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1 Leading, Managing, and Following |
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3 | (22) |
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4 | (2) |
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Personal Attributes Needed to Lead, Manage, and Follow |
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6 | (1) |
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Theory Development in Leading, Managing, and Following |
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7 | (5) |
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The Promise of Complexity Theory |
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12 | (2) |
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Tasks of Leading, Managing, and Following |
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14 | (6) |
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Leading, Managing, and Following in a Diverse Organization |
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20 | (5) |
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25 | (11) |
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26 | (1) |
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The Institute of Medicine Reports on Quality |
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26 | (3) |
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Agency for Healthcare Research and Quality |
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29 | (1) |
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The National Quality Forum |
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29 | (1) |
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30 | (1) |
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The Det Norske Veritas/National Integrated Accreditation for Healthcare OrganizationsSM |
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30 | (1) |
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Magnet Recognition Program® |
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31 | (1) |
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Institute for Healthcare Improvement |
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31 | (1) |
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Meaning for Leading and Managing in Nursing |
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31 | (2) |
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33 | (3) |
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3 Developing the Role of Leader |
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36 | (17) |
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37 | (2) |
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The Practice of Leadership |
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39 | (2) |
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41 | (2) |
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Developing Leaders in the Emerging Workforce |
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43 | (2) |
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Surviving and Thriving as a Leader |
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45 | (1) |
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46 | (7) |
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4 Developing the Role of Manager |
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53 | (15) |
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54 | (1) |
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55 | (2) |
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57 | (1) |
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58 | (1) |
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58 | (1) |
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Day-to-Day Management Challenges |
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59 | (1) |
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Managing Healthcare Settings |
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59 | (2) |
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61 | (1) |
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62 | (1) |
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62 | (1) |
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62 | (1) |
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63 | (1) |
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63 | (1) |
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63 | (5) |
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5 Legal and Ethical Issues |
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68 | (30) |
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69 | (1) |
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Professional Nursing Practice |
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70 | (3) |
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Liability: Personal, Vicarious, and Corporate |
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73 | (1) |
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Causes of Malpractice for Nurse Managers |
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74 | (5) |
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Protective and Reporting Laws |
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79 | (1) |
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79 | (3) |
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Privacy and Confidentiality |
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82 | (1) |
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83 | (1) |
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83 | (6) |
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Professional Nursing Practice: Ethics |
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89 | (9) |
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6 Making Decisions and Solving Problems |
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98 | (18) |
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99 | (1) |
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99 | (1) |
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100 | (7) |
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107 | (9) |
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7 Healthcare Organizations |
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116 | (21) |
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117 | (1) |
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Characteristics and Types of Organizations |
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117 | (10) |
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Forces That Influence Healthcare Organizations |
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127 | (3) |
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A Theoretical Perspective |
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130 | (1) |
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Nursing Role and Function Changes |
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131 | (6) |
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8 Understanding and Designing Organizational Structures |
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137 | (20) |
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138 | (1) |
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139 | (1) |
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140 | (1) |
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140 | (1) |
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140 | (1) |
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Factors Influencing Organizational Development |
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141 | (2) |
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Characteristics of Organizational Structures |
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143 | (1) |
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144 | (2) |
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Types of Organizational Structures |
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146 | (5) |
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151 | (1) |
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Emerging Fluid Relationships |
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151 | (6) |
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9 Cultural Diversity in Health Care |
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157 | (18) |
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158 | (2) |
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Meaning of Diversity in the Organization |
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160 | (2) |
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162 | (4) |
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Individual and Societal Factors |
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166 | (2) |
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Dealing Effectively with Cultural Diversity |
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168 | (2) |
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Implications in the Workplace |
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170 | (5) |
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10 Power, Politics, and Influence |
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175 | (22) |
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176 | (1) |
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176 | (2) |
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178 | (2) |
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180 | (3) |
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Personal Power Strategies |
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183 | (3) |
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Exercising Power and Influence in the Workplace and Other Organizations: Shaping Policy |
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186 | (11) |
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PART 2 MANAGING RESOURCES |
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11 Caring, Communicating, and Managing with Technology |
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197 | (31) |
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198 | (1) |
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199 | (5) |
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204 | (4) |
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208 | (1) |
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208 | (3) |
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211 | (2) |
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213 | (1) |
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Impact of Clinical Information Systems |
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214 | (1) |
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Safely Implementing Health Information Technology |
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215 | (2) |
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Future Trends and Professional Issues |
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217 | (6) |
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223 | (5) |
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12 Managing Costs and Budgets |
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228 | (21) |
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229 | (1) |
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What Escalates Healthcare Costs? |
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230 | (1) |
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How is Health Care Financed? |
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231 | (1) |
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232 | (1) |
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The Changing Healthcare Economic Environment |
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233 | (1) |
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What Does This Mean for Nursing Practice? |
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234 | (1) |
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234 | (1) |
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Cost-Conscious Nursing Practices |
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235 | (4) |
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239 | (1) |
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239 | (3) |
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242 | (2) |
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Managing the Unit-Level Budget |
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244 | (5) |
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13 Care Delivery Strategies |
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249 | (23) |
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250 | (1) |
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Case Method (Total Patient Care) |
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250 | (1) |
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251 | (2) |
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253 | (2) |
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255 | (4) |
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259 | (1) |
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260 | (1) |
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Care Strategies That Influence Care Delivery |
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261 | (1) |
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Differentiated Nursing Practice |
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262 | (3) |
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Transforming Care at the Bedside |
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265 | (1) |
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266 | (6) |
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14 Staffing and Scheduling |
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272 | (21) |
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273 | (1) |
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274 | (9) |
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Forecasting Unit Staffing Requirements |
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283 | (2) |
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285 | (2) |
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Evaluating Unit Staffing and Productivity |
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287 | (3) |
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290 | (3) |
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15 Selecting, Developing, and Evaluating Staff |
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293 | (16) |
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294 | (1) |
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Role Concepts and the Position Description |
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294 | (1) |
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295 | (2) |
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297 | (1) |
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298 | (2) |
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Performance Appraisal Tools |
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300 | (9) |
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PART 3 CHANGING THE STATUS QUO |
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16 Strategic Planning, Goal-Setting, and Marketing |
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309 | (15) |
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310 | (6) |
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316 | (8) |
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324 | (21) |
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325 | (1) |
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Context of the Change Environment |
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325 | (1) |
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Planned Change Using Linear Approaches |
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326 | (3) |
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Nonlinear Change: Chaos and Learning Organization Theories |
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329 | (1) |
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Major Change Management Functions |
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330 | (2) |
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332 | (2) |
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334 | (3) |
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Roles and Functions of Change Agents and Followers |
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337 | (2) |
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339 | (6) |
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18 Building Teams Through Communication and Partnerships |
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345 | (27) |
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346 | (1) |
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346 | (2) |
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348 | (1) |
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Communicating Effectively |
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349 | (4) |
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353 | (2) |
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Tools and Issues That Support Teams |
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355 | (1) |
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Positive Communication Model |
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356 | (3) |
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Qualities of a Team Player |
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359 | (1) |
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360 | (2) |
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Interdisciplinary/Interprofessional Teams |
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362 | (1) |
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The Value of Team-Building |
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363 | (1) |
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364 | (1) |
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365 | (1) |
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366 | (6) |
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372 | (17) |
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373 | (3) |
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376 | (9) |
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385 | (4) |
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20 Managing Quality and Risk |
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389 | (21) |
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390 | (1) |
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Quality Management in Health Care |
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390 | (1) |
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Benefits of Quality Management |
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391 | (1) |
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Planning for Quality Management |
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391 | (1) |
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Evolution of Quality Management |
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391 | (1) |
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Quality Management Principles |
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392 | (3) |
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The Quality Improvement Process |
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395 | (7) |
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402 | (1) |
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403 | (7) |
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21 Translating Research into Practice |
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410 | (29) |
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411 | (2) |
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413 | (3) |
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416 | (1) |
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417 | (1) |
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418 | (3) |
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Translating Research into Practice |
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421 | (2) |
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423 | (3) |
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Organizational Strategies |
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426 | (2) |
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Issues for Nurse Leaders and Managers |
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428 | (11) |
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PART 4 INTERPERSONAL AND PERSONAL SKILLS |
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22 Consumer Relationships |
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439 | (25) |
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440 | (1) |
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441 | (3) |
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444 | (4) |
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448 | (4) |
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452 | (3) |
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455 | (9) |
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23 Conflict: The Cutting Edge of Change |
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464 | (18) |
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465 | (1) |
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466 | (1) |
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467 | (1) |
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468 | (1) |
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Modes of Conflict Resolution |
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469 | (5) |
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Differences of Conflict-Handling Styles Among Nurses |
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474 | (1) |
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475 | (2) |
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Managing Lateral Violence and Bullying |
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477 | (5) |
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24 Managing Personal/Personnel Problems |
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482 | (15) |
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483 | (1) |
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Personal/Personnel Problems |
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483 | (8) |
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491 | (1) |
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491 | (1) |
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492 | (1) |
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493 | (4) |
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25 Workplace Violence and Incivility |
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497 | (23) |
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498 | (4) |
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502 | (2) |
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Horizontal Violence: The Threat From Within |
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504 | (4) |
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508 | (7) |
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515 | (5) |
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26 Delegation: An Art of Professional Practice |
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520 | (17) |
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521 | (1) |
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521 | (1) |
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522 | (3) |
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A Framework for Delegation |
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525 | (2) |
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Assignment Versus Delegation |
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527 | (1) |
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528 | (1) |
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Legal Authority to Delegate |
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529 | (1) |
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529 | (1) |
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Supervising the Delegatee |
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529 | (1) |
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Delegation Decision Making |
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530 | (2) |
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Delegation-Process Challenges |
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532 | (1) |
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533 | (1) |
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533 | (1) |
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533 | (4) |
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537 | (14) |
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538 | (1) |
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538 | (2) |
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Roles: The ABCs of Understanding Roles |
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540 | (2) |
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542 | (1) |
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Strategies to Promote Role Transition |
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542 | (5) |
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From Role Transition to Role Triumph |
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547 | (1) |
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547 | (4) |
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28 Self-Management: Stress and Time |
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551 | (21) |
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552 | (1) |
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552 | (1) |
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553 | (4) |
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557 | (3) |
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560 | (2) |
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562 | (5) |
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567 | (1) |
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568 | (4) |
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572 | (25) |
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573 | (1) |
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573 | (4) |
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577 | (1) |
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Career Marketing Strategies |
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578 | (4) |
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Data Assembly for Professional Portfolios |
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582 | (3) |
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585 | (1) |
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Academic and Continuing Education |
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586 | (2) |
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588 | (1) |
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Professional Associations |
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589 | (1) |
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590 | (7) |
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30 Thriving for the Future |
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597 | (10) |
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598 | (1) |
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Leadership Demands for the Future |
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598 | (1) |
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Leadership Strengths for the Future |
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599 | (2) |
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601 | (1) |
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601 | (1) |
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Projections for the Future |
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602 | (1) |
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603 | (1) |
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604 | (3) |
| Illustration Credits |
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607 | (1) |
| Glossary |
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608 | |
