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Section I Leadership and Planning |
1. |
Conceptual Base for Leadership and Management |
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Change in the Health Care Delivery System: Implications for Nurse |
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Leadership and Management Theories |
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A historic perspective of leadership theories |
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Modern or current leadership theories and styles |
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A conclusion: Effective leadership |
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Leaders and Managers: A Comparison |
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Who is a nurse leader? |
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Preparation and development of nurse managers |
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Nurse manager competencies |
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Leadership in community health |
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The image of nursing |
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Making a difference: Increasing nurse leaders |
2. |
Change and Decision Making |
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The Five “Rs”: Change and Decision Making in Action Reengineering the health care organization |
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Redesigning the workforce |
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Re-regulating professional practice |
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Rightsizing the workforce |
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Restructuring nursing education |
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The Concept of Change |
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Examples of change theory |
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The process of change |
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A Decision: A Response to Change |
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Decision styles |
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Types of decisions |
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The decision-making process |
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Planning |
3. |
Keys to Working with Others: Collaboration,
Coordination, and Conflict Resolution |
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Collaboration |
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Definitions |
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Barriers to effective collaboration |
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Nurse-physician relationships |
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Skills to achieve effective collaboration |
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Coordination |
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Definitions |
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Barriers to effective coordination |
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Skills to achieve effective coordination |
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Application of coordination |
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Negotiation and Conflict Resolution |
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Definitions |
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Causes of conflict |
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Stages of conflict |
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Prevention conflict |
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Conflict management: Issues and strategies |
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Application of negotiation to conflict resolution |
4. |
Effective Staff Communication and Working Relationships |
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Communication: What is It? |
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Communication systems and lines of communication |
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The communication process |
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Communication component systems: verbal, nonverbal, and miscommunication |
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Assessment of communication effectiveness |
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Communication Methods |
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Written communication |
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Face-to-Face communication |
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Storytelling |
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Information technology and communication |
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Resolving communication problems and improving communication |
Section II Delivery Systems/ Nursing Models |
5. |
Organizational Structure for Effective Care
Delivery |
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Organizational Theories: Emphasis on Structure
and Process |
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Organizational theories |
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Structure and process: Parts of organizational theory |
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Health Care Organizations |
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For-profit and not-for-profit delivery systems |
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Marketing |
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Health care providers |
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Professional nursing practice within nursing care models |
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Total patient care/case method |
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Shared governance |
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Organizational analysis |
6. |
Acute Care Organizations: An Example of a Health Care Organization |
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Development of U.S. Hospitals |
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Acute care organization and governance |
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Classification of hospitals |
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Typical departments found in an acute care |
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Organizations and committees |
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Framework for Effective Care |
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Standards |
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Policies and procedures |
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Changes That Affect Health Care Delivery |
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Emergency services |
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Patient access to services |
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Patient education |
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Expansion into new areas and approaches |
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Use of hospitalists /intensivits |
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Advanced practice nurses, clinical nurse specialists, and
nurse midwives |
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Alternative/complementary therapies |
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Financial issues and managed care: Impact on acute care |
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Continuum of care and acute care |
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Primary care providers |
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Nurses and acute care hospital changes |
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Staffing issues |
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Magnet Nursing Services Recognition Program |
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Research: The pathway to the magnet nursing
services |
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Recognition Program |
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Magnet hospital framework |
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Building magnetism |
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The magnet recognition process |
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Benefits of the program |
7. |
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Teamwork and Motivation |
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Teams in Today’s Health Care Environment |
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Teams and teamwork |
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Types of teams |
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Team-based organizations |
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The team leader |
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Team building: Development of effective teams |
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Effective Teams |
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Stages of team development |
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Motivation |
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Building team power and spirit |
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Barriers to team success |
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Getting the job done |
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The charge nurse and the team |
8. |
Delegation for the Staff Nurse |
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Delegation: What Is It? |
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Benefits of delegation |
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Legal issues related to delegation |
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Critical delegation issues: authority, responsibility, and accountability |
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The delegation and unlicensed assistive personnel |
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The delegation process and the NCSBN guidelines |
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Effective Delegation |
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Assessment of the delegation process |
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Characteristics of effective delegation |
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Barriers to effective delegation |
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Supervision and assignment |
9. |
Tools to Manage and Evaluate Care |
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Clinical Pathways |
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Definition of clinical pathways |
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Evolution of pathways |
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Purpose of pathways |
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Pathway development and implementation process |
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Other Tools Used to Manage Care |
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Practice guidelines |
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Disease management |
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Demand management |
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Standards of care |
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Utilization review/ management |
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Benchmarking |
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Evidence-based practice |
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Health promotion and disease and illness prevention |
Section III Legislation/Regulation/Policy |
10. |
Health Care Policy, Legal Issues, and Ethics in Health Care Delivery |
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Health Care Policy |
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Key health care policy issues |
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The policy-making process |
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The political process |
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Health care policy and nursing |
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Legislation: Impact on health care delivery |
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Legal Issues and Nursing |
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Basic legal terminology |
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Patient privacy: The law expands |
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Ethics: Impact on Decision Making, Planning, and Practice |
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Ethical decision making |
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Professional ethics |
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Making complaints to the board of nursing |
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Managed care organizations and ethics |
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Health care rationing |
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Health care fraud and abuse |
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Organizational ethics |
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Nurses coping with ethical dilemmas |
11. |
Consumers and Nurses |
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The Consumer and Health Care |
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Who is the consumer? |
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Public policy and the health care consumer |
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Examples of current consumer issues |
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Patient satisfaction and quality |
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The nurse as patient advocate |
Section IV Recruitment/Retention |
12. |
Recruitment and Retention: Meeting Staffing Requirements |
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Recruitment |
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Human resources |
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What is recruitment? |
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The employment process |
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Retention: What Is It Important |
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Turnover: costs, reasons, prevention |
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Staff role |
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Orientation: Its role in retention and prevention of reality shock |
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Losing staff |
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Performance Appraisal |
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Performance standards and position descriptions |
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Competency-based performance appraisal |
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Legal and regulatory issues |
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Performance appraisal/evaluation process |
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Problems with employees |
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Staffing: The critical issue today |
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Staffing basics |
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The nursing shortage |
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Strategies to resolve the problems: Some are successful and some are not |
Section V Nursing/ Professional Culture |
13. |
Keys to Professional Success |
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Career Development |
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First job: Early issues |
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Career plan: A Professional Growth Action Plan |
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Getting guidance |
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Licensure |
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Certification |
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Professional organizations: Developing a nursing career |
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Seeking promotion |
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Entrepreneur/intrapreneur |
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Lifelong learning: Nursing professional development |
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Professional issues |
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Time Management to Get the Work Done |
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Making the most of your time |
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Time management implementation and barriers |
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Meetings |
Section VI Economic Value |
14. |
Health Care Financial Issues |
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Health Care Financial Issues: The Macrolevel |
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National health care expenditures |
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Reimbursement for health care delivery services |
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Government health benefit programs |
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Managed care |
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Reimbursement issues: Impact on nurses and nursing care |
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Financial Issues: MicroLevel |
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Financial component of hospitals and other types of health
care Organizations |
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Key financial management terminology |
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The budgeting process: An overview |
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Productivity |
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Cost containment |
Section VII Work Environment |
15. |
Technology and Health Care |
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Importance of Information and Clinical Technology |
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Critical factors |
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Technical skills |
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Information technology: Critical issues |
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Technology: Implications on health care delivery |
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Telehealth |
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Implication for clinical practice |
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Implications for nursing education |
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Implications for nursing administration |
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Implications for patient education |
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Implications for nursing research |
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Technology and managed care |
16. |
Health Care Quality Improvement and Safety |
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The Changing View of Quality |
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Increased interest in quality care |
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Definition of quality |
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Critical quality elements |
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Critical health care safety issues |
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Quality, Safe Care: Measurement and Improvement |
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The accreditation process |
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Methods used in establishing quality, safe care |
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Evidence-based practice |
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Quality report cards |
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An example of professional perspectives on the quality of care |
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The future direction: Nursing quality issues |
Section VII Diversity |
17. |
Pulling It All Together: The Culture of the Organization |
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Culture and Climate: Building Cultural Competency |
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Definition of organizational culture and climate |
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Consonant and dissonant cultures |
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An effective, creative, and productive workplace |
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Legal issues |
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The staff and their culture |
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Cultural Perceptions of Health and Illness: Need for a Caring, Healing Environment |
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A diverse patient population |
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What is the healing environment |
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Safety: A component of organizational culture |
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The physical environment as part of the healing environment |
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Facilitating diversity and cultural diversity within health care organizations |