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NM 600 – Nursing Management: Theory & Practice


This online CE course is a comprehensive course in Nursing Management theory and process as well as practice applications. It is particularly designed for those Registered Nurses who are in our program seeking Certification as a Certified Specialist in Nursing Management, although it is available and applicable for all RN’s who may want to learn or increase their knowledge of nursing management. It is designed as a comprehensive training course for RN’s who are new to nursing management, as well as an update of knowledge and skills course for those nurses in nursing management positions currently. The course presents cutting-edge contemporary content in the subject matter as well as evidence-based content. All facets of nursing management practice are presented, including, but not limited to, leadership, strategic planning, employee performance, risk management, finance and budgeting, informatics, legal and ethical issue, human resource management, human capital, coaching, role development, contemporary issues in nursing management, leadership theory and models and applications, health care policy, strategic practices, organizational effectiveness, collaborative partnerships, leading and managing quality and outcomes, achieving sustainable outcomes, sustaining improvements, polarity thinking, population health, future trends and much more. The text presents AONE key competencies for nurse managers related to all of the presented content. Students are provided case studies for examination throughout the course. Supplemental videos are also examined to enhance the learning experience. This CE Course provides RN’s a real opportunity to study and receive a very comprehensive learning experience in contemporary nursing management, providing the knowledge base and skills needed for success in today’s nursing practice environment.

Course Code: NM 600. Continuing Hours of Education = 50.

Level of Complexity = Intermediate to Advanced

This course is particularly designed for those who would like to become Certified as a Certified Specialist in Nursing Management by the American Institute of Health Care Professionals, Inc., however it is also offered to all Registered Nurses who may be interested in taking it.

Instructor/Course Author:  Dominick L. Flarey, Ph.D, MBA, RN-BC, NEA-BC, FACHE

Link to Resume


Dominick L. Flarey, Ph.D., MBA, RN-BC, NEA-BC, FACHE, is the President & Executive Director of the American Institute of Health Care Professionals, Inc. and the American Academy of Case Management. His health care administrative background includes positions as a Director of Nursing, Associate Administrator of Nursing Services/Patient Care, Chief Operating Officer and Administrator in Acute Care. He was an Executive Consultant to a national Health Care Consulting Firm and Administrator for Case Management for another national Health Care Consulting Firm. He traveled the country extensively teaching seminars in Case Management. He was the founding Editor and past Editor-in-Chief of the journal JONA’s Health Care Law, Ethics, and Regulation. He is a Board Certified Advanced Nurse Executive by the American Nurses Credentialing Center and is a Fellow in the American College of Health Care Executives.

TEXTBOOK: There is one required Textbook for this course.

Management and Leadership for Nurse Administrators, 9th Edition. By: Linda A. Roussel, PhD, RN, NEA-BC, CNL, FAAN; Tricia Thomas, PhD, MSN, RN, FACHE, FNAP, NEA-BC; James L. Harris, PhD, MBA, APRN-BC, CNL, FAANJones & Bartlett Learning; 2020. ISBN: 9781284148121.

This book is available for purchase from Amazon: access here

Additional Assignments: there are Online Videos that are required for viewing for this course as well. Once enrolled into the course, students are provided with full information regarding Video Viewing and assignments. Videos are NOT required to be purchased.

GRADING: You must achieve a passing score of at least 70% to complete this course and receive the 50 hours of awarded continuing education credit. There are no letter grades assigned. You will receive notice of your total % score. Those who score below the minimum of 70% will be contacted by the American Institute of Health Care Professionals and options for completing additional course work to achieve a passing score, will be presented.

TIME FRAME: You are permitted two years from the date of enrollment, to complete this course. There are no other set time-frames, other than the two year allotted time. If you do not complete the courses within the two-year time-frame, you will be removed from the course and an “incomplete” will be recorded for you in our records. Also, if you would like to complete the courses after this two-year expiration time, you would need to register and pay the course tuition fee again.

BOARD APPROVALS: The American Institute of Health Care Professionals, Inc. is a licensed Continuing Education Provider in the State of California, Board of Registered Nursing, Provider # CEP 15595. This course is approved for 50 contact hours of continuing education by the California Board of Registered Nursing. Access information

This course is also approved by the Florida Board of Nursing for 50 contact hours of continuing education. The American Institute of Health Care Professionals, Inc. is an Approved Provider of Continuing Education by the Florida State Board of Nursing, Provider # 50-11975.

This course, which is approved by the Florida State Board Of Nursing (CE Provider # 50-11975) also has the following Board of Nursing Approvals, for 50 contact hours of CE

The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the Arkansas Board of Nursing. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the Georgia Board of Nursing. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the South Carolina Board of Nursing. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the West Virginia Board of Examiners for Professional Registered Nurses. CE Provider # 50-11975.
The American Institute of Health Care Professionals Inc: is a Rule Approved Provider of Continuing Education by the New Mexico Board of Nursing. CE Provider # 50-11975.

Course Refund & AIHCP Policies: access here

COURSE OBJECTIVES: Upon completion of this course, you will be able to:

1. Discuss current trends in healthcare management and their impact on quality, safety, and value-added care (care delivery).
2. Envision care delivery systems for the future.
3. Space discuss major influences-specifically, Institute of Medicine (IOM), space Agency for Health – care Research and Quality (A H R Q), Institute for Healthcare Improvement (I H I), Magnet, Baldridge, and other major stakeholders-in healthcare systems.
4.  Identify how ethics relates to managing health care services.
5. Describe how leadership theory underpins healthcare management.
6. Discuss the guiding principles and competencies for nursing leadership practice.
7. Relate selected theories of leadership and management to organizational outcomes.
8. Discuss the role of nursing leadership in managing a clinical discipline.
9. Develop processes to lead and manage nursing and interprofessional teams.
10. Apply principles of management to reach desired organizational outcomes and a shared vision.
11. Design models that strengthen synergistic nursing and interprofessional effectiveness.
12. Identify key elements of an executive coaching relationship.
13. Draw distinctions between coaching for performance management and executive coaching for transformative leadership practice.
14. Integrate professional responsibility and power, authenticity, integrity, and emotional intelligence into leadership practice.
15. Examine contributions of executive coaching to develop and sustain a healthy work environment.
16. Describe the attributes of leadership styles which promote contemporary care models.
17. Envision how nurse leaders position the discipline for success.
18. Acknowledge contributions of all team members in achieving organizational imperatives.
19. Describe change in complex adaptive systems.
20. Synthesize the inputs and outputs in monitoring organizational effectiveness.
21. Examine the key components in developing organizational structures that maximize efficiency and profitability.
22. Evaluate the types and characteristics of organizational structures including the internal and external environments.
23. Describe high reliability organizations and the need for a new model of patient safety and quality.
24. Consider applications and demonstrations of strategic planning and healthcare organizations.
25. Define the foundational elements of strategic mission and purpose statement as it pertains to nursing services and managing teams.
26. Differentiate between strategic planning and tactile planning.
27. Explore change leadership and organizational learning as key drivers for implementing strategic plans.
28. Examine concepts in the budgeting process, including direct and indirect costs; fixed, variable, and sunk costs; operating or cash budget; personnel; supplies; and equipment and capital budgets.
29. Identify steps in the budget planning process.
30. Explore the effects of reimbursement structures.
31. Explain value – based purchasing as it relates to quality and safety initiatives.
32. Explain how human capital affects staff satisfaction, turnover, patient satisfaction, and quality.
33. Define the concepts of emotional intelligence and emotional quotient as they apply to successful leadership approaches.
34. Define the term empowerment and describe its importance in a healthy work environment.
35. Develop a strategy for an effective communication infrastructure.
36. Discuss the management of difficult scenarios, including conducting crucial conversations, managing chaos, lateral violence, and bullying.
37. Discuss the management of a diverse work team, including gender, generational, and cultural differences.
38. Discuss strategies for renewing staff and reducing burnout.
39. Differentiate among standards for performance appraisals.
40. Distinguish among the major types, designs, and criteria for pay for performance.
41. Utilize techniques that foster individual development and performance.
42. Illustrate the value of a portfolio for professional development.
43. Identify strategies that nurse leaders can use to create environments that promote data mining, data use, and data enrichment.
44. Match skills and knowledge that are requisite to data analytics.
45. Explore the integration and connectivity of data systems to transform quality, safe transitions of care at all points of service.
46. Discuss how laws and regulations shape healthcare policy and administrative practice.
47. Identify foundations of healthcare law and policy and their interrelatedness to administrative leadership.
48. Understand the differences and complementary elements of delivery systems and payment structures underpinned by laws and regulations.
49. Examine challenges to achieve high – quality health care and patient safety in the United States.
50. Identify evolving approaches that address healthcare improvement and patient safety, including use of internal data (Microsystems analysis) and external data (research evidence).
51. Identify and discuss components of a quality improvement program.
52. To find tools used in the quality improvement process.
53. Discuss the importance of problem identification and resolution, monitoring and feedback, customer satisfaction, and research in providing high – quality health care and patient safety.
54. Discuss strategies to anticipate risk and revert harm.
55. Describe the importance and attributes of leaders who transform care environments.
56. Define the values and attributes that support achievable and sustainable outcomes.
57. Discuss how meaningful outcomes are required to engage champions who lead others to ensure that outcomes are achieved and sustained.
58. Describe how staff engagement and satisfaction defined models of sustainability and information infrastructure.
59. Outline strategies that enhance thinking and learning, invite disruptive innovation and strategic messaging, and facilitate stakeholders abandoning outdated approaches to leading.
60. Describe the mechanisms for achieving organizational outcomes that are replicable and applicable to advancing nursing knowledge, practice, and policy development through messaging.
61. Identify ethical leadership and practices for guiding ethical behavior.
62. Outline the components of an executive summary.
63. Define implementation science and implementation practice and describe the nuances of both for sustained improvement.
64. Describe implementation theories, models, and frameworks and their relationship to improvement.
65. Compare and contrast the differences between dissemination science and dissemination practice and their relationship to implementation for sustainable improvement.
66. Explain knowledge translation and processes aligned with implementation and dissemination.
67. Analyze attributes of innovation and their importance to implementation, knowledge dissemination, and knowledge translation.
68. Evaluate leadership competencies critical to implementation, dissemination, and innovation practices.
69. Discuss successful strategies for leading and facilitating teams through implementation and sustained improvement.
70. Define polarity thinking is a skill set for nurse executives.
71. Discuss the significance of wicked problems and tensions that exist in healthcare.
72. Explain the use of a polarity lens to manage the dynamic equilibrium and wicked problems are tensions in healthcare.
73. Describe metrics to assess and measure how effectively an individual or organization leverages the tensions in a polarity.
74. Discuss the implications of a well – managed polarity in healthcare.
75. Discuss current challenges facing facing healthcare systems and opportunities for continuous improvement.
76. Differentiate between population health and public health.
77 identify how the Triple Aim and Quadruple Aim serve as a compass for leading and managing population health initiatives.
78. Examine the influences of political systems, political cultures, policies, social media, and social and environmental factors on effective population health management.
79. Identify health as a determinant associated with population health and management.
80. Describe the value of risk stratification to population health management.81. Discuss the importance of relationship building and care management in population


Forces Influencing Nursing Leadership
Organizational Systems
Principles to Create Future Care Models
Nursing – Sensitive Indicators, Safety Standards, Quality Indicators
Leadership Theory and Application for Nurse Leaders
AONE Key Competencies
Leadership Versus Headship
Transformational and Strategic Leadership
Nursing and Leadership Healthcare Policy
Quantum and Innovative Leadership
Interprofessional teams
The Future of Nursing
Interprofessional Collaboration
Interprofessional Practice Partnerships
Executive Coaching as a Lever for Professional Development
Expectations for Nurse Leader Professional Development
Systems Thinking as a Framework
Qualities and Characteristics of Effective Leaders
Emotional Intelligence
Burnout and Resilience
Learning Organizations and Professional Development
Leading in an Era of Change and Uncertainty
Population Health
Positioning Nurse Leaders for Success
Complexity Science and Health Care: Implications for Nurse Leaders
Organizational Structure and Accountability in Healthcare Systems
Organizational Structures
Complex Adaptive Systems
Decision Making and Systems Thinking
Understanding Healthcare Financing
Human Resources Management and Development
Scope and Standards for Nurse Administrators
Strategic Practices in Achieving Organizational Effectiveness
Creating the Strategic Plan
Change Leadership and Strategic Planning
The Budgeting Process
Managing Cost Centers
Budget Stages
Responsibility for Creation and Management of the Budget
Budgeting Approaches
Developing the Operating Budget
Staffing Patterns and Processes
Personnel Budget
Capital Budget
Controlling Process
Monitoring the Budget
Cutting the Budget
Reimbursement Based on Clinical Performance
United States Healthcare System
Value – Based Purchasing and Bundled Payments
Ambulatory Payment Classifications
Maximizing Human Capital
Evolution of Leadership in the United States
Leadership Approaches
A Void of Leadership
Accountability Chain of Leadership
Creating a New cheering Culture of Empowerment
Magnet Designation and Empowerment
Empowerment Model Structures
Develop Successful Relationships with Physicians, Practitioner Colleagues, and Other Departments
Recruiting Nurses
Modern Leadership Competencies new Team Management
Management of Crucial Conversations
Managing a Diverse Workforce
Performance Management
Employee Support
Managing Employee Performance
High Performance Organizations
Complexity Science
Authentic Leadership
Evidence of Performance Management
Leadership Development
Fostering Professionalism
Professional Portfolios
Nursing Performance Improvement Structure, Dashboards, and Outcomes Reports
Information Management and Knowledge Development as Action for Leaders
Technology in the Nursing Environment
Ethical, Legal, and Security Issues
Evidence – Based Clinical and Management Practice
Advocacy for the Clinical Enterprise and for Nursing Practice
Information Management and Technology
Impact of Technology on Communication in Nursing
Laws, Regulations, and Healthcare Policy Shaping Administrative Practice
Laws That Affect Health Care
How Healthcare Policy Shapes Administrative Practice
Risk Anticipation and Management: Creating a Culture of Quality, Safety and Value
Evolving Perspectives in Healthcare Quality Management
Measurements for Improvement
Components of a Quality Management Program
Quality Management Tools
Research and Quality Management
Leaders Achieving Sustainable Outcomes
Managing Variability: An Imperative for Achieving and Maintaining Sustainable Outcomes
Messaging and Disseminating Excellence in Leadership and Ethical Implications
Communication and Relationship – Building Competencies
Developing a Healthcare Ethics Program
Writing An Executive Summary
Leading Implementation for Sustainable Improvement
Defining Implementation Science and Implementation Practice
Implementation Theories, Models, and Frameworks
Dissemination Practice and Dissemination Science
Successful Strategies for Leading and Facilitating Teams through Implementation and Sustained Improvement
Polarity Thinking
Historical Roots of Polarity Thinking
Principles of Polarity Thinking
State of the Evidence and Empiric Study of Polarities
Polarity Thinking and Management
Steps in the Polarity Process
Metrics for Polarity Assessment
Future Considerations for Leading and Managing Population Health
Population Health Versus Public Health
Influences of Political Systems, Political Culture, Policies, Social Media, and Social and Environmental Factors for Effective Population Health Management
Health Factors As Determinants of Population Health
Risk Stratification As a Model for Effective Population Health Management
The Value of Relationship Building and Care Management in Population Health