26Jones Leadership(F)-Index 1/14/07 3:57 PM Page 433 Index Care delivery models, 282–285 Care experts, 397 Career development See also Career planning and development building nursing care, 390–391 entrepreneurship and intrapreneurship opportunities, 392 marketing, networking, and mentoring, 402–404 of nurse entrepreneurs, 406–408 of nurse intrapreneurs, 404–406 Career life linkages, 371 Career planning and development building strategic plan, 401–402 career assessment, 393 creating visionary change, 399–400 creativity and innovation, 399 forces shaping careers, 396–399 integrating self with environmental opportunities, 400–401 opportunity seeking and risk taking, 401 overview of, 392–393 persistence in, 393–394 taking control of career, 394–396 Career planning specialist, 379 Caring leadership, Carolyn McCarthy Center on Gun Violence and Harm Reduction, 210 Case law, 58, 59 Caseload Management Competency, 77 Cash budget, 271 Causation, in malpractice, 60, 60b Cause and effect diagram See Root cause analysis Cause and effect ideas, 21 CBT See Computer-based training (CBT) CCC See Clinical Care Classification (CCC) CDC See Centers for Disease Control and Prevention (CDC) CDM See Charge description master (CDM) Center for American Nurses, 280 Centers for Disease Control and Prevention (CDC), 86, 88, 310 Centers for Medicare and Medicaid Services (CMS), 86–87, 97, 101, 103, 215, 242, 252 Central processing unit (CPU), 144 Central tendency, 305, 306t Centralization/decentralization principle of management, 18t Centralized decision making, 49 Centralized staffing, 287–288 Centralized structure, 49–50 Certification, 70, 417–418, 418t Certified Nurse Assistant (CNA), 348b CES See Coates Caring Efficacy Scale (CES) Chain of command, 43, 47, 116 Change about, 168 agent, 168, 170, 173–174, 173b assessing readiness for, 169 assumptions regarding, 168–169 definition of, 168 lessons of the paradigm of, 179 strategies to overcome, 170, 171–172t, 173 theories of, 173–179 visionary transformation and, 394–396 Change agent motivation and resources assessment, in Lippitt’s phases of change, 175 Change Forces (Fullan), 179 433 Chaordic, definition of, 21 Chaos theory in action, 178–179 concept within, 44 curricular changes and, 21 genesis and hypothesis of, 178 Chaplain, role of, 186t Charge description master (CDM), 97 Charge nurse competencies, 81b Charge-based reimbursement, 98 Charitable sources, 108 Chart audits, 254 Checklists, as performance appraisal tool, 304 Chemical impairment, 310 Chief nurse executive (CNE) power of, 202 role of, 186t CIN See Computers, Informatics, Nursing (CIN) Circadian rhythms, 365 Civil law, 59 Civil Rights Act, 1964, 59b Clarification, 152 Classical principles of organizational design, 42 Classical theory, 42–43 Client role of nurse manager, 26t Client/situation, identification for delegation, 347 Climate of organizations, 53 Clinical Care Classification (CCC), 136 Clinical decision-making course, 21 Clinical nurse leader (CNL), 285 Clinical nurse specialist (CNS), 72, 409 Clinical practice, portfolio of competence in, 78–79 Closing the deal, in negotiation plan development, 340, 341t, 342 Clutter, dealing with, 366 CMS See Centers for Medicare and Medicaid Services (CMS) CNA See Certified Nurse Assistant (CNA) CNL See Clinical nurse leader (CNL) CNS See Clinical nurse specialist (CNS) Coaching, in implementing plan of action, 309 Coalitions, 212 Coates Caring Efficacy Scale (CES), 76 Coercive power, 204 Cognitive conflict, 332 Cognitive science, 133, 133f Cognitive skills, in critical thinking, 152 Collaboration in conflict management, 336, 337t effective, leaders and, 10 in political strategies, 211 with professionals, nurses and, 14 reward, 196 in win-win solutions, 213 Collaborative negotiation, competitive vs., 339 Collegiality, in professional performance, 301, 302 Colorado Board of Nursing, 60 Colorado Nurse Practice Act, 353 Command of activity among personnel concept, 18t Commercial insurers, 101 Common law, 58, 59 Common-cause variation, 257 26Jones Leadership(F)-Index 434 1/14/07 3:57 PM Page 434 Index Communicating priorities, as leaders skills, 196 Communication See also Communication skills; Effective communication; Organizational communication among caregivers, 192 assertive, 307 asynchronous, 25 with clients, 62 cultural beliefs and attitudes and, 324 cultural interaction and, 317–318 definition of, 119 diagonal, 120 downward, 119 e-mail as, 125–126 formal channels of, 47 formal vs informal, 120–121 gender and, 123 generations and, 123 horizontal, 120 interpersonal, 114, 117 motivating, 34–35 nonverbal, 119 organization-wide, 125 theories of, 114–116 vertical, 119–120 Communication management, Communication skills in leadership, in Lippitt’s phases of change, 174 Communicator, nurse as, 25 Community networking, power and, 10 not-for-profits organizations and, 108 politics and, 207–208 Competence/competency(ies) See also Computer competencies; Cultural competence of charge nurse, 81b in critical care, 81 critical to advanced nursing practice, 80–82 critical to nursing management, 80 of emotional intelligence, 364b generalist vs specialist nursing, 80–81, 80b of leaders, measuring in clinical practice, 77–80 of nurse managers, 26t of nurses, nursing, 70, 75–77 in nursing informatics, 81–82 of Pew Foundation, 378b social, 364b in specialty practice, 77 supervision and, 354 in transition to skilled clinician, 370 Competency-based orientation, 78 Competition in conflict management, 336, 337t, 338 vs collaborative negotiation, 339 Competitive negotiation collective bargaining as example of, 340 vs collaborative negotiation, 339 Complexity science about, 14, 22 language of, 22t Complexity theory, 15, 21 Comprehensive job description, 300 Compromise, in conflict management style, 336, 337t Computer competencies See also Competence/competency(ies) of beginning nurse, 76, 82b of nursing informatics, 83b Computer science, 132, 133f Computer-based training (CBT), 80 Computerized risk assessment programs, 92 Computers hardware, 143–144 input and output devices, 144 memory of, 144, 145t power of, 144–145 processing components, 144 Computers, Informatics, Nursing (CIN), 408 Concurrent audit, retrospective audit vs., 254b Confidence building, 196 in political tactics, 212 Confirmation, in Rogers’ diffusion of innovation, 176 Conflict resolution destructive, 338 resolution process, 212–213 steps to, 214, 214b win-win solutions in, 213–214 Confusion, 61 Consciousness, cultural, 318 Consequentialism, 63 Conservative strategy for asset allocation, 426 Considering context, in critical thinking process, 153 Constructive conflict management See also Conflict resolution affective, 332 categorization of, 331–332 cognitive, 332 conflict management styles, 336–337, 337t conflict situation assessment, 333–338 definition of, 337 definition of conflict, 331 dimensions of, 330–332 organizational conflict types, 332 role of negotiation in, 339–342 scenarios, 330 styles in nursing and health care, 337–338 Consumer satisfaction, 305 Content, in effective communication, 194 Content goals, 334 Contingency theory, 4, 44 Continuing education, 416, 419 Continuous quality improvement (CQI) project, 309 Contract law, 62 Contracts, 59 Contributors, Control charts, 256–257, 261 Control taking, in career planning and development, 394–396 Control theory, 32b Control through rules and procedures concept, 18t Controllable expenses, 274–275 Coordination of parts into unified whole concept, 18t Core competency of caring, 76 Core measures, 241 Correctness element, in writing, 421b 26Jones Leadership(F)-Index 1/14/07 3:57 PM Page 435 Index Cost-based reimbursement, 98 Cost containment, 274–275, 276f Counseling, in implementing plan of action, 310 Courage, in leadership, Courtesy, in political tactics, 212 Cover letter(s) action words and phrases for, 382b example of, 383b importance of, 381 qualities of, 383b CPM See Critical path method (CPM) CPU See Central processing unit (CPU) CQI project See Continuous quality improvement (CQI) project Create a plan phase, in job prospecting, 379–381 Creating opportunities, Creativity, nursing career and, 399 Credibility, in leadership strategies, Criminal law, 59 Critical care, competencies in, 81 Critical path method (CPM), 226–227, 227f Critical thinking in building strategic plan, 393, 401–402 process of, 152–153, 152b skills of, 154 Criticism, in performance appraisal, 307 Crosby, Philip, 246 Crossing the Quality Chasm (IOM), 141, 243 Cultural assessment, 321 checklist of, 322b Cultural awareness, 321 of nurses, 8, 318 Cultural beliefs, communication and, 324 Cultural care, 321 Cultural competence See also Competence/competency(ies) definition of, 316b, 319 models of, 318–320, 319f, 320f nurse managers and, 325 in practice, 321–323 Cultural consciousness, 318 Cultural diversity, 316, 316b, 317 Cultural encounters, 319 Cultural knowledge, 318 Cultural skill, 319 Culturally diverse workforce, managing, 323–325 Culture See also Cultural competence of candor, leaders and, concepts of, 316–317 definition of, 316b impact on nursing practice, 317–318 nurse intrapreneurs and, 405–406 of organizations, 53 terms describing, 316b Curricular changes and chaos theory, 21 Curriculum vitae (CV), 380 Cyclical staffing, 287–288 D Daily patient census, 285 Daily staffing, in scheduling outcome, 289 Damages, in malpractice, 60, 60b 435 Dashboards as management tool, 276–277 in strategic planning process, 232–233, 233t Data collection chart audits and, 254 in critical thinking process, 153 in performance appraisal, 303–305 Data conflicts, 331 Data display tools, 254 Data elements, 135–138 Data interchange standards, 138 Data standards components of, 135 of health-care organizations, 139t terminology standards, 140–141, 142 Dataset Nursing Quality Indicators, 244 Decentralization/centralization principle of management, 18t Decentralized decision making, 49 Decentralized staffing, 287, 288 Decentralized structure, 50, 50f Decision, in Rogers’ diffusion of innovation, 176 Decision maker, nurse as, 24–25 Decision making, 393 activity of, 152 autonomy in, 33 avoiding common mistakes in, 160–162 brainstorming technique in, 162 building strategic plan and, 401–402 centralized, 49 ethical, 58, 65–66 ethics, MORAL model of, 65, 65b models of, 153–156, 153f pre-, 157 problem-solving process, 160, 161f seven hat technique, 162–163 tips for, 161b tools for, 157–160 types of decisions, 157 Decoding, 116 Define, measure, analyze, improve, and control (DMAIC), 248–249 Delegatee, in delegation, 346 Delegation, 302 See also Right person in delegation; Rights of delegation client/situation in, 347 delegatee in, 346 delegators in, 346 right circumstances for, 351–353 task in, 346–347 Delegation decision model, 351, 352f Delegators accountability or responsibility of, 346 nurse as, 25–26 Demand theory, 104–105, 106f Deming, W Edwards, 245–246 Deontology, 63 Department of Education, 101 Department of Health, Education, and Welfare (HEW), 101 Department of Health and Human Services (HHS), 101, 145 Destructive conflict resolution, 338 Diagnosis phase, in nursing process, 134t Diagnosis-related group (DRG) system, 101, 102, 103 26Jones Leadership(F)-Index 436 1/14/07 3:57 PM Page 436 Index Diagonal communication, 120 DICOM See Digital Imaging and Communications in Medicine (DICOM) Dietitian, role of, 186t Digital Imaging and Communications in Medicine (DICOM), 139t Direct care activity, 286 Direct care competency, 76 Direct cost, definition of, 268 Direction definition of, 353 right, 353–354 Disaster planning, 224 Discernment phase, in job prospecting, 379 Discipline principle of management, 18t Disciplining, in implementing plan of action, 310 Distributed control, 22t Divergent goals, in conflict situation, 334 Divergent thinking, 152 Diversification, 426 Diversity, cultural, 316, 316b, 317 Division of work principle of management, 18t DMAIC See Define, measure, analyze, improve, and control (DMAIC) DNR orders See Do not resuscitate (DNR) orders Do not resuscitate (DNR) orders, 63 Doctoral degree nurse program, 417t Doctoral prepared nurse, 184, 185t Documentation, 286 Dominating, in conflict management, 336 Donabedian, Avedis, 246 Donations, 108 Downsizing, 312 Downward communication, 119 Downward transfer, 312 DRG system See Diagnosis-related group (DRG) system Drivers of quality patients as, 240–241 payers as, 243 professional groups as, 243–245 regulators as, 241–243 Drucker, Peter, 16, 22, 41 Durable power of attorney, 63 Duty to client, in malpractice, 59–60, 60b E Economic influences demand and supply theories, 104–106 maximizing profits, 106–109 in shaping nurses’ careers, 396 status of health care in U.S., 96–100 third-party payers, 100–104 Economic theories of supply and demand, 104–109 Edge of chaos, 22t Education See also Nursing education continuing, 416, 419 in professional performance, 301 staff, 85 Effective coalitions, 212 Effective communication See also Communication leaders and, 10 organizations and, 114, 117, 126 within teams, 193–195 Effective followers, Effective leaders, 10 Effective leadership, 15 EHRs See Electronic health records (EHRs) Electronic communication, information technology and, 123–126 Electronic health records (EHRs), 124–125 Electronic medical records (EMRs), 138, 141, 143 Elements of change, 168–169 E-mail, as communication tool, 125–126 Emergency department nurse, sample job description of, 301f Emergency Medical Treatment and Active Labor Law (EMTALA), 58 Emergency Nursing Organization, 420 Emotional intelligence domains and competencies of, 364b as strategy in achieving goals, 363 Employees See also Employers; Performance appraisal motivated, 43 new, 310–311 probationary, 310–311 problem of, 311–312 ranking of, as performance appraisal tool, 304 role in performance appraisal, 306 theories of motivation, 30–32 Employers, characteristics to look for in, 377 Empowerment, 205–206 EMRs See Electronic medical records (EMRs) EMTALA See Emergency Medical Treatment and Active Labor Law (EMTALA) Encoding, 116 End-of-life issues, cultural values and, 323 “Entrepreneurial leap”, 401 Entrepreneurship, 392 Environment building, for best practice, 259 external, assessment of, 229, 229t integrating self with, 400–401 Environmental assessment techniques, 229–230 Envisioning goals, in leadership tasks, Equal Pay Act, 193, 59b Equilibrium price, 105–106, 106f Equity principle of management, 18t Equity theory, 32b Error, definition of, 240b eShift, 288 Ethical decision making, 58, 65–66 Ethical foundations of legal system, 62–66 Ethical principles of legal system, 64–65 Ethical theory of teleology, 63 Ethics of care, 63 definition of, 58 in professional performance, 301 Ethics and Human Rights Position Statements, ANA, 1992, 65 26Jones Leadership(F)-Index 1/14/07 3:57 PM Page 437 Index Ethnic groups, in United States, 317 Evaluation marketing, 235 in nursing process, 134t in strategic planning process, 232–233, 233t, 270–271 Evaluator bias, 305 Events/issues, in conflict situation, 333–334 Evidence-based nursing practice See also Evidence-based practice definition of, 83 integration into nursing process, 83–84 policies and procedures and, 86 Evidence-based practice model for developing, 84 overview of, 258–259 as part of nursing standard of care, 83–84 policies and procedures and, 86 through nursing research, 84–85 Executive Learning 2000, 255, 256, 257 Exemplary followers, Existence needs, in ERG theory, 30 Expenditures See also Expenses on health care, 96 national health, 97f of personal health care, 98f Expenses See also Expenditures controllable, 274–275 definition of, 268 fixed, 274 uncontrollable, 275 variable, 274 Expert nurse, in transition to skilled clinician, 370 Expert power about, 203 ways to increase, 205 Explaining, in leadership tasks, External environment, assessment of, 229, 229t Extrinsic motivation, 307 Extrinsic needs, in Herzberg theory, 30–31 Eye contact, in nonverbal behavior, 194b F Face-to-face communication, 118 Face-saving goals, 334 Facial expression in nonverbal behavior, 194b in nonverbal communication, 119 Failure mode and effects analysis (FMEA), 241, 254–255, 257 Fatigue, managing, 366 Fayol’s principles of management, 17–18, 18t FDA See Federal Drug Administration (FDA) Federal Drug Administration (FDA), 103 Federal legislation, 58, 59b Federal policy, 217 Feedback in effective communication, 194–195 in professional practice evaluation, 302 Fee-for-service payment methods, 98 Fidelity, 65 437 Financial incentives and risk, in health-care payment systems, 100 Financial planning, future, 424–426 First job job prospecting process, 378–386 selecting work environment, 376–378 Fiscal planning and budgeting budget approaches, 273 budget preparation process, 270t budget process objectives, 267b cash budget, 271 cost containment, 274–275, 276f creating budgets, 267–271 definitions of budget, 268–269, 275 importance and features of, 266–267 perpetual budget, 269 in the planning process, 266–267 role of nurse manager in, 272 rules of budgeting, 271b steps in budget process, 271f types of budgets, 271–272 variance analysis, 272–274 Fiscal year, definition of, 268 Fishbone diagram See Root cause analysis 503(c) retirement plan, 425b “Five Minds of a Manager, The”, 23b Five Ps, 307 Fixed budget, 273 Fixed expenses, 274 Flat structure, 50, 50f Flexestaff, 287 Flexibility, in political tactics, 212 Flexible budget, 273 Flexible scheduling, 288 Flexible tools, in performance assessment, 299 Float pool nurses, 289 Flowcharts, 255 FMEA See Failure mode and effects analysis (FMEA) Followers regular recognition of, role of, Followership, types of, Follow-up after the interview, 384 in performance appraisal, 308–310 Force field analysis, 174 Forced distribution scales, 298, 298f Forcing, in conflict management, 336 Formal communication, 25 Formal evaluations, in performance appraisal, 299–300 Formal groups, 185 Formal lines of authority, in organizational chart, 47 Formal vs informal communication, 120–121 Formalism, 63 See Deontology Forming stage, in group development, 187–188, 188b For-profit, definition of, 268 For-profit health organizations, 107–109 Forseeability, in malpractice, 60, 60b 457 retirement plan, 425b 401(k) retirement plan, 425b, 426 ... practice model for developing, 84 overview of, 258–259 as part of nursing standard of care, 83–84 policies and procedures and, 86 through nursing research, 84–85 Executive Learning 2000, 255, 256, 257... Communication skills in leadership, in Lippitt’s phases of change, 174 Communicator, nurse as, 25 Community networking, power and, 10 not-for-profits organizations and, 108 politics and, 207–208 Competence/competency(ies)... critical care, 81 critical to advanced nursing practice, 80–82 critical to nursing management, 80 of emotional intelligence, 364b generalist vs specialist nursing, 80–81, 80b of leaders, measuring