Contents UNIT The Critical Triad: Decision Making, Management, and Leadership 1 1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for Successful Leadership and Management 2 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning 3 Vicarious Learning to Increase Problem-Solving and Decision-Making Skills 4 Theoretical Approaches to Problem Solving and Decision Making 7 Critical Elements in Problem Solving and Decision Making 11 Individual Variations in Decision Making 15 Overcoming Individual Vulnerability in Decision Making 18 Decision Making in Organizations 19 Decision-Making Tools 20 Pitfalls in Using Decision-Making Tools 24 Summary 24 Key Concepts 25 Additional Learning Exercises and Applications 25 2 Classical Views of Leadership and Management 32 Managers 33 Leaders 34 Historical Development of Management Theory 35 Historical Development of Leadership Theory (1900 to Present) 39 Interactional Leadership Theories (1970 to Present) 42 Integrating Leadership and Management 47 Key Concepts 48 Additional Learning Exercises 49 3 Twenty-First-Century Thinking about Leadership and Management 53 New Thinking about Leadership and Management 54 Transition from Industrial Age Leadership to Relationship Age Leadership 63 Leadership and Management for Nursing's Future 65 Key Concepts 66 Additional Learning Exercises and Applications 66 xv
8
Embed
-.,r;~ I - --==:-a..:::J. · 2019-03-08 · Integrating Leadership Roles and Management Functions in ... UNIT III ~ Ethics, Law, Roles and Functions in Planning 137. 7 Strategic and
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
........ .-, -.,r;~ - • . .... _ I
-... --==:-a..:::J._
. :ii nagement Influence 01 medical stall relationships: and
'..JIB delivery models and work .=', andlllg 01 governance Contents
~:~ ~".Ion to patient safety :. les and knowiedge or nsk
UNIT tt; use systems thlllking The Critical Triad: Decision Making, Management, and Leadership 1
1 Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning: Requisites for Successful Leadership and Management 2
" jElice-based clinical and Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning 3-,cilsmbership In profeSSional Vicarious Learning to Increase Problem-Solving and Decision-Making Skills 4
Theoretical Approaches to Problem Solving and Decision Making 7
_ . :nG development strategic Critical Elements in Problem Solving and Decision Making 11
Individual Variations in Decision Making 15
Overcoming Individual Vulnerability in Decision Making 18
Historical Perspective of Unionization in America 517
Union Representation of Nurses 518
American Nurses Association and Collective Bargaining 519
Employee Motivation to Join or Reject Unions 520
Averting the Union 522
Labor Relations Act 523
Union- Organizing Strategies 524
Managers' Role During Union-Organizing 525
Steps to Establish a Union 526
::- Of
Employment Legislation 528 SCIO, ore Ci~
State Health Facilities Licensing Boards 535
Integrating Leadership Skills and Management Functions When Working with Transfe'f1r~ -: Collective Bargaining, Unionization and Employment Laws 536 Grievance ,=-=
Key Concepts 536 Disciplining -r
Additional Learning Exercises and Applications 537
CONTENTS xxiii
-_
UNIT VII Roles and Functions in Controlling 541
23 Quality Control 542
Defining Quality Health Care 545
Integrating Leadership Roles and Management Functions with Quality Control 565
Quality Control as a Process 546
The Development of Standards 548
Audits as a Quality Control Tool 551
Standardized Nursing Languages 553
Quality Improvement Models 554
Who Should Be Involved in Quality Control? 556
Quality Measurement as an Organizational Mandate 556
Centers for Medicare and Medicaid Services 559
Medical Errors: An Ongoing Threat to Quality of Care 562
Key Concepts 566
Additional Learning Exercises and Applications 568
24 Performance AppraIsal 573
Using the Performance Appraisal to Motivate Employees 575
Using Leadership Skills and Management Functions in Conducting Performance Appraisals 591
Strategies to Ensure Accuracy and Fairness in the Performance Appraisal 576
Performance Appraisal Tools 579
Planning the Appraisal Interview 587
Overcoming Appraisal Interview Difficulties 587
Performance Management 590
Coaching: A Mechanism for Informal Performance Appraisal 590
Becoming an Effective Coach 591
Key Concepts 591
Additional Learning Exercises and Applications 592
25 Problem Employees: Rule Breakers, Marginal Employees, and the Chemically or Psychologically Impaired 596
Constructive Versus Destructive Discipline 599
Self-Discipline and Group Norms 600
Fair and Effective Rules 600
Discipline as a Progressive Process 601
Disciplinary Strategies for the Nurse-Manager 604 - '/orking with Transferring the Problem Employee 609
:- _6 Grievance Procedures 610
Disciplining the Unionized Employee 611
xxiv CONTENTS
The Marginal Employee 612
The Chemically Impaired Employee 614
Recognizing the Chemically Impaired Employee 615
Integrating Leadership Roles and Management Functions through Dealing with Problem Employees 622
Key Concepts 623
Additional Learning Exercises and Applications 623