Case Nursing Organizations Assignment Case Nursing Organizations Assignment
Case Nursing Organizations Assignment
Case Nursing Organizations Assignment
Case Nursing Organizations Assignment
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Part 4. Taking Care of Yourself. Nurses are their own most valuable resource. Part 4 shows how to manage stress and to advance in a career.
Resources for Teaching and Learning Student and Instructor Resources can be accessed by regis- tering or logging in at nursing.pearsonhighered.com.
Acknowledgments The success of previous editions of this book has been due to the expertise of many contributors. Nursing adminis- trators, management professors, and faculty in schools of nursing all made significant contributions to earlier edi- tions. I am enormously grateful to them for sharing their knowledge and experience to help nurses learn leadership and management skills. Without them, this book would not exist.
At Pearson Health Science, Acquisitions Editor Pamela Fuller and Development Editor Susan Geraghty guided this revision from start to finish. Editorial Assistant Cyn- thia Gates was also especially helpful.
Because health care continues to change, reviewers who are using the book in their management practice and in their classes provided invaluable comments and sugges- tions (see list on pages xi–xii).
I am especially grateful to experienced nurse manager and graduate student Rachel Pepper for her expert research assistance, ability to generate real-life examples, and ex- pertise in creating case scenarios to exemplify the experi- ence of nurses in management roles. She lent assistance throughout with ideas and suggestions. This book and Becoming Influential: A Guide for Nurses, 2nd edition, are better for her contributions.
To everyone who has contributed to this fine book over the years, I thank you.
Eleanor J. Sullivan, PhD, RN, FAAN www.EleanorSullivan.com
www.EleanorSullivan.com
ix CONTENTS
Thank You vi Preface vii
PART 1 Understanding Nursing Management and Organizations 1
CHAPTER 1 Introducing Nursing Management 1 Learning Outcomes 1
CHANGES IN HEALTH CARE 2 PAYING FOR HEALTH CARE 2
How America Pays for Health Care 2 Pay for Performance 2
DEMAND FOR QUALITY 2 Quality Initiatives 2 The Leapfrog Group 3 Benchmarking 3 Evidence-Based Practice 3 Magnet® Certification 4
EVOLVING TECHNOLOGY 4 Electronic Health Records 5 Virtual Care 5 Robotics 5 Communication Technology 5
CULTURAL, GENDER, AND GENERATIONAL DIFFERENCES 6 VIOLENCE PREVENTION AND DISASTER PREPAREDNESS 6 CHANGES IN NURSING’S FUTURE 6
Even More Change . . . 7 Challenges Facing Nurses and Managers 7
CHAPTER 2 Designing Organizations 11 Learning Outcomes 11
TRADITIONAL ORGANIZATIONAL THEORIES 12
Classical Theory 12 Humanistic Theory 14 Systems Theory 14 Contingency Theory 14 Chaos Theory 15 Complexity Theory 15
TRADITIONAL ORGANIZATIONAL STRUCTURES 15
Functional Structure 16 Hybrid Structure 16
Matrix Structure 16 Parallel Structure 16
SERVICE-LINE STRUCTURES 17 SHARED GOVERNANCE 17 OWNERSHIP OF HEALTH CARE ORGANIZATIONS 18 HEALTH CARE SETTINGS 19
Primary Care 19 Acute Care Hospitals 20 Home Health Care 20 Long-Term Care 20
COMPLEX HEALTH CARE ARRANGEMENTS 21
Health Care Networks 21 Interorganizational Relationships 21 Diversification 22 Managed Health Care Organizations 23 Accountable Care Organizations 23
REDESIGNING HEALTH CARE 23 STRATEGIC PLANNING 24 ORGANIZATIONAL ENVIRONMENT AND CULTURE 25
CHAPTER 3 Delivering Nursing Care 29 Learning Outcomes 29
TRADITIONAL MODELS OF CARE 30 Functional Nursing 30 Team Nursing 31 Total Patient Care 32 Primary Nursing 33
INTEGRATED MODELS OF CARE 34 Practice Partnerships 34 Case Management 34 Critical Pathways 35 Differentiated Practice 36
EVOLVING MODELS OF CARE 36 Patient-Centered Care 36 Synergy Model of Care 37 Clinical Microsystems 37 Chronic Care Model 37
CHAPTER 4 Leading, Managing, Following 40 Learning Outcomes 40
LEADERS AND MANAGERS 41 LEADERSHIP 41 TRADITIONAL LEADERSHIP THEORIES 42
x CONTENTS
CONTEMPORARY THEORIES 42 Quantum Leadership 42 Transactional Leadership 42 Transformational Leadership 43 Shared Leadership 43 Servant Leadership 44 Emotional Leadership 44
TRADITIONAL MANAGEMENT FUNCTIONS 45
Planning 46 Organizing 46 Directing 47 Controlling 47
NURSE MANAGERS IN PRACTICE 47 Nurse Manager Competencies 47 Staff Nurse 48 First-Level Management 48 Charge Nurse 49 Clinical Nurse Leader 50
FOLLOWERSHIP: AN ESSENTIAL COMPONENT OF LEADERSHIP 51 WHAT MAKES A SUCCESSFUL LEADER? 51
CHAPTER 5 Initiating and Managing Change 55 Learning Outcomes 55
WHY CHANGE? 56 THE NURSE AS CHANGE AGENT 56 CHANGE THEORIES 57 THE CHANGE PROCESS 58
Assessment 58 Planning 60 Implementation 60 Evaluation 61
CHANGE STRATEGIES 61 Power-Coercive Strategies 61 Empirical–Rational Model 62 Normative–Reeducative Strategies 62
RESISTANCE TO CHANGE 62 THE NURSE’S ROLE 64
Initiating Change 64 Implementing Change 65
HANDLING CONSTANT CHANGE 66
CHAPTER 6 Managing and Improving Quality 69 Learning Outcomes 69
QUALITY MANAGEMENT 70 Total Quality Management 70 Continuous Quality Improvement 71 Components of Quality Management 72 Six Sigma 73 Lean Six Sigma 73 DMAIC Method 74
IMPROVING THE QUALITY OF CARE 74 National Initiatives 74 How Cost Affects Quality 75 Evidence-Based Practice 75 Electronic Medical Records 75 Dashboards 76 Nurse Staffing 76 Reducing Medication Errors 76 Peer Review 76
RISK MANAGEMENT 77 Nursing’s Role in Risk Management 77 Incident Reports 78 Examples of Risk 78 Root Cause Analysis 80 Role of the Nurse Manager 80 Creating a Blame-Free Environment 81
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