What do you do? Perceptions of nurse manager responsibilities

Baker, Shirley M.; Marshburn, Dianne; Crickmore, Kim D.; Rose, Silvia B.; Dutton, Kathy; Hudson, Patti Carr

doi:10.1097/01.numa.0000422890.99334.21

Cited by 26 publications

(34 citation statements)

References 13 publications

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“…20 The NMs' experience level also influenced how they perceived the level of importance of their work and the frequency of time spent performing the responsibilities. 20 Researchers recommended that the role of the FLNM needed to be reconfigured to accommodate the challenges faced in the evolving healthcare environment. 20 The literature links TL behaviors with the antecedents of culture and skills and demonstrates the impact that transformational leaders have on outcomes.…”

Section: Flnm Workmentioning

confidence: 99%

“…19,20 The study demonstrated a complex workload and differences in performance of NMs were highly influenced by the experience level of the NM. 20 The NMs' experience level also influenced how they perceived the level of importance of their work and the frequency of time spent performing the responsibilities. 20 Researchers recommended that the role of the FLNM needed to be reconfigured to accommodate the challenges faced in the evolving healthcare environment.…”

Section: Flnm Workmentioning

confidence: 99%

“…20 Researchers recommended that the role of the FLNM needed to be reconfigured to accommodate the challenges faced in the evolving healthcare environment. 20 The literature links TL behaviors with the antecedents of culture and skills and demonstrates the impact that transformational leaders have on outcomes. Figure 1 depicts the antecedents of TL and the outcomes expected as a result of transformational behavior.…”

Section: Flnm Workmentioning

confidence: 99%

“…20 In the study, 29 NMs were asked to report their perception of the frequency of performing key responsibilities of their role, the level of importance of the activity, and their level of expertise in meeting role expectations. 19,20 The study demonstrated a complex workload and differences in performance of NMs were highly influenced by the experience level of the NM. 20 The NMs' experience level also influenced how they perceived the level of importance of their work and the frequency of time spent performing the responsibilities.…”

Section: Flnm Workmentioning

confidence: 99%

See 3 more Smart Citations

Measuring First-Line Nurse Manager Work

Cadmus

Wisniewska²

2013

JONA: The Journal of Nursing Administration

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Section: Flnm Workmentioning

confidence: 99%

Section: Flnm Workmentioning

confidence: 99%

Section: Flnm Workmentioning

confidence: 99%

Section: Flnm Workmentioning

confidence: 99%

See 2 more Smart Citations

Measuring First-Line Nurse Manager Work

Cadmus

Wisniewska²

2013

JONA: The Journal of Nursing Administration

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“…However, nurse training rarely includes human resource, performance, or financial management -all skills that Bradley et al argue are crucial to broader health system performance improvement. [3][4][5] Educators and educational institutions have a role in rewriting this story. We can begin by working to change the long-held assumption that management training is only for individuals working in high-level leadership roles.…”

Section: Changing Who and How We Train And Educatementioning

confidence: 99%

Putting Management Capacity Building at the Forefront of Health Systems Strengthening Comment on "Management Matters: A Leverage Point for Health Systems Strengthening in Global Health"

Yeager

Bertrand

2015

Int J Health Policy Manag

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The current limited focus on management in global health activities is highly problematic given the amounts of financial and human resources that are pouring into health system strengthening interventions and the complexity of clinical operations across settings. By ensuring that public health and healthcare practitioners in domestic and international settings receive management training in their educational programs and that we build management capacity among individuals already in the health workforce, we can begin to prepare for more effective health systems strengthening efforts. Rigorous evaluation of health systems strengthening and the impact of management capacity building is crucial to building evidence for the field. 15171/ijhpm.2015.195 Introduction Healthcare management has long been a part of improving formal healthcare organizational performance, but the tools and skills that accompany this field are less commonly employed in broader health contexts such as global health systems strengthening and public health efforts. 1 The recent article by Bradley et al draws attention to this gap in the field of health systems strengthening and global health..com Int J Health Policy Manag 2016, 5(2), 129-131 doi 10.2 Their article initiates an important discussion and lays out a three part strategy for addressing this important missing component of the various activities and frameworks at the core of global health systems strengthening efforts. Well over a decade into the formal development of health systems strengthening, it is beyond time that we acknowledge the value of management in "achieving large ends with limited means. "2 As Bradley and colleagues note, the limited focus on management in global health activities is highly problematic given the amounts of financial and human resources that are pouring into health system interventions and the complexity of clinical operations across settings. Furthermore, given the heightened reporting requirements and pressure to show population health improvements resulting from international health aid, integrating management capacity building into health systems strengthening activities will be beneficial not only for health systems and population health, but also for funding accountability. Encouraging increased incorporation of management in global health systems strengthening, Bradley and colleagues suggest a focus on training and education, practice, and research. As a starting point, the authors provide an important

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Identifying nurse managers' essential information needs in daily unit operation in perioperative settings

et al. 2020

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Aim To identify nurse managers' essential information needs in daily unit operation in perioperative settings. Design Qualitative and quantitative descriptive design. Methods The study consisted of (I) generation of an item pool of potential information needs, (II) assessment of the item pool by an expert panel and (III) confirming the essential information needs of nurse managers in daily unit operation with a survey (N = 288). Content validity index values were calculated for the assessments by expert panel and in the survey. Internal consistency of the final item pool was explored with Cronbach's alpha. The data were collected from 2011–2015. Results During the study process, the number of essential information needs decreased from 92–41. The final item pool consisted of 12 subthemes, and they were categorized into four main themes: patient's care process, surgical procedure, human resources and tangible resources. The findings can be used to create a knowledge map for information system purposes.

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What do you do? Perceptions of nurse manager responsibilities

Cited by 26 publications

References 13 publications

Measuring First-Line Nurse Manager Work

Measuring First-Line Nurse Manager Work

Putting Management Capacity Building at the Forefront of Health Systems Strengthening Comment on "Management Matters: A Leverage Point for Health Systems Strengthening in Global Health"

Identifying nurse managers' essential information needs in daily unit operation in perioperative settings

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