Management And Leadership In Nursing And Health Care,9780826125255

Management And Leadership In Nursing And Health Care

by
Edition: 2nd
ISBN13: 9780826125255
ISBN10: 0826125255
Format: Hardcover
Pub. Date: 2005-05-03
Publisher(s): Springer Pub Co
List Price: $85.00

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Summary

Columbia Univ., New York City, NY. Presents the basics of leadership and management for nurses. Focuses specifically on what is essential in order to motivate and educate individuals to achieve the set goals of a group. Provides extensive simulation exercises. DNLM: Nurse Administrators.

Author Biography

Elaine Rigolosi is the immediate past Chair of the Department of Organization and Leadership; Professor of Education; and coordinator of the Executive Program for Nurses in the Department of Organization and Leadership at Teachers College, Columbia University, New York.

Table of Contents

Preface xiii
Acknowledgments xvii
Introduction xix
Part I. Understanding Management and Leadership: The Science and the Philosophy
1. Management Processes
3(15)
Management and Leadership
4(1)
The Management Process
5(2)
Managerial Skills
7(1)
The Managerial Method
8(7)
Summary
15(1)
References
16(2)
2. Theories of Management and Leadership
18(18)
Classical and Nonclassical Organization Theory
19(2)
General System Theory
21(4)
Experiential Learning
25(2)
Motivation
27(5)
Ethical Leadership
32(2)
Summary
34(1)
References
34(2)
Experiential Exercises: Ice-Breaking and Getting Acquainted
36(15)
Part II. How Managers Work: The Core
3. Knowing Self
51(9)
Conceptual Framework
52(2)
Point of View
54(3)
Leader Behavior Style
57(1)
Summary
58(1)
References
58(2)
4. Diagnosing Others
60(20)
Maslow's Hierarchy of Needs
63(4)
Alderfer's E-R-G Model
67(1)
Hersey and Blanchard's Levels of Readiness
68(2)
McGregor's Theory X and Theory Y
70(1)
Argyris's Immaturity-Maturity Continuum
70(3)
Herzberg's Motivation-Hygiene Theory
73(3)
Summary
76(3)
References
79(1)
5. Leader Behavior
80(30)
Definition of Leadership
82(1)
Common Leader Behavior Styles
83(1)
Components of Leader Behavior
84(1)
Leadership Models
85(6)
Determining Appropriate Leader Behavior Style
91(9)
Discussion of Applied Leader Behavior Theories
100(2)
Transactional and Transformational Leadership
102(1)
Leader Effectiveness
103(2)
Organizational Effectiveness
105(1)
Summary
106(1)
References
107(3)
6. Diagnosing the Task
110(15)
The Vroom, Yetton, and Jago Managerial Decision-Making Model
112(5)
Application of the Decision-Making Model
117(4)
Discussion of the Decision-Making Model
121(2)
Summary
123(1)
References
123(2)
7. Management in Action
125(15)
Assess the Information
126(2)
State the Problem or Goal
128(1)
Analyze the Problem or Goal
129(5)
Create Alternative Solutions
134(1)
Recommend an Action Plan
135(1)
Implementation and Evaluation
135(3)
The Management Process
138(1)
Summary
138(1)
References
139(1)
Experiential Exercises: Managerial Responsibilities
140(31)
Part III. Managerial Skills: The "How-To" Satellites
8. Communication Processes
171(16)
Definition of Communication
172(1)
The Communication Process
173(1)
Purposes of Communication
174(1)
Types of Communication
175(3)
How Managers Communicate
178(6)
Summary
184(1)
References
185(2)
9. Power
187(8)
Power Defined
188(1)
Types of Power
188(3)
Sources of Power
191(1)
Uses of Power
192(1)
Summary
193(1)
References
193(2)
10. Confident Communication
195(23)
By Patricia M. Raskin
Preparation
197(3)
Listening Skills
200(3)
Assertiveness
203(3)
Components of Assertiveness
206(4)
Appropriate Use of Assertiveness Techniques
210(2)
Monitoring One's Own Assertiveness
212(1)
A Final Note on Assertiveness
213(1)
Language Usage
213(2)
Conclusions
215(1)
Summary
216(1)
References
216(2)
11. Conflict Resolution
218(16)
Definitions of Conflict
219(1)
Types of Conflict
220(1)
Causes of Conflict
220(3)
The Conflict Process
223(1)
Resolving Conflict
224(5)
Outcomes of Conflict
229(2)
Summary
231(1)
References
232(2)
12. Time Management
234(18)
Philosophy of Time
235(3)
The Time Management Process
238(2)
Time Management Techniques
240(7)
Summary
247(3)
References
250(2)
Experiential Exercises: Managerial Skills-The "How-to" Satellites
252(49)
Part IV. Managerial Roles: The "Action" Satellites
13. Change Facilitator
301(17)
Force Field Analysis
303(3)
Levels of Change
306(4)
The Change Process
310(1)
Strategies of Change
311(3)
Resistance to Change
314(1)
Combatting Resistance to Change
314(1)
Summary
315(1)
References
316(2)
14. Teacher
318(15)
Identify Learning Needs
320(2)
State the Teaching Priorities
322(1)
Develop Program Objectives
323(3)
Explore Teaching Strategies
326(4)
Recommend a Program
330(1)
Summary
330(1)
References
331(2)
15. Team Builder
333(18)
Purposes for Studying Group Dynamics
335(1)
What to Observe in Groups
336(7)
Group Roles
343(5)
Processing Group Behavior
348(1)
Summary
348(1)
References
349(2)
16. Interviewer
351(12)
What Is an Interview?
352(1)
Purposes of an Interview
352(3)
Types of Interviews
355(1)
Contingencies of the Interview
356(2)
Principles of Interviewing
358(1)
The Art of Interviewing
359(1)
Perceptions of Interviews
360(1)
Summary
361(1)
References
361(2)
17. Performance Appraiser
363(14)
Purposes of the Performance Appraisal
365(1)
Principles of Performance Appraisal
366(1)
Tactics of Performance Appraisal
367(4)
Performance Appraisal Methods
371(2)
A Personal Note on Appraisals
373(1)
Summary
374(1)
References
375(2)
Experiential Exercises: Managerial Roles-The "Action" Satellites
377(36)
Epilogue 413(2)
Author Index 415(6)
Subject Index 421

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