The challenges that head nurses confront on financial management today: A qualitative study

Abstract

Aim To explore challenges that Chinese head nurses confront on financial management from the perspective of different levels of nursing and non-nursing managers and to provide contemporary nurse managers with suitable supports. Methods Eighteen nursing leaders in different levels were divided into two groups: Junior Leadership Group (head nurses) and Senior Leadership Group (nurse coordinator, nurse executive, and vice-president of the hospital). All the subjects were invited to participate in a semi-structured interview. The interviews were audio-taped and transcribed, and data were analyzed using a comparative content approach. Results The four following challenges that head nurses confront on financial management practice were identified from the research findings: 1) lack of intrinsic motivation; 2) insufficient training and education on financial management and nursing economics; 3) desires for cross-uniting communication and cooperation; 4) insufficient reference managerial tool. Conclusions The confusion confronted by head nurses in Changsha include three aspects: managerial roles, managerial training, and managerial tools. Cooperative management model, evidence-based management training, and data-driven tools will contribute to improving the financial management capacity of nurse managers.

Financial management roles of nurse managers in selected public hospitals in KwaZulu-Natal province, South Africa

“…According to Sherman, 14 the role of the NM has changed radically over the past decade in that the clinical and interpersonal skills that led to the selection of many managers in the first place are simply not enough to ensure good performance. The NM role has a strong business component that needs to be both acknowledged and supported.…”

“…The NM role has a strong business component that needs to be both acknowledged and supported. Sherman 14 acknowledges that on many levels, the success of a health care organisation is extremely dependent on the performance of NMs. A concern raised by Sherman 14 was that considerable changes in the role have received little acknowledgement by most health systems and managers often receive little in the way of leadership development and NMs struggle in a role for which they are not prepared.…”

“…Sherman 14 acknowledges that on many levels, the success of a health care organisation is extremely dependent on the performance of NMs. A concern raised by Sherman 14 was that considerable changes in the role have received little acknowledgement by most health systems and managers often receive little in the way of leadership development and NMs struggle in a role for which they are not prepared. Taking this into consideration, it was essential to firstly establish what financial management activities NMs were carrying out in their daily practice.…”

Nurses´ and nurse managers´ perceptions of sustainable development in perioperative work: A qualitative study

“…It is important that surgical departments are delivering quality care while balancing cost and equal access to care (Chasseigne et al, 2018). However, healthcare managers seem to have limited knowledge about economics, lack budgeting information and input within their own organisations (Al‐Rundio, 2019, Bai et al, 2017, Waxman & Massarweh, 2018). Only a few studies exist about sustainability in operating rooms (Anåker et al, 2015; Nichols & Mukonoweshuro, 2017).…”

Developing senior hospital managers: does ‘one size fit all’? – evidence from the evolving Chinese health system

“…Secondary hospitals (Level II) are usually located in a medium size city or county that provide comprehensive health services, medical education and conduct research on a regional basis. Tertiary hospitals (Level III) are usually located in major cities that provide comprehensive and specialised health services, play a bigger role in medical education and scientific research, and act as medical hubs providing care to multiple regions [18,19].…”