This book presents vignettes of real-life nurses, nurse managers and leaders, support staff, and patients-all sharing their experiences of how it feels to practice or receive care in our healthcare system. This book utilizes these valuable insights, demonstrating how they can be applied in practice. The author exposes the failures and successes of nurse leadership/management and practice, and encourages that nurse managers make an effort to return leadership and management from a prevailing "systems," to a "patient-centered," orientation.
The book discusses critical topics in leadership and management, such as developing a collaborative model with cross training to foster quality 24-hour nursing care, establishing a scheduling system and other management functions to identify problem areas, and fostering staff potential to enhance work satisfaction and retention.
Key Features: Features stories of actual management issues and how nurse leaders/managers, nursing staff, and patients have handled them Presents a phenomenologically-based leadership/management model to resolving nursing issues institutionally and individually Discusses how to address cultural and religious barriers among staff that affect relationships in the work place