Nursing Leadership & Management
Author: Patricia Kelly
This newly revised edition of Nursing Leadership & Management is a dynamic and insightful presentation of the leadership and management issues most important to today's nursing leaders. Rooted in evidence and research, this work offers solid foundations and real-world perspectives from nurses, managers, and health care personnel. Key topics at the forefront of every successful manager's agenda, such as quality improvement, health care economics, delegation, informatics, politics, and collective bargaining, are covered in-depth.
Doody Review Services
Reviewer:Brenda B. Harton, MSN, RN-BC(Mission Hospitals)
Description:This core text prepares entry level nurses for leadership roles in a variety of settings, although experienced nurses who are currently in management roles will also benefit. Originally published in 2003, the second edition has been updated to include timely, real-world content. The layout promotes reflective and critical thinking, and uses an effective conceptual framework to organize content.
Purpose:Designed to help nurses address competencies as defined by the American Association of Colleges of Nursing and the National Academy of Sciences, Institute of Medicine, the book discusses the nurse leader's responsibilities to the patient, the healthcare team, the institution, and to self. Key concepts are explored in-depth with discussion of current areas of interest, including National Patient Safety Goals of the Joint Commission, HIP AA, population-based healthcare, and other relevant topics. Objectives are clearly defined and achieved.
Audience:According to the author, the book is meant to prepare beginning nurse leaders and managers for modern healthcare. The author, who has extensive experience in a variety of leadership positions and has previously published, brings credibility to this task, as do the many academic and clinical contributors, including nursing educators, nurse lawyers, and clinical nurse specialists, as well as the host of academic and clinical nurses who have reviewed content.
Features:This large, colorful, comprehensive book includes excellent presentation of theories that support practice and describes evidence-based care andmanagement of the leadership team. Patient-centered care is thoroughly presented with information on staffing, budgetary concepts, roles of team members, and strategies for time management and setting priorities. Each chapter include s key terms, review questions and activities, computer activities from the Web, colorful tables, graphs, and/or charts, interviews with nurses in current leadership roles, and critical thinking comments to stimulate problem-solving. References and suggested readings enhance both knowledge and application.
Assessment:This edition has been expanded to include timely and current concepts and information that nurse leaders care about on a daily basis. All chapters have been updated. With the rapidity of change in healthcare, beginning or seasoned nurse leaders will constantly refer to this useful book for a variety of relevant topics.
Table of Contents:
PART A: NURSING LEADERSHIP AND MANAGEMENT IN THE HEALTHCARE ENVIRONMENT TODAY Chapter 1Nursing Leadership and Management Chapter 2 The Healthcare Environment Chapter 3
Organizational Behavior and Magnet Hospitals Chapter 4
Basic Clinical Healthcare Economics Chapter 5
Evidence-Based Healthcare Chapter 6
Nursing and Healthcare Informatics Chapter 7
Population Based Healthcare Practice PART B: LEADERSHIP AND MANAGEMENT OF THE INTERDISCIPLINARY TEAM Chapter 8 Personal and Interdisciplinary Communication Chapter 9 Politics and Consumer Partnerships Chapter 10 Strategic Planning and Organizing Patient Care Chapter 11 Effective Team Building Chapter 12 Power Chapter 13 Change, Innovation, and Conflict Management PART C: LEADERSHIP AND MANAGEMENT OF PATIENT CARE Chapter 14 Budget Concepts for Patient Care Chapter 15 Effective Staffing Chapter 16 Delegation of Patient Care Chapter 1 7 First Line Patient Care Management at the Nursing Department, Unit, and Staff Nurse Level Chapter 18 Time Management and Setting Patient Care Priorities Part D: LEADERSHIP AND MANAGEMENT OF PATIENT OUTCOMES Chapter 19 Patient and Healthcare Education Chapter 20 Managing Outcomes Utilizing an Organizational Quality Improvement Model Chapter 21 Strategies to Improve Patient Care Outcomes Chapter 22 Decision Making and Critical Thinking Chapter 23 Legal Aspects of Healthcare Chapter 24 Ethical Aspects of Healthcare Chapter 25 Culture and Spirituality Chapter 26 Collective Bargaining Part E: LEADERSHIP AND MANAGEMENT OF SELF AND THE FUTURE Chapter 27 Career Planning Chapter 28 Emerging Opportunities Chapter 29Your First Job Chapter 30 Healthy Living: Balancing Personal and Professional Needs Appendix
NCLEX Preparation
The Toyota Product Development System: Integrating People, Process and Technology
Author: James Morgan
Winner Of The 2007 Shingo Prize For Excellence In Manufacturing Research!
The ability to bring new and innovative products to market rapidly is the prime critical competence for any successful consumer-driven company. All industries, especially automotive, are slashing product development lead times in the current hyper-competitive marketplace. This book is the first to thoroughly examine and analyze the truly effective product development methodology that has made Toyota the most forward-thinking company in the automotive industry.
In The Toyota Product Development System: Integrating People, Process, and Technology, James Morgan and Jeffrey Liker compare and contrast the world-class product development process of Toyota with that of a U.S. competitor. They use extensive examples from Toyota and the U.S. competitor to demonstrate value stream mapping as an extraordinarily powerful tool for continuous improvement.
Through examples and c ase studies, this book illustrates specific techniques and proven practices for dealing with challenges associated with product development, such as synchronizing multiple disciplines, multiple function workload leveling, compound process variation, effective technology integration, and knowledge management.
Readers of this book can focus on optimizing the entire product development value stream rather than focus on a specific tool or technology for local improvements.
Table of Contents:
| Ch. 1 | The new product development revolution | 3 |
| Ch. 2 | The lean product development system model | 15 |
| Ch. 3 | Establish customer-defined value to separate value-added from waste | 27 |
| Ch. 4 | Front-load the PD process to explore alternatives thoroughly | 39 |
| Ch. 5 | Create a leveled product development process flow | 67 |
| Ch. 6 | Utilize rigorous standardization to reduce variation and create flexibility and predictable outcomes | 99 |
| Ch. 7 | Create a chief engineer s ystem to lead development from start to finish | 117 |
| Ch. 8 | Organize to balance functional expertise and cross-functional integration | 139 |
| Ch. 9 | Develop towering technical competence in all engineers | 163 |
| Ch. 10 | Fully integrate suppliers into the product development system | 179 |
| Ch. 11 | Build in learning and continuous improvement | 203 |
| Ch. 12 | Build a culture to support excellence and relentless improvement | 217 |
| Ch. 13 | Adapt technology to fit your people and process | 241 |
| Ch. 14 | Align your organization through simple, visual communication | 259 |
| Ch. 15 | Use powerful tools for standardization and organizational learning | 279 |
| Ch. 16 | A coherent system : putting the pieces together | 297 |
| Ch. 17 | Eliminating waste in the product development value stream | 311 |
| Ch. 18 | Getting to culture change : the heart of lean PD | 333 |
| App | Applying value stream mapping to a product development process : the PeopleFlo Manufacturing Inc. case | 353 |
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