk
407(21)
Victoria N. Folse
Introduction
408(1)
Quality Management in Health Care
408(1)
Benefits of Quality Management
409(1)
Planning for Quality Management
409(1)
Evolution of Quality Management
409(1)
Quality Management Principles
410(3)
Customers
413(1)
The Quality Improvement Process
414(7)
Quality Assurance
421(1)
Risk Management
422(4)
Conclusion
426(1)
References
427(1)
24 Translating Research Into Practice
428(23)
Margarete Lieb Zalon
Introduction
429(2)
From Using Research to Evidence-Based Practice
431(1)
Development of Evidence-Based Practice
431(4)
Comparative Effectiveness Research
435(1)
Practice-Based Evidence
435(2)
Participatory Action Research
437(1)
Quality Improvement
437(1)
Evaluating Evidence
437(6)
Organizational Strategies to Embed Evidence-Based Practice Into Organizations
443(2)
Issues for Nurse Leaders and Managers
445(2)
Conclusion
447(1)
References
448(3)
25 Managing Personal and Personnel Problems
451(14)
Karren Kowalski
Introduction
451(1)
Personal/Personnel Problems
452(8)
Documentation
460(1)
Progressive Discipline
461(1)
Termination
462(1)
Conclusion
463(1)
References
464(1)
Part 5 Prepare for the Future
26 Role Transition
465(11)
Diane M. Twedell
Introduction
466(1)
Types of Roles
466(1)
Roles: The ABCs of Understanding Roles
467(1)
Role Transition Process
468(2)
Strategies to Promote Role Transition
470(4)
Conclusion
474(1)
References
475(1)
27 Managing Your Career
476(19)
Debra Hagler
M. Margaret Calacci
Introduction
476(1)
A Career Framework
477(1)
Career Theory
477(3)
Professional Development
480(4)
Contributing Through Scholarly Activities and Research
484(1)
Career Marketing Strategies
485(7)
Conclusion
492(1)
References
493(2)
28 Developing the Role of Leader
495(15)
Michael L. Evans
Introduction
496(1)
What Is a Leader?
496(2)
The Practice of Leadership
498(3)
Leadership Development
501(1)
Leadership Development Model
502(1)
Surviving and Thriving as a Leader
502(2)
The Nurse as Leader
504(3)
Conclusion
507(1)
References
508(2)
29 Developing the Role of Manager
510(20)
Jacqueline Gonzalez
Introduction
511(2)
The Definition of Management
513(1)
Nurse Manager as Change Leader
513(2)
Nurse Manager Role and the Intergenerational Workforce
515(1)
The Nurse Manager and Interprofessional Collaboration
516(1)
Building a Positive Work Environment
516(1)
Consuming Research
517(1)
Organizational Culture
517(3)
Mentoring
520(1)
Day-to-Day Management Challenges
520(3)
Managing Resources
523(1)
Technology and Informatics
524(1)
Dashboards and Decision Support Tools
525(1)
Budgets and Finance
525(1)
Quality Indicators
526(1)
Professionalism
526(1)
Conclusion
527(1)
References
528(2)
30 The Strategic Planning Process
530(10)
Mary Ellen Clyne
Introduction
530(1)
Strategic Planning
530(1)
Reasons for Strategic Planning
531(1)
Phases of the Strategic Planning Process
532(4)
Conclusion
536(3)
References
539(1)
31 Thriving for the Future
540(9)
Patricia S. Yoder-Wise
Introduction
540(1)
Leadership Demands for the Future
541(1)
Leadership Strengths for the Future
541(1)
Visioning, Forecasting, and Innovation
542(2)
The Wise Forecast Model©
544(1)
Shared Vision
545(1)
Projections for the Future
545(2)
Conclusion
547(1)
References
548(1)
Index 549
Dr. Yoder-Wise is professor and Dean Emerita at Texas Tech University Health Sciences Center, and she also teaches for the University of Texas Health Science Center-Houston. She has taught in every type of nursing education program from nursing assistant through doctoral and continuing education. She is an author (e.g., Leading and Managing in Nursing and leadership/competence articles), editor (e.g., The Journal of Continuing Education in Nursing /Nursing Forum), and serves as president of the Wise Group. Dr. Yoder-Wise is a past president of the Texas Nurses Association, American Nurses Credentialing Center, CGEAN, and the President of the National League for Nursing.