Issues in Nursing Administration

Leadership, thus, is a process of motivating and persuading, while management tends to involve a focus on the details of implementing plans. Huber (1996, p. 4) said of nursing administration that it is the creative combination of leadership and management knowledge and skill applied to the practice of nursing for the purposes of organizing nursing care delivery, coordinating and managing client care, and creating a positive work climate. As opposed to the question of "how effective a nurse manager would be if her or she combined leadership and management behaviors," a much better question is "how can a nurse manager be effective if he or she does not combine leadership and management behaviors," as each of these behavior sets are required to effectively discharge the responsibilities of a nurse manager. Creating a positive work climate, as an example, requires leadership, while coordinating and managing client care requires management.

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ined by DRG classification. The budget is effective in tracking the efficiency of care delivered to specific patient groups, but is not sufficient for total institutional budgeting. Cash budget: a cash budget tracks receipts and expenditures of actual cash transactions. The budget type is effective for cash control; however, the budget type is not effective in determining an institution's overall financial position. Special purpose budget: this budget type is an interim budget for programs or activities that were not included in the formal budget for an operating period. The budget type is useful for the provision of funding for desirable but unplanned activities, but must be integrated into an overall institutional budget. Huber (1996, p. 170) states that of the seven budget types identified above those of greatest interest to nurses are the capital budget and the operating budget. With respect to costs that are included in all budget types, Huber (1996, pp. 170-171) states that the cost types of the greatest concern to nurses are direct costs, indirect costs, and supply costs. 5. Critical Culture Elements Huber (1996, p. 196) identifies five critical elements of an organizational culture. These five critical elements
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