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TABLE OF CONTENTS PART ONE CHAPTER 1 LEADERSHIP PRACTICE: STATE OF THE ART AND RECOMMENDATIONS FOR THE FUTURE Author: Anne M. Barker Chapter Questions Introduction Transformational Leadership: Today's Realities versus Yesterday's Predictions Vision Organizational Trust Self Esteem Managing the Organizational Structure: The Semi Autonomous Work Unit to Microsystems The Future Where Do We Need To Go The Leadership Model Transformational Leadership Leadership IQ Leadership Role Competencies Professional Development and Mentorship Application Exercise References CHAPTER 2 TRANSFORMATIONAL LEADERSHIP PRACTICE: DESIGNING HIGH PERFORMING CLINICAL UNITS Author: Anne M. Barker Chapter Questions Introduction Leadership Self Awareness Transformational Leadership: Theoretical Background Developing Transformational Leadership Skills Managing the Organizational Structure: High Performing Clinical Units Organizational Trust Definition and Meaning of Trust Leadership Strategies that Promote Trust The Positive Influence of Organizational Trust Self Esteem Damage to Self Esteem Developing Self Esteem in Others Organizational Culture Application Exercises References CHAPTER 3 LEADERSHIP IQ: AN EVIDENCE-BASED ORGANIZING SCHEMA Author: Dori Taylor Sullivan Chapter Questions Introduction The Leadership IQ Research LIQ Guiding Principles The Eight Workleader Roles of LIQ The Selector The Connector The Problem Solver The Evaluator The Negotiator The Protector The Synergizer Time Allocation among the Workleader Roles Assessing Organizational Work Practices as a Context for LIQ Boosting Your LIQ Application Exercises References CHAPTER 4 LEADERSHIP DEVELOPMENT THROUGH MENTORSHIP AND PROFESSIONAL DEVELOPMENT PLANNING Author: Anne M. Barker Chapter Questions Introduction Mentorship Model Stages of the Mentor-Mentee Relationship Stage One: Selecting a Mentor and Determining Expectations Stage Two: Development of Role Competencies Stage Three: Growing Independence Stage Four: The Dissolution of the Relationship Mentorship Versus Networking A Model of Career Development Process for Career Development Planning Professional Development Plan Application Exercises References CHAPTER 5 COMPLEXITY SCIENCE AND CHANGE: A PATH TO THE FUTURE Author: Anne M. Barker Chapters Questions Complexity Science: A Brief Introduction Major Concepts of Complexity Science Complex Adaptive System Embedded Systems Self Organization Relationships and Connectedness Nonlinearity Unpredictable Order and Disorder/Simple Rules Traditional Business Paradigm versus the New Business Paradigm Leadership Strategies Strategy 1: Fostering Relationships Strategy 2: Viewing the Organization through the Lens of Complexity Strategy 3: Sense Making and Paying Attention Strategy 4: Taking Action: Small Steps, Multiple Steps Strategy 5: Letting Go: Accepting What You Cannot or Should Not Control Strategy 6: Having Fun! Change The Dimensions of Change A Change Model Creating Dissatisfaction Forming a Change Team Developing and Communicating a Change Vision Determining Change Strategies Taking Action Evaluating Outcomes Application Exercises References CHAPTER 6 MANAGING PERSONAL RESOURCES: TIME AND STRESS MANAGEMENT Author: Anne M. Barker Chapter Questions Introduction Time Management Benefits of Managing Your Time Consequences of Poor Time Management Time Management: Self Assessment Strategies for Managing Your Time Goal Setting and Planning Scheduling Prioritizing Tasks: Urgent Versus Important Delegation Allowing Yourself Private Time Controlling Interruptions Procrastination and Perfectionism Managing Communications Stress Management Occupational Stress A Stress Management Model Altering Technique Avoidance Technique Acceptance Techniques Building Resistance to Stress Changing Perceptions of Stress Application Exercises References PART TWO CHAPTER 7 INTRODUCTION OF LEADERSHIP COMPETENCIES FOR CLINICAL MANAGERS Author: Dori Taylor Sullivan Chapter Questions Defining and Using Competencies Defining Competencies Using Competencies in the Practice and Education Of Clinical Leaders Leadership and Management Competencies Defining What Leaders and Managers Should Do Early Descriptions of Leader and Manager Roles: Are Leaders and Managers Different? Mintzberg's Managerial Roles Katz's Skills of an Effective Administrator Survey of Contemporary Information on Leadership Competencies Clinical Leader Competency Schemas Research on Healthcare Leadership Competencies Competencies for Clinical Leadership in the 21st Century Customer Needs and Expectations Strategic Visioning and Planning Managing Care Across the Continuum Improving Quality and Performance Human Resource Management Marketing Initiatives Financial Outcomes Application Exercises References CHAPTER 8 CUSTOMER NEEDS AND EXPECTATIONS Author: Michael Emery Chapter Questions Introduction Consumerism and Society Consumerism in Healthcare Assessing Consumer Needs Managing Consumer Needs and Expectations Role of the Manager in Meeting Consumer Needs and Expectations Scenario Scenario Analysis Application Exercises CHAPTER 9 VISIONING AND STRATEGIC PLANNING Author: Anne M. Barker Chapter Questions Introduction Mission and Visions The Functions of Organizational Vision Organizational Alignment, Commitment and Meaning Performance and Goals Change Decision Making Developing a Unit Level Vision: The Role of the Clinical Leader Foresight Worldview Hindsight Depth Perception Peripheral Vision Revision The Vision Statement Living the Vision Strategic Planning Strategic Planning Committees Steps in Strategic Planning Internal Scan External Environmental Scan SWOT Analysis Create or Revise the Vision Strategic Initiatives and Objectives Implement the Plans Evaluate Progress Role of the Clinical Leader Scenario Scenario Analysis Application Exercises References CHAPTER 10 MANAGING CARE ACROSS THE CONTINUUM Author: Dori Taylor Sullivan Chapter Questions Introduction The Language of Managing Care Managed Care versus Managing Care Case Management The Case Manager Role Case Management Outcomes Disease Management What Is Disease Management? What the Research Says About Disease Management A Combined Case and Disease Management Model Benefits of a Combined Model Important Tools Supporting Case and Disease Management Evidence Based Clinical Pathways Managing Information to Support Care Management Key Relationships for Effective Care Management Scenario Scenario Analysis Application Exercises References CHAPTER 11 IMPROVING QUALITY AND PERFORMANCE Author: Dori Taylor Sullivan Chapter Questions Introduction The Introduction of Continuous Quality Improvement to Healthcare The Quality Movement and Translation into Healthcare The Early Days The Language of Quality Improvement (QI) The Principles of Quality and Performance Improvement Customer Focus Obsession with Quality Recognizing the Structure in Work Freedom Through Control Unity of Purpose Looking for Faults in Systems Teamwork Continued Education and Training Leadership for Quality Using the Scientific Method Scientific Method Tools for QI Flowcharts Pie Charts and Pareto Charts Cause and Effect (Fishbone) Diagrams Operational Definitions Run Charts (Time Plots) and Control Charts Checksheets Gap Analysis Root Cause Analysis Techniques for Making Team Decisions Brainstorming Multivoting Nominal Group Technique Affinity Diagrams Lessons Learned for Promoting QI Team Effectiveness Team Charge Selection of Members Team Roles Team Leader Team Member Recorder Timekeeper Facilitator Executive Champion Ground Rules Popular QI Approaches in Healthcare Organizations Today What Makes Quality Improvement Successful? Clinical Process Improvement and Evidence Based Practice Clinical Process Improvement Evidence Based Practice Managing Information and Information Technology Accreditation and Regulatory Focus on Quality JCAHO Performance Improvement and Safety Standards IOM Reports To Err is Human Crossing the Quality Chasm Keeping Patients Safe CMS Initiatives Medicare Pay for Performance Initiatives Summary of the Focus on Quality Implications for Clinical Leaders Scenario Analysis and Application Exercises CHAPTER 12 HUMAN RESOURCE MANAGEMENT MODEL Author: Anne M. Barker Chapter Questions Introduction The Human Resource Management Model Work Analysis Work Analysis: Wasteful Work Work Analysis: Matching Skill Levels Staffing Selection Recruitment Interviewing Staff Development Performance Evaluation Process of Performance Evaluation Performance Evaluation Form Retention Retaining the New Hire Retention Diagnosis Other Strategies Rewards and Recognition Discipline and Terminations Types of Behavioral Problems Coaching Problem Employees Scenario Scenario Analysis Application Exercises CHAPTER 13 HUMAN RESOURCE MANAGEMENT STRATGIES Author: Anne M. Barker Chapter Questions Introduction Conflict Management Analyzing the Sources of Conflict Determining Conflict Strategies Accommodation Avoidance Competition Compromise Collaboration Diversity Cultural Diversity Generational Diversity A Model for Managing Cultural and Generational Diversity Leadership Strategies for Managing Diversity Teams and Team Building Stages of Team Development Characteristics of High Performing Teams Role and Responsibilities of the Clinical Unit Manager Communications Why Communicate What to Communicate When to Communicate To Whom to Communicate How to Communicate Verbal Communication Writing Skills Active Listening Application Exercises Scenario Scenario Analysis References Chapter 14 Marketing Initiatives Author: Michael J. Emery PT, EdD Chapter Questions Introduction Marketing Principles Success in Marketing Marketing Strategies Who Are Your Consumers? What Are The Services And Products My Unit Provides? How Are We Currently 'Known' By Our Consumers? Who Is Our Competition? What Are The Best/Most Acceptable Ways To Promote Our Services/Products? Special Considerations for Marketing in Health Care Role of the Clinical Manager Scenario Scenario Analysis Application Exercises References CHAPTER 15 FINANCIAL OUTCOMES Author: Dori Taylor Sullivan Chapter Questions Introduction The Healthcare Environment: Deciding Whether Healthcare is Right or Privilege Evolution of the Healthcare System in the United States The Fee for Service Payment Era The Advent of Prospective Payment and DRGs Reengineering and Redesign of Healthcare Systems How is Healthcare Financed? Comparison of World Health System Outcomes: Do People Get What They Pay For? Implications for Clinical Managers Financial Management for Clinical Leaders The Elements of Financial Management Accounting Concepts Managerial Accounting and Financial Analysis Basic Financial Terms Financial Analysis Statements The Budget Cycle Budget Development Types of Budgets Monitoring Budget Variances Financial Roles and Responsibilities of Clinical Managers Scenario Scenario Analysis Application Exercises PART 3 CHAPTER 16 ACHIEVING MAGNET STATUS: A STORY OF LEADERSHIP Authors: Colleen Smith and Kathleen Stolzenberger Background: The ANCC Magnet Program for Excellence in Nursing Services Setting for the Story Our Magnet Journey Begins Fall 1998: Building Consensus Off to a False Start Strengthening the Department Infrastructure: Spring 1999 to December 1999 Preparing the Application: January 2000-November 2000 The Magnet Advisory Committee The Nurse Champion Team The Magnet Site Visit "Post-Award" - Our Magnet Journey Continues Leadership: The Essential Ingredient Peer Mentoring and Peer Review Processes Staff Nurse Leaders A Progress Report Discussion CHAPTER 17 COMPLEXITY SCIENCE IN ACTION Author: Linda Rusch The Hunterdon Medical Center Story Discussion References
Library of Congress Subject Headings for this publication:
Health services administration.
Health Services Administration.
Personnel Management -- methods.
Staff Development -- methods.