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第十一章: 职业健康和安全 (Occ...upational Health and Safety)
eChapter  11
Added: 31/03/2009
护理工作的是意在有限的资源范围内向患者提供最好的护理。而护理工作的本质性意味着由于工作的原因许多护士受伤或者生病。然而,护士却很少接...有关职业健康和安全法规方面的知识以及培训。
第十二章: 使品质因素最大化 (...Maximising the Quality Factor)
eChapter  12
Added: 31/03/2009
卫生保健提供者要不断监督和改进体系以满足患者对于医疗服务安全、有效、合理的服务需求。随着互联网的应用,专业的保健人士需要与患者建立更...密切有效的合作关系。作为护士长要对其责任范围内的护理服务工作的质量负责。护士长最重要的作用是努力改进由他或她的团队提供的健康服务的质量和安全。
第十三章: 制定政策及程序 (Wri...ting Policies and Procedures)
eChapter  13
Added: 31/03/2009
政策主要有两种:公共政策(政府制定的)与机构的内部政策(特定医疗保健单位制定的)。程序就是某种特定的做事方法,通过这种方法来确保所做...事情能符合政策的要求。确定的政策之一就是有关制定政策本身的声明。这个声明可能会概述政策制定、审查、批准以及实施的过程。政策的框架结构需要考虑到外部权力机构以及本机构的要求。在确定了基本的政策框架后,就需要制定及实施具体的政策。对于这一点,需要构建一个组织机构来完成这项工作。大多数机构都有一个政策与程序委员会。建立一个经过仔细研究和制作的、用于制定政策及程序的结构框架,就是向
第十五章: 选择、招聘和雇用...工 (Selecting, Recruiting, and Retaining Staff)
eChapter  15
Added: 31/03/2009
当今,选择、招聘和雇用优秀的护士对于健康服务机构来说是一项重要的工作。护士们也将他们自己看作是有价值的、紧缺的资源。在招聘和雇用新护...时,如果护士长想要确保招收到的护士能够适合于所填补的空缺岗位,那就需要有一个充满活力的和创造性的招聘程序。
第十六章: 轮班安排 (Rostering)
eChapter  16
Added: 31/03/2009
勤务簿是护士长用来规划和管理人力资源的最为重要的工具之一,而且轮班安排是一项复杂而要求高的工作,但往往不能引起足够的重视。...
第十七章: 预算 (Budgeting)
eChapter  17
Added: 31/03/2009
预算是指由管理层使用的一种格式化的计划工具,这种工具用来将年度预期费用与年度预期收入进行比较。...
第十八章: 管理信息 (Managing Inf...ormation)
eChapter  18
Added: 31/03/2009
所有管理者都依赖其掌握的信息进行决策。因而,护士长知道如何有效利用信息就显得尤为重要。...
第二十章: 如何对待敌意 (Coping... with Hostility)
eChapter  20
Added: 31/03/2009
对护士充满敌意和公然侵犯的态度对于临床护理服务的提供有明显的影响,同时还会影响护士招募和队伍保持。这种敌意不仅存在于患者及其家属当中...而且还存在于其他岗位人员的思想当中。
第二十一章: 管理患者亲属关...的问题 (Managing relatives' Concerns)
eChapter  21
Added: 31/03/2009
随着患者及其亲属知识的增加,他们对于医院和保健服务机构及其员工的期望也随之提高。患者亲属将不断地搜寻有关治疗的各方面信息,他们希望自...是知情者,并得到合理的解释。
第二十二章: 循证管理 (Evidence-...based Management)
eChapter  22
Added: 31/03/2009
卫生保健的循证实践的应用涉及卫生保健各层次的所有人员,特别是护士长,他(她)们的职责是对护理团队进行全面协调。...
Prelims
eChapter  0
Added: 03/05/2012
Prelims: Foreword, preface and about the authors ...
The Nurse Manager
eChapter  1
Added: 03/05/2012
The new nurse manager is handed the keys to the office, given a new name-tag and title and begins the first day on the job with a raft of ideas ready to implement. Feelings of excitement and enthusias...m, however, can very quickly dissipate because a new manager is often unprepared to face the barrage of unfamiliar day-to-day organisational problems, which have the potential to distract from their strategic vision.
Working Relationships and Promotion
eChapter  2
Added: 03/05/2012
Becoming a nurse manager is a recognised career path for nurses. It is a demanding role that requires a wide array of professional skills and leadership qualities to effectively manage resources and p...ersonnel in a dynamic clinical environment. A nurse manager is also involved in clinical supervision and clinical governance, areas that directly affect staff morale and the quality of care provided in the clinical environment.
Managing Ethically
eChapter  3
Added: 03/05/2012
There are many areas in contemporary nursing that involve far-reaching ethical issues—such as informed consent, substitute decision-making, effective use of health-care resources, moral distress of ...staff, and conflict between staff and patient’s family members. This chapter examines some common ethical issues that nursing managers face, the notion of a moral community and ways to combat moral distress among staff.
Leading, Motivating, and Enthusing
eChapter  4
Added: 03/05/2012
A new nurse manager is often plunged into an unfamiliar leadership role, as well as having many other challenging responsibilities. They will find themselves on an acute learning curve: adapting to ne...w policies and procedures, observing occupational health-and-safety rules and becoming aware of abstract legal responsibilities.
Working with Other Disciplines
eChapter  5
Added: 03/05/2012
Delivery of health care is a collaborative effort, and each person has a valuable contribution to make. Although many important aspects of care are not specific to any particular discipline—for exam...ple, those that involve the basic principles of positive human interaction—other aspects are determined by the specific expertise and requirements of various disciplinary or occupational groups.
Making Meetings Work
eChapter  6
Added: 03/05/2012
Meetings are critical elements in the management of health-care facilities but for a busy nurse manager they can be a liability if not managed well. These gatherings can be held in various settings an...d be formal or informal; however, if they are to create value for the organisation, meetings must have key elements and outcomes of defining issues of importance, resolving problems and making decisions.
Counseling Your Staff
eChapter  7
Added: 03/05/2012
When a staff member comes to a nurse manager for counselling, that staff member expects to take part in a confidential, professional interview through which he or she hopes to feel better and receive ...help in solving problems (Geldard & Geldard 2001). Counselling staff involves skilled intervention, confidentiality and, most importantly, the ability to help staff members find a solution to their problems. Counselling is not a pleasant chat between friends; rather, it is a structured attempt to provide help in a problem situation.
Dealing with Unhelpful Nurses
eChapter  8
Added: 03/05/2012
It is not an easy task to manage workers in health-care settings. High levels of stress caused by unsociable working hours together with the emotionally, physically and intellectually draining nature ...of clinical-care delivery contribute to ‘unhelpful’ behaviour.
Managing Performance
eChapter  9
Added: 03/05/2012
Managing performance is a vital management tool if nurse managers are to inspire, motivate and lead their teams to clinical excellence. Performance management includes the evaluation of an individual'...s work practice, the review of goals, the setting of new objectives and career planning.

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