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Test Bank for Leadership and Management in Nursing, 4th Edition: Mary Ellen Grohar-Murray

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Test Bank for Leadership and Management in Nursing, 4th Edition: Mary Ellen Grohar-Murray

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Product Details:

  • ISBN-10 ‏ : ‎ 0135138671
  • ISBN-13 ‏ : ‎ 978-0135138670
  • Author: Mary Ellen Grohar-Murray

Completely updated in a new edition, this book utilizes widely accepted models of leadership, and recognizes time-related changes that have occurred in health care delivery and how nursing is practiced. With a heavy emphasis on the workplace, it covers legal and ethical issues, as well as improving human relationship skills. Additional topics include:

  • The new health care system,
  • Leadership theory, the interactive processes of leadership, and ethics
  • An overview of organization and management
  • Managers’ responsibilities
  • An introduction to the management of resources.

This is an esential resource for any staff nurse!

 

Table of Content:

  1. Unit 1 Leadership
  2. Chapter 1 The Health Care System: Environment for Nursing Leadership
  3. Learning Objectives
  4. Introduction
  5. Key Concepts
  6. The Rising Cost of Health Care
  7. Managed Care
  8. Background
  9. Managed Care Characteristics
  10. Quality Is Monitored and Evaluated
  11. Utilization Management and Data Support Care Decisions
  12. Primary Care Is of Central Importance
  13. Interdisciplinary Care and Interdependence Are Necessary Components of Health Care Delivery
  14. Contracts Are Used to Detail Finances and Delivery of Services
  15. Managed Care Models
  16. The Nursing Shortage
  17. Solutions
  18. Health Care Priorities
  19. Forecast for Health Care
  20. Nursing Leadership’s Heritage
  21. Challenges to Nursing
  22. Leadership Framework
  23. Differentiating Leadership and Management
  24. Case Studies
  25. Summary
  26. Putting It All Together
  27. Learner Exercises
  28. References
  29. Chapter 2 Leadership Theory
  30. Learning Objectives
  31. Introduction
  32. Key Concepts
  33. Definition of Leadership
  34. Leadership Theory
  35. Behavioral School of Leadership
  36. Situational Theory
  37. Contingency Model
  38. Situational Leadership® Model
  39. A New Concept of Leadership
  40. Transformational Leadership
  41. Connective Leadership
  42. Process Model of Leadership
  43. Stage One: Analysis and Problem Identification
  44. Stage Two: Determination of Action
  45. Stage Three: Evaluation of Action
  46. Conclusions on the Use of Process
  47. Case Studies
  48. Summary
  49. Putting It All Together
  50. Learner Exercises
  51. References
  52. Appendices
  53. Chapter 3 Interactive Processes of Leadership: Communication and the Group Process
  54. Learning Objectives
  55. Introduction
  56. Key Concepts
  57. Communication
  58. The Message
  59. Communication Process
  60. Ten Basics for Good Communication
  61. Blocks to Communication
  62. Culture and Gender
  63. Communication with the Health Team
  64. Preventing Communication Breakdown
  65. Communication with Difficult People
  66. Communication Networks
  67. Team Building
  68. Group Dynamics
  69. Characteristics of a Group
  70. Group Processes
  71. Leader’s Impact on a Group
  72. Insight
  73. The Group Approach
  74. Understanding
  75. Diagnose a Sick Group
  76. Flexibility
  77. Evaluation of Group Effectiveness
  78. Case Studies
  79. Summary
  80. Putting It All Together
  81. Learner Exercises
  82. Web Sites About Cultural Diversity
  83. References
  84. Appendix
  85. Chapter 4 Decision Making and Conflict Management
  86. Learning Objectives
  87. Introduction
  88. Key Concepts
  89. Decision Making
  90. Analysis
  91. Prediction of Outcomes
  92. Challenge to Nursing
  93. Impact of Decisions
  94. Systems of Decision Making
  95. The Decision-Making Process
  96. Identify Participants
  97. Gather Pertinent Facts
  98. Generate Alternatives
  99. Predict Outcomes
  100. Plan for Managing Consequences
  101. Select Best Alternative
  102. Management of Conflict
  103. Nature of Conflict
  104. The Basis of Conflict
  105. Examples of Common Conflicts in Nursing
  106. Approaches to Managing Conflict
  107. Process Model of Conflict Management
  108. Case Studies
  109. Summary
  110. Putting It All Together
  111. Learner Exercises
  112. References
  113. Chapter 5 The Ethical Responsibility of the Nurse Leader
  114. Learning Objectives
  115. Introduction
  116. Key Concepts
  117. Ethics
  118. Challenges to Ethical Decision Making
  119. Strategies for Enhancing Ethical Decision Making in Nursing Practice
  120. The Role of Institutional Ethics Committees
  121. The Employer–Employee Relationship
  122. Relationships with Other Health Care Professionals
  123. The Nurse–Patient Relationship
  124. Case Study
  125. Summary
  126. Learner Exercises
  127. References
  128. Suggested Readings
  129. Appendix
  130. Unit 2 An Overview of Organizations and Management
  131. Chapter 6 Organization and Management Theory
  132. Learning Objectives
  133. Introduction
  134. Key Concepts
  135. Overview: Organizational Dynamics
  136. Classical Theory
  137. Scientific Management
  138. Administrative Management
  139. The Bureaucratic Model
  140. Contribution of Classical Theory
  141. Modern Theory
  142. Behavioral Science
  143. General Systems/Social Systems Theory
  144. Modern Systems Theory Models
  145. Interactional Phenomena
  146. Organizational Concepts
  147. Organizational Chart
  148. Organization Structure
  149. Contingency Structure
  150. Integrated Health Care System
  151. Organizational Model
  152. Organization and Management Link
  153. Properties of an Organization
  154. Process-Based Organization Design
  155. Notes from a Guru of Management Theory
  156. Case Studies
  157. Summary
  158. Putting It All Together
  159. Learner Exercises
  160. References
  161. Chapter 7 Overview of Nursing Management
  162. Learning Objectives
  163. Introduction
  164. Key Concepts
  165. Management Process
  166. Levels of Management
  167. Management Science
  168. Management in Nursing
  169. Evolution of Nursing’s Management Role
  170. Objectives of Nursing Management
  171. Management Functions
  172. Planning
  173. Organizing
  174. Staffing
  175. Directing
  176. Coordinating
  177. Controlling
  178. Standards
  179. Policies
  180. Systems of Nursing Care Delivery
  181. Case Method
  182. Functional Method
  183. Team Nursing
  184. Restructuring Nursing Care Delivery Models
  185. Job Design
  186. System Redesign
  187. Transition to Manager
  188. Management Assessment Guide
  189. Case Study
  190. Summary
  191. Putting It All Together
  192. Learner Exercises
  193. References
  194. Chapter 8 Delegation: The Manager’s Tool
  195. Learning Objectives
  196. Introduction
  197. Key Concepts
  198. Delegation
  199. Assignment of Work
  200. Scope of Practice
  201. Liability
  202. Scalar Chain
  203. Decentralization
  204. The Purpose of Delegation
  205. The Process of Delegation
  206. Guidelines for Effective Delegation
  207. Principles of Delegation
  208. Barriers to Delegation
  209. Case Studies
  210. Summary
  211. Putting It All Together
  212. Learner Exercises
  213. References
  214. Unit 3 Special Responsibilities of the Manager
  215. Chapter 9 Maintaining Standards
  216. Learning Objectives
  217. Introduction
  218. Key Concepts
  219. The Climate for Nursing Practice
  220. Professional Basis for Quality Assurance
  221. Practice Framework
  222. Legal Basis of Nursing
  223. Ethical and Societal Concerns
  224. Governmental Regulations
  225. Risk Management
  226. Model of Risk Management
  227. Impact on Nursing Management
  228. Case Study
  229. Summary
  230. Putting It All Together
  231. Learner Exercises
  232. References
  233. Chapter 10 Motivation in the Work Setting
  234. Learning Objectives
  235. Introduction
  236. Key Concepts
  237. Definitions and Sources of Motivation
  238. Theories of Motivation
  239. Needs Theorists
  240. Personality Type and Motivation
  241. Motivation as Rational Decision Making
  242. Organizational Climate and Motivation
  243. Micromotivation and Macromotivation
  244. Incentives
  245. Motivational Problems
  246. A Situational Approach
  247. Issues Central to Nursing
  248. Case Studies
  249. Summary
  250. Putting It All Together
  251. Learner Exercises
  252. References
  253. Chapter 11 Monitoring and Improving Performance
  254. Learning Objectives
  255. Introduction
  256. Key Concepts
  257. The Performance Appraisal System
  258. Design of a Performance Appraisal System
  259. Career Planning
  260. Criteria for Nursing Standards
  261. Active Participation in Performance Appraisal
  262. Essential Elements
  263. Philosophy, Mission, and Objectives
  264. Well-Defined Purpose
  265. Evaluation Tools That Produce Desired Information
  266. Performance Appraisal Process
  267. Planning for the Interview
  268. Participating in the Evaluation Interview
  269. Using Evaluation Results
  270. Rewards
  271. Obstacles to Performance Improvement
  272. Case Studies
  273. Summary
  274. Putting It All Together
  275. Learner Exercises
  276. References
  277. Chapter 12 Legal Issues in the Workplace
  278. Learning Objectives
  279. Introduction
  280. Key Concepts
  281. Patient Safety and Quality Care Act of 2007
  282. The Fair Labor Standard Act
  283. Equal Employment Opportunity (EEO) Laws
  284. Title VII of the Civil Rights Act of 1964 (Amended in 1972)
  285. Civil Rights Act of 1991
  286. Civil Rights Act, Amended 1993
  287. Age Discrimination in Employment Act
  288. Pregnancy Discrimination Act
  289. Americans with Disabilities Act (ADA)
  290. Immigration Reform and Control Act
  291. Consolidated Omnibus Budget Reconciliation Act (COBRA)
  292. Occupational Safety and Health Act (OSHA)
  293. Sexual Harassment: A Special Case of Discrimination
  294. Hiring and Interviewing
  295. Family and Medical Leave Act (FMLA) of 1993
  296. Labor-Management Laws
  297. Unions and Collective Bargaining
  298. Strikes
  299. Case Studies
  300. Summary
  301. Putting It All Together
  302. Learner Exercises
  303. References
  304. Chapter 13 Managing Change
  305. Learning Objectives
  306. Introduction
  307. Key Concepts
  308. A Theoretical Perspective
  309. Expanded Conceptual Framework
  310. Change and Stress
  311. Expanded Rate and Scope of Change
  312. Change Strategies
  313. Planned Change Theory
  314. Basis of Change in Nursing
  315. External Forces
  316. Internal Forces
  317. The Change Process
  318. Problem Identification
  319. Gaining Support for Change
  320. How Changes Are Made
  321. Planned Change
  322. Radical Intervention
  323. Change Through Nonintervention
  324. An Example of Differing Adaptations to Change
  325. Stages of Change
  326. Unfreezing
  327. Moving
  328. Refreezing
  329. Change Agents
  330. Characteristics of Change Agents
  331. Responsibilities of Change Agents
  332. Strategies for Change Agents
  333. Response to Change
  334. Resistance to Change
  335. Evaluating Change
  336. Case Studies
  337. Summary
  338. Putting It All Together
  339. Learner Exercises
  340. References
  341. Unit 4 Managing Resources
  342. Chapter 14 Managing Resources: The Staff
  343. Learning Objectives
  344. Introduction
  345. Key Concepts
  346. Staffing
  347. Process and Staffing Plan
  348. Workload Measures: Productivity Index
  349. Staffing Methodologies
  350. Scheduling Patterns
  351. Management’s Role: Planning the Staffing Program
  352. Economic and Regulatory Issues
  353. Case Studies
  354. Summary
  355. Putting It All Together
  356. Learner Exercises
  357. References
  358. Chapter 15 Managing Resources: Time
  359. Learning Objectives
  360. Introduction
  361. Key Concepts
  362. Time Management
  363. Principles of Time Management
  364. Communicating
  365. Planning
  366. Delegating
  367. Prioritizing Goals
  368. Time-Management Strategies
  369. Time Analysis
  370. Daily Planning
  371. Crisis Control
  372. Problem Analysis
  373. Task Analysis
  374. Time Control
  375. Barriers to Effective Time Management
  376. Habit
  377. Work Expansion
  378. Excessive Supervision
  379. Underdelegation
  380. Technology Invasion
  381. Losing Sight of Objectives
  382. Case Studies
  383. Summary
  384. Putting It All Together
  385. Learner Exercises
  386. Suggested Readings
  387. References
  388. Chapter 16 Managing Resources: The Budget
  389. Learning Objectives
  390. Introduction
  391. Key Concepts
  392. Managing Financial Resources
  393. Financial Structure
  394. The Budgeting Process
  395. Assessing the Environment
  396. Goals and Financial Projections
  397. Related Budgeting Concepts
  398. Accounting
  399. Cost Accounting
  400. Double-Entry Accounting
  401. Long-Range Financial Plans
  402. Types of Budgets
  403. Preparation of the Budget
  404. Step One: Review Past Performance
  405. Step Two: Review the Organization’s Goals and Projections
  406. Step Three: Review the Variance
  407. Step Four: Actual Preparation of the Budget
  408. Specific Responsibilities of the Nurse Manager
  409. Monitoring the Budget
  410. Case Studies
  411. Summary
  412. Putting It All Together
  413. Learner Exercises
  414. Suggested Readings
  415. References
  416. Chapter 17 Informatics in Nursing
  417. Learning Objectives
  418. Introduction
  419. Key Concepts
  420. Definition of Informatics
  421. Computers
  422. Components of Computers: Hardware and Software
  423. Nursing Informatics
  424. Significance of Nursing Informatics
  425. Nursing Informatics: Special Applications
  426. The Health Care Record
  427. Computerized Patient Record
  428. Informatics Systems
  429. Challenge of Nursing Informatics
  430. Ethical Considerations
  431. The Internet: A Resource for Nursing
  432. Future Directions
  433. Case Studies
  434. Summary
  435. Putting It All Together
  436. Learner Exercises
  437. References
  438. Index
  439. A
  440. B
  441. C
  442. D
  443. E
  444. F
  445. G
  446. H
  447. I
  448. J
  449. K
  450. L
  451. M
  452. N
  453. O
  454. P
  455. Q
  456. R
  457. S
  458. T
  459. U
  460. V
  461. W
  462. X
  463. Y
  464. Z

 

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