All Resources

Working with Job Descriptions
eChapter  14
Added: 01/11/2011
Job descriptions play a vital role in the success of organisational performance. The term job description has been largely replaced by position description (Dessler et al. 2004). Both provide a clear ...written template of roles and expected performance for both an organisation and for individual employees. At the recruitment phase, a job or position description gives the prospective employee an opportunity for self-assessment suitability. In a sense this represents the commencement of the culling phase of selection. Throughout the period of employment the job description serves as an ongoing framework for performance evaluation, as well as for position review and for position redesign. When an employee leaves the organisation, the job description can be further reviewed and refined to assist the organisation in achieving its goals.
Managing Relatives’ Concerns
eChapter  21
Added: 01/11/2011
As consumers of health services have become more knowledgeable about their care and treatment, their expectations have risen. There has been a similar growth in the knowledge and expectations of the r...elatives of those receiving care—relatives want and expect high standards of care and treatment. This chapter explores some of the background to relatives’ concerns and suggest strategies that can be used by nurse managers when dealing with a concerned relative.
Counseling Your Staff
eChapter  7
Added: 01/11/2011
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 in solving problems. Counselling staff involves skilled intervention, confidentiality and, most importantly, the ability to help staff members find a solution to their problems.
Making Meetings Work
eChapter  6
Added: 01/11/2011
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.
Selecting, Recruiting, and Retaining Sta...ff
eChapter  15
Added: 01/11/2011
The current global shortage of nurses has created a highly competitive market in the recruitment of nurses. Health services are competing with each other to recruit suitably qualified nurses and the h...ealth industry as a whole is trying to attract school and university students to undertake nursing studies. This competitive environment has ensured that a critical component of the work of nurse managers is the recruitment and retention of nursing staff.
eChapter  16
Added: 01/11/2011
This chapter outlines how changing health-care environments impact on roster design, defines rostering objectives and outlines the key elements required to achieve these objectives. It also introduces... a range of methodologies and outlines their relative advantagesand disadvantages gives a practical example of how to measure the number of labour hoursper patient day a roster pattern will absorbs, estimates associated costs and describes the purpose and process of roster re-engineering.
Maximising the Quality Factor
eChapter  13
Added: 01/11/2011
In coming to grips with any topic, the first task is to define the key terms—in this case policy. Within this context, there are two sorts of policy: public policy and organisational policy. The act...ivities listed below clearly refer to government functions, hence the term ‘public’; indeed, public policy is allabout how public resources are used and the expected outcomes from theallocation of resources. However, the principles behind each of these points can be adapted to policy areas of health services; that is, ‘organisational’ policy. The umbrella term of policy describes a number of organisational activities(Hogwood & Gunn 1984), including: a label for field of activity; an expression of general purpose or desired state of affairs; specific proposals; decisions of government; formal authorisation; programs; output; outcome; theory or model; and process.
The Nurse Manager as Educator
eChapter  19
Added: 01/11/2011
Nurses as ‘knowledge workers’ will stay committed to their employers if they are provided with the resources for interesting work, and if they are able to learn, grow and use all of their skills. ...If such an environment is not forthcoming, nurses, like other knowledge workers, will move on.
eChapter  17
Added: 01/11/2011
A budget is a formalised planning tool used by management to compare expected revenues with expected expenses for the year. The preparation of a budget ensures that managers plan ahead and forecast th...e future -- anticipating changes that will affect the organisation so that action plans can be formulated accordingly.
Managing Risk
eChapter  10
Added: 01/11/2011
Managing risk is an overarching aspect of the nurse manager’s role. In providing clinical services, the nurse manager’s paramount concern must be to ensure the health and safety of patients and st...aff. This chapter teaches nurse managers about how to manage risks proactively by assessing what can possibly go wrong, developing a plan to manage these risks, act on this plan, harness the efforts of the team and then recognise the improvements.
Breast Cancer Diagnosis - Detection Meth...ods and Emotions
eChapter  Research Piece B
Added: 26/08/2009
Research Piece B: Breast Cancer Diagnosis - Detection Methods and Emotions...
What CanTeen Patients Think about Their ...Treatment
eChapter  Research Piece D
Added: 26/08/2009
Research Piece D: What CanTeen Patients Think about Their Treatment...
Research Piece A: Lymphoedema
eChapter  Research Piece A
Added: 26/08/2009
Research Piece A: Lymphoedema...
Change, Change and More Change: the Neve...r-Ending Story
eChapter  2
Added: 09/08/2009
This chapter explores the concept of change. It shows how change can mean different things to different people and guides nurse managers on how to successfully lead their team through change....
Spiritual Care of Palliative Care Patien...ts
eChapter  9
Added: 09/08/2009
This chapter identifies the four spiritual needs, and, secondly, presents examples of how spiritual care is delivered by Registered Nurses (RNs) to their palliative care patients......
Casualisation: a Paradigm for Change
eChapter  8
Added: 09/08/2009
There is an increasing casualisation of the workforce across all professional nursing practice. This trend to a new style of working provides challenges and opportunities for nursing practitioners....
eChapter  Prelims
Added: 09/08/2009
Prelims: Foreword, Contents...
Transformational Leader as Teacher in a ...Rural Health Setting
eChapter  5
Added: 09/08/2009
This chapter relays the experience of being a nursing leader in a rural health setting. It then analyses this experience and points out the lessons that can be learned from it......
Promoting Excellence in Customer Service
eChapter  11
Added: 09/08/2009
This chapter shares a range of principles and practices that underpin quality customer service. The discussion presents an overview of the "who", "why", "what" and "how" of promoting excellence in cus...tomer service..
Ethical Decision Making in Nursing Manag...ement
eChapter  10
Added: 09/08/2009
This chapter will focus on addressing the following three questions: What is ethics?; What is a moral problem?; What decision-making processes can and should be used for dealing with moral problems in... nursing management contexts?

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