Tracking Decisions With Shared Governance

Whitt, Maria; Baird, Brenda; Wilbanks, Patsy; Esmail, Patti

doi:10.1016/j.mnl.2011.06.001

Cited by 4 publications

(6 citation statements)

References 2 publications

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“…The involvement of nurses in social action committees has achieved a great impact on the everyday problems of people [28], highlighting the importance of their participation in decision making [29]. When the nurse is involved in the different parts of the healthcare process (management and nursing care), better results are achieved [30], communication is enhanced, together with collaboration between the different professional groups, innovation, organizational commitment and retention of staff [23].…”

Section: Introductionmentioning

confidence: 99%

Nurse Manager Core Competencies: A Proposal in the Spanish Health System

García

Pinto‐Carral

Villorejo

et al. 2020

IJERPH

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Nurses who are capable of developing their competencies appropriately in the field of management are considered fundamental to the sustainability and improvement of health outcomes. These core competencies are the critical competencies to be developed in specific areas. There are different core competencies for nurse managers, but none in the Spanish health system. The objective of this research is to identify the core competencies needed for nurse managers in the Spanish health system. The research was carried out using the Delphi method to reach a consensus on the core competencies and a Principal Component Analysis (PCA) to determine construct validity, reducing the dimensionality of a dataset by finding the causes of variability in the set and organizing them by importance. A panel of 50 experts in management and healthcare engaged in a four-round Delphi study with Likert scored surveys. We identified eight core competencies from an initial list of 51: decision making, relationship management, communication skills, listening, Leadership, conflict management, ethical principles, collaboration and team management skills. PCA indicated the structural validity of the core competencies by saturation into three components (α Cronbach >0.613): communication, leadership and decision making. The research shows that eight competencies must be developed by the nursing managers in the Spanish health system. Nurse managers can use these core competencies as criteria to develop and plan their professional career. These core competencies can serve as a guideline for the design of nurse managers’ development programs in Spain.

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Section: Introductionmentioning

confidence: 99%

Nurse Manager Core Competencies: A Proposal in the Spanish Health System

García

Pinto‐Carral

Villorejo

et al. 2020

IJERPH

View full text Add to dashboard Cite

show abstract

“…It thus seems logical that nurses should form part of the nucleus of healthcare so that organizations are able to deal with these changes successfully [ 7 , 8 , 9 ]. Thus, as highlighted by Witt et al [ 10 ], when the nurse takes part in the healthcare process (management and nursing care) organizations achieve better performances [ 11 , 12 ]. Within health organizations, nurse managers are a key part of any healthcare attention team.…”

Section: Introductionmentioning

confidence: 99%

Competency Model for the Middle Nurse Manager (MCGE-Logistic Level)

González–García

Pinto‐Carral

Villorejo

et al. 2021

IJERPH

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Healthcare systems are immersed in transformative processes, influenced by economic changes, together with social and health instability. The middle nurse manager plays a fundamental role, since he or she is responsible for translating the strategic vision, values and objectives of the organization. The objective of this study was to propose the model of competencies to be developed by the middle nurse manager in the Spanish healthcare system. Our methodology consisted in the application of the Delphi method in order to reach an agreement on the necessary competencies, and principal component analysis (PCA) was used to determine the construct validity, reducing the dimensionality of the set of data. Fifty-one competencies were identified for the definition of the model, highlighting decision-making, leadership and communication. The PCA pointed out the structural validity of the proposed model through the saturation of the main components (α Cronbach > 0.631). The results show the model of competencies which the middle nurse manager in the Spanish healthcare system must develop. Middle nurse managers may use these as criteria to plan their professional strategies in the context of management. This model of competencies can be applied to establishing selection processes or training programs for the role of middle nurse manager.

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“…Studies have also demonstrated that control over their own work will enable nurses to develop their skills (Brody et al, 2012;Rheingans, 2012). This leads Nursing shared governance at hospitals to better quality of care and safety of the patients (Cadmus et al, 2015) which then again leads to cost saving (Whitt et al, 2011;Brody et al, 2012;Rheingans, 2012). In Finland, shared governance is still relatively new (Mäntynen et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…Profit Newman (2011), Burkman et al (2012) and Cadmus et al (2015) explain how to select and to construct a suitable structure. Others describe the structures they have selected (Meyers and Costanzo, 2015;Powers and Thornton Bacon, 2016) or modified (Whitt et al, 2011;Gallagher-Ford, 2015). The chosen model of shared governance can become stalled over time and needs organizational support to move forward (Gerard et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…Empowerment supports the commitment of the personnel by giving them a chance to use their professional abilities (Li et al, 2013;Yang et al, 2013). When nurses can express their ideas and thoughts to the leaders, leaders can get vital information to support decision making and nurses, on the other hand, can see the results of their own ideas (Whitt et al, 2011). Studies have also demonstrated that control over their own work will enable nurses to develop their skills (Brody et al, 2012;Rheingans, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Nursing shared governance at hospitals – it’s Finnish future?

Kanninen

Häggman‐Laitila

Tervo‐Heikkinen

et al. 2019

LHS

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Purpose The purpose of this study is to describe council structure, its benefits, supportive and obstructive factors and developmental needs as a part of shared governance in a university hospital. Design/methodology/approach This is a descriptive study, where semi-structured interviews with 12 nurses was conducted in 2014 and documents from 75 council meetings from 2009 to 2014 were gathered and analyzed. Qualitative content analysis method was used on the data. Findings The study hospital has been developing nursing shared governance with unique structure and processes of councils. Professors and university researchers act as chair and members are voluntary nursing staff. The factors supporting the councils are nurse managers’ support, enthusiastic personnel and neighboring university. The factors obstructing the councils are lack of time, understanding and skills. The work of the councils benefits the organization by improving patient care, harmonizing nursing practices and informing decision-making. The council’s developmental needs were more visibility, concentration into everyday problems and interprofessionality. Research limitations/implications Applying nursing shared governance structures into an organization improves the professional practice environment of nursing personnel. Practical implications The study hospital has its own, unique council structure. It did not cover the whole hospital or all of the nursing personnel, but it is already producing promising results. It should be given an official status and more support from nurse managers, and it should be developed into an inter-professional discussion. The results presented here indicate that shared governance, even, in its early stage, contributes positively to the quality of care, harmonizes nursing practices and informs decision-making. Applying shared governance structures into an organization improves the professional practice environment of nursing personnel. The study showed concrete supporting and obstructing factors that should be notified in nursing leadership. Originality/value Despite the extensive empirical studies on nursing shared governance, there is very little research on councils in the Scandinavian countries.

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Tracking Decisions With Shared Governance

Cited by 4 publications

References 2 publications

Nurse Manager Core Competencies: A Proposal in the Spanish Health System

Nurse Manager Core Competencies: A Proposal in the Spanish Health System

Competency Model for the Middle Nurse Manager (MCGE-Logistic Level)

Nursing shared governance at hospitals – it’s Finnish future?

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