Aim: The aim of this study was to describe the phenomenon of management by way of the ideas by secondary school students and young nurses. Background: Young adults are changing workplaces more than ever before, yet their work expectations and perspectives of management differ to those of previous generations. Methods: The data was collected from upper secondary school students and professionally educated nurses (n = 68), some of whom were immigrants (n = 41). Framed essays were used as a research method and emergent data was analysed using content analysis. Results: According to the results, good management involves systematic management, equality, appreciation of know-how, and the promotion of wellbeing at work. Conclusion: New perspectives on management were drawn from the study, in particular the multiple dimensions of equality in workplace organization and the manager's role in an employee's professional development process. Implication for nursing management: The interactive skills of the manager are emphasized in promoting wellbeing at work. This is especially so in multi-cultural teams, where the manager is expected to be adept at understanding intercultural communication and the values of young employees.

The interactive skills of the manager are emphasized in promoting wellbeing at work. This is especially so in multi-cultural teams, where the manager is expected to be adept at understanding intercultural communication and the values of young employees.

Background and PurposeManagers need evidence-based methods to evaluate their management skills. To further test the appreciative management scale (AMS 1.0) to create a practical instrument to be used in evaluating appreciative management.MethodsFor further testing, a new survey was conducted among social and healthcare managers (n = 734) in Finland. Confirmatory factor analysis (CFA) was used to assess the scale validity and Cronbach's alpha coefficients the internal consistency.ResultsThe validated AMS 2.0 scale includes 24 items. The values measuring validity and reliability were good, with an Rool Mean Square Error of Approximation (RMSEA) of 0.072, Average Variance Extracted (AVE) values between 0.532 and 0.634, and Composite Reliability (CR) values ranging between 0.850 and 0.914. The Cronbach's alpha of the whole scale was 0.944.ConclusionsAMS 2.0 is a reliable and valid means to measure appreciative management as proved by confirmatory factor analysis.

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Background First‐line managers are links between an organizations’ administration and the workforce. They transmit information from higher managers to workers and vice versa. Their management skills and especially their interaction with staff are a key point in successful management. Aim To describe how first‐line managers realized appreciative management in their everyday management practice in health and social care. Method A quantitative descriptive study was conducted by means of an electronic survey among social and healthcare managers in Finland. Results Based on the self‐evaluations of the managers, appreciative management is well realized. The most recognition was given to equality and the least to appreciative know‐how. Connections were seen between appreciative management and gender, education, education level and managers with higher education, and those with fewer work units below them tended to have a better realization of appreciative management. Conclusion The education level of first‐line nurse managers is meaningful when realizing appreciative management in social and healthcare settings. Implications for nursing management More advanced education levels of first‐line managers help to promote appreciative management in social and health care, together with the amount of work units (meaning outpatient and inpatient wards). A first‐line manager is responsible for the needs of their workforce and needs to be critically assessed so that they might have more time for managing in an appreciative way. Appreciative management should be given increased focus when educating nurse managers.