Discussion: organizational structure supports and shared governance

Discussion: organizational structure supports and shared governance ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Discussion: organizational structure supports and shared governance You are the supervisor of a surgical services department in a nonunion hospital. The staff on your unit have become increasingly frustrated with hospital policies regarding staffing ratios, on-call pay, and verbal medical orders but feel that they have limited opportunities for providing feedback to change the current system. You would like to explore the possibility of moving toward a shared governance model of decision making to resolve the issue and others like it but are not quite sure where to start. Discussion: organizational structure supports and shared governance Instructions: Review Learning Exercise 12.6 – Problem Solving: Working Toward Shared Governance (located in Chapter 12 of the textbook) Answer the following questions: Who do I need to involve in the discussion and at what point? How might I determine if the overarching organizational structure supports shared governance? How would I determine if external stakeholders would be impacted? How would I determine if organizational culture and subculture would support a shared governance model? What types of nursing councils might be created to provide a framework for operation? Who would be the members on these nursing councils? What support mechanisms would need to be in place to ensure success of this project? What would be my role as a supervisor in identifying and resolving employee concerns in a shared governance model? Your paper should be: Typed according to APA style for margins, formatting and spacing standards leadership_pdf.pdf Senior Acquisitions Editor: Christina C. Burns Director of Product Development: Jennifer K. Forestieri Senior Development Editor: Roxanne Halpine Ward Editorial Assistant: Hilari Bowman Production Project Manager: Marian Bellus Design Coordinator: Steven Druding Illustration Coordinator: Jennifer Clements Manufacturing Coordinator: Karin Duffield Prepress Vendor: Absolute Service, Inc. 9th edition Copyright © 2017 Wolters Kluwer.. Copyright © 2015 and 2012 by Wolters Kluwer Health | Lippincott Williams & Wilkins. Copyright © 2009, 2006, 2003, and 2000 by Lippincott Williams & Wilkins. Copyright © 1996 by Lippincott-Raven Publishers. Copyright © 1992 by J. B. Lippincott Company. All rights reserved. This book is protected by copyright. No part of this book may be reproduced or transmitted in any form or by any means, including as photocopies or scanned-in or other electronic copies, or utilized by any information storage and retrieval system without written permission from the copyright owner, except for brief quotations embodied in critical articles and reviews. Materials appearing in this book prepared by individuals as part of their offi cial duties as U.S. government employees are not covered by the abovementioned copyright. To request permission, please contact Lippincott Williams & Wilkins at Two Commerce Square, 2001 Market Street, Philadelphia, PA 19103, via e-mail at [email protected], or via our website at lww.com (products and services). 987654321 Printed in China Library of Congress Cataloging-in-Publication Data Names: Marquis, Bessie L., author. | Huston, Carol Jorgensen, author. Title: Leadership roles and management functions in nursing : theory and application / Bessie L. Marquis, Carol J. Huston. Description: Ninth edition. | Philadelphia : Wolters Kluwer Health, [2017] | Includes bibliographical references and index. Identifi ers: LCCN 2016046163 | ISBN 9781496349798 Subjects: | MESH: Nursing, Supervisory | Leadership | Nurse Administrators | Nursing—organization & administration Classifi cation: LCC RT89 | NLM WY 105 | DDC 362.17/3068—dc23 LC record available at https://lccn.loc.gov/2016046163 Care has been taken to confirm the accuracy of the information presented and to describe generally accepted practices. However, the author(s), editors, and publisher are not responsible for errors or omissions or for any consequences from application of the information in this book and make no warranty, expressed or implied, with respect to the currency, completeness, or accuracy of the contents of the publication. Application of this information in a particular situation remains the professional responsibility of the practitioner; the clinical treatments described and recommended may not be considered absolute and universal recommendations. Discussion: organizational structure supports and shared governance The author(s), editors, and publisher have exerted every effort to ensure that drug selection and dosage set forth in this text are in accordance with the current recommendations and practice at the time of publication. However, in view of ongoing research, changes in government regulations, and the constant flow of information relating to drug therapy and drug reactions, the reader is urged to check the package insert for each drug for any change in indications and dosage and for added warnings and precautions. This is particularly important when the recommended agent is a new or infrequently employed drug. Some drugs and medical devices presented in this publication have Food and Drug Administration (FDA) clearance for limited use in restricted research settings. It is the responsibility of the health-care provider to ascertain the FDA status of each drug or device planned for use in his or her clinical practice. LWW.com I dedicate this book to the two most important partnerships in my life: my husband, Don Marquis, and my colleague, Carol Huston. Bessie L. Marquis I dedicate this book to my husband Tom, who has stood by my side for almost 45 years. I love you. Carol Jorgensen Huston REVIEWERS Carol Amann, PhD, RN-BC, FNGNA Nursing Instructor Villa Maria School of Nursing Gannon University Erie, Pennsylvania Andrea Archer, EdD, ARNP Undergraduate Nursing Department Florida International University Miami, Florida Cynthia Banks, PhD Program Director, RN to BSN Department of Nursing Sentara College of Health Sciences Chesapeake, Virginia Dana Botz, MSN Faculty, Department of Nursing North Hennepin Community College Brooklyn Park, Minnesota Sharon Bradley, DNP Clinical Assistant Professor Director of Student Success College of Nursing University of Florida Gainesville, Florida Carolyn Brose, EdD, MSN Associate Professor MSN Program Director Missouri Western State University St. Joseph, Missouri Beryl Broughton, MSN, CRNP, CS, CNE Nursing Instructor, Nursing Education Aria Health School of Nursing Trevose, Pennsylvania Suzette Cardin, PhD Adjunct Associate Professor School of Nursing University of California, Los Angeles Los Angeles, California Fran Cherkis, DHSc Associate Professor Department of Nursing Farmingdale State College Farmingdale, New York Alice Colwell, MSN Assistant Professor Department of Nursing Kent State University Trumbull Campus Warren, Ohio Laura Crouch, EdD, MSN Associate Clinical Professor School of Nursing Northern Arizona University Flagstaff, Arizona Karen Davis, DNP Assistant Professor College of Nursing University of Arkansas for Medical Sciences Little Rock, Arkansas Karen Estridge, DNP, RN Assistant Professor Department of Nursing Ashland University Mansfield, Ohio James Fell, MSN, MBA, BSN, BS Associate Professor Director Department of Nursing Baldwin Wallace University Berea, Ohio Rick García, PhD Associate Professor Faculty Fellow Rory Meyers College of Nursing New York University New York, New York Evalyn Gossett, MSN Clinical Assistant Professor School of Nursing Indiana University Northwest Gary, Indiana Debra Grosskurth, PhD(c) Assistant Chair Department of Nursing Salve Regina University Newport, Rhode Island Patricia Hanson, PhD Professor Department of Nursing Madonna University Livonia, Michigan Tammy Henderson, MSN Associate Director Conemaugh School of Nursing Conemaugh Memorial Medical Center Johnstown, Pennsylvania Barbara Hoerst, PhD, RN Assistant Professor Department of Nursing La Salle University Philadelphia, Pennsylvania Brenda Kucirka, PhD, RN, PMHCNS-BC, CNE Assistant Professor Department of Nursing Widener University Chester, Pennsylvania Coleen Kumar, PhD College of Nursing State University of New York Downstate Medical Center Brooklyn,Discussion: organizational structure supports and shared governance New York Kathleen Lamaute, EdD Professor Department of Nursing Molloy College Rockville Centre, New York Pamela Lapinski, MSN Professor Department of Nursing Valencia College Orlando, Florida Jamie Lee, MSN, RN, CNL Assistant Professor Department of Nursing James Madison University Harrisonburg, Virginia Carolyn Lewis, PhD Assistant Professor Department of Nursing Angelo State University San Angelo, Texas Bette Mariani, PhD, RN Assistant Professor College of Nursing Villanova University Villanova, Pennsylvania David Martin, MSN Director RN-BSN & Shared Curriculum Programs School of Nursing University of Kansas Kansas City, Kansas Donna McCabe, DNP, APRN-BC, GNP Clinical Assistant Professor Department of Nursing Rory Meyers College of Nursing New York University New York, New York Theresa Miller, PhD Associate Professor, Nursing Education OSF Saint Francis Medical Center College of Nursing Peoria, Illinois Donna Molyneaux, PhD Associate Professor Department of Nursing Gwynedd Mercy University Gwynedd Valley, Pennsylvania LaDonna Northington, DNS Professor, Traditional Undergraduate Nursing Program University of Mississippi School of Nursing Jackson, Mississippi Sally Rappold, MSN, BSN Assistant Teaching Professor Department of Nursing Montana State University Missoula, Montana Karen Ringl, MSN Faculty Department of Nursing California State University, Fullerton Fullerton, California Joyce Shanty, PhD, RN Associate Professor Nursing and Allied Health Professions Indiana University of Pennsylvania Indiana, Pennsylvania Jean Short, MSN Assistant Professor Division of Post-Licensure Nursing School of Nursing Indiana Wesleyan University Marion, Indiana Jennifer Sipe, MSN, CRNP Assistant Professor School of Nursing and Health Sciences La Salle University Philadelphia, Pennsylvania Ana Stoehr, PhD, MSN Faculty Department of Nursing George Mason University Fairfax, Virginia Patricia Thielemann, PhD Professor College of Nursing St. Petersburg College Pinellas Park, Florida Charlene Thomas, PhD, MSN, BSN Associate Professor School of Nursing and Allied Health Aurora University Aurora, Illinois Nina Trocky, DNP, RN Assistant Professor Department of Organizational Systems and Adult Health School of Nursing University of Maryland Baltimore, Maryland Brenda Tyczkowski, DNP, RN, RHIA Assistant Professor Professional Program in Nursing University of Wisconsin Green Bay Green Bay, Wisconsin Dannielle White, MSN Associate Professor School of Nursing Austin Peay State University Clarksville, Tennessee Mary Williams, MS Associate Professor School of Nursing and Health Science Gordon State College Barnesville, Georgia Connie Wilson, EdD Professor Emeritus School of Nursing University of Indianapolis Indianapolis, Indiana Kelly Wolgast, DNP School of Nursing Vanderbilt University Nashville, Tennessee Renee Wright, EdD Assistant Professor Department of Nursing York College, City University of New York New York, New York Judith Young, DNP Clinical Assistant Professor, Community and Health Systems School of Nursing Indiana University Indianapolis, Indiana PREFACE Legacy of Leadership Roles and Management Functions in Nursing This book’s philosophy has evolved over 35 years of teaching leadership and management. We entered academe from the acute care sector of the health-care industry, where we held nursing management positions.Discussion: organizational structure supports and shared governance In our first effort as authors, Management Decision Making for Nurses: 101 Case Studies, published in 1987, we used an experiential approach and emphasized management functions appropriate for first-and middle-level managers. The primary audience for this text was undergraduate nursing students. Our second book, Retention and Productivity Strategies for Nurse Managers, focused on leadership skills necessary for managers to decrease attrition and increase productivity. This book was directed at the nurse-manager rather than the student. The experience of completing research for the second book, coupled with our clinical observations, compelled us to incorporate more leadership content in our teaching and to write this book. Leadership Roles and Management Functions in Nursing was also influenced by national events in business and finance that led many to believe that a lack of leadership in management was widespread. It became apparent that if managers are to function effectively in the rapidly changing health-care industry, enhanced leadership and management skills are needed. What we attempted to do, then, was to combine these two very necessary elements: leadership and management. We do not see leadership as merely one role of management nor management as only one role of leadership. We view the two as equally important and necessarily integrated. We have attempted to show this interdependence by defining the leadership components and management functions inherent in all phases of the management process. Undoubtedly, a few readers will find fault with our divisions of management functions and leadership roles; however, we felt it was necessary first to artificially separate the two components for the reader, and then to integrate the roles and functions. We do believe strongly that adoption of this integrated role is critical for success in management. The second concept that shaped this book was our commitment to developing critical thinking skills through the use of experiential learning exercises. We propose that integrating leadership and management can be accomplished through the use of learning exercises. The majority of academic instruction continues to be conducted in a teacher-lecturer–student-listener format, which is one of the least effective teaching strategies. Few individuals learn best using this style. Instead, most people learn best by methods that utilize concrete, experiential, self-initiated, and real-world learning experiences. In nursing, theoretical teaching is almost always accompanied by concurrent clinical practice that allows concrete and real-world learning experience. However, the exploration of leadership and management theory may have only limited practicum experience, so learners often have little first-hand opportunity to observe middle-and top-level managers in nursing practice. As a result, novice managers frequently have little chance to practice their skills before assuming their first management position, and their decision making thus often reflects trial-and-error methodologies. For us, then, there is little question that vicarious learning, or learning through mock experience, provides students the opportunity to make significant leadership and management decisions in a safe environment and to learn from the decisions they make. Having moved away from the lecturer–listener format in our classes, we lecture for only a small portion of class time. A Socratic approach, case study debate, and small and large group problem solving are emphasized. Our students, once resistant to the experiential approach, are now enthusiastic supporters. We also find this enthusiasm for experiential learning apparent in the workshops and seminars we provide for registered nurses. Experiential learning enables management and leadership theory to be fun and exciting, but most important, it facilitates retention of didactic material. Discussion: organizational structure supports and shared governance The research we have completed on this teaching approach supports these findings. Although many leadership and management texts are available, our book meets the need for an emphasis on both leadership and management and the use of an experiential approach. More than 280 learning exercises, representing various health-care settings and a wide variety of learning modes, are included to give readers many opportunities to apply theory, resulting in internalized learning. In Chapter 1, we provide guidelines for using the experiential learning exercises. We strongly urge readers to use them to supplement the text. New to This Edition The first edition of Leadership Roles and Management Functions in Nursing presented the symbiotic elements of leadership and management, with an emphasis on problem solving and critical thinking. This ninth edition maintains this precedent with a balanced presentation of a strong theory component along with a variety of real-world scenarios in the experiential learning exercises. Responding to reviewer recommendations, we have added and deleted content. In particular, we have attempted to strengthen the leadership component of the book while maintaining a balance of management content. We have also attempted to increase the focus on quality and safety as well as health-care finance, and used outpatient/community settings as the location for more learning exercises. We have also retained the strengths of earlier editions, reflecting content and application exercises appropriate to the issues faced by nurse leader-managers as they practice in an era increasingly characterized by limited resources and emerging technologies. The ninth edition also includes contemporary research and theory to ensure accuracy of the didactic material. Additional content that has been added or expanded in this edition includes the following: 26 new learning exercises, further strengthening the problem-based element of this text. Over 200 displays, figures, and tables (17 of which are new) help readers visualize important concepts, whereas photographs of nurses in leadership and management situations help students relate concepts to real-world practice. An expanded focus on evidence-driven leadership and management decision making Time management and productivity apps Newer care delivery models focused on ambulatory care and outpatient settings (primary care nurse coordinator in medical homes, nurse navigators, clinical nurse leaders [CNLs], leaders in patientcentered care) Impact of the 2010 Patient Protection and Affordable Care Act (PPACA) on quality and health-care finance in this country The shifting in health-care reimbursement from volume to value Personality testing as an employment selection tool Electronic health records and meaningful use Reflective practice and the assessment of continuing competency Civility, healthy workplaces, and bullying Interprofessional collaboration and workgroups. Discussion: organizational structure supports and shared governance Working with diverse workforces and patient populations Social media and organizational communication New quality Initiatives put forth by the Centers for Medicare & Medicaid Services, The Joint Commission, and other regulatory bodies Sentinel events Lean Six Sigma methodologies Medication reconciliation Self-appraisal, peer review, and 360-degree evaluation as performance appraisal tools The Text Unit I provides a foundation for the decision-making, problem-solving, and critical-thinking skills as well as management and leadership skills needed to address the management–leadership problems presented in the text. Unit II covers ethics, legal concepts, and advocacy, which we see as core components of leadership and management decision making. Units III–VII are organized using the management processes of planning, organizing, staffing, directing, and controlling. Features of the Text The ninth edition contains many pedagogical features designed to benefit both the student and the instructor: Examining the Evidence, appearing in each chapter, depicts new research findings, evidence-based practice, and best practices in leadership and management. Learning Exercises interspersed throughout each chapter foster readers’ critical-thinking skills and promote interactive discussions. Additional learning exercises are also presented at the end of each chapter for further study and discussion. Breakout Comments are highlighted throughout each chapter, visually reinforcing key ideas. Tables, displays, figures, and illustrations are liberally supplied throughout the text to reinforce learning as well as to help clarify complex information. Key Concepts summarize important information within every chapter. The Crosswalk A crosswalk is a table that shows elements from different databases or criteria that interface. New to the eighth edition was a chapter crosswalk of content based on the American Association of Colleges of Nursing (AACN) Essentials of Baccalaureate Education for Professional Nursing Practice (2008), the AACN Essentials of Master’s Education in Nursing (2011), the American Organization of Nurse Executives (AONE) Nurse Executive Competencies (updated September 2015), and the Quality and Safety Education for Nurses (QSEN) Competencies (2014). For this edition, the newly revised Standards for Professional Performance from the American Nurses Association (ANA) Nursing Scope and Standards of Practice (2015) have been included. This edition, then, attempts to show how content in each chapter draws from or contributes to content identified as essential for baccalaureate and graduate education, for practice as a nurse administrator, and for safety and quality in clinical practice. In health care today, baccalaureate education for nurses is being emphasized as of increasing importance, and the number of RN-MSN and BSN-PhD programs is always increasing. Nurses are being called on to remain lifelong learners and move with more fluidity than ever before. For these reasons, this textbook includes mapping to Essentials, Competencies, and Standards not only at the baccalaureate level but also at the … Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10

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