LEADER 05428nam 2200673Ia 450 001 9910822410203321 005 20240509113249.0 010 $a1-282-84960-3 010 $a9786612849602 010 $a0-8261-0559-9 035 $a(CKB)2670000000048135 035 $a(EBL)592900 035 $a(OCoLC)671601998 035 $a(SSID)ssj0000424334 035 $a(PQKBManifestationID)11249470 035 $a(PQKBTitleCode)TC0000424334 035 $a(PQKBWorkID)10474561 035 $a(PQKB)11253519 035 $a(MiAaPQ)EBC592900 035 $a(Au-PeEL)EBL592900 035 $a(CaPaEBR)ebr10423548 035 $a(CaONFJC)MIL284960 035 $a(EXLCZ)992670000000048135 100 $a20100623d2010 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aNursing leadership for patient-centered care $eauthenticity, presence, intuition, expertise /$fHarriet Forman 205 $a1st ed. 210 $aNew York, NY $cSpringer Pub. Co.$d2010 215 $a1 online resource (314 p.) 300 $aDescription based upon print version of record. 311 $a0-8261-0558-0 320 $aIncludes bibliographical references and index. 327 $aThe Three Cs: Collaboration, Communication, and Cooperation; Nurse/Patient Collaboration, Communication, and Cooperation; Setting the Stage With a Merkel Cell Carcinoma; from the Mouth of the Patient; Staff: Management / Leadership Collaboration, Communication, Cooperation; Nursing Team Members' Collaboration, Communication, Cooperation; Who Is at the Center of Attention in Patient-Centered Care?; Roles of Management; Interdisciplinary Team Collaboration, Communication, and Cooperation; Discussion and Application to Practice; Nurse/Physician Collaboration, Communication, Cooperation 327 $aDiscussion and Questions to Ponder As You Think About Application to Practice Nursing/Family Member Collaboration, Communication, Cooperation; Nursing/ Vendor Collaboration, Communication, Cooperation; Discussion and Points to Ponder as You Think About Application to Practice; Meeting Redundancy; Union/Management Collaboration, Communication, Cooperation; Discussion and Points to Ponder; Walk a Mile in My Shoes; Flirting in the Workplace; The ABCs of Patient-Centered Care: A-Administrative; B-Board; C-Collaboration, Cooperation, and Com; SUMMARY; chapter end notes 327 $aThe Organization: Shifting Authority and Communication From Top Down to Patient Centered Absent From the Agenda: Patients; The Grand Edifice With No Heart; DOES FORM FOLLOW FUNCTION, OR DOES FUNCTION FOLLOW FORM?; CHANGE IS SLOW-BUT KEEPING THE SAME FORMAT FOR CENTURIES: HERE IS SOMETHING NEW TO CONSIDER; . . . IN YOUR EXPERIENCE . . .; Up the Achievement Ladder; Discussion and Points to Ponder as You Consider Application to Practice; In the Eye of the Beholder; Organizational Behavior; Organizational Change; Organizational Development; Corporate Culture; Corporate Communication 327 $aGroup Behavior Human Decision Making; ORGANIZATIONAL STUDIES; EFFECTIVE COMMUNICATION-AN IMPOSSIBLE GOAL?; Blintzes for Brunch; PRATFALLS AND PITFALLS OF COMMUNICATION; Inference/Observation Confusion; What Had Happened; WORKPLACE HUMOR OR THE LAUGH'S ON WHOM?; What Are the Facts?; THE HARDER THE JOB, THE GREATER THE NEED; Questions and Points to Ponder for Application to Practice; BITS AND PIECES; SUMMARY; chapter endnotes; Leadership/Management-Can You Tell Them Apart?; A CNE-A Stranger to Many; Known to Few; The "TION" List; MANAGEMENT DEFINED AND OPERATIONALIZED 327 $aORGANIZATIONAL GOAL (PATIENT-CENTERED CARE)Changing the Language From Egocentric to Patient Centric; GWYNs; Ask and You Shall Receive; Who Makes the Better Manager?; Empathy/Sympathy-Differentiated and Defined; Leadership-Do the A's Have It Once Again?; Leader Behavior Styles-An Historical Review (Political Leadership Theory); Three Strikes and You Are In; Charismatic Leadership; Have Your Colors Done; Attitudinal Leadership Theory; Contingency Theory (Fiedler 1958); Autocratic, Participative, Laissez-Faire-Situational Leadership Styles Hersey and Blanchard (1969) 327 $aMotivation and Morale-You Cannot Have One Without the Other . . . 330 $a""Dr. Forman's book is revolutionary and courageous in that it brings to light negative issues that exist in nursing management and patient care .Her use of plain, day-to-day language and methods will ultimately bring reform to health care at the bedside."" -Deborah M. Tascone, MS, RN,. Regional Executive Director North Shore Long Island Jewish Health System. Too often, both nurses and patients witness major breakdowns in the health care system-ineffective communication, unrealistic nurse-patient ratios, tension among staff, abuse of authority, and most importantly, managers drawn away from 606 $aNursing services$xAdministration 606 $aLeadership 606 $aNurse and patient 615 0$aNursing services$xAdministration. 615 0$aLeadership. 615 0$aNurse and patient. 676 $a362.17/3068 676 $a362.173068 700 $aForman$b Harriet$01644321 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910822410203321 996 $aNursing leadership for patient-centered care$93990126 997 $aUNINA