JONA™ is the authoritative source of information on developments and advances in patient care leadership. Content is geared to nurse executives, directors of nursing, and nurse managers in hospital, community health, and ambulatory care environments.
Health Care Management REVIEW (HCMR) is a peer-reviewed quarterly journal that addresses the full range of challenges and concerns that busy health care academics and executives face every day, and provides the latest developments in the health care field. Topics include new developments, practical solutions, and insightful analyses in finance, marketing, labor relations, cost containment, quality assurance, planning, computers and technology, staff recruitment, pay and benefits, and much more.
JNSD is the only peer-reviewed journal written by and for staff development specialists. Original articles focus on issues that impact staff development, as well as the latest innovations in education, research and technology: educating unlicensed assisting personnel; competence assessment; developing, implementing, and evaluating program effectiveness; computer-aided instruction; organization-wide approaches to meeting JCAHO standards
Nursing Management is the leading monthly source for practical, educational, cutting-edge information for nurse leaders. Each issue presents peer-reviewed articles that range from legal and ethical aspects of nursing leadership to personnel management, recruitment and retention, budget issues, product selection, and quality control.
Nursing Outlook, a bi-monthly journal, provides innovative ideas for nursing leaders through peer-reviewed articles and timely reports. Each issue examines current issues and trends in nursing practice, education and research, offering progressive solutions to the challenges facing the profession.
Consolidations and mergers have dramatically changed the face of the physician practice. From governance issues to information technology, today¿s practice managers face a host of new complexities and competing priorities that demand more robust skills and knowledge.Fundamentals of Medical Practice Management is one of the few, if not only, texts that addresses the educational needs of the modern practice manager. Author Stephen L. Wagner, who studied under quality guru W. Edwards Deming, combines a focus on quality and excellence with an important thesis: working together and putting people first is the best way to be successful in healthcare. Although this text delves into many practical topics, its main focus is people. The author argues that ¿win-lose games and quick-fix solutions¿ have begun to deliver diminished returns in healthcare¿not only economically, but emotionally and societally. He aims to shape the reader¿s mindset for a new era of people-focused practice management.
Today's healthcare leaders face constant challenge and change. Even as they cope with a rapidly evolving environment, they also must overcome existing obstacles inherent to running multifaceted operations. A solid value system must anchor leaders as they navigate all these daily challenges. This highly regarded book views leadership through the lens of values. It provides a comprehensive overview of leadership principles specific to the healthcare environment and explores both personal and team values that drive appropriate and effective behavior. Case studies, exercises, and self-assessment tools are included to facilitate teaching, dialogue, and self-reflection.
Time-tested leadership and management strategies based on experiential learning activities are at the foundation of this text for undergraduate and graduate students in nursing and health care leadership or management courses. It is grounded in theories and concepts applied to the health care environment from business, organizational psychology, health care law, and educational administration fields. The text encompasses theories of effective communication, problem analysis, conflict resolution, and time management challenges.This new edition includes three new chapters that cover current theories of creative leadership, working with diverse groups, and ethics for leaders and managers in health care, as well as new experiential learning activities throughout. These activities make theory application palpable and support the development of skills that students can use to motivate, educate, and lead those in health care to achieve the goals of a group, team, or organization. Included among the experiential learning activities are case studies, simulation, review questions, suggested assignments, and expected learning outcomes. The text will also be of value to nurse managers who wish to enhance their current leadership or managerial skills.
In the dynamic and demanding field of healthcare, managers face a unique set of challenges. They lead complex organizations characterized by ever-changing relationships and reporting structures. They interact daily with personnel representing multiple specialties and different professional cultures. To be successful, healthcare leaders must be able to manage these complicated relationships. This book explores theories of organizational design, leadership, and management and the social psychology of organizations as they apply to healthcare. The author, drawing on years of experience as a hospital CEO, uses real-world scenarios to illustrate the management practices that enhance organizational effectiveness and efficiency. Through chapter cases, activities, and questions that reinforce essential concepts, readers will gain an understanding of not only theory but also how the interrelationships of people, organizations, and structures drive the success of a healthcare organization.
Healthcare remains a field of growth within the US and abroad, according to the US Bureau of Labor Statistics. As the youngest baby boomers continue to ascent in age, the need to employ qualified health care personnel to both prevent and treat medical issues increases. There will be continued substantial growth in the healthcare field from practitioners to operations personnel including administration and technology. To that end, many practitioners to not want to work in hospitals and clinics, as pay at these locations is limited, and many such as SSM Healthcare place compensatory values on pay. Therefore, many will venture on their own, but herein lies the issue--many medical programs and schools place so much emphasis on symptoms and cures, there is very little training for practitioners that want to operate their own practice.
This text helps to foster the leadership expertise and partnerships that will facilitate the delivery of the highest-quality care. It based on the time-tested wisdom that leadership knowledge, skills and, competencies gained by training a group of nurses in the same organization rather than a single nurse are much more likely to result in genuine organizational transformation. It is the only text available to focus in depth on building and maintaining effective partnerships, motivating and developing others in the team, organizational analysis, strategizing, communicating, planning and managing change, measuring team and partnership effectiveness through metrics, and leveraging results within and outside of the organization. Case studies across a variety of organizations and environments and drawn from years of nursing team and leadership training, illuminate key points and provide readers with real life examples of the application of key concepts.
With the goal of advancing quality health care, this innovative text moves beyond the often insular world of nurse leadership values to offer the perspectives of leaders in other health care disciplines that interface with nurses. These professionals describe and analyze their interactions with nurse leaders regarding their role in quality health care delivery, patient safety, health care reform, and partnering outside the profession, along with suggested improvements.The book will enable nurse leaders to clarify strengths and opportunities for growth and to develop strategies for effective collaborations that are necessary for advancing and transforming our health care system. Each chapter is written by an accomplished health care leader outside the nursing profession, and follows a consistent format that includes definitions of leadership, best and worst professional experience with nurse leaders (in terms of strategic vision, risk-taking, creativity, interpersonal and communication effectiveness, inspiring change and self-knowledge), lessons learned, and implications for leaders within and outside nursing.
High-Reliability Organizations prioritize safety over other performance measures and equip staff with operational tactics to help them anticipate potential problems early on and respond to threats. Driven by the desire to improve, healthcare providers have recognized that the principles and approaches of High-Reliability Organizations have much to offer them in meeting important goals related to outcomes and safety. High-Reliability Healthcare: Improving Patient Safety and Outcomes with Six Sigma explores how the Six Sigma approach to quality improvement integrates with and complements the culture of High-Reliability Organizations. Six Sigma strives to reduce variability both by reducing errors and by standardizing processes, and it provides the ground-up support structure for a High-Reliability culture. Written in a practical, how-to style and now extensively revised, this book provides healthcare executives with a tool kit for understanding variability, managing change, and ultimately reducing errors and improving patient outcomes.