Graduate Course Proposal Form Submission Detail - NGR6733
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Approved by SCNS
Submission Type: Change
Course Change Information (for course changes only): Change title to: Org & Sys Leadership & Qual Impr for Adv Prac Nurs Change Abbrev title to: Org & Sys Ldshp & QI for APN Change description to: Provides knowledge and skills required for organizational and systems leadership and interprofessional collaboration in the design and implementation of change to improve health care delivery and health outcomes. Change objectives to: The content and learning experiences in this course are designed to help students achieve the following objectives: 1. Analyze nursing history, models/theories of nursing practice, and personal values to provide a sense of professional heritage and identity and a framework for advanced practice nursing. 2. Incorporate principles and concepts of organizational theory to change and improve the care environment 3. Compare and contrast leadership theories and the relationship among leadership styles and skills, the professional work environment, and health care outcomes 4. Describe the characteristics of effective group leaders and members 5. Explain the communication and leadership skills advanced practice nurses need in order to effectively lead or participate in interprofessional teams 6. Apply principles and concepts from organizational science, informatics, complexity science, and systems theory in the design, delivery, evaluation, and improvement of health care 7. Apply quality improvement science, models, processes, and tools to improve health care delivery and outcomes 8. Apply business, economic, and financial principles, practices, and concepts in health care Change learning outcomes to: Upon completion of this course, students will be able to 1. Analyze the alignment of personal values with a model/theory of nursing and how the model/theory guides nursing and advanced practice nursing. 2. Analyze leadership styles and their relationship and impact on healthcare care team coordination, the provision of high quality care, communication and application to Advanced Practice Nursing. 3. Analyze strategies to address a clinical practice or organizational problem through communication, coaching and conflict within interprofessional healthcare teams. 4. Create a quality improvement (QI)/patient safety initiative in a complex care environment, using QI science and taking into account transparence, informatics, organizational and change management theories. 5. Create an outline for a business plan for a healthcare environment incorporating economic principles and practices. Change topics to: Content to support attainment of organizational and systems leadership and quality improvement competencies for Advanced Practice Nursing I. Nursing History, Scope of Practice, Roles, & Current Practice A. History of Nursing, Heritage and Related Science B. Advanced Nursing Science C. Public Health Science D. Nursing Theories E. Scopes of Practice for Nursing and the Interprofessional Team F. IOM: The Future of Nursing Report II. Organizational Science and Healthcare Systems A. Organizational Theory and Examination of the Macrosystem B. Organizational Structure: Macrosystem Level C. Organizational and Group Behaviors: Microsystem Level D. Healthcare Work Environments III. Leadership Science, Leadership Theories & Styles A. Principles of Leadership B. Power and Influence C. Theories of Leadership D. Leadership Styles E. Differentiating Leadership and Management IV. Teams, Teamwork, and Team Leadership A. Group Dynamics B. Groups C. Teams and Team Building D. Nursing Leadership and Team Coordination V. Organizational/Interprofessional Communication, Conflict Management and Change A. Concepts and Models of Communication B. Communication Channels C. Organizational Processes to Enhance Communication D. Barriers to Communication and Strategies to Improve E. Communication Strategies to Enhance Quality/Patient Safety F. Conflict Management G. Organizational Development H. Change Management VI. Complexity Science and Systems Theory A. Complexity and Complexity Science B. Chaos, Complexity and Change C. Complex Adaptive Systems D. Complexity and Leadership E. Complexity Science and Healthcare F. Appreciative inquiry VII. Quality Improvement Science & Models used to Lead Quality & Safety Initiatives A. The Quality and Patient Safety Movement B. Industrial Models of Quality C. Standards of Quality D. Emerging Models & Frameworks for Healthcare Quality E. Planning for Healthcare Quality F. Quality Improvement Tools G. Healthcare Safety and Risk Management H. Measuring and Managing Outcomes VIII. Business and Economic Principles and Practice in Healthcare A. Healthcare Finance and Socioeconomic Principles B. Healthcare Reimbursement and Reform: Impact on Practice C. Healthcare Finance Management D. Strategic Planning E. Marketing F. Operations Research and Financial Engineering G. Business Plan Development H. Financial Roles and Responsibilities of APN Change textbooks to: Borkowski, N. (2016). Organizational behavior, theory and design in health care (2nd ed.). Sudbury, MA: Jones & Bartlett. DeNisco, S. & Barker, A. (2013). Advanced practice nursing: Evolving roles for the transformation of the profession (2nd ed.). Sudbury, MA: Jones & Bartlett.
Comments: Required for nursing - need catalog fit; title too long? To GC needs revision - form not correct. OGS fixed. Approved To USF Sys 5/18/16; to SCNS after 5/25/16. Approved eff 8/1/16
- Department and Contact Information
Tracking Number Date & Time Submitted 5354 2016-01-05 Department College Budget Account Number Nursing NR 620100020 Contact Person Phone Chelsey Bevel 8139749068 email@example.com
- Course Information
Prefix Number Full Title NGR 6733 Organizational & Professional Dimensions of Nursing Practice Is the course title variable? N Is a permit required for registration? N Are the credit hours variable? N Is this course repeatable? If repeatable, how many times? 0 Credit Hours Section Type Grading Option 3 O - Other R - Regular Abbreviated Title (30 characters maximum) Org & Sys Ldshp & QI for APN Course Online? Percentage Online U - Face-to-face, online, and blended (separate sections) 75
EXAMINES PROFESSIONAL, SOCIAL, AND ORGANIZATIONAL FACTORS WHICH INFLUENCE ADVANCED PRACTICE NURSING. ADDRESSES LEADERSHIP STRATEGIES INCLUDING FISCAL MANAGEMENT, ORGANIZATIONAL COLLABORATION, PROFESSIONAL AND BUSINESS ETHICS, AND QUALITY IMPROVEMENT.
A. Please briefly explain why it is necessary and/or desirable to add this course.
Needed to compete with national trends
B. What is the need or demand for this course? (Indicate if this course is part of a required sequence in the major.) What other programs would this course service?
Required course for all MS students. Offered twice per year.
C. Has this course been offered as Selected Topics/Experimental Topics course? If yes, how many times?
D. What qualifications for training and/or experience are necessary to teach this course? (List minimum qualifications for the instructor.)
Terminal degree in Nursing and knowledge of specific content area
- Other Course Information
1. SYNTHESIZE THE PRINCIPLES OF ORGANIZATIONAL THEORY, INCLUDING THE BASICS OF ORGANIZATIONAL CULTURE, BEHAVIOR, AND CHANGE PERSPECTIVES AS THEY APPLY TO NURSING SERVICE ORGANIZATIONS. 2. EVALUATE THE PRINCIPLES OF LEADERSHIP THEORY AS THEY APPLY TO THE ROLE OF ADVANCED PRACTICE NURSE. 3. ANALYZE STRATEGIES RELATED TO COMMUNICATION AND COLLABORATION BETWEEN HEALTHCARE TEAM MEMBERS. 4. ANALYZE THE ROLE OF ADVANCED PRACTICE NURSES IN CLINICAL AND ACADEMIC LEADERSHIP SETTINGS SPECIFICALLY EXAMINING LEADERSHIP STYLES, COMMUNICATION PATTERNS, AND THE USE OF COLLABORATION TO SUCCESSFULLY IMPLEMENT CHANGE PROCESSES. 5. ANALYZE INFORMATION ABOUT QUALITY INITIATIVES RECOGNIZING THE CONTRIBUTIONS OF INDIVIDUALS AND INTER-PROFESSIONAL HEALTHCARE TEAMS TO IMPROVE HEALTH OUTCOMES ACROSS THE CONTINUUM OF CARE. 6. PROMOTE A PROFESSIONAL ENVIRONMENT THAT INCLUDES ACCOUNTABILITY AND HIGH-LEVEL COMMUNICATION SKILLS WHEN INVOLVED IN PEER REVIEW, ADVOCACY FOR PATIENTS AND FAMILIES, REPORTING OF ERRORS, AND PROFESSIONAL WRITING. 7. UNDERSTAND RELATIONSHIP-BUILDING VALUES AND THE PRINCIPLES OF TEAM DYNAMICS TO PERFORM EFFECTIVELY IN DIFFERENT TEAM ROLES TO PLAN AND DELIVER PATIENT-/POPULATION-CENTERED CARE THAT IS SAFE, TIMELY, EFFICIENT, EFFECTIVE AND EQUITABLE.
B. Learning Outcomes
1. CONDUCT AN ORGANIZATIONAL ASSESSMENT (AT THE MICRO, MESO, AND/OR MACROSYSTEM LEVELS) DESCRIBING THE RELATIONSHIP BETWEEN ORGANIZATIONAL STRUCTURE, LEADERSHIP, AND DECISION MAKING. 2. ANALYZE A CLINICAL/PRACTICE ISSUE DESCRIBING AN ORGANIZATIONAL PROBLEM ADDRESSING COMMUNICATION AND CONFLICT WITHIN HEALTHCARE TEAMS. 3. IDENTIFY A PROBLEM AND ITS CONTRIBUTING FACTORS THAT ARE AMENABLE TO CHANGE INTERVENTION AND DEVELOP A PLAN TO ADDRESS THE PROBLEM.
C. Major Topics
1. LEADERSHIP THEORIES 2. LEADERSHIP STYLES 3. LEADERSHIP STRATEGIES 4. INDIVIDUAL BEHAVIOR AND ORGANIZATIONAL CULTURE 5. SYSTEMS THEORY AND COMPLEXITY SCIENCE 6. LEADING AND MANAGING ORGANIZATIONAL CHANGE 7. PROCESS OF LEADING AND MANAGING CHANGE 8. STRATEGIC PLANNING 9. CONFLICT 10. LEVERAGING THE APN ROLE A. GENETICS & GENOMICS B. TEAMWORK & COLLABORATION C. EVIDENCE-BASED PRACTICE D. PATIENT-CENTERED CARE E. INFORMATICS F. QUALITY IMPROVEMENT G. SAFETY
BORKOWSKI, N. (2009). ORGANIZATIONAL BEHAVIOR, THEORY, AND DESIGN IN HEALTH CARE. SUDBURY, MA: JONES & BARTLETT. HICKMAN, G. (2010). LEADING CHANGE IN MULTIPLE CONTEXTS. LOS ANGELES, CA: SAGE. MARSHALL, E. S. (2011). TRANSFORMATIONAL LEADERSHIP IN NURSING. FROM EXPERT CLINICIAN TO INFLUENTIAL LEADER. NEW YORK, NY: SPRINGER.
E. Course Readings, Online Resources, and Other Purchases
F. Student Expectations/Requirements and Grading Policy
G. Assignments, Exams and Tests
H. Attendance Policy
Course Attendance at First Class Meeting – Policy for Graduate Students: For structured courses, 6000 and above, the College/Campus Dean will set the first-day class attendance requirement. Check with the College for specific information. This policy is not applicable to courses in the following categories: Educational Outreach, Open University (TV), FEEDS Program, Community Experiential Learning (CEL), Cooperative Education Training, and courses that do not have regularly scheduled meeting days/times (such as, directed reading/research or study, individual research, thesis, dissertation, internship, practica, etc.). Students are responsible for dropping undesired courses in these categories by the 5th day of classes to avoid fee liability and academic penalty. (See USF Regulation – Registration - 4.0101,
Attendance Policy for the Observance of Religious Days by Students: In accordance with Sections 1006.53 and 1001.74(10)(g) Florida Statutes and Board of Governors Regulation 6C-6.0115, the University of South Florida (University/USF) has established the following policy regarding religious observances: (http://usfweb2.usf.edu/usfgc/gc_pp/acadaf/gc10-045.htm)
In the event of an emergency, it may be necessary for USF to suspend normal operations. During this time, USF may opt to continue delivery of instruction through methods that include but are not limited to: Blackboard, Elluminate, Skype, and email messaging and/or an alternate schedule. It’s the responsibility of the student to monitor Blackboard site for each class for course specific communication, and the main USF, College, and department websites, emails, and MoBull messages for important general information.
I. Policy on Make-up Work
J. Program This Course Supports
- Course Concurrence Information