SOUTHWEST TEXAS JUNIOR COLLEGE
ASSOCIATE OF APPLIED SCIENCE IN NURSING DEGREE
LVN to RN transition program
2401 Garner Field Road
Uvalde, TX 78801-6221
COURSE SYLLABUS
Course Title: RNSG 2221 -Management Of Client Care
Course Description: Exploration of leadership and management principles applicable to
the role of the nurse as provider of care, coordinator of care, and member of the
profession. Includes application of knowledge, judgment, skills, and professional values
within the legal/ethical framework.
Level: Intermediate
Course Outline: Upon completion of this course and all requirements, the student will be
able to:
PROVIDER OF CARE
1. Apply principles of management and leadership utilizing a systematic problemsolving process and critical thinking skills to plan care for clients and their
families. (WECM)
2. Synthesize and apply knowledge and skills from nursing, the humanities,
biological, physical, psychological, and social sciences as a basis for assuming a
nursing leadership or management role.
3. Utilize research data and findings as a basis for making sound nursing
leadership and management assessment and decisions.
4. Identify new nursing leadership roles and the application of management skills
in structured, unstructured or emerging health care delivery settings.
COORDINATOR OR CARE
5. Examine health care delivery within a collaborative, ethical and legal
framework. (WECM)
6. Collaborate with colleagues, health management team members and citizens to
educate the public and define for health care professionals the role of the nurse as
a leader and manager facilitating the delivery of health care to individuals, groups,
and/or community within a variety of settings.
7. Manage health care resources through planning, budgeting, quality
improvement, cost containment, and performance appraisal.
MEMBER OF A PROFESSION
8. Identify needed change and assume a leadership or advocate role for promoting
and protecting the rights of individuals, staff and/or groups in the delivery of
health care within a diverse and multicultural society.
9. Assume responsibility and accountability for assessing nursing leadership and
management skills, decisions and actions operationalized by management
personnel in structured and unstructured clinical settings.
10. Demonstrate responsibility and accountability for continued personal and
professional growth as a manager with increasing management skills.
Content Outline:
Week 1 Chapter 1: Course introduction, Introduction to nursing management
theories and practices
Week 2 Chapters 3 & 4: How organizations are designed, How nursing care is
delivered
Week 3 Chapters 4 & 5: Leading and managing, Understanding legal and ethical
issues
Week 4 Chapters 6 & 7: Quiz, Understanding power and politics, Thinking
critically, Making decisions, Solving problems
Week 5 Chapters 8 & 9: Communicating effectively, Handling conflict
Week 6 Chapters 10 & 11: Delegating successfully, Building and managing teams
Week 7 Chapter 12: Quiz, Budgeting and managing resources
Week 8: MIDTERM EXAM
Week 9 HOLIDAY BREAK (variable date depending on calendar and season)
Week 10 Chapter 13: Managing and improving quality
Week 11 Chapters 14 & 15: Quiz, Using health care technology systems,
Managing stress and time
Week 12 Chapters 16 & 17: I Initiating and managing change, Handling staffing
and scheduling
Week 13 Chapters 18 & 19: Quiz, Recruiting and selecting staff, Motivating and
developing staff
Week 14 Chapters 20 & 21: Evaluating staff performance, Coaching, disciplining,
and terminating staff
Week 15 Chapters 22 & 23: Quiz, Reducing turnover, retaining staff, Managing
absenteeism and other staff problems
Week 16 Chapter 24: Handling collective-bargaining issues, Project Report Due
Week 17 FINAL EXAM
Credit Hour Allocation:
2 Semester Credit Hours
Required Textbook:
Sullivan, E.J. and Decker, P.J., (2004). Effective Leadership and Management in
Nursing. 6th Ed.. Prentice Hall
Required References:
Adams-Wendling, L., DeDonder, J., Tidwell, S., Pimple, C., Schmiot L., and Okeson D.
Budgeting nursing workload for required minimum data set assessments.
Journal of Nursing Management, 15(4), 442-448.
Allen, D., Bockenhauser, B., Egan, C., and Kinnaird, L. (2006). Relating outcomes to
excellent nursing practice. Journal of Nursing Administration, 36(3), 140-147.
Atencio, B.L., Coher, J. and Gorenberg, B. (2003) Nurse retention: is it worth it?
Nursing Economics, 21(6), 262-68.
Berlinger, H., and Ginzberg, E. (2002). Why this hospital nursing shortage is different.
Journal of American Medical Association, 288(21):2742-4.
Bliss-Holtz, J, Winter, N., and Scherer, E.M. (2004) An invitation to magnet
accreditation. Nursing Management, 35(9), 36-44.
Cho, S. H., Ketefian, S., Barkauskas, V. H., and Smith, D. G. (2003). The effects of
nurse staffing on adverse events, morbidity, mortality, and medical costs. Nursing
Research, 52(2), 71-79.
Coile, R.C. (2001). Magnet hospitals use culture, not wages, to solve nursing shortage.
Journal of Healthcare Management. 46(4), 224-227.
DeLise, D. C. and Leasure, A. R. (2001), Benchmarking: Measuring the outcomes of
evidence-based practice, Outcomes Management for Nursing Practice, (5), 70-74.
Eastaugh, S. R. (2002). Hospital nurse productivity. Journal of Health Care
Finance, 29(1), 14-22.
Kinnaird, L. (2003). Professional Coaching raises morale, improves care. Strategies for
Nurse Managers, 3(8), 10.
Laschinger HK, Purdy, N, and Almost J. (2007). The impact of leader-member exchange
quality, empowerment, and core self-evaluation on nurse manager's job
satisfaction,. Journal of Nursing Administration, 37(5), 221-229
Manthey, M. (2003). AKA primary nursing. Journal of Nursing Administration, 33(7/8),
369-370.
Ritter-Teitel, J. (2002). The impact of restructuring on professional practice. Journal of
Nursing Administration, 32(1), 31-41.
Saylor D.L. (2007). Shared governance: your opinion matters. Nursing Management
38(5), 14-6
Shullanberger, G. 2000, Nurse staffing decisions: An integrative review of the literature,
Nursing Economics, (18), 124-32.
Sung-Hyun, C. 2001, Nurse staffing and adverse patient outcomes: A systems approach,
Nursing Outlook, (49), 78-85.
West E.A., Griffith, W.P., and phofen R. (2007). A historical perspective on the nursing
shortage. Medical-Surgical Nursing, 16(2), 124-130.
Wynd, C.A. (2003). Current factors contributing to professionalism in nursing. Journal of
Professional Nursing. (19), 251-61.
Evaluation Criteria:
Midterm Examination
30 percent
Average of quizzes
15 percent
Management Paper
15 percent
Final Exam
40 percent
Resume (course requirement but no numerical score)
Course Requirements
Attendance: Refer to program attendance policy.
Quizzes: The score of all quizzes will be average for a final combined quiz score.
Management Paper: Ten points will be deducted each day the paper is late. On the
third day a grade of zero will be assigned to the paper.
Midterm and Final Examinations
Tools to Measure Progression:
Essay scenario quizzes, midterm and final exams, Management Paper (criteria enclosed),
Clinical Rating (criteria enclosed)
Student Learning Activities:
Lectures and quest speakers (Administrators, midlevel managers, charge nurses)
Group scenario problem solving exercises
Clinical application
Post clinical conferences
Selected videos
Grading Policy:
90 - 100 = A
80 - 89 = B
70 - 79 = C
60 - 69 = D
Below 60 = F
Resume Assignment
Each student will complete a typed resume, including the following information. Due two
weeks before the final exam. Pick up one week before final exam and return with
required edits at final exam time. Include the follow sections that are applicable to you:
Demographic information
Education
Experience
Licensure and certifications
Professional Organizations
Presentations
Publications
Inservice education
Community activities
MANAGMENT REPORT
Select a manager from your clinical experiences and address the following criteria.
POINTS
I. Describe the organizational setting.
II.
a. Determine the manager's leadership and management
Style and state the data/behavior observed that led you to
your conclusion.
b. Was the manager a leader, manger, or both? Elaborate.
III. Effectiveness
a. Was she/he effective? Why or why not?
b. Describe how she/he delegate work components?
IV. Evaluate the unit within the total agency system..
a. What is the power structure of the organization?
b. To whom does she/he report and are the communication
lines well established and functional? Elaborate.
0
5
5
5
5
5
5
V. Analyze the level of staff motivation and development.
a. Is continuing education valued and provided for?
b. What are criteria to be a manager (interview the nursing
manager's manger).
c. Described key components of a nursing manager's job
5
5
5
5
VI. Describe and analyze the manager's power bases.
10
VI. Discuss how your own leadership/management style would or
would not be suitable for this unit.
15
VII. Identify a process that is in need of change on the manager's
nursing unit and discuss why and how you would make a positive
change if you were the manager.
20
VIII. APA format
5
Total possible points:
100
CLINICAL EVALUATION TOOL
In order to pass a theoretical and clinical course, the student must pass both the theory and
clinical component of that course. Clinical performance is evaluated by the following
criteria, which must be met to receive a satisfactory grade in the clinical practicum.
Satisfactory
Unsatisfactory
Comments
Describes the nurse manager's
professional role and activities
Describes leadership style of the
nurse manager
Evaluates leadership style of the
nurse manager
Describes management activities
of the nurse manager
Evaluates management activities
of the nurse manager
Describes the nurse manager's use
of power, authority and decision making
__________________________
Faculty Signature
Date ________________
__________________________
Student Signature
Date ________________
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