Seminars for Nurse Managers 2001: Vol 9 Index

7 Pages·2001·1.3 MB·English

Author Index
Anderson, R., 77 Giannelli, P, 126 Salyer, N., 119
Gulbranson, D., 119 Schuster, J., 228
Bertholf, L., 169
Serdans, B., 196
Bodensteiner, L., 182 Hanold, K., 40
Shaffer, F.A., 233
Branowicki, PA., 110 Hardy, D., 98
Shermont, H., 110
Cantrell, M., 119 Jones, K.R., 6, 73, 142, 200 Simpson, R.L., 206
Caramanica, L., 77 Juman-James, H., 68 Smeltzer, C., 57
Cavouras, C.A., 48 Spinella, J.L., 10
Keegan, A., 206
Child, R., 102 Spitzer, R., 1, 67, 137, 195
Clement, J.A., 211 Kerfoot, K.M., 31 Spivack, L.B., 126
Kinnaird, L., 164
Curtin, L.L., 62, 132, 188, 203,
218, 238 Koerner, J|.G., 145 lachibana, C., 98
Lagerstrom, D., 119 fahan, H.A., 2, 68, 138, 196
Davis, S.K., 161 lornabeni, J., 11
Lee, S., 119
Drenkard, K.N., 90
Dumpe, M.L., 85 Lehmann, D.M., 8, 75, 144 Ullery, J., 119
Lin, S., 57
Ulreich, S., 85
Elberth, W., 121 Lingle, G., 102 Ulrich, B.T., 147
Loveless, S., 169
Falter, E., 2 Venturanza, M.S., 13?8
Felgen, J.A., 164 Melchiono, M., 110
Verdejo, T., 115
Preara, C.. 121 Morrison, M., 126
Fields, M., 154 Watson, P., 102
O’Rourke, M.W., 16
Formella, N., 36 Weaver, D., 79
Frank, K.M., 53 Pulce, R., 202 Weston, M.J., 157
Gerke, M.L., 173 Rogers, J., 110 Zwisler, S., 154
Subject Index
Age diversity, see Generations Business planning (Continued)
Aging workforce applying entrepreneurial skills, 50-51
using older nurses as solution to nursing shortage,
188-194 areel po! tfolio
Alternative therapies professional mandate for, 233-23 ]
healing the spirit in a sick system, 228-232 documenting competency with, 234
Attrition rates elements of, 237
decreasing, by values alignment between individ- guidelines for development and use of, 234-235
ual and subspecialty, 182-187 Case Studies in Nursing Management
critical care nurses, 184-187 differences between leadership in the 20th and
home health care nurses, 184-187 21st centuries, 138-141
dystonia, personal story of nurse with, 196-199
Baby boomers leadership positions for nurses in private sector,
and generation X, strategies to bridge the gap, OF
270
169-172 building a skills base, 2-3
generational values and strengths of, 151-152 corporate culture, 3
growing up environment of, 148, 149 salary negotiation, 3
understanding and leading, 175-177, 177-178, setting and other perks, 3-4
179-180 primary nurse as integral health care team mem-
Business Concepts for Frontline Managers ber, 68-72
opportunity for change in management, 8-9 Census, hospital
using all your skills, 75-76 system-wide action team to deal with problems in,
what’s changed, what’s changing?, 144 98-101
Business ownership Change agent
nursing management skills as asset in, 53-56 in journey from nurse to chief operating officer,
customer service, 55-56 12-13
getting started, 54 manager as, in team-based work redesign, 94
people as asset in, 55 moving from parallel play to team play, 87
profit in, 56 Chief nursing officer
simplify, 54-55 roles of, in corporate system, 31-35
Business Performance Improvement model, 20-22 competencies, 32-34
Business planning models for, 31-32
Seminars for Nurse Managers, Vol 9, No 4 (December), 2001: pp 241-246
Subject Index
Chief operating officer Corporate world, opportunities for nurse managers
journey from nurse to, 11-15 in (Continued)
Chronic disorders business ownership, nursing management skills as
dystonia, personal story of (Case Studies column), asset in, 53-56
196-199 customer service, 55-56
Coaches getting started, 54
managers as, on transdisciplinary teams, 86-87 people as asset in, 55
Collaboration profit in, 56
by system-wide action team, 98-101 simplify, 54-55
on transdisciplinary teams, 86 consultant, transition from nurse executive to, 57-
Communication 61
as entrepreneurial skill, 50 comparing a day in the life of nurse executives
as principle in guiding, 155 versus, 59-61
in transdisciplinary teams, 85-86 comparing successful and unsuccessful consul-
Competence tants, 61
organizational, in Patient Care Model, 27-28 transition readiness self-questionnaire, 57-58,
Competencies 59
diversity in, management of, 102-107 entrepreneurial skills, applying inside and outside
for service line management, 44 the organization, 48-52
for transdisciplinary teams, 85-89 building relationships, 49-50
of chief nursing officers, 32-34 business planning, 50-51
of successful nurse executives, 38-39 closure, 52
Competitive fitness combining vision and action, 48-49
as entrepreneurial skill, 51-52 communication, 50
Conflict continuous learning, 49
management of, and resolving disputes creatively, creating teams, 50
211-217 customer service orientation, 48
conflict understood and made visible, 211-212 energy for competitive fitness, 51-52
contexts for dispute resolution, 214-215 financial savvy, 51
interest-based dispute resolution, 215-216 hands-on involvement, 51
leadership challenge, 211 guest editorial, 10
mediation, 216 journey from nurse to chief operating officer, 11-
negotiation, 215-216 15
what you need to know, 212-214 change agent, 12-13
Consciousness guiding principles, 11
seven levels of, in decreasing attrition rates, 182- mentorship, 13-14
187 networking, 14
in critical care nurses, 184-187 outcomes, 15
in home health care nurses, 184-187 relationship building, 11-12
Consultants teams, 12
transition from nurse executive to, 57-61 trust, 14-15
comparing a day in the life of nurse executives leadership positions for nurses in (Case Studies col-
versus, 58, 60-61 umn), 2-5
comparing successful and unsuccessful, 61 nurse executive role, new definition of success in,
readiness self-assessment questionnaire, 57-58 36-39
Convictions competencies, 38-39
in building organizations to succeed beyond 2000, framework for evaluation success, 39
17-19 roles, 37
Corporate culture traits, 37-38
definition of, 219-220 role of the corporate nurse, 31-35
elements of, 220-222 competencies, 32-34
nursing leaders in (Case Studies column), 3 future of nursing at corporate level, 34-35
see also Organizational Culture three models, 31-32
Corporate world, opportunities for nurse managers service line management, 40-47
in, 10-66 alignment mechanisms, 42
building organizations to succeed beyond 2000, challenges, 45
16-30 corporate sponsorship, 42
broadening concept of health and its determi- issues and opportunities affecting, 41
nants, 28-29 key competencies, 44
convictions, 17-18 organizational structure, 41-42
new models, new lessons, 20-22 political environment and culture, 44-45
patient care model, 22-28 stakeholder involvement/support, 42-43 ?
Subject Index
Cost identification, 6 Emotional quotient (EQ), in leadership (Continued)
‘ost minimization analysis, 6, 73-74 managing conflict and resolving disputes cre-
ost-benefit analysis, 6-7, 142-143 atively, 211-217
‘ost-effectiveness analysis, 7, 200-201 conflict understood and made visible, 211-212
‘ost-utility analysis, 7 contexts for dispute resolution, 214-215
‘ritical care nurses interest-based dispute resolution, 215-216
personal and professional values of, 184-187 leadership challenge, 211
sulture mediation, 216
corporate, see Corporate culture negotiation, 215-216
integral, in a diverse workplace (Guest Editorial), what you need to know, 212-214
145-146 Employees
organizational, see Organizational culture nursing management skills and business owner-
‘ustomer service ship, 55
and business ownership, 55-56 optimizing your greatest capital—human _re-
justomer service orientation sources, 202
applying entrepreneurial skills, 48 End-of-life care, 62-66
defining clinical futility, 64
Decision making developing policies for, 64-65
economic tools for, 6-7, 73-74, 142-143, 200-201 physician-assisted suicide and the law, 63
Dialogue, see Dynamic dialogue preparing nurses for providing, 65-66
Discovery rational and humane, 63-64
as principle of guiding, 155 Entrepreneurial skills
Dispute resolution application of, inside and outside the organization,
managing conflict and, 211-217 48-52
contexts for, 214-215 building relationships, 49-50
interest-based, 215 business planning, 50-51
mediation, 216 closure, 52
negotiation, 215-216 combining vision and action, 48-49
power-based, 214-215 communication, 50
rights-based, 215 continuous learning, 49
Diversity creating teams, 50
and generation X, 161-163 customer service orientation, 48
generational, see Generations energy for competitive fitness, 51-52
management of, in environment of care, 102-109 financial savvy, 51
weaving an integral culture in diverse workplace hands-on involvement, 51
(Guest Editorial), 145-146 Ethical issues
Dystonia end-of-life care, 62-66
personal story of (Case Studies column), 196-199 Executive, nurse, see Nurse executive
E quotient, see Emotional quotient Finance for Nurse Managers
Emotional intelligence (EI) economic tools for decision making, 6-7
dystonia patient as example of (Case Studies col- cost identification, 6
umn), 198-199 cost minimization analysis, 6, 73-74
in group situations, 206-210 cost-benefit analysis, 6-7, 142-143
are you emotionally intelligent?, 207-208 cost-effectiveness analysis, 7, 200-20]
individual EI versus group EI, 207 cost-utility analysis, 7
putting EI to work, 209 Finances, understanding of
simple model of meetings, 208-209 as entrepreneurial skill, 51]
rising recognition of, 206-207 Franciscan Spiritual Care Center
see also Emotional quotient holistic health care for healing as well as curing,
Emotional quotient (EQ), in leadership, 195-240 228-232
dystonia patient as example of (Case Studies col-
umn), 198-199 Generation, new, of nurses, leadership skills for
healing health care’s organizational culture, 218-227 guiding, 137-194
holistic health care, healing the spirit in a sick sys- bridging the gap between baby boomers and gen-
tem, 228-232 eration Xers, 169-172
in dealing with terrorist attacks (Guest Editorial), coaching and mentoring generation X employees,
203-205 157-160
in group situations, 206-210 early work experiences of, 157
in nurse with dystonia (Case Studies column), 196- strategies for leading, 158-160
199 decreasing attrition rates across generations by val-
leadership in perspective (Editorial), 195 ues alignment, 182-18< 7>
Subject Index
Generation, new, of nurses, leadership skills for Health care
guiding (Continued) healing the organizational culture of, 218-227
diversity and generation X, 161-163 Holistic health care
dynamic dialogue, application to generational di- healing the spirit in a sick system, 228-232
versity, 164-168 Home health care nurses
features of, 164-165 personal and professional values of, 184-187
how it works, 165-166 Hospitals
reflection, 166-168 healing health care’s organizational culture, 218-
Editorial, 137 994
guiding across the generations, 154-156 see also Organizations
integral culture in diverse workplace (Guest Edito- Human resources
rial), 145-146 optimizing your greatest capital, 202
multigenerational workforces, management of,
147-153 Institute of Medicine (IOM)
baby boomers, 149, 152 report on medical errors, recommendations for
defining moments and first job environments, hospitals from, 218
148-151 Integrity
generation X, 149-150, 152 as principle of guiding, 155
millennial generation, 150-151, 152 Intention
overview of, 148-151 as principle in guiding, 155
values, generational, 147-148 Interdisciplinary teams, see Transdisciplinary teams
veterans (GI/silent generation), 148, 152 Inventiveness
working with each generation, 152-153 as principle in guiding, 155-156
understanding og and leading the quad matrix, 173-
18] 1g Law school
Baby Boomers, 177-178 whether and when to get a JD, 2-3
background, 173-174 Leadership
definitions of, 174-179 challenges of, in transdisciplinary teams, 115-118
embracing the future, 180-181 differences in 20th and 21st centuries (Case Stud-
Generation X, 178 ies column), 138-141
motivating, 179-180 finance, 139
Nexters, 178-179 job expectations, 140
orientation, 179 organization, 138
recruiting, 179 strategy, 139
Iraditional generation, 174-176 style, 138-139
Generation X teamwork, 140
baby boomers and, strategies to bridge the gap, emotional quotient in, 195-240
169-172 “gold” collar workers, 238-240
coaching and mentoring employees from, 157- character versus behavior, 238-239
160 characteristics of transforming leaders, 239-240
early work experiences of, 157 transactional versus transforming leaders, 239
strategies for leading, 158-160 needed for healing health care’s organizational
diversity and, 161-163 culture, 222-227
generational strengths and values, 151-152 stages of development, 222, 224
growing up environment of, 148, 149-150 strategic vision of, 227
understanding and leading, 175-177, 178, 179- styles and types of, 224-225
180 values-based, 225-227
Generation Y, see Millennium generation and Nex- nurse executives, new definition of successful, 36-
ters 39
GI generation, see Veterans generation of transdisciplinary teams, 79-84
Gray ceiling positions for nurses in private sector, 2-5
discrimination against older workers, 190 Legal issues
Group situations end-of-life care, 62-66
emotional intelligence and emotional quotient in,
206-209 Managers, see Nurse managers and Nurse executives
Guiding Master’s in Business Administration (MBA) degree
across the generations, and rediscovering nurs- whether and when nurse leaders should get, 2-3
ing’s promise, 154-156 Mature generation, see Traditional and Veterans gen-
eration
Healing Mediation
as well as curing, in holistic health care, 228-232 conflict resolution via, 216
the organizational culture of health care, 218-227 Meetings
Subject Index
Meetings (Continued) Organizational culture (Continued)
emotional intelligence and emotional quotient in, elements of corporate culture, 220-222
206-209 Institute of Medicine’s recommendations for, 218
putting EI to work in, 209 leadership for, 222-227
simple model of meetings, 208-209 treatment regimen, 222
Mentoring understanding organizational behavior, 222
of generation X employees, 157-160 Organizational structure
Mentorship of service lines, corporate role in, 40-47
in journey from nurse to chief operating officer, Organizations
13-14 building to succeed beyond 2000, 16-30
Millennial generation convictions and, 17-19
generational values and strengths of, 151-152 integrated value-based learning and develop-
Millennial generation ment model, 17, 18
growing up environment of, 150-151 integrated value-based model for organizational
see also Nexters development, 18, 19
Motivating new models, new lessons, 20-22
generational differences in, 179-180 patient care model, 22-28
Multidisciplinary teams, see Transdisciplinary teams culture of, see Organizational culture
Multigenerational workforce Orientation, of new nurses
successful management of, 147-153 generational differences in, 179
understanding and leading the quad matrix, 173- Ownership, see Business ownership
18]
Patient care model
Navigation for building organizations, 22-28
as principle in guiding, 156 clinical standard component, 22-25
Negotiation organizational competence component, 27-28
conflict resolution via, 215-216 performance standard component, 26-27
Networking Performance standards
in journey from nurse to chief operating officer, in Patient Care Model, 26-27
14 Personal accountability profile, see Career portfolio
Nexters Physician-assisted suicide, 63
understanding and leading, 175-177, 178-179, Portfolio, see Career portfolio
179-180 Post-traumatic stress syndrome
see also Millennium generation coping with terrorist attacks, 203-205
Nurse executives Preparation
new definition of success for, 36-39 as principle in guiding, 156
competencies, 38-39 Primary nurses
framework for evaluating success, 39 as integral health care team member, 68-72
roles, 37 Private sector, see Corporate world
traits, 37-38
transition to consultant, 57-61 Quad matrix
Nurse managers understanding and leading four generations in the
developing competencies of, for transdisciplinary workplace, 173-181
team leadership, 87-88
role in interdisciplinary patient care planning Recruitment, of nurses
process, 126-13 generational differences in, 179
role in team-based work redesign, 90-97 Redeployed services
managing diversity in environment of care, 102-109
O’Rourke Patient Care Model, see Patient care model Redesign, work
Older nurses continuous quality improvement initiative, nurse
as solution to the nursing shortage, 188-194 manager’s role in, 126-131
aging, work performance, and learning, 189- decade of interdisciplinary care after, 119-120
190 team-based, role of manager in, 90-97
attitudes and beliefs toward, 188-189 Reengineering, of patient care
considerations for managers, 192-193 multidisciplinary approach to (interview), 121-125
preparing for the aging workforce, 191-192 Relationship building
the ‘gray’ ceiling, 190 applying entrepreneurial skills, 49-50
what employers believe about, 190-191 in journey from nurse to chief operating officer,
what older employees want, 192 11-12
Organizational culture Role Delineation Model
healing health care’s, 218-227 in Business Performance improvement model, 21-
definition of, 219-220 99
Subject Index
Rounds Traditional generation (Continued)
health care team walking, in performance im- see also Mature, Silent, or Veterans Generation
provement plan, 128-131 ‘Transdisicplinary teams, 77-135
a decade of, 119-120
Safety challenges facing nursing leaders today, 115-118
as principle of guiding, 155 Editorial, 67
Salary Guest Editorial, 77-78
negotiation of, in corporate setting, : improving systems related to clinical practice, 1 10-
Seeing 114
as principle in guiding, 155 leadership skills for, 79-84
Service line management managing diversity in environment of care, 102-
corporate role, 40-47 109
alignment mechanisms, 42 challenges and opportunities, 107-109
challenges, 45 skills, knowledge, and competencies, 102-107
corporate sponsorship, 42 moving from parallel play to team play, 85-89
issues and opportunities affecting, 41 competencies for, 85-87
key competencies, 44 developing nurse manager competencies, 87-88
organizational structure, 41-42 nurse manager’s role in evolution of, 126-13
political environment and culture, 44-45 reengineering patient care using (interview), 121-
stakeholder involvement/support, 42-43 125
Shortage, of nurses system-wide action team, collaboration by, 98-101
decreasing attrition rates through values align- team-based work redesign, 90-97
ment, 182-187 case study of, 91-93
older nurses as solution to, 188-194 lessons learned, 95-96
Silent generation, see Veterans generation role of manager who is not on, the team, 93-95
Spiritual needs trouble with, 132-135
and holistic health care, 228-232 discipline of deadlines, 13!
Subspecialties, of nursing how to help teams work, 133
decreasing attrition rates through values align- meetings that work, 133-134
ment in, 182-187 problem participants, 134-135
Suicide what makes teams work, 132-13:
physician-assisted, 63 ‘Transforming leaders
System-wide action team characteristics of, 239-240
collaboration to improve hospital operations, 98- versus transactional leaders, 239
101
Values
‘Teams decreasing attrition rates across generations by
creation of, as entrepreneurial skill, 50 alignment of, 182-187
in journey from nurse to chief operating officer, generational, 147-148, 151
i? Veterans generation
primary nurse as integral member of (Case Studies generational values and strengths, 151-152
column), 68-72 growing up environment of, 148-149
transdisciplinary, see Transdisciplinary teams see also Traditional generation
Traditional generation
definition of, 174-177 Work redesign
managing and leading, 179-180 team-based, role of manager in, 90-97