The clinical nurse manager: a literature review

Oroviogoicoechea, Cristina

doi:10.1111/j.1365-2648.1996.tb01035.x

Cited by 38 publications

(43 citation statements)

References 36 publications

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“…Nurses should not feel they have to divest themselves of their professional values to become successful managers. They already possess many of the essential skills required to be excellent ' people ' managers (Oroviogoicoechea 1996) but these need to be developed in the context of the changing face of public service (Currie 1998;Loan-Clarke 1996). The ndings of this research are, of course, very limited -middle managers, in a specialized department, in a north west NHS trust hospital.…”

Section: Resultsmentioning

confidence: 96%

Nurses as managers: between a professional rock and an HRM hard place?

Bolton¹

2000

Human Resource Development International

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This paper aims to give some insight into the role of nurses as managers in the British National Health Service (NHS). Concentrating on the role of line and middle management, i.e. ward and clinical nurse managers, it is shown how attempts are made to cultivate nurse managers as major change agents in a time of cultural transformation for the NHS. This role has been greeted by senior nurses with mixed feelings: enthusiasm for introducing quality-led initiatives but also ambivalence towards fully embracing a management identity. Nurses have proved themselves to be competent middle managers throughout the history of the hospital service (Bradshaw 1995). Nevertheless, many of the contradictions they now face could be attributed to a lack of investment in management training and development in the context of a period of major reform for the British public services

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Section: Resultsmentioning

confidence: 96%

Nurses as managers: between a professional rock and an HRM hard place?

Bolton¹

2000

Human Resource Development International

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“…O ver recent years, the nurse manager role has expanded from having a predominantly clinical practice focus to one that incorporates the composite management of the clinical unit inclusive of financial accountability, and leadership of staff (Carroll & Adams, 1994;Oroviogoigoechea, 1996;Sanders et al, 1996;Porter O'Grady, 1997;Willmot, 1998). Some nurse managers continue to juggle these clinical and managerial roles because their own nursing staff as well as their line managers and medical staff expect that they will maintain a clinical presence within the department in which they work (Everson-Bates, 1992).…”

Section: Introductionmentioning

confidence: 99%

Perioperative managers: Role stressors and strategies for coping

Schroeder

Worrall‐Carter

2002

Contemporary Nurse

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This qualitative study explored the role stressors experienced by perioperative nurse managers, and identified resources and strategies they used in order to cope with the multiple demands upon their role. Grounded Theory methodology was used to inform the inquiry through interviews with the participants and thematic analysis of the data. The perioperative nurse managers who participated in the study indicated that the major stressors they experienced were related to managing their staff Stress was reduced through the use of hospital resources and peer support, referring to post management education and information obtainedfrom attending conferences. In addition, they used team building strategies, balanced priorities and engaged in social activities. These findings will assist directors of nursing and other nursing leaders in formulating the direction of appropriate support and structure for the development of perioperative nurse managers.

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“…Ask and advise are relatively simple practices that are easy to administer, whereas assist and arrange require more time and skills. 44 Cardiac ward heads are well-informed about protocols that are used at the ward; have a facilitating role in the introduction of new guidelines; and collaborate with managers, cardiologists, nurses, and other disciplines. Intensive counseling methods by health professionals outside the nursing ward have been proven to increase quitting rates.…”

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confidence: 99%

Smoking Cessation Treatment Practices

Bolman

Vries

Segaar

et al. 2013

Journal of Cardiovascular Nursing

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Brief smoking cessation practices are adequately performed at cardiac wards, but the most effective practices, offering assistance and arranging for follow-up, are less than optimal. The AAR guideline offers a more feasible approach for busy cardiology wards. To ensure successful adoption of this guideline, the heads of cardiac wards should be convinced of its advantages and be encouraged by a supportive work environment. Policies may also facilitate the adoption of the AAR guideline.

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The clinical nurse manager: a literature review

Cited by 38 publications

References 36 publications

Nurses as managers: between a professional rock and an HRM hard place?

Nurses as managers: between a professional rock and an HRM hard place?

Perioperative managers: Role stressors and strategies for coping

Smoking Cessation Treatment Practices

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