Table of Contents Unit I: The Critical Triad: Decision Making, Management, and Leadership 1 Decision Making, Problem Solving, Critical Thinking, and
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[Show More] Clinical Reasoning: Requisites for Successful Le ad ership and Management Introduction Decision Making, Problem Solving, Critical Thinking, and Clinical Reasoning Vicarious Learning to Increase Problem-Solving and Decision-Making Skills Case Studies, Simulation, and Problem-Based Learning The Marquis-Huston Critical Thinking Teaching Model Theoretical Approaches to Problem Solving and Decision Making Traditional Problem-Solving Process Managerial Decision-Making Models The Nursing Process Integrated Ethical Problem-Solving Model Intuitive Decision-Making Models Critical Elements in Problem Solving and Decision Making Define Objectives Clearly Gather Data Carefully Take the Time Necessary Use an Evidence-Based Approach Generate Numerous Alternatives Think Logically Choose and Act Decisively Individual Variations in Decision Making Gender Values Life Experience Individual Preference Brain Hemisphere Dominance and Thinking Styles Overcoming Individual Vulnerability in Decision Making Values Life Experience Individual Preference Individual Ways of Thinking Decision Making in Organizations Effect of Organizational Power Rational and Administrative Decision Making Decision-Making Tools Decision Grids Payoff Tables Decision Trees Consequence Tables Logic Models Program Evaluation and Review Technique Pitfalls in Using Decision-Making Tools Integrating Leadership Roles and Management Functions in Decision Making Key Concepts Additional Learning Exercises and Applications 2 Classical Views of Leadership and Management Introduction Managers Leaders Historical Development of Management Theory Scientific Management (1900 to 1930) Management Functions Identified Human Relations Management (1930 to 1970) Historical Development of Leadership Theory (1900 to Present) The Great Man Theory/Trait Theories (1900 to 1940) Behavioral Theories (1940 to 1980) Situational and Contingency Leadership Theories (1950 to 1980) Interactional Leadership Theories (1970 to Present) Transactional and Transformational Leadership Full-Range Leadership Model/Theory Leadership Competencies Integrating Leadership Roles and Management Functions Key Concepts Additional Learning Exercises and Applications 3 Twenty-First-Century Thinking About Leadership and Management Introduction New Thinking About Leadership and Management Strengths-Based Leadership and the Positive Psychology Movement Level 5 Leadership Servant Leadership Principal Agent Theory Human and Social Capital Theory Emotional Intelligence Authentic Leadership Thought Leadership and Rebel Leadership Agile Leadership Reflective Thinking and Practice Quantum Leadership Transition From Industrial Age Leadership to Relationship Age Leadership Integrating Leadership Roles and Management Functions in the 21st Century Key Concepts Additional Learning Exercises and Applications Unit II: Foundation for Effective Leadership and Management: Ethics, Law, and Advocacy 4 Ethical Issues Introduction Moral Issues Faced by Nurses Ethical Frameworks for Decision Making Principles of Ethical Reasoning Autonomy (Self-Determination) Beneficence (Doing Good) Paternalism Utility Justice (Treating People Fairly) Veracity (Truth Telling) Fidelity (Keeping Promises) Confidentiality (Respecting Privileged Information) Codes of Ethics and Professional Standards Ethical Problem Solving and Decision Making The Traditional Problem-Solving Process The Nursing Process The Moral Decision-Making Model Working Toward Ethical Behavior as the Norm Separate Legal and Ethical Issues Collaborate Through Interprofessional Ethics Committees Use Institutional Review Boards Appropriately Foster an Ethical Work Environment Integrating Leadership Roles and Management Functions in Ethics Key Concepts Additional Learning Exercises and Applications 5 Legal and Legislative Issues Introduction Sources of Law Types of Laws and Courts Legal Doctrines and the Practice of Nursing Professional Negligence (Malpractice) Elements of Malpractice Being Sued for Malpractice Avoiding Malpractice Claims Extending the Liability Incident Reports and Adverse Event Forms Intentional Torts Other Legal Responsibilities of the Manager Informed Consent Informed Consent for Clinical Research Medical Records The Patient Self-Determination Act Good Samaritan Laws Health Insurance Portability and Accountability Act of 1996 Legal Considerations of Managing a Diverse Workforce Professional Versus Institutional Licensure Integrating Leadership Roles and Management Functions in Legal and Legislative Issues Key Concepts Additional Learning Exercises and Applications 6 Patient, Subordinate, Workplace, and Professional Advocacy Introduction Becoming an Advocate Patient Advocacy Patient and Family Engagement Person- and Family-Centered Care Patient Rights The Right to Die Movement and Physician-Assisted Suicide Subordinate and Workplace Advocacy Whistleblowing as Advocacy Professional Advocacy Nursing’s Advocacy Role in Legislation and Public Policy Nursing and the Media Integrating Leadership Roles and Management Functions in Advocacy Key Concepts Additional Learning Exercises and Applications Unit III: Roles and Functions in Planning 7 Organizational Planning Introduction Visioning: Looking to the Future Proactive Planning Forecasting Strategic Planning at the Organizational Level SWOT Analysis Balanced Scorecard Strategic Planning as a Management Process Who Should Be Involved in Strategic Planning? Organizational Planning: The Planning Hierarchy Vision and Mission Statements Organizational Philosophy Societal Philosophies and Values Related to Health Care Individual Philosophies and Values Goals and Objectives Policies and Procedures Rules Overcoming Barriers to Planning Integrating Leadership Roles and Management Functions in Planning Key Concepts Additional Learning Exercises and Applications 8 Planned Change Introduction Lewin’s Change Theory of Unfreezing, Movement, and Refreezing Unfreezing Movement Refreezing Lewin’s Change Theory of Driving and Restraining Forces A Contemporary Adaptation of Lewin’s Model Classic Change Strategies Resistance: The Expected Response to Change Planned Change as a Collaborative Process The Leader-Manager as a Role Model During Planned Change Organizational Change Associated With Nonlinear Dynamics Complexity and Complex Adaptive Systems Change Theory Chaos Theory Organizational Aging: Change as a Means of Renewal Integrating Leadership Roles and Management Functions in Planned Change Key Concepts Additional Learning Exercises and Applications 9 Time Management Introduction Three Basic Steps to Time Management Taking Time to Plan and Establishing Priorities The Time-Efficient Work Environment Priority Setting and Procrastination Making Lists Reprioritizing Dealing With Interruptions Time Wasters Personal Time Management Using a Time Inventory Integrating Leadership Roles and Management Functions in Time Management Key Concepts Additional Learning Exercises and Applications 10 Fiscal Planning and Health-Care Reimbursement Introduction Balancing Cost and Quality Responsibility Accounting Budget Basics Steps in the Budgetary Process Types of Budgets The Personnel Budget The Operating Budget The Capital Budget Budgeting Methods Incremental Budgeting Zero-Based Budgeting Flexible Budgeting Performance Budgeting Critical Pathways and Variance Analysis Health-Care Reimbursement Medicare and Medicaid The Prospective Payment System Managed Care Types of Managed Care Organizations Medicare and Medicaid Managed Care Proponents and Critics of Managed Care Speak Up The Future of Managed Care Health-Care Reform Efforts: The Patient Protection and Affordable Care Act. What Comes Next? Bundled Payments Accountable Care Organizations Hospital Value-Based Purchasing The Patient-Centered Medical Home Health Insurance Marketplaces Outcomes of the Affordable Care Act Integrating Leadership Roles and Management Functions in Fiscal Planning Key Concepts Additional Learning Exercises and Applications 11 Career Planning and Development in Nursing Introduction Career Stages Justifications for Career Development Individual Responsibility for Career Development The Organization’s Role in Employee Career Development Career Coaching Management Development Promotion: A Career Management Tool Continued Competency as Part of Career Development Mandatory Continuing Education to Promote Continued Competence Professional Specialty Certification Reflective Practice and the Professional Portfolio Career Planning and the New Graduate Nurse Transition-to-Practice Programs/Residencies for New Graduate Nurses Resumé Preparation Resumé Format Integrating Leadership Roles and Management Functions in Career Planning and Development Key Concepts Additional Learning Exercises and Applications Unit IV: Roles and Functions in Organizing 12 [Show Less]