Index 279Structure
organizational, 61b, 61–62, 62f–64f
in quality improvement evaluation,
139, 142t
Structured care methodologies
in quality improvement, 137–138
Substance abuse
workplace, 185–186
Supervision
delegation and, 117–118
delegation versus, 117
Nurse Practice Act definition of, 262
in work assignment guidelines,
262–263
Supervisory support
value of, 190
Support
in adaptation to workplace, 203, 203t
in effective followership, 5
as power source, 66
in sexual harassment, 181
in stress management, 211
value of peer and supervisory, 190
Survival
as organizational goal, 60
SWOT analysis
in job search, 218–219
in quality improvement, 137T
Task nursing care delivery model, 127
Task versus relationship theory
of leadership, 6
Tasks
conflict from assignment of, 93
delegation of, 121, 123f, 123–124
Team approach
in client information conferences,
79–80
in quality improvement, 136f,
136–137, 137b
Team nursing care delivery model, 127
Technology
burnout and, 206
in client care trends, 132
in code of ethics, 258
confidentiality and, 46
in ethical dilemmas, 40, 52–54
time management and, 158–159,
166
Telephone orders
physician, 81
Terminal condition
defined, 33
Territoriality
as source of conflict, 93
Terrorism
readiness for, 189–190
Thank you letters
job search, 225–226, 228fThreats
to professional identity
resistance to change and, 106–107
as source of conflict, 93
to safety and security
defined, 177
resistance to change and, 106
as source of conflict, 93
workplace violence as, 176–179,
177b–179b
in SWOT analysis, 219
Time log
in time management, 164, 165f
Time management, 157–168
computers and, 158–159
cultural diversity and, 192
direct client care and, 159
documentation and, 159
fallacies in, 159
limit setting in, 163–164
organization in, 160–163,
161b–162b
overview of, 158
rhythm model in, 166–167, 167t
schedule for, 77–79, 78f
staff makeup and, 159–160
streamlining in, 164, 165f, 166–167,
167t
time log in, 164, 165f
time perception in, 158b, 158–159
time-wasting activities and, 161,
161b
Tort law.See alsospecific issues
overview of, 23–24
Total client care delivery model, 127
Traditional hierarchical structure
organizational, 61b, 61f–63f, 61–62
Trait theories
of leadership, 5
Transformational leadership theory, 8
Treatment errors
patient safety and, 146b
Treatment goals
in ethical dilemmas, 50
TriCouncil
focus of, 249
Truth
as ethical principle, 46–47
Tuberculosis
workplace, 186–187U
Unfreezing
in change process, 104f, 104–105
Uninsured and underinsured workers,
252–253
Unions
in collective bargaining, 98–99, 99b
conflicts with management of, 93
pros and cons of, 98United States
health-care crisis in, 150–153, 151b,
252–253
health-care history in, 132–135, 133t,
134b–135b
United States Supreme Court
on nurses as supervisors, 189
on sexual harassment, 180
Unlicensed assistive personnel
American Nurses Association and,
119
delegation and, 116–119, 122f, 123f,
125–128
utilization of, 188
Unnecessary work
elimination of, 163–164
Unsafe staffing complaint
for understaffing, 163
Utilitarianism
in ethics, 43V
Value systems
components of, 41
Values
as barrier to effective communication,
75
clarification of, 41–42, 42t
defined, 40
as determinants of behavior, 41
development of, 41
ethics and, 39–56
codes of, 257–258
in ethical dilemma assessment, 50,
50b
extrinsic, 41
intrinsic, 41
moral reasoning and, 40
personal, 41
professional, 41
systems of, 41
Veracity
as ethical principle, 46–47
Verbal physicians’ orders
telephone, 81
Vicarious liability
in malpractice, 26
Violence
workplace, 172, 176–179, 177b–179b
blaming the victim of, 178, 178b
categories of, 177
clues to potential for, 177–178,
178b
incidence of, 176–177
negative organizational outcomes
of, 177b
protection against, 178–179, 179b
Virtue ethics, 47–48
Vision
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