A Certified nurse midwives, patient out- job descriptions for, 5:33 comes with, 7/8:11 for board members, 7/8:16 Accounting, for contributions, 7/8:18 Certified nursing assistant(s). See Nurse merit raises, performance appraisals Administrative delays, in for-profit vs. non- extender(s) and, 4:12 profit hospitals, 11:42 Change salaried, for registered nurses, 1:55 Administrative rounds. See Management from entitlement to earning, 9:58 variable pay, 10:6 rounds in organizational culture, implementa- Competence Aide(s). See Nurse extender(s) tion process for, 5:13 evaluation of, 5:7 AIDS, nurse-managed treatment facility for, issues in implementation of, 11:24 orientation focused on, for home 7/8:40 management of, 5:41 healthcare nurse, 7/8:20 Albrecht Nursing Model for Home Health- planning for, 4:12 Completeness (book review), 9:11 care cultural assessment in, 4:46 Computer(s). See also Information sys- predictors of health status outcomes in Chief executive officer(s), chief nurse ex- tem(s) working adults, 3:44 ecutives and accessing literature via, 6:7 predictors of satisfaction with self-care in- problem-solving styles, 12:38 managing bibliographic information, tervention program, 1:51 similarities and differences, 10:34 9:13 Ambulatory care Chief nurse executive(s) personal information managers, 11:11 “handmaiden” vs. professional work in, as board member, 3:14 Consultant(s) 9:50 ethical issues, 12:14 directory of, 7/8:70 increase in expenditures for, due to inpa- liability, 5:5, 12:14 effective use of, 7/8:65 tient utilization review, 2:8 membership duties, 5:5 tips from. See Tips from consultants AONE reports representation and compensation, Continuous quality improvement (CQD designing for future, 4:21 7/8:16 case management and, 6:55 healthcare reform risk management, 10:8 goal of (book review), 9:6 nurse executive role, 12:8 chief executive officers and in home care agency, 2:42 LXOHQAGlNnAursIinNg prsactic e, 11:7 problem-solving styles, 12:38 joint program of hospital and visiting patient care delivery, 10:10 similarities and differences, 10:34 nurse association, 11:20 hospital personnel survey, 2:11 financial skills needed by, 1:8A Contributions, accounting for, 7/8:18 Assistive personnel. See Nurse extender(s) management skills for, 9:38 Cost containment. See also Financial Authorship (editorial), 1:3 rural, leadership behavior of, 9:29 management shared governance at level of, 5:28, 12:44 rise in outpatient expenditures due to, Child(ren). See Pediatrics 2:8 Childcare, nurses’ problems with, 3:5 Council on Graduate Education for Ad- Bibliography(-ies), computer software for Cholecystectomy, intrapleural catheter ministration in Nursing (CGEAN), past management of, 9:13 for pain control after, length of stay and future of, 4:19 Board(s) of directors, chief nursing officer as and, 9:5 CQI. See Continuous quality improve- member of, 3:14 Client satisfaction, with self-care inter- ment ethical issues, 12:14 vention program, Albrecht Nursing Credentialing, 5:7 liability, 5:5, 12:14 Model used for predicting, 1:51 Culture membership duties, 5:5 Climate assessment of, in planning for change, representation and compensation, 7/8:16 group, nurse manager's control over, 46 risk management, 10:8 2:10 changing from entitlement to earning, Book reviews of work environment, literature re- 9:58 Completeness: Quality for the 21st Century view, 6:9 implications of, for nursing service, 4:54 (Crosby), 9:11 Clinical advancement system(s). See also innovation process for, 5:13 Liberation Management: Necessary Disor- Differentiated practice ganization for the Nanosecond Nine- evaluation of, 2:13 D ties (Peters), 11:9 implementation of, 9:20 Data analysis, in quality improvement, Managing for the Future: The 1990s and Clinical ladder(s). See Clinical advance- 12:21 Beyond (Drucker), 5:11 ment system(s) Decision making, in case management of The Goal: A Process of Ongoing Improve- Clinical nurse specialist(s) home healthcare clients, 1:33 ment (Goldratt & Cox), 9:6 collaborative practice model for, 2:55 Delays, administrative, in for-profit vs. development needs of, before and after nonprofit hospitals, 11:42 role revision, 11:13 Cc Delegation. See also Nurse extender(s) in ambulatory care, traditional “hand- in restructured practice, obstacles to, Care delivery system(s). See Practice maiden” role vs., 9:50 3:20 model(s) Clinical practice guideline(s), integration Differentiated pay structure model Care map(s), for implementation of man- of, into practice, 9:35 computer simulations of, 3:53 aged care, 5:21 Closing, of hospital, nurse executive's ex- job descriptions for, 5:33 Care path(s). See also Managed care periences with, 5:49 Differentiated practice. See also Clinical financial and clinical evaluation of, 11:51 Collaborative practice advancement system(s) Caring, teaching of, to nurse administrator, evaluating functioning, progress, and job descriptions for, 5:33 1:11 outcomes of committees for, 7/8:26 patient care outcomes and, 7/8:5 Case management. See also Managed care model for clinical nurse specialist, 2:55 continuous quality improvement and, Community Health Accreditation Program, E 5 revised standards for q':ality and inno- hospital based, 11:6 vation in home care, 10:5 Editorials in home healthcare Community heaith nurse(s), turnover bridging gap between education and decision making in, 1:33 among, job morale factors affecting, practice, 7/8:8 neighborhood team vs. traditional 6:22, 27 effective leadership skills, 2:9 centralized model, 1:6 Community health nursing need for positive messages from nursing in preventive services, 1:27 case management in preventive services profession, 6:5 issues in implementation of, 11:24 in, 1:27 patient-focused care models, perils and of frail, hospitalized older adults, mul- coalition of parish nurses and public possibilities of, 3:7 tidisciplinary approach to, 2:20 health nurses in, 2:27 plagiarism, 2:6 role of nurse in, in acute care setting, for homeless persons in rural areas, 4:41 responsibilities of authorship, 1:3 10:53 Compensation Education Case management agency(-ies), as admin- differentiated pay structure model bridging gap between practice and istrators of home care, 3:5 computer simulations of, 3:53 (editorial), 7/8:8 JONA « Vol. 23, No. 12 « December 1993 A Certified nurse midwives, patient out- job descriptions for, 5:33 comes with, 7/8:11 for board members, 7/8:16 Accounting, for contributions, 7/8:18 Certified nursing assistant(s). See Nurse merit raises, performance appraisals Administrative delays, in for-profit vs. non- extender(s) and, 4:12 profit hospitals, 11:42 Change salaried, for registered nurses, 1:55 Administrative rounds. See Management from entitlement to earning, 9:58 variable pay, 10:6 rounds in organizational culture, implementa- Competence Aide(s). See Nurse extender(s) tion process for, 5:13 evaluation of, 5:7 AIDS, nurse-managed treatment facility for, issues in implementation of, 11:24 orientation focused on, for home 7/8:40 management of, 5:41 healthcare nurse, 7/8:20 Albrecht Nursing Model for Home Health- planning for, 4:12 Completeness (book review), 9:11 care cultural assessment in, 4:46 Computer(s). See also Information sys- predictors of health status outcomes in Chief executive officer(s), chief nurse ex- tem(s) working adults, 3:44 ecutives and accessing literature via, 6:7 predictors of satisfaction with self-care in- problem-solving styles, 12:38 managing bibliographic information, tervention program, 1:51 similarities and differences, 10:34 9:13 Ambulatory care Chief nurse executive(s) personal information managers, 11:11 “handmaiden” vs. professional work in, as board member, 3:14 Consultant(s) 9:50 ethical issues, 12:14 directory of, 7/8:70 increase in expenditures for, due to inpa- liability, 5:5, 12:14 effective use of, 7/8:65 tient utilization review, 2:8 membership duties, 5:5 tips from. See Tips from consultants AONE reports representation and compensation, Continuous quality improvement (CQD designing for future, 4:21 7/8:16 case management and, 6:55 healthcare reform risk management, 10:8 goal of (book review), 9:6 nurse executive role, 12:8 chief executive officers and in home care agency, 2:42 LXOHQAGlNnAursIinNg prsactic e, 11:7 problem-solving styles, 12:38 joint program of hospital and visiting patient care delivery, 10:10 similarities and differences, 10:34 nurse association, 11:20 hospital personnel survey, 2:11 financial skills needed by, 1:8A Contributions, accounting for, 7/8:18 Assistive personnel. See Nurse extender(s) management skills for, 9:38 Cost containment. See also Financial Authorship (editorial), 1:3 rural, leadership behavior of, 9:29 management shared governance at level of, 5:28, 12:44 rise in outpatient expenditures due to, Child(ren). See Pediatrics 2:8 Childcare, nurses’ problems with, 3:5 Council on Graduate Education for Ad- Bibliography(-ies), computer software for Cholecystectomy, intrapleural catheter ministration in Nursing (CGEAN), past management of, 9:13 for pain control after, length of stay and future of, 4:19 Board(s) of directors, chief nursing officer as and, 9:5 CQI. See Continuous quality improve- member of, 3:14 Client satisfaction, with self-care inter- ment ethical issues, 12:14 vention program, Albrecht Nursing Credentialing, 5:7 liability, 5:5, 12:14 Model used for predicting, 1:51 Culture membership duties, 5:5 Climate assessment of, in planning for change, representation and compensation, 7/8:16 group, nurse manager's control over, 46 risk management, 10:8 2:10 changing from entitlement to earning, Book reviews of work environment, literature re- 9:58 Completeness: Quality for the 21st Century view, 6:9 implications of, for nursing service, 4:54 (Crosby), 9:11 Clinical advancement system(s). See also innovation process for, 5:13 Liberation Management: Necessary Disor- Differentiated practice ganization for the Nanosecond Nine- evaluation of, 2:13 D ties (Peters), 11:9 implementation of, 9:20 Data analysis, in quality improvement, Managing for the Future: The 1990s and Clinical ladder(s). See Clinical advance- 12:21 Beyond (Drucker), 5:11 ment system(s) Decision making, in case management of The Goal: A Process of Ongoing Improve- Clinical nurse specialist(s) home healthcare clients, 1:33 ment (Goldratt & Cox), 9:6 collaborative practice model for, 2:55 Delays, administrative, in for-profit vs. development needs of, before and after nonprofit hospitals, 11:42 role revision, 11:13 Cc Delegation. See also Nurse extender(s) in ambulatory care, traditional “hand- in restructured practice, obstacles to, Care delivery system(s). See Practice maiden” role vs., 9:50 3:20 model(s) Clinical practice guideline(s), integration Differentiated pay structure model Care map(s), for implementation of man- of, into practice, 9:35 computer simulations of, 3:53 aged care, 5:21 Closing, of hospital, nurse executive's ex- job descriptions for, 5:33 Care path(s). See also Managed care periences with, 5:49 Differentiated practice. See also Clinical financial and clinical evaluation of, 11:51 Collaborative practice advancement system(s) Caring, teaching of, to nurse administrator, evaluating functioning, progress, and job descriptions for, 5:33 1:11 outcomes of committees for, 7/8:26 patient care outcomes and, 7/8:5 Case management. See also Managed care model for clinical nurse specialist, 2:55 continuous quality improvement and, Community Health Accreditation Program, E 5 revised standards for q':ality and inno- hospital based, 11:6 vation in home care, 10:5 Editorials in home healthcare Community heaith nurse(s), turnover bridging gap between education and decision making in, 1:33 among, job morale factors affecting, practice, 7/8:8 neighborhood team vs. traditional 6:22, 27 effective leadership skills, 2:9 centralized model, 1:6 Community health nursing need for positive messages from nursing in preventive services, 1:27 case management in preventive services profession, 6:5 issues in implementation of, 11:24 in, 1:27 patient-focused care models, perils and of frail, hospitalized older adults, mul- coalition of parish nurses and public possibilities of, 3:7 tidisciplinary approach to, 2:20 health nurses in, 2:27 plagiarism, 2:6 role of nurse in, in acute care setting, for homeless persons in rural areas, 4:41 responsibilities of authorship, 1:3 10:53 Compensation Education Case management agency(-ies), as admin- differentiated pay structure model bridging gap between practice and istrators of home care, 3:5 computer simulations of, 3:53 (editorial), 7/8:8 JONA « Vol. 23, No. 12 « December 1993 SUBJECT INDEX for administration. See Nursing ad- Governance issues in, 11:24 ministration need for professional structures of, 11:5 planning for, 4:12 patient. See Patient education self-, care team model using, in long- linking patient outcomes, cost of care, tax-code provisions for deducting ex- term care, 1:24 and quality measurements in, 5:62 penses of, 5:56 shared. See Shared governance nursing input in planning for, 2:7 Elderly person(s) GratefulMed, 6:7 to be integrated into Master's program in frail, multidisciplinary approach to case Group climate, nurse manager's control nursing administration, 3:6 management during hospitalization, over, 2:10 work restructuring and, 10:15 2:20 Group process, literature review, 9:15 Innovation. See Change services for, community strategic plan- Integrative care model, perils and possibili- ning process for, 10:47 ties of (editorial), 3:7 Empowerment Interview(s), structured, for hiring, 10:42 framework and process for, 1:18 Head nurse. See Nurse manager(s) Intrapleural catheter(s). for pain control, through self-governed teams, applica- Healthcare policy, program to support re- length of stay and, for cholecystectomy tion in long-term care, 1:24 search on, 9:5 patients, 9:5 Entitlement, moving an organization Healthcare reform away from, 9:58 nurse executive role in reformed system, J Ethics 12:8 decision making in case management nursing practice in reformed system, 11:7 Job description(s), for differentiated practice of home healthcare clients, 1:33 patient care delivery in reformed system, for members of boards of directors, 10:10 and differentiated pay, 5:33 Job satisfaction. See also Retention 12:14 Health hazard(s), in home care, 12:12 family satisfaction and, 11:34 practice model based on principles of, Health status, of working adults, Albrecht of registered nurses in rural community 3:22 Nursing Model for Home Healthcare in hospitals, problem areas in, 3:38 survey on, results, 3:9 prediction of, 3:44 Evaluation, of outcomes, 7/8:12 Hiring, structured interview for, 10:42 L Executive development Home healthcare characteristics of new era nurse execu- Albrecht model for. See Albrecht Nurs- Leadership tive, 1:7 ing Model for Home Healthcare effectiveness of (editorial), 2:9 competence, criteria, and credentialing, case management agencies as adminis- essentials of, 10:52 5:7 trators of, 3:5 style of obstacles to delegation in restructured competency achievement orientation chief nurse executives vs. chief execu- practice, 3:20 program for nurses in, 7/8:20 tive officers, 10:34 outcome evaluation, 7/8:12 constraints of managed care in, 12:7 experiences, events, and people influ- quality improvement and work redesign: decision making in case management in, encing, 7/8:30 vision or hallucination? 12:10 1:33 in rural directors of nursing, 9:29 retention, recognition, and rewards, 10:6 health hazards in, 12:12 Legal issues, chief nursing officer as board Extended-care facility(-ies) OKT3 infusion therapy in, collaborative member, 3:14 empowerment through self-governed approach, 11:63 ethics, 12:14 teams in, 1:24 psychiatric, planning and program devel- liability, 5:5, 12:14 implementing modular nursing in, 6:29 opment for, 11:35 membership duties, 5:5 intermittent nursing visits to patients in, recruiting and retaining registered nurses representation and compensation, 7/8:16 decreased rehospitalization costs in, 6:42 risk management, 10:8 due to, 3:49 revised standards for quality and innova- Length of stay tion in, 10:5 administrative delays and, in for-profit vs. F strategic selling in, 11:6 nonprofit hospitals, 11:42 Home healthcare agency(-ies), continuous determinants of, literature review, 4:14 Family, of employees, satisfaction with, quality improvement in, 2:42 intrapleurai catheter for pain control after job satisfaction and, 11:34 in hospital partnership, 11:20 cholecystectomy and, 9:5 Financial management Home Healthcare Classification system, Letters, 1:68 care of ventilator-dependent patients, comparative evaluation of, 10:23 Liability, of members of boards of directors, 12:E1 Homeless person(s), community-based 5:5, 12:14 computer simulations of differentiated health service for, in rural areas, 4:41 Liberation management (book review), 11:9 pay structure model, 3:53 Hospital(s) Licensed practical nurse(s), role of, differen- cost-benefit analysis of shared govern- closure of, nurse executive’s experiences tiating RN role from, 3:6 ance, 7/8:50 with, 5:49 Literature review a_monstrating community benefits pro- directory of information on, 9:5 determinants of hospital length of stay, vided by nonprofit hospital, 6:16 for-profit vs. nonprofit, administrative effective use of consultants, 7/8:65 delays in, 11:42 nurse extenders, 3:16 job descriptions for differentiated practice merger of, nursing department merger, problems with shared governance, 10:12 and differentiated pay, 5:33 12:55 social climate of work environments, 6:9 salaried compensation program for regis- tax-exemption for teams and group process, 9:15 tered nurses, 1:55 advantages and risks of, 2:36 using computers for, 6:7 skills needed by chief nurse executive, demonstrating community benefits to Long-term care facility. See Extended-care 1:8A justify, 6:16 facility(-ies) strategic planning and nursing department visiting nurse association partnership strategy in rural hospitals, 4:23 with, continuous quality improve- M Float pool(s). See Pool staff ment program for, 11:20 Foreign nurse(s), change in immigration law Hospital Personnel Survey (1991), findings Male nurse(s), in obstetrics (letter), 1:68 regarding, 1:5 of, 2:11 Managed care. See also Case management Hotline. See Telephone hotline care maps as tool for implementation of, G 5:21 Gender I constraints on home healthcare under, male nurses in obstetrics (letter), 1:68 similarities and differences between Immigration Nursing Relief Act of 1989, 1:5 development needs of clinical nurse spe- chief nurse executives and chief ex- Information system(s) cialists in, 11:13 ecutive officers, 10:34 implementation of financial and clinical evaluation of, 11:51 JONA « Vol. 23, No. 12 » December 1993 SUBJECT INDEX Management Nursing department(s), merger of, 12:55 obstacles to delegation in, 3:20 caring, teaching of, 1:11 Nursing home. See Extended-care facility(- partners in patient care, 12:31 coming changes in (book review), 5:11 ies) patient-focused, perils and possibilities of financial. See Financial management Nursing Incentive Reimbursement Awards (editorial), 3:7 liberation (book review), 11:9 (NIRA), implementation issues and professional, incorporating unit-based nurs- skills needed by chief nurse executives, qualitative findings in projects under, ing assistive personnel into, 3:29 9:38 11:24 redesigning (video review), 1:9 Management rounds Nursing intervention(s), classification sys- Preventive service(s) on every shift using compressed work tems for, 10:23 case management in, 1:27 week, 4:12 Nursing Job Guide, 9:5 for low-income children, inadequacy of, value of, 9:65 Nursing shortage. See also Recruitment 4:11 MEDLARS database(s), user-friendly pro- collaboration between hospitals in ad- Primary healthcare gram for search of, 6:7 dressing, 2:8 guiding principles of, 5:4 Mentoring, experience of nursing executives linear programming model for staffing un- nurses vs. physicians as providers of, 5:4 in, 2:49 der, 7/8:58 Private duty nurse(s), assuring institutional Merger(s), of nursing departments of merg- control of, 7/8:10 ing hospitals, 12:55 Oo Problem-solving, chief nurse executive's and Merit raise(s), performance appraisals and, chief executive officer's styles of, 12:38 4:12 Obstetrics, male nurses in (letter), 1:68 Professional governance structure(s), need Middle manager(s), increasing visibility of, OKT3 infusion therapy, at home, collabora- for, 11:5 through compressed work week and tive approach, 11:63 Protective device(s). See Restraint(s) rounds on every shift, 4:12 Omaha System, comparative evaluation of, Psychiatric care, at home, planning and pro- Midwives. See Certified nurse midwives 10:23 gram development for, 11:35 Modular nursing, implementation of, in Online Journal of Knowledge Synthesis for Public health nursing. See Community health long-term care facility, 6:29 Nursing, call for manuscripts, 3:5 nursing Morale. See also Job satisfaction Organization(s) Publishing of community health nurses, factors affect- culture of. See Culture plagiarism (editorial), 2:6 ing turnover, 6:22, 27 integrated model for nursing department, responsibilities of authorship (editorial), 1:3 10:30 N Orientation, competency achievement pro- Q gram for newly employed home health National Institute of Nursing Research, 9:5 nurses, 7/8:20 Quality improvement. See also Continuous Networks, in reformed healthcare system, Outcome(s), evaluation of, 7/8:12 quality improvement 10:10 Outpatient care. See Ambulatory care data analysis in, 12:21 nursing practice in, 11:7 differentiating research projects from, 7/8:46 Nurse case manager, role of, in acute care P vision or hallucination? 12:10 setting, 10:53 Nurse executive(s). See also Chief nurse ex- Parish nurse(s), coalition of public health R ecutive(s); Middle manager(s); Nurse nurses with, 2:27 manager(s) Patient care technician(s). See Nurse exten- Recognition, development and evaluation of experiences, events, and people influenc- der(s) protocol for, based on research, 4:61 ing leadership style of, 7/8:30 Patient classification system(s), replacement Recruitment, of registered nurses in home mentoring experience of, 2:49 of, with integrated information systems, healthcare, 6:42 new era, characteristics of, 1:7 5:62 Registered nurse(s) role of, in reformed system, 12:8 Patient education, institutionalizing programs differentiating role of, from LPN role, 3:6 teaching caring to, 1:11 of, 6:36 obstacles to delegation by, 3:20 Nurse extender(s) Patient-focused care model, perils and possi- recruitment and retention of incorporating into professional practice bilities of (editorial), 3:7 in home healthcare, 6:42 model, 3:29 Patient satisfaction. See Client satisfaction in rural community hospitals, 3:38 literature review, 3:16 Pediatrics salaried compensation program for, 1:55 partners in patient care, 12:31 preschoolers lack sufficient well-child care, Rehospitalization, intermittent nursing vis- Nurse manager(s) 4:11 its to nursing home patients to prevent, control of group climate by, 2:10 telephone hotline for parents, 3:26 3:49 dimensions of identity of, 1:60 Per diem staff. See Pool staff Relocation, reducing patient and staff role in redesign, 7/8:14 Performance evaluation stress in, 1:45 Nurse midwives. See Certified nurse mid- changes needed in, 10:6 Research wives merit raises and, 4:12 differentiating quality improvement pro- Nurse practitioner(s), as primary care Personal information manager(s), 11:11 jects from, 7/8:46 providers, physicians vs., 5:4 Physician(s). See also Collaborative practice enabling professional nursing staff to Nursing nurse practitioners vs., as primary care conduct, 9:34 Hospital Personnel Survey (1991) findings, providers, 5:4 healthcare policy, program to support, 2:11 Plagiarism (editorial), 2:6 9:5 need for positive messages from (edito- Planning, strategic identifying priorities for, in acute care rial), 6:5 for services for elderly persons, 10:47 hospital, 11:58 Nursing administration influence of, on financial performance in ru- management intervention based on, de- Congressional action to eliminate ral hospitals, 4:23 velopment and evaluation of, 4:61 traineeship funds in, 9:9 practical approach to, 7/8:41 National Institute of Nursing Research, doing more with less, 5:9 Pool staff, optimizing use of, 1:65 9:5 information systems to be integrated into Practice model(s). See also Work restructur- utilization of, in nursing administration, master’s program in, 3:6 ing 2:32 past and future of CGEAN, 4:19 based on ethical principles, 3:22 Restraint(s) research utilization in, 2:32 collaborative, for clinical nurse specialist, elimination of, implications for practice, teaching caring management in, 1:11 2:55 10:5 Nursing Administration Recognition Pro- implementing modular nursing in long-term in acute care, developing policy on use gram, winners, 4:35 care facility, 6:29 of, 12:49 Nursing assistant(s). See Nurse extender(s) nurse extenders, literature review, 3:16 Retention JONA - Vol. 23, No. 12 « December 1993 SUBJECT INDEX evaluation of clinical advancement sys- sustaining work redesign innovations Vv tem, 2:13 through, 7/8:35 group climate and, 2:10 Sociotechnical systems theory, analysis Ventilator-dependent patient(s), financial job morale factors affecting, for commu- and application for nursing administra- implications and recommendations for nity health nurses, 6:22, 27 tion, 6:47 care of, 12:16 of registered nurses South Africa, nurse executive practice in, Video review, Redesigning Care Delivery, in home healthcare, 6:42 9-7 1:9 in rural community hospitals, 3:38 Staffing Vision, importance of, 4:84 strategies for, 6:6 linear programming model for, 7/8:58 Risk management, for boards of directors, optimizing use of pool staff, 1:65 10:8 Systems thinking. See also Sociotechnical Ww Risk-taking, Nursing Administration Recog- systems theory nition Program winners, 4:35 applications to nursing problems, 1:39 Wages. See Compensation Role redesign. See Work restructuring Women, glass ceiling for, in healthcare Rounds. See Management rounds T administration, 10:34 Rural areas, community-based health serv- Work environment, social climate of, lit- Ruralic e hofsorp ithaolm(es)l ess persons in, 4:41 Tax(e5s:5)6, deducting educational expenses, Worker atruerset rruecvtiuerwi,n g6 :9 See also Practice financial performance of, strategic plan- Tax-exemption model(s) ning and nursing department strate- advantages and risks of, 2:36 head nurse role in, 7/8:14 gies influencing, 4:23 demonstrating community benefits pro- information technology and, 10:15 leadership style of directors of nursing vided by nonprofit hospitals, 6:16 issues in implementation of, 11:24 in, 9:29 Team(s), group process and, literature re- partners in patient care model, 12:31 retaining registered nurses in, 3:38 view, 9:15 perils and possibilities of patient-fo- Technology, experimental vs. state-of-the- cused care model (editorial), 3:7 Ss art designation, 1:59 planning and implementation of (video Telephone hotline, with advice for parents review), 1:9 Safety, home healthcare nurses’ concerns of sick children, 3:26 sociotechnical systems theory as basis about, 12:12 Tips from consultants for, 6:47 SSaellafr-yc(a-riee,s ).c lienSte e saCtoimsfpaecntsioant iowint h interven- diffoeuretnctoimaetse,d 7p/r8a:c5t ice and patient care sustsahiarneidn g goivnernnoavnactei,o ns7 /8:i3n5, through tion program directed at, Albrecht financial skills, 1:8A vision or hallucination? 12:10 Nursing Model used for predicting, importance of organizational vision, 4:8A Work sampling, limitations of, 4:11 1:51 need for professional governance struc- Work week, compressed, for middle man- Self-governance, care team model using, in tures, 11:5 agers, 4:12 long-term care, 1:24 Transplant patient(s), home OKTS infusion Writing Shared governance therapy for, collaborative approach, plagiarism (editorial), 2:6 at level of chief nurse executive, 5:28, 11:63 responsibilities of authorship (edito- 12:44 rial), 1:3 cost-benefit analysis of, 7/8:50 U The Writer's Catalog, 2:10 issues in implementation of, 11:24 Utilization review, rise in outpatient ex- problems with, literature review, 10:12 penditures due to, 2:8 JONA « Vol. 23, No, 12 « December 1993 A DeGroot HA, 3:53 Hudon L, 5:62 Milner S, 3:22 del Bueno DJ, 3:20, 5:7, Hughes E, 6:29 Minnen TG, 7/8:35 Abel M, 5:62 7/8:12, 10:6, 12:10 Moed AB, 5:9 Adams CE, 9:29, 12:38 Del Togno-Armanasco V, Moorhead SA, 10:23 Adams DA, 3:28 7/8:65 Morrison B, 2:10 Albrecht M, 1:51, 3:44 de Savorgnani AA, 6:42 Moses B, 4:12 Allen D, 12:49 Dickey C, 3:49 Ilcyn J, 2:42 Mundy CM, 4:35 Ames A, 7/8:35 Dobler T, 5:62 Muus KJ, 3:38 Anders RI, 11:42 Domingue N, 5:49 Anderson CL, 6:29 Dowling W, 10:47 J AAAnnndddeeerrrsssooonnn LMPKAK,,, 91:121::5571 DDuufbfreeye J,M ,1 1:73/58 :35 JJaacckosnoon BJB,S , 107:/681: 11 NN adler GJ, 4:37 AAnntdoenr soRnS , R5,: 9 10:10, 11:7, 12:8 DDuunnkhianm -JTW,a y3l:o38r J , 7/8:30 JJaackoonboo wsJjk,i 10D:S61, 2:55 NNeeiedllyi nCg,e r7 /8S:H2,6 3:29, 5:9 Appenzeller LM, 12:55 James JR, 11:13 Nelson D, 1:65 E JJooneress ABM,, 2:1322: 49 NNieclosloln LTHE,, 6:37:,4 4 9:13, 11:11 B Erkel EA, 1:27 Jones B, 11:6 Niemann VG, 11:20 Jones CB, 6:6 Nyberg J, 1:11 Baker WL, 7/8:35 Jones K, 7/8:50 Nypaver JM, 1:45 BarnsteineJrH , 2:55 F Jones-Schenk J, 10:30 LWXHOAAHVBU e rgNer IE, 7 /8:35 Juhl N, 3:38 Berger MC, 7/8:65 Faruggio B, 4:40 oO Bergman T, 11:34 Fay M, 11:13 Bernreuter M, 10:12 Feldman C, 1:33 K O’Daniel R, 9:6 Blancett SS, 1:3, 2:6, 3:9 Finkler SA, 11:24 Olberding L, 1:33 Blegen MA, 4:61 Finnigan SA, 5:62 Kee HK, 9:58 Owsley VB, 11:58 Blouin AS, 3:14, 5:5, 7/8:16, Fisher E, 7/8:30 Kent K, 12:31 10:8, 12:14 Flarey DL, 1:9, 5:11, 6:9, 9:11, King JM, 2:27, 12:49 Bohnet NL, 2:42 11:9, 12:21 Kinion E, 7/8:30 P Bombard CF, 7/8:41 Foran S, 2:32 Knickman JR, 11:24 Borman JS, 10:34 Forsey LM, 3:53, 5:33 Kovner CT, 11:24 Pass CM, 11:6 Boston C, 2:11 Fralic MF, 1:7, 9:7 Kowalczyk ME, 5:9 Pelfrey S, 2:36, 6:16 Bostrom J, 3:29 Fretchels T, 12:16 Kutash MB, 1:65 Penha-Walton MLI, 6:36 Boutaugh M, 1:51 Fullerton JT, 10:47 Perkin K, 2:32 Bovan P, 2:32 Futch J, 7/8:58 Pichert JW, 6:36 Bowling CD, 12:31 L Piland NF, 4:23 BBrreo1nd0tt: 8,A NLJ1,,2 :931::461 4, 5:5, 7/8:16, G LLaanktizn JJ,A ,1 02::4277 PPPooinrnttkeen re-yPO-R’A, Gtrk9:ai3dn7ys, o nT1 ,1 :V31J:3,7 9:50 Brugler CJ, 1:45 Galloway S, 6:42 Largen CW, 3:28 Potter PA, 11:51 Brunt B, 9:35 Gamble D, 9:58 Laschinger HKS, 2:32 Pounovich-Stream C, 11:6 Brusco MJ, 7/8:58 Gartner M, 7/8:20 Lawrenz E, 10:15 Bulechek GM, 10:23 GGooledp pCi, n9g:6e5r J , 1:51 LLeeinmgnaecthzeerr CAM,J , 3:1116:,2 0 12:31 R Goode CJ, 4:61 Ljutic PM, 5:9 Cc Grahn J, 11:34 Loman DG, 3:6 Ray LN, 7/8:65 Greenfield AS, 9:20 Lutjens LRJ, 4:14 Ream MA, 2:42 Calderon E, 1:6 Gustafson C, 4:41 Reimels EM, 6:6 Campbell PA, 11:63 Reimer MA, 7/8:46 Carroll TL, 4:19 M Richardson J, 6:5 Cesta TG, 6:55 H Robertson B, 9:50 ChamberJsD , 10:5 Mabe PR, 3:16, 12:31 Ronald J, 3:6 Chamings PA, 9:9 Haas S, 9:65 Macnee C, 1:51 Runner-Heidt, CM, 11:63 Chappell H, 3:49 Hague D, 12:49 MacRobert M, 6:22 Ryan DA, 11:20 Cherry C, 7/8:20 Hall S, 7/8:26 Madden MJ, 1:39, 11:13 Chilcote DL, 4:13 Hampton DC, 5:21 Mahon SA, 4:23 Chin PP, 5:9 Hamric AB, 9:20 Manion J, 5:41 S Clarke M, 12:49 Hannaford W, 11:34 Manthey M, 7/8:8 Cleland VS, 3:53, 5:33 Happ MB, 6:47 Massi-O’ Malley PA, 12:12 Saleem N, 4:12 Coeling HVE, 4:46, 5:13 Haring RC, 6:42 Mathis S, 9:10 Schmele JA, 6:22 Correnti DM, 4:11 Hartley P, 10:30 McCloskey JC, 10:23 Schulmerich SC, 6:27 Cronin SN, 11:58 Heinemann D, 12:31 McCullagh M, 4:41 Schultz AW, 2:13 Hendrickson G, 11:24 McDaniel C, 4:54 Scott VI, 12:44 Henson R, 6:22 McNeese-Smith DK, 2:9 Scott VL, 5:28 D Hern-Underwood M, 2:54 McNeil J, 4:36 Sheedy SA, 7/8:14 Higgins JM, 11:13 Milanovich PS, 2:42 Shortridge L, 1:33 Dahl S, 4:41 Hild J, 3:29 Miller B, 5:33 Showalter MJ, 7/8:58 Daly JM, 9:6 Holloran SD, 2:49 Miller JR, 4:21 Sills LR, 1:55 DeBaca V, 7/8:50 Huber DG, 9:10 Miller MP, 11:35 Simms LM, 4:46, 5:13 JONA - Vol. 23, No. 12 « December 1993 AUTHOR INDEX Singleton EK, 5:49 T Trella RS, >.2 :20 Weilitz PB, 11:51 Smith HL, 4:23 Twardon C, 7/8:20 WennerJ , 11:34 Smith P, 11:6 Tahan H, 10:53 Westmoreland D, 1:60 Smith TC, 9:38 Tebbitt BV, 1:18, 1:24 Whitworth TR, 9:20 Spinella J, 7/8:35 Terry B, 5:62 Vv Wilkins VC, 3:26 Stapler EJ, 7/8:45 Theisen BA, 2:36, 6:16 Wise LC, 5:56 Stephany TM, 12:12 Theis R, 1:24 Van Cott ML, 12:31 Workman L, 2:54 Stewart K, 1:51 Thurston NE, 7/8:46 Van Der Walt AM, 9:7 Wright K, 2:42 Stolley JM, 12:49 Thyen MN, 1:24 Velianoff GD, 7/8:26 Stratton TD, 3:38 Tibbles LR, 10:42 Vos RA, 4:39 Stricker A, 3:29 Titus M, 1:45 Striepe J, 2:27 Tonges MC, 1:39, 10:15 Ww Zz Stumpf L, 4:54 Toole K, 1:33 Sullivan PA, 3:9 Tornabeni J, 7/8:50 Walton MK, 2:55 Zappin P, 1:33 Sultemeier A, 4:13 Totten NW, 5:28, 12:44 Watson LA, 7/8:46 Zhang JQ, 3:29 STATEMENT OF OWNERSHIP, MANAGEMENT AND CIRCULATION (Act of August 12, 1970: Section 3685, Title 39 United States Code) Date of Filing—October 1, 1993. Title of Publication—THE JOURNAL OF NURSING ADMINISTRATION; Fre- quency of Issue—Eleven times per year; Annual Subscription Price—$56.00; Location of Known Office of Publication— 12107 Insurance Way, Suite 114, Hagerstown, MD 21740: Location of Headquarters or General Business Offices of the Pub- lisher—227 East Washington Square, Philadelphia, PA 19106; Publisher—J.B. Lippincott Company, 227 East Washington Square, Philadelphia, PA 19106; Editor—Suzanne Smith Blancett, EdD, RN, 4301 32nd Street West, Suite C-12, Bradenton, FL 34205-2748; Managing Editor—Bonnie Meyers, 227 East Washington Square, Philadelphia, PA 19106; Owner—J.B. Lippincott Company, 227 East Washington Square, Philadelphia, PA 19106; Known Bondholders, Mortgages and other security holders owning or holding 1 percent or more of total amount of bonds, mortgages cr other securities—Wolters Kluwer, U.S. Cor- porations, 1185 Avenue of the Americas, 37th Floor, New York, NY 10036. A.Total no. copies printed (net press run), aver- age 10,827, actual 12,300; B. Paid circulation 1. Sales through dealers and carriers, street vendors and counter sales, average none, actual none; 2. Mail subscriptions, average 9,981, actual 10,808; C. Total paid circulation, average 9,981, actual 10,808; D. Free distribution by mail, carrier or other means. Samples complimentary, and other free copies, average 193, actual 150; E. Total distribution (sum of Ca nd D), average 10,174, actual 10,958; F. Copies not distributed 1. Office use, leftover, unac- counted, spoiled after printing, average 653, actual 1342; 2. Returns from news agents, none; G. Total (sum of Ea nd F— should equal net press runs shown in A), average 10,827, actual 12,300. I certify that the statements made by me above are correct and complete. Virginia B. Martin, Vice President, Journals. JONA « Vol. 23, No. 12 « December 1993 THIS PERIODICAL MIGHT BE COPYRIGHTED, IN WHICH CASE THE CONTENTS REMAIN THE PROPERTY OF THE COPYRIGHT OWNER. THE MICROFORM EDITION IS REPRODUCED BY AGREEMENT WITH THE PUBLISHER. DUPLICATION OR RESALE WITHOUT PERMISSION IS PROHIBITED. UNIVERSITY MICROFILMS INTERNATIONAL ANN ARBOR, MICHIGAN