Nurse Commitment

In this study of student nurses at Duke University, Professor Simpson challenges earlier research by demonstrating that a professional school does socialise its students. In addition, by constructing a model that brings together competing theories of socialisation, she finds that socialisation is not necessarily cumulative or unidirectional. Conceptualisations that focus on individual students, such as those emphasising role modelling, student values or peer relations, obscure the most significant conditions and processes. The program of a school is the fundamental structure of occupational socialisation and this structure, not its students, should be blamed for failures and praised for success.

A veteran nurse researcher and educator provides a spiritual perspective on the professional nurse's vocation of caring. Grounding each chapter in Scripture, O'Brien explores the Christian nurse's call to love as Jesus loved: without discrimination, reserve and, sometimes, reward.

Pamphlet is a succinct statement of the ethical obligations and duties of individuals who enter the nursing profession, the profession's nonnegotiable ethical standard, and an expression of nursing's own understanding of its commitment to society. Provides a framework for nurses to use in ethical analysis and decision-making.

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How to be a great nurse focuses on fundamental issues that are relevant to all nurses, across all countries, fields and areas of practice. It is essential reading for student nurses, qualified nurses, supervisors, assessors, managers and nurse academics, who all want the nursing profession to invest in the highest-quality care, firmly rooted in the real heart of nursing practice. Each chapter focuses on a particular aspect of great nursing, illustrated by case studies, self-assessment tools and exercises, and supported by suggestions for further reading and self-development. Chapter 1 explores the ‘head, heart and hands principles’ of nursing care. Chapter 2 focuses on the core values of nursing practice from a professional perspective, with an emphasis on personal integrity. Chapters 3 and 4 enable readers to reflect on the skills and emotional intelligence needed to be an effective nurse, highlighting the importance of communication and individual learning needs. Career progression, resilience and the support of other nurses are discussed in Chapters 5 and 6. Chapter 7 then draws many of these ideas together by looking at nursing practice from the perspective of those receiving care. This enables readers to deepen their learning and reflect on their own practice. The final chapter considers the future of nursing, and the new nursing roles that may be needed, to ensure that great nurses meet the varied demands of future practice scenarios. Contents include: • The meaning of great nursing • Core values for nursing • Learning to be a great nurse • Effective nursing • Making a successful career of nursing • Supporting and influencing others to be great nurses • Patient perceptions of great nursing care • Embracing the future of nursing

Nurse Manager Engagement: Strategies for Excellence and Commitment is based on the groundbreaking and highly regarded national "Nurse Engagement Study" project funded by The Robert Wood Johnson Foundation. The book builds upon the key ideas in the study by including examples from Dr. Mackoff’s conversations and key teaching points from her work with several hundred nurse managers in the three years following this innovative study. Nurse Manager Engagement offers a groundbreaking approach—one that distinguishes it from other nurse management books by a focus on building a model of the solution rather than a description of the problem. It focuses on the crucial role of the nurse manager in engaging staff nurses and building a pipeline for future nurse leadership.

"The authors of this book are innovators, strategists, provocateurs, transformational leaders, and compassionate clinicians. Their advice is based on evidence and years of experience and serves as a guide for leaders to overcome constraints and lead the nation to better health. While the content is foundational for new leaders and executives, the advice from these leaders is an inspiration to all." –Deborah Zimmermann, DNP, RN, NEA-BC, FAAN Chief Executive Officer, DAISY Foundation President-elect, American Organization for Nursing Leadership Global Advisory Board Member, Marian K. Shaughnessy Nurse Leadership Academy –Erik Martin, DNP, RN, CENP VP, Patient Care Services, and Chief Nursing Officer, Norton Children's Hospital President, American Organization for Nursing Leadership Inaugural Coldiron Fellow, Marian K. Shaughnessy Nurse Leadership Academy American Nurses Association, Healthcare Finance Management Association Distinguished by its accomplished Editor and Contributor team, this innovative leadership and management text for graduate nursing students is unique in its focus on relationships, communications, and emotional intelligence at all stages of the nurse’s career. Filled with practical content demonstrating how leadership skills are a key component of management, the text examines specific nursing roles—nurse managers, leaders, and executives—while incorporating the most recent AACN, AONL, and ANA competencies. Case examples demonstrate leadership and management responsibilities in a variety of scenarios, and in-depth, comprehensive case studies at the end of the book address complex issues relating to content from the text. The contributors include a diverse and accomplished team of Nurse Leaders with experience in clinical, administrative, executive, and academic settings. Organizations and schools represented by the author team include: American Nurses Association American Organization for Nursing Leadership Association for Leadership Science in Nursing Cleveland Clinic DAISY Foundation Eisenhower Health Frances Payne Bolton School of Nursing, Case Western Reserve University New York University New York-Presbyterian Weill-Cornell Medical Center University of Texas MD Anderson Cancer Center Chapters follow a structured format and address leadership, professionalism, relational leadership in practice, social determinants of health, telehealth, innovation, strategic planning, finance and budgeting, and governance. Student activities are included throughout the text, and case examples encourage students to assess their own skills and put learning into practice. Learning objectives and study questions in each chapter reinforce content and emphasize different competencies required for executives and managers. Role-playing exercises help facilitate effective relationship and communication skills, and Instructor resources provide learning activities and teaching strategies for molding future nurse leaders. Key Features: Contributor team includes top-level nurse leaders experienced in healthcare system administration Underscores the importance of relationships and emotional intelligence in skillful nursing leadership and management Demonstrates specific nursing roles and practical applications through abundant, high-quality case studies Clearly distinguishes between different leadership competencies Offers role-playing exercises to improve relationship and communication skills Provides abundant instructor resources including PowerPoints and an Instructor's Manual that includes learning activities and teaching strategies

Bradshaw (clinical practice, Oxford Brookes U.) describes the British apprenticeship model of nurse training, from its inception at St. Thomas's Hospital in 1860 until its ending in 1977 with the publication of the last national syllabus from the General Nursing Council for England and Wales. A sampling of topics includes the principles of apprenticeship described in Florence Nightingale's writings, an analysis of nursing textbooks, Parliamentary debates about nursing, the American influence on the British nursing tradition, and the process which led to the professional consensus on apprenticeship breaking. c. Book News Inc.