The Journal of Nursing Administration 1993: Vol 23 Index

8 Pages·1993·1.6 MB·English

A Certified nurse midwives, patient out- job descriptions for, 5:33
comes with, 7/8:11 for board members, 7/8:16
Accounting, for contributions, 7/8:18 Certified nursing assistant(s). See Nurse merit raises, performance appraisals
Administrative delays, in for-profit vs. non- extender(s) and, 4:12
profit hospitals, 11:42 Change salaried, for registered nurses, 1:55
Administrative rounds. See Management from entitlement to earning, 9:58 variable pay, 10:6
rounds in organizational culture, implementa- Competence
Aide(s). See Nurse extender(s) tion process for, 5:13 evaluation of, 5:7
AIDS, nurse-managed treatment facility for, issues in implementation of, 11:24 orientation focused on, for home
7/8:40 management of, 5:41 healthcare nurse, 7/8:20
Albrecht Nursing Model for Home Health- planning for, 4:12 Completeness (book review), 9:11
care cultural assessment in, 4:46 Computer(s). See also Information sys-
predictors of health status outcomes in Chief executive officer(s), chief nurse ex- tem(s)
working adults, 3:44 ecutives and accessing literature via, 6:7
predictors of satisfaction with self-care in- problem-solving styles, 12:38 managing bibliographic information,
tervention program, 1:51 similarities and differences, 10:34 9:13
Ambulatory care Chief nurse executive(s) personal information managers, 11:11
“handmaiden” vs. professional work in, as board member, 3:14 Consultant(s)
9:50 ethical issues, 12:14 directory of, 7/8:70
increase in expenditures for, due to inpa- liability, 5:5, 12:14 effective use of, 7/8:65
tient utilization review, 2:8 membership duties, 5:5 tips from. See Tips from consultants
AONE reports representation and compensation, Continuous quality improvement (CQD
designing for future, 4:21 7/8:16 case management and, 6:55
healthcare reform risk management, 10:8 goal of (book review), 9:6
nurse executive role, 12:8 chief executive officers and in home care agency, 2:42
LXOHQAGlNnAursIinNg prsactic e, 11:7 problem-solving styles, 12:38 joint program of hospital and visiting
patient care delivery, 10:10 similarities and differences, 10:34 nurse association, 11:20
hospital personnel survey, 2:11 financial skills needed by, 1:8A Contributions, accounting for, 7/8:18
Assistive personnel. See Nurse extender(s) management skills for, 9:38 Cost containment. See also Financial
Authorship (editorial), 1:3 rural, leadership behavior of, 9:29 management
shared governance at level of, 5:28, 12:44 rise in outpatient expenditures due to,
Child(ren). See Pediatrics 2:8
Childcare, nurses’ problems with, 3:5 Council on Graduate Education for Ad-
Bibliography(-ies), computer software for Cholecystectomy, intrapleural catheter ministration in Nursing (CGEAN), past
management of, 9:13 for pain control after, length of stay and future of, 4:19
Board(s) of directors, chief nursing officer as and, 9:5 CQI. See Continuous quality improve-
member of, 3:14 Client satisfaction, with self-care inter- ment
ethical issues, 12:14 vention program, Albrecht Nursing Credentialing, 5:7
liability, 5:5, 12:14 Model used for predicting, 1:51 Culture
membership duties, 5:5 Climate assessment of, in planning for change,
representation and compensation, 7/8:16 group, nurse manager's control over, 46
risk management, 10:8 2:10 changing from entitlement to earning,
Book reviews of work environment, literature re- 9:58
Completeness: Quality for the 21st Century view, 6:9 implications of, for nursing service, 4:54
(Crosby), 9:11 Clinical advancement system(s). See also innovation process for, 5:13
Liberation Management: Necessary Disor- Differentiated practice
ganization for the Nanosecond Nine- evaluation of, 2:13 D
ties (Peters), 11:9 implementation of, 9:20 Data analysis, in quality improvement,
Managing for the Future: The 1990s and Clinical ladder(s). See Clinical advance- 12:21
Beyond (Drucker), 5:11 ment system(s) Decision making, in case management of
The Goal: A Process of Ongoing Improve- Clinical nurse specialist(s) home healthcare clients, 1:33
ment (Goldratt & Cox), 9:6 collaborative practice model for, 2:55 Delays, administrative, in for-profit vs.
development needs of, before and after
nonprofit hospitals, 11:42
role revision, 11:13
Cc Delegation. See also Nurse extender(s)
in ambulatory care, traditional “hand-
in restructured practice, obstacles to,
Care delivery system(s). See Practice maiden” role vs., 9:50 3:20
model(s) Clinical practice guideline(s), integration Differentiated pay structure model
Care map(s), for implementation of man- of, into practice, 9:35 computer simulations of, 3:53
aged care, 5:21 Closing, of hospital, nurse executive's ex- job descriptions for, 5:33
Care path(s). See also Managed care periences with, 5:49 Differentiated practice. See also Clinical
financial and clinical evaluation of, 11:51 Collaborative practice advancement system(s)
Caring, teaching of, to nurse administrator, evaluating functioning, progress, and job descriptions for, 5:33
1:11 outcomes of committees for, 7/8:26 patient care outcomes and, 7/8:5
Case management. See also Managed care model for clinical nurse specialist, 2:55
continuous quality improvement and, Community Health Accreditation Program, E
5 revised standards for q':ality and inno-
hospital based, 11:6 vation in home care, 10:5 Editorials
in home healthcare Community heaith nurse(s), turnover bridging gap between education and
decision making in, 1:33 among, job morale factors affecting, practice, 7/8:8
neighborhood team vs. traditional 6:22, 27 effective leadership skills, 2:9
centralized model, 1:6 Community health nursing need for positive messages from nursing
in preventive services, 1:27 case management in preventive services profession, 6:5
issues in implementation of, 11:24 in, 1:27 patient-focused care models, perils and
of frail, hospitalized older adults, mul- coalition of parish nurses and public possibilities of, 3:7
tidisciplinary approach to, 2:20 health nurses in, 2:27 plagiarism, 2:6
role of nurse in, in acute care setting, for homeless persons in rural areas, 4:41 responsibilities of authorship, 1:3
10:53 Compensation Education
Case management agency(-ies), as admin- differentiated pay structure model bridging gap between practice and
istrators of home care, 3:5 computer simulations of, 3:53 (editorial), 7/8:8
JONA « Vol. 23, No. 12 « December 1993
A Certified nurse midwives, patient out- job descriptions for, 5:33
comes with, 7/8:11 for board members, 7/8:16
Accounting, for contributions, 7/8:18 Certified nursing assistant(s). See Nurse merit raises, performance appraisals
Administrative delays, in for-profit vs. non- extender(s) and, 4:12
profit hospitals, 11:42 Change salaried, for registered nurses, 1:55
Administrative rounds. See Management from entitlement to earning, 9:58 variable pay, 10:6
rounds in organizational culture, implementa- Competence
Aide(s). See Nurse extender(s) tion process for, 5:13 evaluation of, 5:7
AIDS, nurse-managed treatment facility for, issues in implementation of, 11:24 orientation focused on, for home
7/8:40 management of, 5:41 healthcare nurse, 7/8:20
Albrecht Nursing Model for Home Health- planning for, 4:12 Completeness (book review), 9:11
care cultural assessment in, 4:46 Computer(s). See also Information sys-
predictors of health status outcomes in Chief executive officer(s), chief nurse ex- tem(s)
working adults, 3:44 ecutives and accessing literature via, 6:7
predictors of satisfaction with self-care in- problem-solving styles, 12:38 managing bibliographic information,
tervention program, 1:51 similarities and differences, 10:34 9:13
Ambulatory care Chief nurse executive(s) personal information managers, 11:11
“handmaiden” vs. professional work in, as board member, 3:14 Consultant(s)
9:50 ethical issues, 12:14 directory of, 7/8:70
increase in expenditures for, due to inpa- liability, 5:5, 12:14 effective use of, 7/8:65
tient utilization review, 2:8 membership duties, 5:5 tips from. See Tips from consultants
AONE reports representation and compensation, Continuous quality improvement (CQD
designing for future, 4:21 7/8:16 case management and, 6:55
healthcare reform risk management, 10:8 goal of (book review), 9:6
nurse executive role, 12:8 chief executive officers and in home care agency, 2:42
LXOHQAGlNnAursIinNg prsactic e, 11:7 problem-solving styles, 12:38 joint program of hospital and visiting
patient care delivery, 10:10 similarities and differences, 10:34 nurse association, 11:20
hospital personnel survey, 2:11 financial skills needed by, 1:8A Contributions, accounting for, 7/8:18
Assistive personnel. See Nurse extender(s) management skills for, 9:38 Cost containment. See also Financial
Authorship (editorial), 1:3 rural, leadership behavior of, 9:29 management
shared governance at level of, 5:28, 12:44 rise in outpatient expenditures due to,
Child(ren). See Pediatrics 2:8
Childcare, nurses’ problems with, 3:5 Council on Graduate Education for Ad-
Bibliography(-ies), computer software for Cholecystectomy, intrapleural catheter ministration in Nursing (CGEAN), past
management of, 9:13 for pain control after, length of stay and future of, 4:19
Board(s) of directors, chief nursing officer as and, 9:5 CQI. See Continuous quality improve-
member of, 3:14 Client satisfaction, with self-care inter- ment
ethical issues, 12:14 vention program, Albrecht Nursing Credentialing, 5:7
liability, 5:5, 12:14 Model used for predicting, 1:51 Culture
membership duties, 5:5 Climate assessment of, in planning for change,
representation and compensation, 7/8:16 group, nurse manager's control over, 46
risk management, 10:8 2:10 changing from entitlement to earning,
Book reviews of work environment, literature re- 9:58
Completeness: Quality for the 21st Century view, 6:9 implications of, for nursing service, 4:54
(Crosby), 9:11 Clinical advancement system(s). See also innovation process for, 5:13
Liberation Management: Necessary Disor- Differentiated practice
ganization for the Nanosecond Nine- evaluation of, 2:13 D
ties (Peters), 11:9 implementation of, 9:20 Data analysis, in quality improvement,
Managing for the Future: The 1990s and Clinical ladder(s). See Clinical advance- 12:21
Beyond (Drucker), 5:11 ment system(s) Decision making, in case management of
The Goal: A Process of Ongoing Improve- Clinical nurse specialist(s) home healthcare clients, 1:33
ment (Goldratt & Cox), 9:6 collaborative practice model for, 2:55 Delays, administrative, in for-profit vs.
development needs of, before and after
nonprofit hospitals, 11:42
role revision, 11:13
Cc Delegation. See also Nurse extender(s)
in ambulatory care, traditional “hand-
in restructured practice, obstacles to,
Care delivery system(s). See Practice maiden” role vs., 9:50 3:20
model(s) Clinical practice guideline(s), integration Differentiated pay structure model
Care map(s), for implementation of man- of, into practice, 9:35 computer simulations of, 3:53
aged care, 5:21 Closing, of hospital, nurse executive's ex- job descriptions for, 5:33
Care path(s). See also Managed care periences with, 5:49 Differentiated practice. See also Clinical
financial and clinical evaluation of, 11:51 Collaborative practice advancement system(s)
Caring, teaching of, to nurse administrator, evaluating functioning, progress, and job descriptions for, 5:33
1:11 outcomes of committees for, 7/8:26 patient care outcomes and, 7/8:5
Case management. See also Managed care model for clinical nurse specialist, 2:55
continuous quality improvement and, Community Health Accreditation Program, E
5 revised standards for q':ality and inno-
hospital based, 11:6 vation in home care, 10:5 Editorials
in home healthcare Community heaith nurse(s), turnover bridging gap between education and
decision making in, 1:33 among, job morale factors affecting, practice, 7/8:8
neighborhood team vs. traditional 6:22, 27 effective leadership skills, 2:9
centralized model, 1:6 Community health nursing need for positive messages from nursing
in preventive services, 1:27 case management in preventive services profession, 6:5
issues in implementation of, 11:24 in, 1:27 patient-focused care models, perils and
of frail, hospitalized older adults, mul- coalition of parish nurses and public possibilities of, 3:7
tidisciplinary approach to, 2:20 health nurses in, 2:27 plagiarism, 2:6
role of nurse in, in acute care setting, for homeless persons in rural areas, 4:41 responsibilities of authorship, 1:3
10:53 Compensation Education
Case management agency(-ies), as admin- differentiated pay structure model bridging gap between practice and
istrators of home care, 3:5 computer simulations of, 3:53 (editorial), 7/8:8
JONA « Vol. 23, No. 12 « December 1993
SUBJECT INDEX
for administration. See Nursing ad- Governance issues in, 11:24
ministration need for professional structures of, 11:5 planning for, 4:12
patient. See Patient education self-, care team model using, in long- linking patient outcomes, cost of care,
tax-code provisions for deducting ex- term care, 1:24 and quality measurements in, 5:62
penses of, 5:56 shared. See Shared governance nursing input in planning for, 2:7
Elderly person(s) GratefulMed, 6:7 to be integrated into Master's program in
frail, multidisciplinary approach to case Group climate, nurse manager's control nursing administration, 3:6
management during hospitalization, over, 2:10 work restructuring and, 10:15
2:20 Group process, literature review, 9:15 Innovation. See Change
services for, community strategic plan- Integrative care model, perils and possibili-
ning process for, 10:47 ties of (editorial), 3:7
Empowerment Interview(s), structured, for hiring, 10:42
framework and process for, 1:18 Head nurse. See Nurse manager(s) Intrapleural catheter(s). for pain control,
through self-governed teams, applica- Healthcare policy, program to support re- length of stay and, for cholecystectomy
tion in long-term care, 1:24 search on, 9:5 patients, 9:5
Entitlement, moving an organization Healthcare reform
away from, 9:58 nurse executive role in reformed system, J
Ethics 12:8
decision making in case management nursing practice in reformed system, 11:7
Job description(s), for differentiated practice
of home healthcare clients, 1:33 patient care delivery in reformed system,
for members of boards of directors, 10:10 and differentiated pay, 5:33
Job satisfaction. See also Retention
12:14 Health hazard(s), in home care, 12:12
family satisfaction and, 11:34
practice model based on principles of, Health status, of working adults, Albrecht
of registered nurses in rural community
3:22 Nursing Model for Home Healthcare in
hospitals, problem areas in, 3:38
survey on, results, 3:9 prediction of, 3:44
Evaluation, of outcomes, 7/8:12 Hiring, structured interview for, 10:42
L
Executive development Home healthcare
characteristics of new era nurse execu- Albrecht model for. See Albrecht Nurs- Leadership
tive, 1:7 ing Model for Home Healthcare effectiveness of (editorial), 2:9
competence, criteria, and credentialing, case management agencies as adminis- essentials of, 10:52
5:7 trators of, 3:5 style of
obstacles to delegation in restructured competency achievement orientation chief nurse executives vs. chief execu-
practice, 3:20 program for nurses in, 7/8:20 tive officers, 10:34
outcome evaluation, 7/8:12 constraints of managed care in, 12:7 experiences, events, and people influ-
quality improvement and work redesign: decision making in case management in, encing, 7/8:30
vision or hallucination? 12:10 1:33 in rural directors of nursing, 9:29
retention, recognition, and rewards, 10:6 health hazards in, 12:12 Legal issues, chief nursing officer as board
Extended-care facility(-ies) OKT3 infusion therapy in, collaborative member, 3:14
empowerment through self-governed approach, 11:63 ethics, 12:14
teams in, 1:24 psychiatric, planning and program devel- liability, 5:5, 12:14
implementing modular nursing in, 6:29 opment for, 11:35 membership duties, 5:5
intermittent nursing visits to patients in, recruiting and retaining registered nurses representation and compensation, 7/8:16
decreased rehospitalization costs in, 6:42 risk management, 10:8
due to, 3:49 revised standards for quality and innova- Length of stay
tion in, 10:5 administrative delays and, in for-profit vs.
F strategic selling in, 11:6 nonprofit hospitals, 11:42
Home healthcare agency(-ies), continuous determinants of, literature review, 4:14
Family, of employees, satisfaction with, quality improvement in, 2:42 intrapleurai catheter for pain control after
job satisfaction and, 11:34
in hospital partnership, 11:20 cholecystectomy and, 9:5
Financial management Home Healthcare Classification system, Letters, 1:68
care of ventilator-dependent patients, comparative evaluation of, 10:23 Liability, of members of boards of directors,
12:E1
Homeless person(s), community-based 5:5, 12:14
computer simulations of differentiated health service for, in rural areas, 4:41 Liberation management (book review), 11:9
pay structure model, 3:53 Hospital(s) Licensed practical nurse(s), role of, differen-
cost-benefit analysis of shared govern- closure of, nurse executive’s experiences tiating RN role from, 3:6
ance, 7/8:50 with, 5:49 Literature review
a_monstrating community benefits pro- directory of information on, 9:5 determinants of hospital length of stay,
vided by nonprofit hospital, 6:16
for-profit vs. nonprofit, administrative
effective use of consultants, 7/8:65 delays in, 11:42 nurse extenders, 3:16
job descriptions for differentiated practice merger of, nursing department merger, problems with shared governance, 10:12
and differentiated pay, 5:33 12:55 social climate of work environments, 6:9
salaried compensation program for regis- tax-exemption for teams and group process, 9:15
tered nurses, 1:55 advantages and risks of, 2:36 using computers for, 6:7
skills needed by chief nurse executive, demonstrating community benefits to Long-term care facility. See Extended-care
1:8A justify, 6:16 facility(-ies)
strategic planning and nursing department
visiting nurse association partnership
strategy in rural hospitals, 4:23 with, continuous quality improve- M
Float pool(s). See Pool staff
ment program for, 11:20
Foreign nurse(s), change in immigration law Hospital Personnel Survey (1991), findings Male nurse(s), in obstetrics (letter), 1:68
regarding, 1:5 of, 2:11 Managed care. See also Case management
Hotline. See Telephone hotline care maps as tool for implementation of,
G 5:21
Gender I constraints on home healthcare under,
male nurses in obstetrics (letter), 1:68
similarities and differences between Immigration Nursing Relief Act of 1989, 1:5 development needs of clinical nurse spe-
chief nurse executives and chief ex- Information system(s) cialists in, 11:13
ecutive officers, 10:34 implementation of financial and clinical evaluation of, 11:51
JONA « Vol. 23, No. 12 » December 1993
SUBJECT INDEX
Management Nursing department(s), merger of, 12:55 obstacles to delegation in, 3:20
caring, teaching of, 1:11 Nursing home. See Extended-care facility(- partners in patient care, 12:31
coming changes in (book review), 5:11 ies) patient-focused, perils and possibilities of
financial. See Financial management Nursing Incentive Reimbursement Awards (editorial), 3:7
liberation (book review), 11:9 (NIRA), implementation issues and professional, incorporating unit-based nurs-
skills needed by chief nurse executives, qualitative findings in projects under, ing assistive personnel into, 3:29
9:38 11:24 redesigning (video review), 1:9
Management rounds Nursing intervention(s), classification sys- Preventive service(s)
on every shift using compressed work tems for, 10:23 case management in, 1:27
week, 4:12 Nursing Job Guide, 9:5 for low-income children, inadequacy of,
value of, 9:65 Nursing shortage. See also Recruitment 4:11
MEDLARS database(s), user-friendly pro- collaboration between hospitals in ad- Primary healthcare
gram for search of, 6:7 dressing, 2:8 guiding principles of, 5:4
Mentoring, experience of nursing executives linear programming model for staffing un- nurses vs. physicians as providers of, 5:4
in, 2:49 der, 7/8:58 Private duty nurse(s), assuring institutional
Merger(s), of nursing departments of merg- control of, 7/8:10
ing hospitals, 12:55 Oo Problem-solving, chief nurse executive's and
Merit raise(s), performance appraisals and, chief executive officer's styles of, 12:38
4:12 Obstetrics, male nurses in (letter), 1:68 Professional governance structure(s), need
Middle manager(s), increasing visibility of, OKT3 infusion therapy, at home, collabora- for, 11:5
through compressed work week and tive approach, 11:63 Protective device(s). See Restraint(s)
rounds on every shift, 4:12 Omaha System, comparative evaluation of, Psychiatric care, at home, planning and pro-
Midwives. See Certified nurse midwives 10:23 gram development for, 11:35
Modular nursing, implementation of, in Online Journal of Knowledge Synthesis for Public health nursing. See Community health
long-term care facility, 6:29 Nursing, call for manuscripts, 3:5 nursing
Morale. See also Job satisfaction Organization(s) Publishing
of community health nurses, factors affect- culture of. See Culture plagiarism (editorial), 2:6
ing turnover, 6:22, 27 integrated model for nursing department, responsibilities of authorship (editorial), 1:3
10:30
N Orientation, competency achievement pro- Q
gram for newly employed home health
National Institute of Nursing Research, 9:5 nurses, 7/8:20 Quality improvement. See also Continuous
Networks, in reformed healthcare system, Outcome(s), evaluation of, 7/8:12 quality improvement
10:10 Outpatient care. See Ambulatory care data analysis in, 12:21
nursing practice in, 11:7 differentiating research projects from, 7/8:46
Nurse case manager, role of, in acute care P vision or hallucination? 12:10
setting, 10:53
Nurse executive(s). See also Chief nurse ex- Parish nurse(s), coalition of public health R
ecutive(s); Middle manager(s); Nurse nurses with, 2:27
manager(s) Patient care technician(s). See Nurse exten- Recognition, development and evaluation of
experiences, events, and people influenc- der(s) protocol for, based on research, 4:61
ing leadership style of, 7/8:30 Patient classification system(s), replacement Recruitment, of registered nurses in home
mentoring experience of, 2:49 of, with integrated information systems, healthcare, 6:42
new era, characteristics of, 1:7 5:62 Registered nurse(s)
role of, in reformed system, 12:8 Patient education, institutionalizing programs differentiating role of, from LPN role, 3:6
teaching caring to, 1:11 of, 6:36 obstacles to delegation by, 3:20
Nurse extender(s) Patient-focused care model, perils and possi- recruitment and retention of
incorporating into professional practice bilities of (editorial), 3:7 in home healthcare, 6:42
model, 3:29 Patient satisfaction. See Client satisfaction in rural community hospitals, 3:38
literature review, 3:16 Pediatrics salaried compensation program for, 1:55
partners in patient care, 12:31 preschoolers lack sufficient well-child care, Rehospitalization, intermittent nursing vis-
Nurse manager(s) 4:11 its to nursing home patients to prevent,
control of group climate by, 2:10 telephone hotline for parents, 3:26 3:49
dimensions of identity of, 1:60 Per diem staff. See Pool staff Relocation, reducing patient and staff
role in redesign, 7/8:14 Performance evaluation stress in, 1:45
Nurse midwives. See Certified nurse mid- changes needed in, 10:6 Research
wives merit raises and, 4:12 differentiating quality improvement pro-
Nurse practitioner(s), as primary care Personal information manager(s), 11:11 jects from, 7/8:46
providers, physicians vs., 5:4 Physician(s). See also Collaborative practice enabling professional nursing staff to
Nursing nurse practitioners vs., as primary care conduct, 9:34
Hospital Personnel Survey (1991) findings, providers, 5:4 healthcare policy, program to support,
2:11 Plagiarism (editorial), 2:6 9:5
need for positive messages from (edito- Planning, strategic identifying priorities for, in acute care
rial), 6:5 for services for elderly persons, 10:47 hospital, 11:58
Nursing administration influence of, on financial performance in ru- management intervention based on, de-
Congressional action to eliminate ral hospitals, 4:23 velopment and evaluation of, 4:61
traineeship funds in, 9:9 practical approach to, 7/8:41 National Institute of Nursing Research,
doing more with less, 5:9 Pool staff, optimizing use of, 1:65 9:5
information systems to be integrated into Practice model(s). See also Work restructur- utilization of, in nursing administration,
master’s program in, 3:6 ing 2:32
past and future of CGEAN, 4:19 based on ethical principles, 3:22 Restraint(s)
research utilization in, 2:32 collaborative, for clinical nurse specialist, elimination of, implications for practice,
teaching caring management in, 1:11 2:55 10:5
Nursing Administration Recognition Pro- implementing modular nursing in long-term in acute care, developing policy on use
gram, winners, 4:35 care facility, 6:29 of, 12:49
Nursing assistant(s). See Nurse extender(s) nurse extenders, literature review, 3:16 Retention
JONA - Vol. 23, No. 12 « December 1993
SUBJECT INDEX
evaluation of clinical advancement sys- sustaining work redesign innovations Vv
tem, 2:13 through, 7/8:35
group climate and, 2:10 Sociotechnical systems theory, analysis Ventilator-dependent patient(s), financial
job morale factors affecting, for commu- and application for nursing administra- implications and recommendations for
nity health nurses, 6:22, 27 tion, 6:47 care of, 12:16
of registered nurses South Africa, nurse executive practice in, Video review, Redesigning Care Delivery,
in home healthcare, 6:42 9-7 1:9
in rural community hospitals, 3:38 Staffing Vision, importance of, 4:84
strategies for, 6:6 linear programming model for, 7/8:58
Risk management, for boards of directors, optimizing use of pool staff, 1:65
10:8 Systems thinking. See also Sociotechnical Ww
Risk-taking, Nursing Administration Recog- systems theory
nition Program winners, 4:35 applications to nursing problems, 1:39 Wages. See Compensation
Role redesign. See Work restructuring Women, glass ceiling for, in healthcare
Rounds. See Management rounds T administration, 10:34
Rural areas, community-based health serv- Work environment, social climate of, lit-
Ruralic e hofsorp ithaolm(es)l ess persons in, 4:41 Tax(e5s:5)6, deducting educational expenses, Worker atruerset rruecvtiuerwi,n g6 :9 See also Practice
financial performance of, strategic plan- Tax-exemption model(s)
ning and nursing department strate- advantages and risks of, 2:36 head nurse role in, 7/8:14
gies influencing, 4:23 demonstrating community benefits pro- information technology and, 10:15
leadership style of directors of nursing vided by nonprofit hospitals, 6:16 issues in implementation of, 11:24
in, 9:29 Team(s), group process and, literature re- partners in patient care model, 12:31
retaining registered nurses in, 3:38 view, 9:15 perils and possibilities of patient-fo-
Technology, experimental vs. state-of-the- cused care model (editorial), 3:7
Ss art designation, 1:59 planning and implementation of (video
Telephone hotline, with advice for parents review), 1:9
Safety, home healthcare nurses’ concerns of sick children, 3:26 sociotechnical systems theory as basis
about, 12:12 Tips from consultants for, 6:47
SSaellafr-yc(a-riee,s ).c lienSte e saCtoimsfpaecntsioant iowint h interven- diffoeuretnctoimaetse,d 7p/r8a:c5t ice and patient care sustsahiarneidn g goivnernnoavnactei,o ns7 /8:i3n5, through
tion program directed at, Albrecht financial skills, 1:8A vision or hallucination? 12:10
Nursing Model used for predicting, importance of organizational vision, 4:8A Work sampling, limitations of, 4:11
1:51 need for professional governance struc- Work week, compressed, for middle man-
Self-governance, care team model using, in tures, 11:5 agers, 4:12
long-term care, 1:24 Transplant patient(s), home OKTS infusion Writing
Shared governance therapy for, collaborative approach, plagiarism (editorial), 2:6
at level of chief nurse executive, 5:28, 11:63 responsibilities of authorship (edito-
12:44 rial), 1:3
cost-benefit analysis of, 7/8:50 U The Writer's Catalog, 2:10
issues in implementation of, 11:24 Utilization review, rise in outpatient ex-
problems with, literature review, 10:12 penditures due to, 2:8
JONA « Vol. 23, No, 12 « December 1993
A DeGroot HA, 3:53 Hudon L, 5:62 Milner S, 3:22
del Bueno DJ, 3:20, 5:7, Hughes E, 6:29 Minnen TG, 7/8:35
Abel M, 5:62 7/8:12, 10:6, 12:10 Moed AB, 5:9
Adams CE, 9:29, 12:38 Del Togno-Armanasco V, Moorhead SA, 10:23
Adams DA, 3:28 7/8:65 Morrison B, 2:10
Albrecht M, 1:51, 3:44 de Savorgnani AA, 6:42 Moses B, 4:12
Allen D, 12:49 Dickey C, 3:49 Ilcyn J, 2:42 Mundy CM, 4:35
Ames A, 7/8:35 Dobler T, 5:62 Muus KJ, 3:38
Anders RI, 11:42 Domingue N, 5:49
Anderson CL, 6:29 Dowling W, 10:47 J
AAAnnndddeeerrrsssooonnn LMPKAK,,, 91:121::5571 DDuufbfreeye J,M ,1 1:73/58 :35 JJaacckosnoon BJB,S , 107:/681: 11 NN adler GJ, 4:37
AAnntdoenr soRnS , R5,: 9 10:10, 11:7, 12:8 DDuunnkhianm -JTW,a y3l:o38r J , 7/8:30 JJaackoonboo wsJjk,i 10D:S61, 2:55 NNeeiedllyi nCg,e r7 /8S:H2,6 3:29, 5:9
Appenzeller LM, 12:55 James JR, 11:13 Nelson D, 1:65
E JJooneress ABM,, 2:1322: 49 NNieclosloln LTHE,, 6:37:,4 4 9:13, 11:11
B Erkel EA, 1:27 Jones B, 11:6 Niemann VG, 11:20
Jones CB, 6:6 Nyberg J, 1:11
Baker WL, 7/8:35 Jones K, 7/8:50 Nypaver JM, 1:45
BarnsteineJrH , 2:55 F Jones-Schenk J, 10:30
LWXHOAAHVBU e rgNer IE, 7 /8:35 Juhl N, 3:38
Berger MC, 7/8:65 Faruggio B, 4:40 oO
Bergman T, 11:34 Fay M, 11:13
Bernreuter M, 10:12 Feldman C, 1:33 K O’Daniel R, 9:6
Blancett SS, 1:3, 2:6, 3:9 Finkler SA, 11:24 Olberding L, 1:33
Blegen MA, 4:61 Finnigan SA, 5:62 Kee HK, 9:58 Owsley VB, 11:58
Blouin AS, 3:14, 5:5, 7/8:16, Fisher E, 7/8:30 Kent K, 12:31
10:8, 12:14 Flarey DL, 1:9, 5:11, 6:9, 9:11, King JM, 2:27, 12:49
Bohnet NL, 2:42 11:9, 12:21 Kinion E, 7/8:30 P
Bombard CF, 7/8:41 Foran S, 2:32 Knickman JR, 11:24
Borman JS, 10:34 Forsey LM, 3:53, 5:33 Kovner CT, 11:24 Pass CM, 11:6
Boston C, 2:11 Fralic MF, 1:7, 9:7 Kowalczyk ME, 5:9 Pelfrey S, 2:36, 6:16
Bostrom J, 3:29 Fretchels T, 12:16 Kutash MB, 1:65 Penha-Walton MLI, 6:36
Boutaugh M, 1:51 Fullerton JT, 10:47 Perkin K, 2:32
Bovan P, 2:32 Futch J, 7/8:58 Pichert JW, 6:36
Bowling CD, 12:31 L Piland NF, 4:23
BBrreo1nd0tt: 8,A NLJ1,,2 :931::461 4, 5:5, 7/8:16, G LLaanktizn JJ,A ,1 02::4277 PPPooinrnttkeen re-yPO-R’A, Gtrk9:ai3dn7ys, o nT1 ,1 :V31J:3,7 9:50
Brugler CJ, 1:45 Galloway S, 6:42 Largen CW, 3:28 Potter PA, 11:51
Brunt B, 9:35 Gamble D, 9:58 Laschinger HKS, 2:32 Pounovich-Stream C, 11:6
Brusco MJ, 7/8:58 Gartner M, 7/8:20 Lawrenz E, 10:15
Bulechek GM, 10:23 GGooledp pCi, n9g:6e5r J , 1:51 LLeeinmgnaecthzeerr CAM,J , 3:1116:,2 0 12:31 R
Goode CJ, 4:61 Ljutic PM, 5:9
Cc Grahn J, 11:34 Loman DG, 3:6 Ray LN, 7/8:65
Greenfield AS, 9:20 Lutjens LRJ, 4:14 Ream MA, 2:42
Calderon E, 1:6 Gustafson C, 4:41 Reimels EM, 6:6
Campbell PA, 11:63 Reimer MA, 7/8:46
Carroll TL, 4:19 M Richardson J, 6:5
Cesta TG, 6:55 H Robertson B, 9:50
ChamberJsD , 10:5 Mabe PR, 3:16, 12:31 Ronald J, 3:6
Chamings PA, 9:9 Haas S, 9:65 Macnee C, 1:51 Runner-Heidt, CM, 11:63
Chappell H, 3:49 Hague D, 12:49 MacRobert M, 6:22 Ryan DA, 11:20
Cherry C, 7/8:20 Hall S, 7/8:26 Madden MJ, 1:39, 11:13
Chilcote DL, 4:13 Hampton DC, 5:21 Mahon SA, 4:23
Chin PP, 5:9 Hamric AB, 9:20 Manion J, 5:41 S
Clarke M, 12:49 Hannaford W, 11:34 Manthey M, 7/8:8
Cleland VS, 3:53, 5:33 Happ MB, 6:47 Massi-O’ Malley PA, 12:12 Saleem N, 4:12
Coeling HVE, 4:46, 5:13 Haring RC, 6:42 Mathis S, 9:10 Schmele JA, 6:22
Correnti DM, 4:11 Hartley P, 10:30 McCloskey JC, 10:23 Schulmerich SC, 6:27
Cronin SN, 11:58 Heinemann D, 12:31 McCullagh M, 4:41 Schultz AW, 2:13
Hendrickson G, 11:24 McDaniel C, 4:54 Scott VI, 12:44
Henson R, 6:22 McNeese-Smith DK, 2:9 Scott VL, 5:28
D Hern-Underwood M, 2:54 McNeil J, 4:36 Sheedy SA, 7/8:14
Higgins JM, 11:13 Milanovich PS, 2:42 Shortridge L, 1:33
Dahl S, 4:41 Hild J, 3:29 Miller B, 5:33 Showalter MJ, 7/8:58
Daly JM, 9:6 Holloran SD, 2:49 Miller JR, 4:21 Sills LR, 1:55
DeBaca V, 7/8:50 Huber DG, 9:10 Miller MP, 11:35 Simms LM, 4:46, 5:13
JONA - Vol. 23, No. 12 « December 1993
AUTHOR INDEX
Singleton EK, 5:49 T Trella RS, >.2 :20 Weilitz PB, 11:51
Smith HL, 4:23 Twardon C, 7/8:20 WennerJ , 11:34
Smith P, 11:6 Tahan H, 10:53 Westmoreland D, 1:60
Smith TC, 9:38 Tebbitt BV, 1:18, 1:24 Whitworth TR, 9:20
Spinella J, 7/8:35 Terry B, 5:62 Vv Wilkins VC, 3:26
Stapler EJ, 7/8:45 Theisen BA, 2:36, 6:16 Wise LC, 5:56
Stephany TM, 12:12 Theis R, 1:24 Van Cott ML, 12:31 Workman L, 2:54
Stewart K, 1:51 Thurston NE, 7/8:46 Van Der Walt AM, 9:7 Wright K, 2:42
Stolley JM, 12:49 Thyen MN, 1:24 Velianoff GD, 7/8:26
Stratton TD, 3:38 Tibbles LR, 10:42 Vos RA, 4:39
Stricker A, 3:29 Titus M, 1:45
Striepe J, 2:27 Tonges MC, 1:39, 10:15 Ww Zz
Stumpf L, 4:54 Toole K, 1:33
Sullivan PA, 3:9 Tornabeni J, 7/8:50 Walton MK, 2:55 Zappin P, 1:33
Sultemeier A, 4:13 Totten NW, 5:28, 12:44 Watson LA, 7/8:46 Zhang JQ, 3:29
STATEMENT OF OWNERSHIP, MANAGEMENT AND CIRCULATION (Act of August 12, 1970: Section 3685, Title 39 United
States Code) Date of Filing—October 1, 1993. Title of Publication—THE JOURNAL OF NURSING ADMINISTRATION; Fre-
quency of Issue—Eleven times per year; Annual Subscription Price—$56.00; Location of Known Office of Publication—
12107 Insurance Way, Suite 114, Hagerstown, MD 21740: Location of Headquarters or General Business Offices of the Pub-
lisher—227 East Washington Square, Philadelphia, PA 19106; Publisher—J.B. Lippincott Company, 227 East Washington
Square, Philadelphia, PA 19106; Editor—Suzanne Smith Blancett, EdD, RN, 4301 32nd Street West, Suite C-12, Bradenton, FL
34205-2748; Managing Editor—Bonnie Meyers, 227 East Washington Square, Philadelphia, PA 19106; Owner—J.B. Lippincott
Company, 227 East Washington Square, Philadelphia, PA 19106; Known Bondholders, Mortgages and other security holders
owning or holding 1 percent or more of total amount of bonds, mortgages cr other securities—Wolters Kluwer, U.S. Cor-
porations, 1185 Avenue of the Americas, 37th Floor, New York, NY 10036. A.Total no. copies printed (net press run), aver-
age 10,827, actual 12,300; B. Paid circulation 1. Sales through dealers and carriers, street vendors and counter sales, average
none, actual none; 2. Mail subscriptions, average 9,981, actual 10,808; C. Total paid circulation, average 9,981, actual 10,808;
D. Free distribution by mail, carrier or other means. Samples complimentary, and other free copies, average 193, actual 150;
E. Total distribution (sum of Ca nd D), average 10,174, actual 10,958; F. Copies not distributed 1. Office use, leftover, unac-
counted, spoiled after printing, average 653, actual 1342; 2. Returns from news agents, none; G. Total (sum of Ea nd F—
should equal net press runs shown in A), average 10,827, actual 12,300. I certify that the statements made by me above are
correct and complete. Virginia B. Martin, Vice President, Journals.
JONA « Vol. 23, No. 12 « December 1993
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