The Role of First Line Nurse Manager

Abstract

Changes in the healthcare system in relation to human resource conditions have somehow adversely influenced organizational effectiveness. In particular, this has exposed the FLNMs to multidimensional and ambiguity roles (management and clinical skills). Studies on FLNMs' roles have been conducted to clarify this, but little consensus has been reached so far. An exploratory qualitative research method is utilized to describe the terminologies "FLNMs' roles". In this regard, sixty text samples are conveniently selected as a secondary data (published articles, health care documentaries, and books from 2001-2012). Meanwhile, qualitative content analysis on the roles of FLNMs has been conducted on one thousand units (sentences or paragraphs in accessible sources) that appeared the FLNMs' role messages. Results indicated that their roles can be categorized into three main codes and 17 subcategories or factors, i.e., Planning (P 1 -P 7 ), Organizing (Q 8-Q 12 ), and Leadership (L 13-L 17 ). More than 50% of the sources have cited "report delivery" and "patient care (health education)" of the planning role; "staff training and education" and "participation in training programs" of the organizing role; and "staff evaluation form and worker training" of the leadership role in their studies. This review has determined three central constructs of Mintzbergs' (1990) theory, including; "Interpersonal contact (IC)", "Information processing (IP)", and "Decision making (DM)" as a conceptual framework of FLNMs' roles. Further studies need to be established to study other important factors involved.

Predictors of occupational stress and well-being in First-Line Nurse Managers: A cross-sectional survey study

“…The 20 FLNM's role has also shifted from 'a function within the team', often part-time delivery of bedside care, to 21 a more administrative and distant role as a manager of a micro-system with frequent external meetings 22 (Shirey, 2006). These new roles have negatively led to overloaded, conflicting, and ambiguous roles of the 23 first-line nurse managers (Miri et al, 2014). Due to the nature of their job, at the crossroad of 24 collaborative care processes, first-line nurse managers have to deal with competing demands and values 25 (Quinn & Rohrbaugh, 1983;Shirey, 2006;Udod & Care, 2011).…”

Peningkatan Pendokumentasian Catatan Perkembangan Pasien Terintegrasi Melalui Penguatan Peran Kepala Ruang Dengan Pendekatan Teori Orlando

“…Kedekatan individu terhadap seorang pemimpin dipengaruhi faktor kesamaan antara suatu individu dengan lainnya seperti usia, etnik, sosial ekonomi, pendidikan, jenis kelamin (Jakson Dwyer & Diana, 2014). Miri et al, (2014) menjelaskan bahwa kepala ruang juga harus berperan sebagai tokoh dimana kepala ruang berpartisifasi menyelesaikan masalah di unit kerja.…”

“…Agnew & Flin, (2014) bahwa seorang pemimpin keperawatan harus memiliki kompetensi melakukan hubungan antar pribadi dengan perawat pelaksana untuk merubah perilaku perawat. Miri et al, (2014) mendukung penelitian diatas dengan mejelaskan bahwa kompetensi peran hubungan antar pribadi kepala ruang antara lain menjadi fasilitator pemecahan masalah, meningkatkan motivasi dan kepuasan kerja, melakukan supervisi berjenjang, memfasilitasi pengetahuan staf dan koloborasi antar departemen.…”

Difficulties of unit managers in selected district hospitals in Cameroon

“…Unit managers play a pivotal role in changing the environment of acute care hospitals (Cadmus & Wisniewska 2013). They have many role demands (Brown et al 2013) and play multidimensional roles (Miri et al 2014) such as the coordination of care activities (Kerr, Brysiewicz & Bhengu 2014) and the running of the unit (Matlakala, Bezuidenhout & Botha 2014). Their responsibilities also include looking after the interest of the staff nurses (Kerr et al 2014) and ensuring optimal patient outcomes and satisfaction (Cadmus & Wisniewska 2013; Wong & Laschinger 2015).…”