Index 277in resistance to change, 106, 106f,
108
Public relations
in effective management, 16f, 18
Publicly supported health–care
organizations
defined, 59
patient safety quality and, 148b,
148–149
Punishment
in effective management, 16f, 17
in management theory, 14, 15fQ
Quality chasm report
of Institute of Medicine, 135,
135b
Quality of care
defined, 135
delegation and, 126
evaluation of
outcome in, 139, 142, 142t
process in, 139, 142t
structure in, 139, 142t
improvement of
continuous, 135–136, 136f
evaluation of, 136, 136f, 139, 142,
142t
goals in, 135, 135b
organizational, 135–139,
140t–141t
risk management in, 142–143
structured care methodologies in,
137–138
synonyms for, 135
Institute of Medicine on, 134b–135b,
134–135, 253
Joint Commission on, 142–143
organizational
critical pathways in, 137–139,
140t–141t
strategic planning for, 136–137,
137b
organizations supporting, 148b,
148–150
safety and, 134b–135b, 134–135,
142–143.See alsoSafety
Quasi–intentional tort
overview of, 23–24
slander and libel as, 25
Questionable practices
reporting of, 188–189, 189b
Quid pro quo
in sexual harassment, 180R
Reality shock
work–related stress and, 200
Reasoning
moral, 40Recognition
in empowerment, 65
feedback for, 83
Recommendation
in SBAR communication model, 80,
81t
Record-keeping
time management and, 163, 166
Reframing
in stress management, 211–212
Refreezing
in change process, 104f, 104–105
Refusal of assignment
in limit setting, 163
procedure for, 261–266
Refusal of treatment
battery and, 26
in ethical dilemma, 51
informed consent and, 28
Registered nurses
delegation and, 116–128.See also
Delegation
shortage of, 145–146
time management and, 159–160
work assignment guidelines for,
261–266
in assignment despite objection,
262
decision making in, 262–266
documentation of practice
situation and, 262
legal issues in, 263
Nurse Practice Act and, 261
nursing care delivery and, 261
resources for, 266
Regulations
Health-care trends and, 132
in health-care economics, 144–145
Rejection letters
job search, 225–226, 230f
Relationship-oriented concerns
in delegation, 124–125, 125b
Relaxation
in stress management, 209, 209b
Religion
science and, 42–43
Repetitive stress injuries
workplace, 185
Reports
of client information, 77b, 77–82,
78f–79f, 81t
of medical errors, 147
of questionable practices, 188–189,
189b
of sexual harassment, 181
time management and, 162
of workplace violence, 179
Research
expertise enhanced by, 68, 68f
Research–based knowledge
in code of ethics, 258Resistance
in stress response, 198
Resistance to change, 105–108
lowering of, 107–108
planning and, 109, 109f
recognition of, 107, 107t
sources of, 105–107
Resolution
of ethical dilemmas, 49–54, 50b, 52b
in response to conflict, 93b, 93–96,
94f.See alsoConflict resolution
Resource allocation
distributive justice and, 40, 45–46
in effective management, 16f, 17
in health-care delivery, 143–144
as source of conflict, 93
Respect
in advance directive procedure, 32
in code of ethics, 257
in cultural diversity, 193
in effective leadership, 10
Response
to conflict, 92
to stress, 198–200, 199t
Responsibility
in guidelines for work assignments,
262–263
Restraints
as false imprisonment, 25–26
standards of practice and, 25–26
Résumé writing, 221–225
education in, 222, 224
grammar and syntax in, 222
language use in, 224, 224t
legibility in, 222
length of, 222
objective in, 222, 224
other components in, 224–225
reasons for preparing, 221b
skills and experience in, 222–224
types of, 222
Rewards
in effective management, 16f, 17
in empowerment, 65
in management theory, 15, 15f
as power source, 64
workplace climate and, 191
Rhythm mode
in time management, 166–167, 167t
Risk management
in quality improvement, 142–143
Risk taking
in effective leadership, 4, 9
Rogers
Martha, 240
Root cause analysis
in quality and safety improvement,
147
Rotation of shifts
implications of, 1872208_Index_267-280.qxd 11/6/09 6:04 PM Page 277