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Effective
Leadership and
Management in
Nursing
Ninth Edition
Eleanor J. Sullivan
PhD, RN, FAAN
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Library of Congress Cataloging-in-Publication Data
Names: Sullivan, Eleanor J., 1938- author.
Title: Effective leadership and management in nursing / Eleanor J. Sullivan,
PhD, RN, FAAN.
Description: Ninth edition. | Boston : Pearson, [2017] | Includes index.
Identifiers: LCCN 2016021687 | ISBN 9780134153117 | ISBN 0134153111
Subjects: LCSH: Nursing services—Administration. | Leadership.
Classification: LCC RT89 .S85 2017 | DDC 362.17/3068—dc23
LC record available at https://lccn.loc.gov/2016021687
1 17
ISBN-10: 0-13-415311-1
ISBN-13: 978-0-13-415311-7
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About the Author
E
leanor J. Sullivan, PhD, RN, FAAN, is the
former dean of the University of Kansas
School of Nursing, past president of
Sigma Theta Tau International, and previous edi-
tor of the Journal of Professional Nursing. She has
served on the board of directors of the American
Association of Colleges of Nursing, testified
before the U.S. Senate, served on a National Insti-
tutes of Health council, presented papers to
international audiences, been quoted in the Chi-
cago Tribune, St. Louis Post-Dispatch, and Rolling
Stone Magazine, and named to the “Who’s Who in
Health Care” by the Kansas City Business Journal.
She earned nursing degrees from St. Louis Community College, St. Louis University,
and Southern Illinois University and holds a PhD from St. Louis University.
Dr. Sullivan is known for her publications in nursing, including this award-
winning textbook, Effective Leadership & Management in Nursing, and Becoming Influential:
A Guide for Nurses, from Pearson Education. In addition, Dr. Sullivan has authored
numerous professional articles, book chapters, and books, including Creating Nursing’s
Future: Issues, Opportunities and Challenges, among others.
Today, Dr. Sullivan is also active in the mystery writing field. She served on the
national board of Sisters in Crime, chaired an award committee for the Mystery Writ-
ers of America, and is published in Mystery Scene Magazine and Ellery Queen Mystery
Magazine.
She has published five mystery novels. Her first three mysteries (Twice Dead,
Deadly Diversion, and Assumed Dead) feature nurse sleuth Monika Everhardt. The latter
two were bought by Harlequin, reissued in paperback, and are still available as e-books
(Deadly Diversion, Assumed Dead).
Her latest series, the Singular Village Mysteries, features 19th century midwife Ade-
laide Bechtmann and her cabinetmaker husband, Benjamin. Two books in the series
(Cover Her Body and Graven Images) are available in print, e-book, and audio formats.
The third book, Tree of Heaven, will be released in the fall of 2017. The series is set in the
Ohio village of Dr. Sullivan’s ancestors. Dr. Sullivan’s blog, found on her website,
reveals the history behind her historical fiction.
Connect with her at EleanorSullivan.com, Facebook, and LinkedIn.
This book is dedicated to my family
for their continuing love and support.
—Eleanor J. Sullivan
iii
Thank You
O
ur heartfelt thanks go out to our colleagues from schools of nursing across the
country who gave generously of their time, expertise, and knowledge to help
us create this exciting new edition of our text. We have reaped the benefit of
your collective experience as nurses and teachers, and this edition is vastly enriched
due to your efforts.
Contributors
Michael Bleich, PhD, RN, FAAN
President, Maxine Clark and Bob Fox Dean and Professor
Goldfarb School of Nursing
Barnes Jewish College
Chapter 2: Designing Organizations
Debra J. Ford, PhD.
Program Director, Leadership, and Research Assistant Professor
The University of Kansas Medical Center
Chapter 10: Communicating Effectively
Chapter 13: Handling Conf lict
Rachel A. Pepper, RN, DNP, NEA-BC
Senior Director of Nursing
The University of Kansas Hospital
Chapter 15: Budgeting and Managing Fiscal Resources
Chapter 17: Staffing and Scheduling
Pamela Klauer Triolo, PhD, RN, FAAN
Former Chief Nursing Officer (Corporate) and Associate Dean
University of Pittsburgh Medical Center
Chapter 19: Evaluating Staff Performance
Chapter 20: Coaching, Disciplining, and Terminating Staff
Reviewers
Wendy Bailes, PhD, RN
Associate Director, Undergraduate Programs
University of Louisiana at Monroe
Monroe, Louisiana
Diane Daddario, MSN, ANP-C, ACNS-BC, RN-BC, CMSRN
Adjunct Faulty, College of Nursing
Pennsylvania State University
University Park, Pennsylvania
iv
Teresa Fisher, MSN, RN, PBT (ASCP)
Assistant Professor of Nursing
Arkansas State University
Jonesboro, Arkansas
Ruth Gladen, MS, RN
Associate Professor
RN Faculty & Director
North Dakota College of Science
Wahpeton, North Dakota
Lisa Harding, RN, MSN, CEN
Professor
Bakersfield College
Bakersfield, California
Mary Alice Hodge, PhD, CNL-C, RN
Director, Graduate Program
The University of South Carolina Upstate
Spartanburg, South Carolina
Mona P. Klose, MS, RN, CNE, CPHQ
Director of Quality Management
Assistant Professor of Nursing
University of Jamestown
Jamestown, North Dakota
Tara O’Brien, PhD, RN, CNE
Assistant Professor
The University of North Carolina
Charlotte, North Carolina
Jennifer O’Connor, RN, MS, CFCN, CNE
Instructor
Northeastern State University
Tahlequah, Oklahoma
Rose M. Powell, PhD, RN
Associate Professor
Stephen F. Austin State University
Nacogdoches, Texas
Joyce A. Shanty, PhD, RN
Associate Professor
Indiana University of Pennsylvania
Indiana, Pennsylvania
Deborah Smitherman, MSN, RN, CCM
Assistant Professor of Nursing
Belhaven University
Jackson, Mississippi
Thank You v
Preface
N
ever have nurses been more important to healthcare organizations than they
are today. Passage of the Affordable Care Act (ACA) in 2010 reversed decades
of focus on providing quantities of care to emphasize quality of care. Prevent-
ing illness and coordinating care are the cornerstones of the ACA, and nurses are key
to its success.
In addition, leading and managing are essential skills for all nurses in this radically
changed healthcare environment. New graduates find themselves managing unlicensed
assistive personnel, and experienced nurses are managing groups of healthcare providers
from a variety of disciplines and educational levels. All need to know how to manage.
This text is designed to provide new graduates or novice managers with the infor-
mation they need to become effective managers and leaders in healthcare. In addition,
a sidebar in each chapter illustrates how nurses can lead at the bedside. More than
ever before, today’s rapidly changing healthcare environment demands highly devel-
oped management skills and superb leadership.
Features of the Ninth Edition
Effective Leadership and Management in Nursing has made a significant and lasting con-
tribution to the education of nurses and nurse managers in its eight previous editions.
Used worldwide and translated into numerous languages, this award-winning text is
now offered in an updated and revised edition to reflect today’s healthcare arena and
in response to suggestions from the text’s users. The ninth edition builds upon the
work of previous contributors to provide the most up-to-date and comprehensive
learning package for today’s busy students and professionals.
Features of the ninth edition include the following:
• Implementation of the Affordable Care Act
• Evolving models of healthcare organizational structures and relationships
• Expanded content on cultural and gender diversity
• Emphasis on quality management
• Addition of emotional leadership concepts
• Use of social media in management
• Harassing, bullying, and lack of civility in healthcare
• Emergency preparedness for terrorism, disasters, and mass shootings
• Prevention of workplace violence
Two new chapters have been added to this award-winning text. Chapter 7, Under-
standing Legal and Ethical Issues, encompasses the myriad of issues confronting nurses
and managers today. Chapter 28, Imagining the Future, helps readers contemplate the
possibilities inherent in a fast-evolving environment.
Most notably, this text is available for the first time with a suite of digital resources
to enhance your learning. This digital program includes the MyLab Nursing program
vi
that lets you review the chapter materials, decision-making cases that allow you to
apply your learning, and the E-Text 2.0 digital text that is easy to navigate and gives
you tools for highlighting, note taking, and more.
Student-friendly Learning Tools
Designed with the adult learner in mind, the text focuses on the application of the con-
tent presented and offers specific guidelines on how to implement the skills included.
To further illustrate and emphasize key points, each chapter in this edition includes
these features:
• A chapter outline and preview
• A complete audio version of each chapter
• Key terms in pop-up boxes linked to their first appearance and defined in the
glossary at the end of the text
• Flashcards to self-test knowledge of new vocabulary
• What You Know Now summaries at the end of each chapter
• A Tool Box with a list of tools, or key behaviors, for using the skills presented in
the chapter
• Questions to Challenge You in an interactive journal format to help students relate
concepts to their experiences
• Up-to-date references
• Case Studies to demonstrate application of content, with discussion board
questions
Organization
The text is organized into five sections that address the essential information and key
skills that nurses must learn to succeed in today’s volatile healthcare environment and
to prepare for the future.
Part 1. Understanding Nursing Management
and Organizations
Part 1 introduces the context for nursing management, with an emphasis on chang-
ing organizational structures, ways that nursing care is delivered, the concepts of
leading and managing, how to initiate and manage change, providing quality care,
and how to use power and politics—all necessary for nurses to succeed and prosper
in today’s chaotic healthcare world. A new chapter addresses how to weigh legal
and ethical issues,
Part 2. Learning Key Skills in Nursing Management
Part 2 delves into the essential skills for today’s managers, including thinking
critically, making decisions, solving problems, communicating with a variety of
individuals and groups, delegating, working in teams, resolving conflicts, and
managing time.
Preface vii
Part 3. Managing Resources
Knowing how to manage resources is vital for today’s nurses. They must be adept at
budgeting fiscal resources; recruiting and selecting staff; handling staffing and sched-
uling; motivating and developing staff; evaluating staff performance; coaching, disci-
plining, and terminating staff; managing absenteeism, reducing turnover, and
retaining staff; and handling disruptive staff behaviors, especially harassing and bul-
lying behaviors. In addition, collective bargaining, preparing for emergencies and pre-
venting workplace violence are included in Part 3.
Part 4. Taking Care of Yourself
Nurses are their own most valuable resource. Part 4 shows how to manage stress and
to advance in a career.
Part 5. Looking Toward the Future
New to this edition, this chapter provides ways to consider the future, societal predic-
tions about the future, the future of healthcare, and the future of nursing.
Instructor Resources
The assignable and gradable assessments in MyLab Nursing provide educators with
insight into students’ preparation for class, students’ understanding of the material,
and clarity around areas in which additional instruction may be needed.
Additional Instructor Resources can be accessed by registering and logging in at
www.pearsonhighered.com/nursing and include the following:
• TestGen Test Bank
• Lecture Note PowerPoints
• Instructor’s Resource Manual
viii Preface
http://www.pearsonhighered.com/nursing
Part 1 Understanding Nursing
Management and Organizations
1 Introducing Nursing
Management 1
2 Designing Organizations 13
3 Delivering Nursing Care 33
4 Leading, Managing, Following 43
5 Initiating and Managing Change 60
6 Managing and Improving
Quality 75
7 Understanding Legal and
Ethical Issues 94
8 Understanding Power and
Politics 110
Part 2 Learning Key Skills
in Nursing Management
9 Thinking Critically, Making
Decisions, Solving Problems 125
10 Communicating Effectively 145
11 Delegating Successfully 163
12 Building and Managing Teams 178
13 Handling Conflict 198
14 Managing Time 211
Part 3 Managing Resources
15 Budgeting and Managing
Fiscal Resources 224
16 Recruiting and Selecting Staff 241
17 Staffing and Scheduling 260
18 Motivating and Developing Staff 271
19 Evaluating Staff Performance 283
20 Feedback and Coaching,
Disciplining, and Terminating
Staff 296
21 Managing Absenteeism,
Reducing Turnover, Retaining
Staff 307
22 Dealing with Disruptive
Staff Problems 323
23 Preparing for Emergencies 332
24 Preventing Workplace Violence 340
25 Handling Collective
Bargaining Issues 349
Part 4 Taking Care of Yourself
26 Managing Stress 356
27 Advancing Your Career 366
Part 5 Looking to the Future
28 Imagining the Future 382
Brief Contents
ix
Acknowledgments
T
he success of previous editions of this text has been due to the expertise of many
contributors. Nursing administrators, management professors, and faculty in
schools of nursing all made significant contributions to earlier editions. I am
enormously grateful to them for sharing their knowledge and experience to help
nurses learn leadership and management skills.
I am especially grateful to the contributors to this edition. They revised and
updated content in the following chapters: Chapter 2: Michael Bleich, Chapters 10
and 12: Debbie Ford, Chapters 15 and 17: Rachel Pepper, and Chapters 19 and 20:
Pamela Triolo. All are excellent writers, and this edition would not exist without
their contributions. In addition, Michael Bleich lent his expertise to a review of the
eighth edition, and Rachel Pepper reviewed the previous edition and added specific
examples to demonstrate content for this edition as well.
At Pearson Education, I am grateful to continue to work with Executive Editor
Pamela Fuller, who has supported this text through many editions. For this edition,
Program Manager Erin Rafferty facilitated all aspects of the text’s progress, and Devel-
opment Editor Pamela Lappies’s expertise and fine attention to detail ensure that the
text will continue to be the first choice of faculty and students worldwide.
To everyone who has contributed to this fine text over the years, I thank you.
Eleanor J. Sullivan, PhD, RN, FAAN
www.EleanorSullivan.com
x
http://www.EleanorSullivan.com
Contents
About the Author iii
Thank You iv
Preface vi
Part 1 Understanding Nursing
Management and
Organizations
1 Introducing Nursing
Management 1
Introduction 2
Changes in Healthcare 2
Paying for Healthcare 2
Changes in Society 7
Cultural, Gender, and Generational Differences 7
Violence, Pandemics, and Disasters 8
Changes in Nursing’s Future 8
Current Status of Nursing 8
Institute of Medicine’s Recommendations
for Nursing 9
Adapting to Constant Change 9
What You Know Now 9
Questions to Challenge You 10
References 10
2 Designing Organizations 13
Introduction 14
Reductive and Adaptive Organizational Theories 15
Reductive Theory 15
Humanistic Theory as a Bridge 17
Adaptive Theories 18
Organizational Structures and Shared Governance 19
Functional Structure 19
Service-line Structure 20
Matrix Structure 21
Parallel Structure 21
Shared Governance 22
Healthcare Settings 22
Primary Care 23
Acute Care Hospitals 23
Home Healthcare 23
Long-term Care 23
Ownership and Complex Healthcare Arrangements 24
Ownership of Healthcare Organizations 24
Healthcare Networks 24
Interorganizational Relationships 26
Diversification 26
Managed Healthcare Organizations 27
Accountable Care Organizations 27
Redesigning Healthcare 28
Organizational Environment and Culture 29
What You Know Now 30
Questions to Challenge You 30
References 31
3 Delivering Nursing Care 33
Introduction 34
Traditional Models of Care 34
Total Patient Care 35
Functional Nursing 35
Team Nursing 35
Primary Nursing 35
Integrated Models of Care 36
Practice Partnerships 36
Case Management 36
Critical Pathways 37
Evolving Models of Care 38
Patient-centered Care 38
Synergy Model of Care 39
Patient-centered Medical Home 39
What You Know Now 41
Questions to Challenge You 41
References 41
4 Leading, Managing, Following 43
Introduction 44
Leaders and Managers 44
Leadership 45
Leadership Theories 45
Traditional Leadership Theories 45
Contemporary Leadership Theories 46
Followership: An Essential Component
of Leadership 49
xi
xii Contents
Traditional Management Functions 50
Planning 50
Organizing 51
Directing 51
Controlling 51
Nurse Managers in Practice 52
Nurse Manager Competencies 52
Staff Nurse 52
First-level Management 54
Charge Nurse 54
Clinical Nurse Leader 56
What You Know Now 57
Tools for Leading, Managing, and Following 57
Questions to Challenge You 58
References 58
5 Initiating and Managing
Change 60
Introduction 61
The Nurse as Change Agent 62
Change Theories 62
The Change Process 64
Step 1: Identify the Problem or
Opportunity 64
Step 2: Collect Necessary Data and
Information 65
Step 3: Select and Analyze Data 65
Step 4: Develop a Plan for Change, Including
Time Frame and Resource 65
Step 5: Identify Supporters and Opposers 66
Step 6: Implement Interventions to Achieve
Desired Change 66
Step 7: Evaluate Effectiveness of the Change
and, if Successful, Stabilize the Change 66
Change Strategies 67
Power–Coercive Strategies 67
Empirical–Rational Model Strategies 67
Normative–Reeducative Strategies 67
Resistance to Change 68
The Nurse’s Role 69
Initiating Change 69
Implementing Change 71
Unplanned Change 71
Handling Constant Change 72
What You Know Now 73
Tools for Initiating and Managing Change 73
Questions to Challenge You 73
References 74
6 Managing and Improving
Quality 75
Introduction 76
Quality Management 76
Total Quality Management 76
Continuous Quality Improvement 77
Components of Quality Management 77
Six Sigma 78
Lean Six Sigma 79
DMAIC Method 79
Improving the Quality of Care 80
National Initiatives 81
Evidence-based Practice 82
Electronic Health Records 82
Dashboards 82
Rounding 82
Reducing Medication Errors 83
Risk Management 83
Nursing’s Role in Risk Management 84
Incident Reports 84
Examples of Risk 85
Root-cause Analysis 87
Peer Review 87
Role of the Nurse Manager 87
Creating a Blame-free Environment 90
What You Know Now 90
Tools for Managing and Improving Quality 91
Questions to Challenge You 91
References 92
7 Understanding Legal
and Ethical Issues 94
Introduction 95
Law and Ethics 95
Ethical Decision Making 96
Autonomy 96
Beneficence and Nonmaleficence 97
Distributive Justice 97
The Legal System 97
Sources of Law 97
Types of Law 98
Liability 99
Legal Issues in Nursing 100
Nursing Licensure 100
Patient Care Rights 100
Management Issues 105
Employment Issues 107
What You Know Now 108
Questions to Challenge You 109
References 109
8 Understanding Power
and Politics 110
Introduction 111
Power and Leadership 111
Power: How Managers and Leaders Get
Things Done 111
Using Power 114
Image as Power 114
Using Power Appropriately 116
Shared Visioning as a Power Tool 117
Power, Politics, and Policy 118
Nursing’s Political History 118
Using Political Skills to Influence Policies 119
Influencing Public Policies 121
How Nurses Can Influence the Future 123
What You Know Now 123
Tools for Using Power and Politics 124
Questions to Challenge You 124
References 124
Part 2 Learning Key Skills
in Nursing Management
9 Thinking Critically,
Making Decisions,
Solving Problems 125
Introduction 126
Critical Thinking 126
Critical Thinking in Nursing 127
Using Critical Thinking 127
Creativity 128
Decision Making 130
Types of Decisions 130
Decision-making Conditions 131
The Decision-making Process 132
Decision-making Techniques 133
Group Decision Making 135
Problem Solving 135
Problem-solving Methods 135
The Problem-solving Process 137
Group Problem Solving 140
Stumbling Blocks 141
Personality 141
Rigidity 141
Preconceived Ideas 141
Innovation 142
What You Know Now 142
Tools for Making Decisions and Solving
Problems 143
Questions to Challenge You 143
References 143
10 Communicating Effectively 145
Introduction 146
Communication 146
Transactional Model of Communication 147
Channels of Communication 148
Nonverbal Messages 149
Directions of Communication 150
Effective Listening 150
Effects of Differences in Communication 151
Gender Differences in Communication 151
Generational and Cultural Differences
in Communication 152
Differences in Organizational Culture 152
The Role of Communication in Leadership 153
Employees 153
Administrators 154
Coworkers 156
Medical Staff 156
Other Healthcare Personnel 156
Patients and Families 157
Collaborative Communication 157
Enhancing Your Communication Skills 158
What You Know Now 160
Tools for Communicating Effectively 160
Questions to Challenge You 161
References 161
11 Delegating Successfully 163
Introduction 164
Delegation 164
Benefits of Delegation 165
Benefits to the Nurse 166
Benefits to the Delegate 166
Benefits to the Manager 166
Benefits to the Organization 166
The Five Rights of Delegation 166
Contents xiii
The Delegation Process 167
Steps in the Delegation Process 168
Key Behaviors for Successful
Delegation 170
Accepting Delegation 171
Ineffective Delegation 172
Organizational Culture 172
Lack of Resources 172
An Insecure Delegator 172
An Unwilling Delegate 174
Underdelegation 174
Reverse Delegation 175
Overdelegation 175
What You Know Now 176
Tools for Delegating Successfully 176
Questions to Challenge You 176
References 177
12 Building and Managing
Teams 178
Introduction 179
Groups and Teams 179
Group Interaction 182
Group Leadership 182
Group and Team Processes: Homans
Framework 182
Norms 184
Roles 185
Building Teams 186
Assessment 186
Team-building Activities 187
Managing Teams 187
Task 187
Group Size and Composition 188
Productivity and Cohesiveness 188
Development and Growth 190
Shared Governance 190
The Nurse Manager as Team Leader 190
Communication 190
Evaluating Team Performance 191
Leading Committees and Task Forces 192
Guidelines for Conducting Meetings 192
Managing Task Forces 193
Patient Care Conferences 195
What You Know Now 196
Tools for Building and Managing Teams 196
Questions to Challenge You 196
References 196
13 Handling Conflict 198
Introduction 199
Conflict 199
Interprofessional Conflict 199
Conflict Process Model 200
Antecedent Conditions 200
Perceived and Felt Conflict 202
Conflict Behaviors 203
Conflict Resolved or Suppressed 203
Outcomes 203
Managing Conflict 204
Conflict Responses 206
Alternative Dispute Strategies 208
What You Know Now 209
Tools for Handling Conflict 209
Questions to Challenge You 209
Resources 209
References 210
14 Managing Time 211
Introduction 211
Time-wasters 212
Setting Goals 214
Determining Priorities 215
Daily Planning and Scheduling 216
Grouping Activities and Minimizing
Routine Work 216
Personal Organization and Self-discipline 217
Controlling Interruptions 217
Phone Calls, Voice Mail, Email, and
Text Messages 218
In-person Interruptions 220
Paperwork 220
Controlling Time in Meetings 221
Respecting Time 222
What You Know Now 222
Tools for Managing Time 222
Questions to Challenge You 223
References 223
Part 3 Managing Resources
15 Budgeting and Managing
Fiscal Resources 224
Introduction 225
The Budgeting Process 225
Timetable for the Budgeting Process 227
xiv Contents
Approaches to Budgeting 227
Incremental Budget 228
Zero-based Budget 228
Fixed or Variable Budgets 229
The Operating Budget 229
The Revenue Budget 229
The Expense Budget 230
Determining the Salary and Nonsalary Budget 230
The Salary Budget 230
The Supply and Nonsalary Expense
Budget 233
The Capital Budget 234
Monitoring and Controlling Budgetary
Performance During the Year 234
Variance Analysis 235
Position Control 237
Staff Impact on Budget 237
Improving Performance 237
What You Know Now 239
Tools for Budgeting and Managing Resources 240
Questions to Challenge You 240
References 240
16 Recruiting and
Selecting Staff 241
Introduction 242
The Recruitment and Selection Process 242
Recruiting Applicants 243
Where to Look 244
How to Look 245
When to Look 245
How to Promote the Organization 245
Cross-training as a Recruitment Strategy 246
Selecting Candidates 247
Interviewing Candidates 248
Principles for Effective Interviewing 248
Involving Staff in the Interview Process 252
Interview Reliability and Validity 253
Making a Hire Decision 253
Education, Experience, and Licensure 253
Integrating the Information 254
Making an Offer 255
Legality in Hiring 255
What You Know Now 258
Tools for Recruiting and Selecting Staff 259
Questions to Challenge You 259
References 259
17 Staffing and Scheduling 260
Introduction 261
Staffing 261
Patient Classification Systems 262
Determining Nursing Care Hours 263
Planning FTE Workforce 263
Determining Staffing Mix 264
Determining Distribution of Staff 264
Scheduling 266
Self-staffing and Scheduling 266
Shared Schedule 267
Open Shift Management 267
Weekend Staffing Plan 267
Automated Scheduling 268
Supplementing Staff 268
Internal Pools 268
External Pools 269
What You Know Now 269
Tools for Handling Staffing and Scheduling 269
Questions to Challenge You 270
References 270
18 Motivating and
Developing Staff 271
Introduction 272
A Model of Job Performance 272
Employee Motivation 273
Motivational Theories 273
Staff Development 275
Orientation 276
On-the-job Instruction 276
Preceptors 277
Mentoring 278
Coaching 278
Nurse Residency Programs 279
Career Advancement 279
Leadership Development 280
Succession Planning 281
What You Know Now 281
Tools for Motivating and Developing Staff 281
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You will need to perform a literature search for your topic
Geophysics
you been involved with a company doing a redesign of business processes
Communication on Customer Relations. Discuss how two-way communication on social media channels impacts businesses both positively and negatively. Provide any personal examples from your experience
od pressure and hypertension via a community-wide intervention that targets the problem across the lifespan (i.e. includes all ages).
Develop a community-wide intervention to reduce elevated blood pressure and hypertension in the State of Alabama that in
in body of the report
Conclusions
References (8 References Minimum)
*** Words count = 2000 words.
*** In-Text Citations and References using Harvard style.
*** In Task section I’ve chose (Economic issues in overseas contracting)"
Electromagnetism
w or quality improvement; it was just all part of good nursing care. The goal for quality improvement is to monitor patient outcomes using statistics for comparison to standards of care for different diseases
e a 1 to 2 slide Microsoft PowerPoint presentation on the different models of case management. Include speaker notes... .....Describe three different models of case management.
visual representations of information. They can include numbers
SSAY
ame workbook for all 3 milestones. You do not need to download a new copy for Milestones 2 or 3. When you submit Milestone 3
pages):
Provide a description of an existing intervention in Canada
making the appropriate buying decisions in an ethical and professional manner.
Topic: Purchasing and Technology
You read about blockchain ledger technology. Now do some additional research out on the Internet and share your URL with the rest of the class
be aware of which features their competitors are opting to include so the product development teams can design similar or enhanced features to attract more of the market. The more unique
low (The Top Health Industry Trends to Watch in 2015) to assist you with this discussion.
https://youtu.be/fRym_jyuBc0
Next year the $2.8 trillion U.S. healthcare industry will finally begin to look and feel more like the rest of the business wo
evidence-based primary care curriculum. Throughout your nurse practitioner program
Vignette
Understanding Gender Fluidity
Providing Inclusive Quality Care
Affirming Clinical Encounters
Conclusion
References
Nurse Practitioner Knowledge
Mechanics
and word limit is unit as a guide only.
The assessment may be re-attempted on two further occasions (maximum three attempts in total). All assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly indicate “Re-su
Trigonometry
Article writing
Other
5. June 29
After the components sending to the manufacturing house
1. In 1972 the Furman v. Georgia case resulted in a decision that would put action into motion. Furman was originally sentenced to death because of a murder he committed in Georgia but the court debated whether or not this was a violation of his 8th amend
One of the first conflicts that would need to be investigated would be whether the human service professional followed the responsibility to client ethical standard. While developing a relationship with client it is important to clarify that if danger or
Ethical behavior is a critical topic in the workplace because the impact of it can make or break a business
No matter which type of health care organization
With a direct sale
During the pandemic
Computers are being used to monitor the spread of outbreaks in different areas of the world and with this record
3. Furman v. Georgia is a U.S Supreme Court case that resolves around the Eighth Amendments ban on cruel and unsual punishment in death penalty cases. The Furman v. Georgia case was based on Furman being convicted of murder in Georgia. Furman was caught i
One major ethical conflict that may arise in my investigation is the Responsibility to Client in both Standard 3 and Standard 4 of the Ethical Standards for Human Service Professionals (2015). Making sure we do not disclose information without consent ev
4. Identify two examples of real world problems that you have observed in your personal
Summary & Evaluation: Reference & 188. Academic Search Ultimate
Ethics
We can mention at least one example of how the violation of ethical standards can be prevented. Many organizations promote ethical self-regulation by creating moral codes to help direct their business activities
*DDB is used for the first three years
For example
The inbound logistics for William Instrument refer to purchase components from various electronic firms. During the purchase process William need to consider the quality and price of the components. In this case
4. A U.S. Supreme Court case known as Furman v. Georgia (1972) is a landmark case that involved Eighth Amendment’s ban of unusual and cruel punishment in death penalty cases (Furman v. Georgia (1972)
With covid coming into place
In my opinion
with
Not necessarily all home buyers are the same! When you choose to work with we buy ugly houses Baltimore & nationwide USA
The ability to view ourselves from an unbiased perspective allows us to critically assess our personal strengths and weaknesses. This is an important step in the process of finding the right resources for our personal learning style. Ego and pride can be
· By Day 1 of this week
While you must form your answers to the questions below from our assigned reading material
CliftonLarsonAllen LLP (2013)
5 The family dynamic is awkward at first since the most outgoing and straight forward person in the family in Linda
Urien
The most important benefit of my statistical analysis would be the accuracy with which I interpret the data. The greatest obstacle
From a similar but larger point of view
4 In order to get the entire family to come back for another session I would suggest coming in on a day the restaurant is not open
When seeking to identify a patient’s health condition
After viewing the you tube videos on prayer
Your paper must be at least two pages in length (not counting the title and reference pages)
The word assimilate is negative to me. I believe everyone should learn about a country that they are going to live in. It doesnt mean that they have to believe that everything in America is better than where they came from. It means that they care enough
Data collection
Single Subject Chris is a social worker in a geriatric case management program located in a midsize Northeastern town. She has an MSW and is part of a team of case managers that likes to continuously improve on its practice. The team is currently using an
I would start off with Linda on repeating her options for the child and going over what she is feeling with each option. I would want to find out what she is afraid of. I would avoid asking her any “why” questions because I want her to be in the here an
Summarize the advantages and disadvantages of using an Internet site as means of collecting data for psychological research (Comp 2.1) 25.0\% Summarization of the advantages and disadvantages of using an Internet site as means of collecting data for psych
Identify the type of research used in a chosen study
Compose a 1
Optics
effect relationship becomes more difficult—as the researcher cannot enact total control of another person even in an experimental environment. Social workers serve clients in highly complex real-world environments. Clients often implement recommended inte
I think knowing more about you will allow you to be able to choose the right resources
Be 4 pages in length
soft MB-920 dumps review and documentation and high-quality listing pdf MB-920 braindumps also recommended and approved by Microsoft experts. The practical test
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One thing you will need to do in college is learn how to find and use references. References support your ideas. College-level work must be supported by research. You are expected to do that for this paper. You will research
Elaborate on any potential confounds or ethical concerns while participating in the psychological study 20.0\% Elaboration on any potential confounds or ethical concerns while participating in the psychological study is missing. Elaboration on any potenti
3 The first thing I would do in the family’s first session is develop a genogram of the family to get an idea of all the individuals who play a major role in Linda’s life. After establishing where each member is in relation to the family
A Health in All Policies approach
Note: The requirements outlined below correspond to the grading criteria in the scoring guide. At a minimum
Chen
Read Connecting Communities and Complexity: A Case Study in Creating the Conditions for Transformational Change
Read Reflections on Cultural Humility
Read A Basic Guide to ABCD Community Organizing
Use the bolded black section and sub-section titles below to organize your paper. For each section
Losinski forwarded the article on a priority basis to Mary Scott
Losinksi wanted details on use of the ED at CGH. He asked the administrative resident