Expert answer:NRS4580 Ohio University Leadership in Nursing Ohio

  

Solved by verified expert:Please choose and OHIO hospital for this writingThis assessment requires you
to use information from your assigned readings, the literature and
leaders in your organization to answer the following questions. If you
are not currently employed by an organization, gather information from a
nurse leader or quality management colleague. What are the organization’s quality program goals and objectives?What is the organization’s
quality management structure? If there is not a formal structure, who is
responsible for quality management in the organization?How are quality improvement projects selected, managed and monitored? Does nursing staff have any input?State if quality
improvement inservice programs are available for staff in your facility
and describe a brief overview of the content.What quality methodology and quality tools/techniques are utilized? Are they effective? Why or why not? Provide rationale.How are QI activities and processes communicated to staff? Is the communication effective? How could it be improved?How does the organization evaluate QI activities for effectiveness? What is the process when the QI activity is not effective?Provide 2 examples of a QI
initiative that has been effective in your organization. Describe the QI
process that occurred. What was the impact on patient outcomes? Did it
result in a change in practice? Objectives Correlate a model of healthcare performance and quality to your organization.Identify the nurse’s role in measuring, monitoring and improving health care quality and safety.Discuss terms and concepts related to health care quality and safety. Points: 40 Due Date: Sun, June 2 by 11:59 p.m. Eastern Standard Time (EST) of the US. References Minimum
of four (4) total references: two (2) references from required course
materials and two (2) peer-reviewed references. All references must be
no older than five years (unless making a specific point using a seminal
piece of information) Peer-reviewed references include references from professional data bases such as PubMed
or CINHAL applicable to population and practice area, along with
evidence based clinical practice guidelines. Examples of unacceptable
references are Wikipedia, UpToDate, Epocrates, Medscape, WebMD, hospital organizations, insurance recommendations, & secondary clinical databases. Style Unless otherwise specified, all the written assignment must follow APA 6th edition formatting, citations and references. Click here
to download the Microsoft Word APA 6th edition template. Make sure you
cross-reference the APA 6th edition book as well before submitting the
assignment. Number of Pages/Words Unless otherwise specified all papers should have a minimum of 600 words (approximately 2.5 pages) excluding the title and reference pages.References attached -Text book is Chapters 17, 18, and 26-Please make 2/4 references from these required.
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C O N TENTS
PART I
LEADERSHIP
1 Leadership and Management Principles, 1
2 Change and Innovation, 37
3 Organizational Climate and Culture, 55
PART II
PROFESSIONALISM
4 Critical Thinking and Decision-Making
Skills, 65
5 Managing Time and Stress, 83
6 Legal and Ethical Issues, 94
PART III COMMUNICATION
AND RELATIONSHIP
BUILDING
7 Communication Leadership, 111
8 Team Building and Working with Effective
Groups, 128
9 Delegation, 147
10 Power and Conflict, 159
11 Workplace Diversity, 186
PART IV KNOWLEDGE OF
THE HEALTH CARE
ENVIRONMENT
12 Case and Population Health Management, 197
13 Organizational Structure, 226
14 Decentralization and Shared Governance, 246
15 Professional Practice Models, 256
16 Evidence-Based Practice: Strategies for
Nursing Leaders, 274
17 Quality and Safety, 291
18 Measuring and Managing Outcomes, 322
PART V
19
20
21
22
BUSINESS SKILLS
Strategic Management, 330
Confronting the Nursing Shortage, 339
Staffing and Scheduling, 367
Budgeting, Productivity, and Costing
Out Nursing, 387
23 Performance Appraisal, 399
24 Prevention of Workplace Violence, 410
25 All-Hazards Disaster Preparedness, 423
26 Data Management and Clinical
­Informatics, 441
27 Marketing, 455
References, 465
Leadership
Nursing Care
Management
&
Leadership
Nursing Care
Management
&
Fifth Edition
Diane L. Huber, PhD, RN, NEA-BC, FAAN
Professor
College of Nursing and College of Public Health
The University of Iowa
Iowa City, Iowa
3251 Riverport Lane
St. Louis, Missouri 63043
Leadership and Nursing Care Management, Fifth Edition
978-1-4557-4071-0
Copyright © 2014, 2010, 2006, 2000, 1996 by Saunders, an imprint of Elsevier Inc.
No part of this publication may be reproduced or transmitted in any form or by any means, electronic or
mechanical, including photocopying, recording, or any information storage and retrieval system, without
permission in writing from the publisher. Details on how to seek permission, further information about the
Publisher’s permissions policies and our arrangements with organizations such as the Copyright Clearance
Center and the Copyright Licensing Agency, can be found at our website: www.elsevier.com/permissions.
This book and the individual contributions contained in it are protected under copyright by the Publisher
(other than as may be noted herein).
Notices
Knowledge and best practice in this field are constantly changing. As new research and experience broaden
our understanding, changes in research methods, professional practices, or medical treatment may become
necessary.
Practitioners and researchers must always rely on their own experience and knowledge in evaluating and
using any information, methods, compounds, or experiments described herein. In using such information
or methods they should be mindful of their own safety and the safety of others, including parties for whom
they have a professional responsibility.
With respect to any drug or pharmaceutical products identified, readers are advised to check the most
current information provided (i) on procedures featured or (ii) by the manufacturer of each product to be
administered, to verify the recommended dose or formula, the method and duration of administration, and
contraindications. It is the responsibility of practitioners, relying on their own experience and knowledge of
their patients, to make diagnoses, to determine dosages and the best treatment for each individual patient,
and to take all appropriate safety precautions.
To the fullest extent of the law, neither the Publisher nor the authors, contributors, or editors, assume any
liability for any injury and/or damage to persons or property as a matter of products liability, negligence or
otherwise, or from any use or operation of any methods, products, instructions, or ideas contained in the
material herein.
Library of Congress Cataloging-in-Publication Data
Leadership and nursing care management / [edited by] Diane L. Huber. – 5th ed.
   p. ; cm.
Includes bibliographical references and index.
ISBN 978-1-4557-4071-0 (pbk.)
I. Huber, Diane.
[DNLM: 1. Nursing Services–organization & administration. 2. Leadership. 3. Nursing, Supervisory. WY 105]
RT89
362.17’3068–dc23
2013003538
Senior Content Strategist: Yvonne Alexopoulos
Associated Content Development Specialist: Emily Vaughters
Publishing Services Manager: Jeff Patterson
Senior Project Manager: Tracey Schriefer
Designer: Ashley Eberts
Printed in China.
Last digit is the print number: 9
8
7 6
5
4 3
2
1
C ONTR IB UTORS
Jennifer Bellot, PhD, RN,
MHSA, CNE
Associate Professor
Jefferson School of Nursing
Thomas Jefferson University
Philadelphia, Pennsylvania
Sharon Eck Birmingham, DNSc,
MA, BSN, RN
Chief Nursing Executive
Clairvia Operations, Cerner
Adjunct Faculty, University of
North Carolina, Colorado, Yale,
and Iowa Schools of Nursing
Durham, North Carolina
Alice R. Boyington, PhD, RN
Director of Nursing Research
H. Lee Moffitt Cancer Center &
Research Institute
Tampa, Florida
Jane M. Brokel, PhD, RN, FNI
Assistant Professor
College of Nursing
University of Iowa
Member of the Executive Committee and Advisory Council
Iowa e-Health Project
Iowa City, Iowa
Lori Carson, MSN, RN
Nurse Executive Consultant
Frisco, Texas
Sean P. Clarke, PhD, RN, FAAN
Professor and Susan E. French
Chair and Director, McGill
Nursing Collaborative
McGill University, Montreal, QC
Status Faculty
Lawrence S. Bloomberg Faculty of
Nursing, University of Toronto
Robert W. Cooper, PhD
Employers Mutual Distinguished
Professor of Insurance
Drake University
Des Moines, Iowa
Karen S. Cox, PhD, RN, FACHE,
FAAN
Executive Vice President
Co-Chief Operating Officer
Children’s Mercy Hospitals and
Clinics
Kansas City, Missouri
Kathleen B. Cox, PhD
Assistant Professor
University of Virginia School of
Nursing
Charlottesville, Virginia
Laura Cullen, DNP, RN, FAAN
Evidence-Based Practice
­Coordinator
Nursing Research &
­Evidence-Based Practice
Department of Nursing and
­Patient Care Services
University of Iowa Hospitals and
Clinics
Iowa City, Iowa
Cindy J. Dawson, MSN, RN,
CORLN
Director, Clinical Functions
Ambulatory Care Nursing
University of Iowa Hospitals and
Clinics
Iowa City, Iowa
Nancy Dole, RN, BSN, BC
Staff Nurse
Ambulatory Care Nursing
Department of Nursing and
­Patient Care Services
University of Iowa Hospitals and
Clinics
Iowa City, Iowa
Karen Drenkard, PhD, RN,
NEA-BC, FAAN
Executive Director
American Nurses Credentialing
Center
Silver Spring, Maryland
Elizabeth T. Dugan, PhD, RN,
NEA-BC
Chief Nurse Executive and AVP
Patient Care Services
Inova Loudoun Hospital
Leesburg, Virginia
Betsy Frank, PhD, RN, ANEF
Professor Emeritus
College of Nursing, Health, and
Human Services
Indiana State University
Terre Haute, Indiana
Jane M. Fusilero, RN, MSN, MBA,
NEA-BC
Vice President, Patient Care
­Services/Chief Nursing Officer
Moffitt Cancer Center
Tampa, Florida
Maryanne Garon, RN, DNSc
Professor
California State University ­­–
­Fullerton
Fullerton, California
v
vi
CONTRIBUTORS
Gregory O. Ginn, BA, MEd,
MBA, PhD
Associate Professor
University of Nevada, Las Vegas
Las Vegas, Nevada
Caryl Goodyear-Bruch, PhD, RN,
NEA-BC
Director of Professional Resources
& Leadership Development
Children’s Mercy Hospital and
Clinics
Kansas City, Missouri
Kirsten Hanrahan, DNP, ARNP
Nurse Scientist
Nursing Research and EvidenceBased Practice
University of Iowa Hospital and
Clinics
Iowa City, Iowa
L. Jean Henry, PhD
Associate Professor, Community
Health Promotion
Department of Health, Human
Performance, and Recreation
University of Arkansas
Fayetteville, Arkansas
Cheryl Hoying, PhD, RN,
NEA-BC, FACHE, FAAN
Senior Vice President of Patient
Services
Cincinnati Children’s Hospital
Medical Center
Associate Dean
College of Nursing
University of Cincinnati
Adjunct Instructor
Wright State University–Miami
Valley School of Nursing
Cincinnati, Ohio
Lianne Jeffs, PhD, RN
St. Michael’s Hospital Volunteer
Association Chair in Nursing
Research
Scientist, Keenan Research Centre
of the Li Ka Shing Knowledge
Institute
St. Michael’s Hospital ­Scientific
Director, Nursing Health
­Services Research Unit
Assistant Professor, Bloomberg
Faculty of Nursing
University of Toronto
Susan R. Lacey, PhD, RN, MSN
Director, Strategic Collaborations
Director, Nursing Innovation Center
Children’s Mercy Hospitals and
Clinics
Kansas City, Missouri
Jo Manion, PhD, RN, NEA-BC,
FAAN
Owner/Senior ­Consultant
Manion & ­Associates
The Villages, Florida
Raquel M. Meyer, PhD, RN
Manager
Baycrest Centre for Learning,
Research and Innovation in
Long-Term Care
Assistant Professor
Lawrence S. Bloomberg Faculty of
Nursing
University of Toronto
Toronto, Ontario, Canada
Mary Ellen Murray, PhD, RN
Professor
Associate Dean Academic Affairs
University of Wisconsin – M
­ adison
School of Nursing
Madison, Wisconsin
Lynne S. Nemeth, PhD, RN
Associate Professor
College of Nursing
Medical University of South
Carolina
Charleston, South Carolina
Adrienne Olney, MS
Research Associate
Children’s Mercy Hospitals and
Clinics
Kansas City, Missouri
Luc R. Pelletier, MSN, APRN,
PMHCNS-BC, FAAN, CPHQ,
FNAHQ
Administrative Liaison
Sharp Mesa Vista Hospital
Core Adjunct Faculty
National University
San Diego, California
Beth Pickard, BSN
General Manager
Clairvia Operations, Cerner
Durham, North Carolina
Belinda E. Puetz, PhD, RN
Principal
Puetz Consulting Services, Inc.
Pensacola, Florida
Gene S. Rigotti, MSN, BSN, RN,
NEA-BC
Clifton, Virginia
Linda L. Workman, PhD, RN,
NEA-BC
VP Center for Professional
­Excellence
Children’s Hospital Medical
Center
Cincinnati, Ohio
R EV IEW ERS
Stephanie Corder, ND, RN
Associate Professor
Missouri Western State University
St. Joseph, Missouri
Denise Hirst, RN, MSN
Clinical Assistant Professor
School of Nursing
University of North Carolina at Chapel Hill
Chapel Hill, North Carolina
vii
P RE FACE
The time is now for strong leadership and care
­management in nursing. Highlighted by a series of
reports from the prestigious Institute of Medicine
(IOM), most recently The Future of Nursing: Leading
Change, Advancing Health, it is clear that nurses
matter to health care delivery systems. Yet the United
States is in the midst of a continuing and projected
nurse shortage. Strong nurse leaders and administrators are important for clients (and their safety),
for delivery systems (and their viability), and for
payers (and their solvency). Some have called this
the Age of the Nurse, but pressures remain to balance cost and quality considerations in a complex,
chaotic, and turbulent health care environment.
Although society’s need for excellent nursing care
remains the nurse’s constant underlying reason for
existence, nursing is in reality much more than that.
It is the Age of the Nurse precisely because nurses
offer cost-effective expertise in solving problems related to the coordination and delivery of health care
to individuals and populations in society. Nurses are
well prepared to lead clinical change strategies and
to effectively manage the coordination and integration of interdisciplinary teams, population needs,
and systems of care across the continuum. This is
especially important as implementation of the 2010
Patient Protection and Affordable Care Act rolls forward and nurses are needed to address care coordination and integration.
It can be argued that nursing is a unique profession in which the primary focus is caring—giving and
managing the care that clients need. Thus nurses are
both health care providers and health care coordinators; that is, they have both clinical and managerial
role components. Beginning with the first edition of
Leadership & Nursing Care Management, it has been
this text’s philosophy that these two components can
be discussed separately but in fact overlap. Because all
nurses are involved in coordinating client care, leadership and management principles are a part of the
core competencies they need to function in a complex
health care environment.
viii
The turbulent swirl of change in this country’s
health care industry has become a paradigm shift that
has provided both challenges and opportunities for
nursing. Nurses have needed a stronger background in
nursing leadership and client care management to be
prepared for contemporary and future nursing practice. As nurses mature in advanced practice roles and
as the health care delivery system restructures, nurses
will become increasingly pivotal to cost-effective
health care delivery. Leadership and management are
crucial skills and abilities for complex and integrated
community and regional networks that employ and
deploy nurses to provide health care services to clients
and communities.
Today nurses are expected to be able to lead and
manage care across the health care continuum—a
radically different approach to nursing than has been
the norm for hospital staff nursing practice. In all settings, including both nurse-run and interdisciplinary clinics, nursing leadership and management are
complementary skills that add value to solid clinical
care and client-oriented practice. Thus there is an urgent need to advance nurses’ knowledge and skills in
leadership and management. In addition, nurses who
are expected to make and implement day-to-day management decisions need to know how these precepts
can be practically applied to the organization and delivery of nursing care in a way that conserves scarce
resources, reduces costs, and maintains or improves
quality of care.
The primary modality for health care in the United
States has moved away from acute care hospitalization.
As prevention, wellness, and alternative sites for care
delivery become more important, nursing’s already
rich experiential tradition of practice in these settings is emerging. This text reflects this contemporary
trend by blending the hospital and nonhospital perspectives when examining and analyzing nursing care,
leadership, and management. The reader will notice
examples from the wide spectrum of nursing practice
settings in the specific applications of nursing leadership and care management principles.
PREFACE
PURPOSE AND AUDIENCE
The intent of this text is to provide both a broad introduction to the field and a synthesis of the knowledge
base and skills related to both nursing leadership and
nursing management. It is an evidence-based blend of
practice and theory. It breaks new ground by explaining the intersection of nursing care with leading people
and managing organizations and systems. It highlights
the evidence base for care management. It combines
traditional management perspectives and theory with
contemporary health care trends and issues and consistently integrates leadership and management concepts. These concepts are illustrated and made relevant
by practice-based examples.
The impetus for writing this text comes from teaching both undergraduate and graduate students in nursing leadership and management and from perceiving
the need for a comprehensive, practice-based textbook
that blends and integrates leadership and management
into an understandable and applicable whole.
Therefore the main goal of Leadership and Nursing
Care Management is twofold: (1) to clearly differentiate traditional leadership and management perspectives, and (2) to relate them in an integrated way with
contemporary nursing trends and practice applications. This textbook is designed to serve the needs of
nurses and nursing students who seek a foundation in
the principles of coordinating nursing services. It will
serve the need for these principles in relation to client
care, peers, superiors, and subordinates.
ORGANIZATION AND COVERAGE
This fifth edition continues the format first used
with the third edition. The first two editions were
Dr. Huber’s single-authored texts. The edited book
­approach draws together the best thinking of experts
in the field—both nurses and non-nurses—to enrich
and deepen the presentation of core essential knowledge and skills. Beginning with the first edition, a
hallmark of Leadership and Nursing Care Management
has been its depth of coverage, its comprehensiveness, and its strong evidence-based foundation. This
fifth edition continues the emphasis on explaining
theory in an easily understandable way to enhance
comprehension.
The content of this fifth edition has been reorganized and refreshed to integrate leadership and care
ix
management topics with the nurse executive l­eadership
competencies of the 2005 American Organization of
Nurse Executives (AONE) while trimming down the
content through refocusing and synthesis. As the professional organization that speaks for nurse leaders,
managers, and executives, AONE has identified the
evidence-based core competencies in the field, and
the content of this book has been aligned accordingly
to reflect the knowledge underlying quality management of nursing services. This will help the reader develop the crucial skills and knowledge needed for core
competencies.
The organizational framework of this book groups
the 27 chapters into the following five parts:
Part I: Leadership aligns with the AONE competency category of the same name and provides an
orientation to the basic principles of both leadership and management. Part I contains chapters on
Leadership and Management Principles, Change
and Innovation, and Organizational Climate and
Culture.
Part II: Professionalism aligns with the AONE competency category of the same name and addresses the
nurse’s role and career development. The reader is
prompted to examine the role of the nurse leader
and manager. Part II discusses the content areas
of Critical Thinking and Decision-Making Skills,
Managing Time and Stress, and Legal and Ethical
Issues.
Part III: Communication and Relationship Building
aligns with the AONE competency category of the same
name. Part III focuses on Communication Leadership,
Team Building and Working with Effective Groups,
Delegation, Power and Conflict, and Workplace
Diversity. These are essential knowledge and skills areas
for nurse leaders and managers as they work with and
through others in care delivery.
Part IV: Knowledge of the Health Care Environment
covers the AONE competency category of the
same name and features a broad array of chapters. Part IV encompasses Case and Population
Health Management, Organizational Structure,
Decentralization and Shared Governance, Pro­
fessional Practice Models, Evidence-Based Practice:
Strategies for Nursing Leaders, Quality and
Safety, and Measuring and Managing Outcomes.
This ­
discussion highlights the importance of
understanding the health care system and the
x
PREFACE
­rganizational structures within which nursing
o
care delivery must operate. This section includes
information on traditional organizational theory,
professional practice models, and the dynamics of
decentralized and shared governance.
Part V: Business Skills aligns with the AONE competency category on business skills and principles and contains an extensive grouping of
chapters related to Strategic Management; Nursing
Shortage; Recruitment and Retention; Staffing and
Scheduling; Budgeting, Productivity, and Costing
Out Nursing; Performance Appraisal; Prevention
of Workplace Violence; All-Hazards Disaster
Preparedness; Data Management and Informatics;
and Marketing. These chapters discuss the opportunities and challenges for the nurse leader-­manager
when dealing with the health care workforce. The
wide range of human resource responsibilities of
nurse managers is reviewed, and resources for further study are provided. The significant share of
scarce organization budgets consumed by the human resources of an institution makes this area of
management a key challenge that requires intricate
skills in leadership and management. This section
examines some of the important factors that nurse
leader-managers must consider in the nursing and
health care environment. Also in this section are
chapters that build on organizational theory and
demonstrate the importance …
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