Seminars for Nurse Managers 1997: Vol 5 Index

5 Pages·1997·0.97 MB·English

Author Index
Bradley, KJ., 173 Keeling, E.B., 2, 18 Pakis, S., 149
Britt, T., 133 Kohan, L., 112 Pelfrey, S., 25
Brooking, B., 75, 1: Kohles, M.K., 39 Peter, M.A., 209
Brufiey, N.G., 2 Lehmann, D.M., 7, 67, 118, 164 Pilon, B.A., 69, 70
Carrick, J.A., 5 Linnen, B., 18 Schraeder, C.. 133
II
Coc yper, SR... /9; 12 Lynn, M.LR., 187, 217 Shelton, P.. 133
Lytle, KS., 209 Shendell-Falik, N., 49
Dwyer, K.A., 182 Manion, J., 31 Sinclair, V.G., 91
e= e 9 Mateo, M.A., 10, 160 Soriano, K.B., 49
amedincuaaue May, K.A., 97 Spitzer, R., 1,61, 111, 119, 159
Ferguson-Paré, M., 97 McDonagh, K,J., 106 Swearengen, P., 209
Flarey, D.L., 2, 8, 62, 112, 160 Meeks, J.S., 139 sis sa
Frusti, D.K., 10 Miles, KS., 144 Fahan, ELA. 112
— Moore, K., 187, 217 Verran, J.A., 169
Reman, Bh 08 Mueller, D., 62 :
Ingersoll, G.L., 166 Musser, L.E., 194 Walter, S., 112
Jones, K.R., 5, 65, 116, 162 Newton. G., 10 Zander, K., 85
Subject Index
Activity-based cost management, | 16-117 Case management (Continued)
Administration, nursing education, training, and evaluation of case manager,
shared responsibility for research on, 166-168 53-54
Administrators, see also Managers essential skills for success, 51-52
shared responsibility for nursing administration re protocol development and implementation, 53-54
search, 166-168 role of first-line manager, 50-51
Advanced nurse practitioners managing across the continuum, 124-128
marketing of in managed care environment, 149-153 development of program, 124-125
Advanced practice nurses redirecting hospital-based program, 125-127
provider credentialionfg , 154-157 vision for, 125
patient care management by primary nurse, 112-115
Balance sheet, 162-163 Case managers
Business education, training, and evaluation of, 52-53
future role in employee health care, 121-122 essential skills for success, 51-5?
Business concepts, for frontline managers ‘ase studies, in nursing management
developing future managers, 67-68 a breaking the self-fulfilling prophecy cycle, 2-4
management, leadership, and empowerment conflicts, 7 evidence-based practice and outcome, 160-161
one payer’s perception of managed care, 118
value of the MBA, 62-64
research as key to sustainable strategic advantage,
‘hange management
164-165 breaki¥n g the self-if ulfilelaei ng prophecy cycle, 2-4
managing communications in times of rapid change,
Canada
prepnuarsre lieadnergs f or futiun,r 97-e10 5 OQOZ: D4 ; 7
/ as . strategies for managing your career, 36-60
future challenges and opportunities, 104-105 ;
health care scene in, 08 Collaborative physician group practice
in educatio. n, 101-103 ) manag5e ment of nursing5 within, 133-138.
in practice, 100-101 ‘ommunicatito n
Aber ; applied to disease management, 89
managing and leading in nursing PI et
state of nursing in, 99-100 management of in times of rapid change, 18-24
Capitation, 119 new skill needed under managed care, 84
provider’s view of managed care, 145-146 ‘ommunity systems management
Capitation payments graduate program in, 75-78
and risk, 65-66 vontinuumo,f care
Care, quality of managing case management across the, 124-128
traditional indicators and patients’ perceptions of, 187- ‘ontrolling
193 skills for disease management, 88-89
Career development ‘oordinating
strategies for in changing environment, 56-60 skills to disease management, 87-
Case management ‘ost Management
managing patient care in, 49-55 activity-based, | 16-117
224 Seminars for Nurse Managers, Vol 5, No 4 (December), 1997: pp 224-227
Author Index
Bradley, KJ., 173 Keeling, E.B., 2, 18 Pakis, S., 149
Britt, T., 133 Kohan, L., 112 Pelfrey, S., 25
Brooking, B., 75, 1: Kohles, M.K., 39 Peter, M.A., 209
Brufiey, N.G., 2 Lehmann, D.M., 7, 67, 118, 164 Pilon, B.A., 69, 70
Carrick, J.A., 5 Linnen, B., 18 Schraeder, C.. 133
II
Coc yper, SR... /9; 12 Lynn, M.LR., 187, 217 Shelton, P.. 133
Lytle, KS., 209 Shendell-Falik, N., 49
Dwyer, K.A., 182 Manion, J., 31 Sinclair, V.G., 91
e= e 9 Mateo, M.A., 10, 160 Soriano, K.B., 49
amedincuaaue May, K.A., 97 Spitzer, R., 1,61, 111, 119, 159
Ferguson-Paré, M., 97 McDonagh, K,J., 106 Swearengen, P., 209
Flarey, D.L., 2, 8, 62, 112, 160 Meeks, J.S., 139 sis sa
Frusti, D.K., 10 Miles, KS., 144 Fahan, ELA. 112
— Moore, K., 187, 217 Verran, J.A., 169
Reman, Bh 08 Mueller, D., 62 :
Ingersoll, G.L., 166 Musser, L.E., 194 Walter, S., 112
Jones, K.R., 5, 65, 116, 162 Newton. G., 10 Zander, K., 85
Subject Index
Activity-based cost management, | 16-117 Case management (Continued)
Administration, nursing education, training, and evaluation of case manager,
shared responsibility for research on, 166-168 53-54
Administrators, see also Managers essential skills for success, 51-52
shared responsibility for nursing administration re protocol development and implementation, 53-54
search, 166-168 role of first-line manager, 50-51
Advanced nurse practitioners managing across the continuum, 124-128
marketing of in managed care environment, 149-153 development of program, 124-125
Advanced practice nurses redirecting hospital-based program, 125-127
provider credentialionfg , 154-157 vision for, 125
patient care management by primary nurse, 112-115
Balance sheet, 162-163 Case managers
Business education, training, and evaluation of, 52-53
future role in employee health care, 121-122 essential skills for success, 51-5?
Business concepts, for frontline managers ‘ase studies, in nursing management
developing future managers, 67-68 a breaking the self-fulfilling prophecy cycle, 2-4
management, leadership, and empowerment conflicts, 7 evidence-based practice and outcome, 160-161
one payer’s perception of managed care, 118
value of the MBA, 62-64
research as key to sustainable strategic advantage,
‘hange management
164-165 breaki¥n g the self-if ulfilelaei ng prophecy cycle, 2-4
managing communications in times of rapid change,
Canada
prepnuarsre lieadnergs f or futiun,r 97-e10 5 OQOZ: D4 ; 7
/ as . strategies for managing your career, 36-60
future challenges and opportunities, 104-105 ;
health care scene in, 08 Collaborative physician group practice
in educatio. n, 101-103 ) manag5e ment of nursing5 within, 133-138.
in practice, 100-101 ‘ommunicatito n
Aber ; applied to disease management, 89
managing and leading in nursing PI et
state of nursing in, 99-100 management of in times of rapid change, 18-24
Capitation, 119 new skill needed under managed care, 84
provider’s view of managed care, 145-146 ‘ommunity systems management
Capitation payments graduate program in, 75-78
and risk, 65-66 vontinuumo,f care
Care, quality of managing case management across the, 124-128
traditional indicators and patients’ perceptions of, 187- ‘ontrolling
193 skills for disease management, 88-89
Career development ‘oordinating
strategies for in changing environment, 56-60 skills to disease management, 87-
Case management ‘ost Management
managing patient care in, 49-55 activity-based, | 16-117
224 Seminars for Nurse Managers, Vol 5, No 4 (December), 1997: pp 224-227
Subject Index
Credentialing Graduate degrees, in nursing
of providers by managed care organizations, 154-157 community systems management program, 75-78
value of the MBA, 62-64
Data analysis
Grounded theory
new skill needed under managed care, 83-84
in qualitative research, 174
Decision support systems
in nursing informatics, 93-95 Health maintenance organizations, see Managed care orga-
Delegating nizations
skills for disease management8,8 Historyo, f nursing
Disease management lessons from, for leadership in new health care world,
classic nursing management skills applied to, 85-90 106-110
Education Inclusion
developing future nurse managers, 61, 67-68, 69-110 skills for disease management, 88
classic management skills and disease management, Income statement, 163
85-90 Informatics knowledge
community systems management, 75-78 maximizing perfoandr prmoduactinvitcy, e91- 96
guest editorial, 69-70 administrative productivity9,5
informatics knowledge, 91-96 clinical and cost outcomes, 91-93
leadership in new health care world, 106-110 decision-making process, 93-95
new skill sets for managed care, 79-84 Integrated delivery systems
reengineering knowledge and skills, 70-74 creatinga provider network, 139-143
views from Canada, 97-105 creation of network infrastructure, 142-143
value of MBA degree, 62-64 critical success factors, 140
Empowerment development of integration options, 141-142
conflict between management, leadership, and, 7 environmental assessment, 140
Ethnography geographic prioritization, 141]
in qualitative research, 173 network mission and goals, 140-141
Evaluation network budget and marketing plan, 143 ?
designing outcomes evaluation plans, 182-186 translating plansi nto action, 143
Evidence-based practice Intent to stay
and outcome, 160-161 feedback to nurse managers about survey of staff nurses’,
Excitement, work 209-216
and intent to stay, 202-208 predic tors of, 202-208
Feedback, from survey
Job satisfaction
to nurse managers about staff nurses’ perceptions of and intent to stay, 202-208Q
their jobs, 209-216 staff nurses’ perceptions of their jobs, 209-216
Feminism
framework for research on staff nurses’ philosophies, Leaders, nurse
194-201 qualitative research on roles and functions of, 178-179
Finance, for nurse managers versus managers, |, 8-9
activity-basceods t management, | 16-117 Leadership
capitation payments and risk, 65-66 conflict between empowerment, management, and, 7
financial statements, 162-163 in new health care world, 106-110
balanc e she et, 162-163 new skills needed under managed care, 80-82
changes in financial position, 163
income statement, 163 Managed care
moving toward managed care, 5-6 financial management for moving toward, 5-6
Financial data managing in, 111, 112-115, 118, 119-157
managing, 25-30 across the continuum of care, 124-128
agents for change, 29-30 creating a provider network, 139-143
minimum reports required, 26-28 editorial, 11]
planning and budgeting, 28-29 marketing of advanced nurse practitioners in, 149-153
responsibility reports, 28 one payer’s perception of, 118
understanding the financial reporting system, 25-26 past, present, future, 119-123
First-line managers patient care management by primary nurse, 112-115
role of in case management model, 50-51 provider view of managing quality, 144-148
Futuofr neurs,in g management provider credentialing, 154-157
developing future nurse managers, 61, 67-68, 69-110 role and function within managed care organizations,
129-132
Geriatrics within a collaborative physician group practice, 133-
primary care in collaborative group practice, 133-138 138
Subject Index
Managed care (Continued) Marketing
new skill sets needed for, 79-84 of advanced nurse practitioners in managed care environ-
communication, 84 ment, 149-153
data analysis, 83-84 evaluation, 152
leadership, 80-82 legislation, 151-152
resource management, 82-83 marketing plan, 149-151
systems thinking, process improvement, outcomes, 82 strategic plan, 149
Managed care organizations, 120-121 Masters in Business Administration (MBA) degree
opportunities for nurse managers in, 129-132 value of for nurse leaders, 62-64
nontraditional nursing roles, 131-132 Masters of Science in Nursing (MSN) degree
traditional nursing roles, 129-13 community systems management program, 75-78
provider credentialing, 154-157 Myths
provviewi ofd utielizrati on management in, 144-148 of management, 15-16
Management, nursing
case studies in Needs assessment
breaking the self-fulfilling prophecy cycle, 2-4 qualitative research on, 179
evidence-based practice and outcome, 160-161 Networks, provider
patient care management by primary nurse, 112-115 creating integrated delivery systems, 139-143
value of MBA degree, 62-64 Nurse managers, see Managers, nurse
Nurse practitioners
classic nursing skills applied to disease management,
advanced, marketing of in managed care environment,
85-90
conflict between empowerment, leadership, and, 7 149-153
Nurse, staff, see Staff nurses
fall and rise of in nursing, |, 8-60
career strategies in changing environment, 56-60
Organizational behavior
case management model, 49-55
qualitative research on, 175-177
communications, 18-24
Organizational processes
financial data, 25-30
qualitative research on, 177
management vs. leadership, 1, 8-9
Outcomes
redesign of patient care delivery systems, 39-48
evidence-based practice and, 160-161
skills in era of shifting paradigms, 10-17
new skills needed under managed care, 82
teams, manager’s role in, 31-38
Outcomes evaluation plan
myths of, 15-16
critical decision points in designing, 182-186
of nursing within collaborative physician group practice,
33-138
Paradigms, shifting
using qualitative research in, 173-181
management skills in era of, 10-17
Management services organization
Patient care management
provider’s view of managed care, 145 by primary nurse, 112-115
Managers, nurse
Patients
business concepts for frontline perceopf qtualiitoy onf csar e, 187-193
developing future managers, 67-68 Perceptions, patients’
management, leadership, and empowerment con- and traditional indicators of quality of care, 187
flicts, 7 Perceptions, staff nurses’
one payer’s perception of managed care, 118 of their jobs, 209-216
research as key to strategic advantage, 164-165 Phenomenology
change management by, 2-4 in qualitative research, 174
community systems management program for, 75-78 Philosoopfh nuiresisng
feedback to about staff nurses’ perceptions of their jobs, feminist framework for research on staff nurses’, 194-
209-216 201
finance for Physician group practice, private
activity-based cost management, | 16-117 management of nursing within collaborative, 133-138
capitation payments and risk, 65-66 Planning
financial statements, 162-163 skills for disease management, 86-87
moving toward managed care, 5-6 Practice, nursing
opportunities for in managed care organizations, 129- and education, developing future nurse managers, 61,
132 67-68, 69-110
reengineering knowledge and skills for, 70-74 Preferred provider organizations, see Managed care organi-
research utilization by, 217-223 zations
role in developing and managing teams, 31-38 Primary care
versus leaders, |, 8-9 within a collaborative physician group practice, 133-138
Market research Primary nurse
qualitative research, 179-180 patient care management by, 112-115
Subject Index
Problem-driven research Research (Continued)
theory-driven research versus, 169-172 theory-driven vs. problem-driven, 169-172
Process improvement traditional quality indicators and perceptions of care,
new skill needed under managed care, 82 87-193
Process-centered organizations utilization of by nurse managers, 217-223
nurse manager as process-owner, 70-74 Researchers, nurse
Productivity shared responsibility for nursing administration re-
using informatics knowledge to maximize, 91-96 search, 166-168
Program evaluation Resource management
qualitative research on, 180 in era of shifting paradigms, 10-13
Protocols financial management, 12-13
development/implementation in case management managing diversity, 12
model, 53-54 recruiting/employing staff, 10-11
Provider network retaining staff, 11-12
creating integrated delivery systems, 139-143 new skills needed under managed care,
Provider-sponsored organizations, 122 Responsibility reports
Providers for financial management, 28
credentialing of, 154-157 Retention, employee
in managed care, 121 job satisfaction and work excitement, 202-208
managing quality from utilization management perspec-
tive, 144-148 Skills
classic management, applied to disease management,
Qualitative research
85-90
use in management of health care, 173-18
for success in management, 13-15
characteristics of, 175
new skill sets needed under managed care, 79-82
increasing understanding by, 175-179
reengineering, 7()-74
on market research, 179-180
Staff nurses
on needs assessment, 179
feminist framework for research on nursing philosophies
on program evaluation, 180
of, 194-201
studying management questions with, 179-180
perc eptions of their jobs, 209-216
types of, 173-174
Statements, financial, 162-163
Quality care
Systems thinking
designing outcomes evaluation plans, 182-186
new skills needed under managed care, 82
provider view of utilization management, 144-148
Quality indicators
Teams
traditional, and perceptions of care, 187-193
manager’s role in, 31-38
steps in implementing, 33-37
Redesign, of patient care delivery systems
team-based organization, 32-33
redefining management through, 39-48
versus team nursing, 31-32
Reengineering Theory-driven research, 169-172
knowledge and skills for nurse managers, 70-74
incorporating into problem-based evaluation, 171-172
in the future, 73-74
requirements for middle-range theory, 170-171
new manager as process-owner, 71-73
process-focused worker, 7] status of in nursing systems, 169-170
lurnover, job
task-centered vs. process-centered organizations, 70-7]
Research job satisfaction and work excitement, 202-208
strategic management advantage, 159, 164-165, 166-223
designing outcomes evaluation plans, 182-186 Utilization management
editorial, 159 managing quality from perspectivoef , 144-148
feedback about staff nurse perceptions of their jobs, basics of solid program, 146-148
209-216 benefits of capitation and management options, 145-
job satisfaction and work excitement, 202-208 146
on staff nurses’ philosoopfh nuirseinsg , 194-201 new considerations for managed cared providers,
qualitative, use in management of health care, 173- 144-145
18
shared responsibility of researchers and administra- Workload management
tors, 166-168 in era of shifting paradigms, 15