How Does A New Nurse Manager Development Program Impact Self Assessed Competency For Nurse Managers With Less Than Seven Years Of Experience In A Managerial Role
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How Does A New Nurse Manager Development Program Impact Self Assessed Competency For Nurse Managers With Less Than Seven Years Of Experience In A Managerial Role
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Author : Maria Carina Menjivar
language : en
Publisher:
Release Date : 2023
How Does A New Nurse Manager Development Program Impact Self Assessed Competency For Nurse Managers With Less Than Seven Years Of Experience In A Managerial Role written by Maria Carina Menjivar and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2023 with categories.
Background: Nurses are commonly promoted to the role of nurse manager based on clinical competency rather than managerial skill or operational knowledge. The clinical nurse stepping into a managerial role may take up to seven years to develop the competency required to confidently perform in their new role. The transition from clinician to leader and manager, requires a structured development approach. Objectives: Leadership development for the nurse manager has a long-term impact with positive results within six to nine months after training. The nurse managers left to seek the development of their own competency are likely to find workarounds, but nurse managers offered formal leadership development are more likely to implement a culture of evidence-based practice and improved outcomes. Methods: Fourteen nurse managers, with less than seven years of experience in a managerial role within an acute care hospital setting, completed a nine-week structured development program. A pre- and post-competency assessment was conducted using the Nurse Manager Skills Inventory Tool to measure self-assessed knowledge in three domains: the science of managing the business, the art of leading people, and the leader within. Results: Thirteen out of fourteen participants completed the nine-week intervention program. Twelve out of thirteen submitted a pre- and post- competency self-assessment. The results reflected an improved mean score of self-assessed competency in all three domains. Domain 1: The science of managing the business had the greatest growth with a pre-intervention mean score of 1.78 0.83 to a 2.45 0.75 post-intervention. Domain 3: The leader within reflected the least growth with a pre-intervention mean score of 2.34 0.77 and a post-intervention mean score of 2.69 0.65. Two of three domains proved significant results with p value
Core Skills For Nurse Managers
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Author : Shelley Cohen
language : en
Publisher: Hcpro, a Division of Blr
Release Date : 2004-09-17
Core Skills For Nurse Managers written by Shelley Cohen and has been published by Hcpro, a Division of Blr this book supported file pdf, txt, epub, kindle and other format this book has been release on 2004-09-17 with Medical categories.
Core Skills for Nurse Managers As of June 20, 2014, contact hours for nurses are no longer available with this product. This toolkit will help you develop your leadership and management skills. The current staffing crisis may be forcing you to hire and promote staff nurses into managerial positions for which they are unprepared. Many hospitals' new nurse manager orientation programs are having to scale back and are becoming more and more self-directed. These programs introduce novice managers to colleagues and organizational policies and procedures, but leave little time for you to teach them the essential foundation supervisory/leadership skills every mid-level manager needs to succeed. To combat these challenges turn to this complete, ready-to-use, and effective program that equips new nurse managers--and experienced nurse managers who may have missed out--with a foundation of leadership skills they need to succeed."Core Skills for Nurse Managers""" includes: A CD-ROM packed with customizable tools and PowerPoint presentationsassociated with each management skill. Nurse Managers will benefit from interview questions, orientation schedules and check-offs, preceptor program policies, disciplinary action templates, and recognition memo templates. It also contains Excel spreadsheets that make assessing staff competencies, delegating tasks, and tracking short- and long-term goals effortless. A set of 6 audio CDsthat will motivate and inspire nurse managers through case scenarios, tips, and best practices. Learners can pop them into their car, computer--wherever--and learn from case scenarios, tips, and best practices that will motivate and inspire them to step up to the new and exciting challenges their job offers. A laminated card--"The top 10 things every nurse manager should remember" "Core Skills for Nurse Managers" will have an immediate positive impact on a nurse manager's career development--as well as his or her organization. Right out of the box, this multimedia toolkit will teach managers to be more than "just a manager"--they will lead, encourage, and inspire. Designed specifically for directors of nursing, VPs of nursing, chief nursing officers, directors of education, and nurse managers, the training toolkit allows you to build upon your leadership and management development without taking valuable time away from patients and staff.This core training toolkit covers the most integral management and leadership skills. Each chapter doubles as a training module and features learning objectives, real-life case scenarios and a quiz at the end. The manual also offers practical, user-friendly advice on running a leadership skills training program for frontline staff, and the critical chapter, "The first 100 days in your new role as a nurse manager."This training manual can be used not 1--but 2 ways! This invaluable training toolkit will help your nurse managers develop their leadership and management skills without taking valuable time away from patients and staff. You can reproduce the chapters and give them to your nurse managers as self-directed learning activities. This allows you and your nurse managers tremendous flexibility. You can also use the toolkit in a classroom setting. Each chapter comes with a ready-to-use PowerPoint presentation on CD-ROM that you can use for group learning! Nurse managers are your organization's most valuable resource. Encourage and inspire exceptional leaders with "Core Skills for Nurse Managers: A Training Toolkit" and develop this precious resource to guarantee future success for all.Learning Objectives: Upon completion of this activity, participants should be able to: Define leadership Identify five characteristics of a effective leader Define coaching and compare it to leadership Discuss four ways to motivate employees Describe three reasons communication fails List five ways you can improve communication with staff Name five ways to manage time more efficiently List five essentials for effective delegation Identify three common sources of conflict for the nurse manager List five elements that help to minimize conflict List three objectives of the interview Identify five types of interview questions Review 10 ways to better manage emotions and de-escalate situations Describe a model for assertive communications List three questions to ask yourself before confronting a disciplinary issue List five questions to consider before deciding to terminate an employee List four purposes of an orientation program Describe three characteristics of an effective preceptor Identify three scenarios that would require evaluation of an employee's competencies Identify three dimensions of competencies List three changes you can implement to improve the effectiveness of the evaluation process Describe the relationship of goals to the performance review List at least three risk-management pointers that ensure a well-documented record Identify at least three ways to help staff improve their documentation Table of Contents: Chapter 1: Successful orientation of the newly hired manager Chapter 2: A new nurse manager's 'first 100 days in office' Chapter 3: Leadership Chapter 4: Coaching Chapter 5: Communication Chapter 6: Time management and delegation Chapter 7: Conflict management Chapter 8: Interviewing and hiring Chapter 9: Dealing with difficult or disruptive behaviors Chapter 10: The disciplinary process and terminations Chapter 11: New employee orientation and training Chapter 12: Assessing competencies Chapter 13: Performance evaluations Chapter 14: The manager's accountability for documentation in the medical record
Nurse Managers Perceptions Of Their Work Environments And Their Perceived Impact On Staff Nurses And Patient Outcomes
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Author : Caroline Ogashi
language : en
Publisher:
Release Date : 2019
Nurse Managers Perceptions Of Their Work Environments And Their Perceived Impact On Staff Nurses And Patient Outcomes written by Caroline Ogashi and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2019 with Nurses categories.
The purpose of this study was to develop understanding of nurse managers’ perceptions of their practice environments, their roles and responsibilities within that environment, and how that environment is perceived to affect staff nurses and patient outcomes in their units. Nurse managers play a pivotal role in patient care delivery, yet few studies have assessed their work environment. In the last two decades, there has been an expansion in the scope of nurse managers’ roles and responsibilities, as well as increased complexity and workload. Recent studies showed that nurse managers intend to leave their positions within five years due to increasing responsibilities, stress, and burnout. With patient safety as top priority for healthcare institutions across the nation, nurse managers as frontline leaders are charged with creating an environment that ensures optimal patient safety. Unhealthy work environments for nurse managers have negative consequences because a stressed and ineffective nurse manager can adversely affect staff nurse functioning and organizational performance. Therefore, ensuring a patient care environment that supports staff nurses and improves patient outcomes requires a practice environment where nurse managers are equally supported in their role. This study utilized a qualitative hermeneutic phenomenological research design. Using the snowball sampling method, 17 nurse managers with 24-hour responsibilities for their units, and at least 6 months of managerial experience in an acute care hospital setting were enrolled as participants. With a guide consisting of 10 questions, data were collected using a one-time, in-depth, semi-structured audio-recorded interview. Data were analyzed using the hermeneutic circle. Three major themes and four additional sub-themes emerged from this study. The three major themes were overwhelming workload, inadequate training and resources, and team support and collaboration. The four additional sub-themes were stress, burnout and turnover, ineffective unit management, advocacy and listening, and nurse leader rounding. The findings revealed that although nurse managers love their job and nursing teams, they perceived being overworked with less than adequate resources, they are unable to effectively manage employees 24 hours around the clock, and they are not adequately trained prior to assuming the managerial role. Consequently, when managers are stressed and frustrated as a result of an overwhelming workload, lack of training, or lack of resources, it negatively impacts their staff nurses’ outcomes. Eventually, staff nurses decide to leave in search for better working conditions which in turn also negatively impacts patients with less than desirable patient outcomes.
Evaluation Of A Nurse Manager Orientation Program
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Author : Robert V. Flores
language : en
Publisher:
Release Date : 2015
Evaluation Of A Nurse Manager Orientation Program written by Robert V. Flores and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2015 with categories.
Background: Nurse Managers (NM) are crucial to the success of any hospital department. NMs are chosen around a misconception that nurses with expert clinical skills are prepared to lead effectively and this couldn't be further from the truth. Studies indicate that NMs are often the least prepared to handle the challenges of their roles. Unstructured leadership development for NMs fails to offer experiences that assist them in developing the competencies of successful leadership and can result in role transition problems, lead to dissastisfaction for new NMs, as well as their unit staff. This, in turn, could negatively affect patient care quality, service, and safety. Foreground: Upon reviewing the current NM orientation at a healthcare organization in Houston, Texas, the nursing leaders of the organization agreed that the current NM orientation training did not provide the management and leadership training curriculum necessary for NMs to be effective leaders. In addition, when measured, mean scores from the Nurse Manager Skills Inventory (NMSI) pre-course knowledge assessment indicated a gap in knowledge in a pilot NM group. Evidence-Based Practice Framework: The evidence-based practice framework utilized to develop and guide this quality improvement project was Rosswurm and Larrabee's six-step model for change. Methods: Six NMs completed pre/post-course knowledge assessment using the NMSI. Following the completion of the pre-course knowledge assessment, the NMs attended a training sessios where they received the Essentials of Nurse Manager Orientation curriculum. The mean for each of the 82 questions of the NMSI was calculated for the group and pre and post scores compared. Findings and Results: Overall result of the pilot group's post-course knowledge assessment inventory was significantly different than that of the pilot group's pre-course knowledge assessment. In total, 14 of 15 post-course knowledge assessment categories were above the competent level, as compared to 6 of 15 of the pre-course knowledge assessment. Results are consistent with the quantitative gains seen in similar studies found in the literature. Conclusion and Recommendations: There is an importance in utilizing NM orientation programs for developing new and experienced NMs and this is supported by the literature. The results of the project evaluation indicated that, when NMs are given the opportunity to attend a standardized orientation program, there is significant perceived improvement in their skill and behavior mean scores. Regardless of curriculum used for NM orientation, it is important to include additional learning opportunities, which may include weekly support group meetings with peers, mentorship or coaching time with another leader, additional classroom education to discuss real case studies, peer coach, or observational experiences.
Nurse Manager Competencies
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Author : Linda Kay Chase
language : en
Publisher:
Release Date : 2010
Nurse Manager Competencies written by Linda Kay Chase and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2010 with Nurse administrators categories.
Building on a previous 1994 study, this descriptive study reflects on the ever-shifting sands of the nurse manager role. This national survey is based on the Katz (1955) conceptual framework of interrelated technical, human and conceptual competencies. An instrument developed by the investigator for determining important nurse manager competencies was validated using an expert panel of AONE nurse manager Fellows. The research used a web-based survey to collect information from hospital nurse managers via a self-administered competency instrument. Eighty one completed the online survey with complete data for a response rate of thirteen percent. Findings suggest the highest self-reported nurse manager competency ratings included effective communication, retention strategies, effective discipline and decision-making. In contrast, the lowest self-reported nurse manager competencies included nursing theory, case management and the research process. The associations of nurse manager competencies with individual and organizational variables were studied. The impact of organizational variables of hospital size and span of control had a medium effect. Magnet status impact was unremarkable. Individual variables of gender, age, education, tenure as an RN, and tenure in current position also did not significantly impact competency ratings. A large and medium effect was noted between tenure in the management role on all the competency ratings within the five constructs. The Chase Nurse Manager Competency Instrument underwent psychometric testing as none had been done since the original 1994 study. The 1994 and the 2010 study data was used to determine reliability and validity assessments with positive results.
Resources In Education
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Author :
language : en
Publisher:
Release Date : 1984-11
Resources In Education written by and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 1984-11 with Education categories.
A Targeted Educational Intervention To Improve Nurse Manager Competence And Intent To Stay
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Author : Jessica M. Fuller
language : en
Publisher:
Release Date : 2022
A Targeted Educational Intervention To Improve Nurse Manager Competence And Intent To Stay written by Jessica M. Fuller and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2022 with Nurse administrators categories.
Effective nurse managers influence patient care quality, safety, and nurse satisfaction and retention. However, increased job responsibilities, lack of mentorship or training, and competing organizational priorities affect manager job satisfaction and influence decisions to stay in the role. Nurse manager turnover rates at this practice site have risen from 5.13 to 13% since 2020. Reports of high job-related stress, work-life balance deficits, and a perceived lack of formal support systems contribute to manager dissatisfaction and turnover. American Organization of Nurse Leaders (AONL) Competency Self-Assessment was used to collect pre- and post-intervention scores from program participants. An evidence-based educational intervention was implemented based on the AONL Nurse Manager Learning Domain Framework. This program focused on the Financial domain and provided peer to peer support, opportunities to share best practices, and organizational tools to support learning. Improvements were seen from pre- to post-program scores in 11 of 12 sub-categories. Findings from this program confirm that novice nurse managers benefit from structured orientation and ongoing professional development opportunities. Additional research is needed to evaluate the effect of interventions on interim leadership positions and the longitudinal effect on job satisfaction, intent to stay, and turnover rates.
Academic Nurse Managers Competencies In Region V
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Author : Dr. Sage Raguindin
language : en
Publisher:
Release Date : 2015
Academic Nurse Managers Competencies In Region V written by Dr. Sage Raguindin and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2015 with categories.
This study was an assessment of the academic nurse managers' competencies in Region V for the school year 2012-2013: basis for a competency program. Specifically, it answered the following sub-problems: 1) The profile of the academic nurse managers in terms of: a) age, b) gender, c) number of years as registered nurse/ academic nurse manager, and d) highest earned degree; 2) The level of competencies of the academic nurse managers along the key areas of responsibilities: a) nurse manager-leader, b) practitioner, and c) researcher; 3) The level of competence of the academic nurse managers when rated by the: a) supervisor, b) peer, c) faculty, and d) students; 4) The significant difference in the competencies of the academic nurse managers along the key areas as rated by: a) self and faculty, and b) self and students; 5) The academic nurse manager competency program may be proposed to further enhance their competencies. The study is a quantitative-qualitative survey design resorting to descriptive-evaluative method. The participants of the study were two vice presidents, one college dean, three coordinators, twenty faculty and 74 nursing students or a total of one hundred participant respondents. They came from universities and colleges with at least Level 1 accredited Bachelor of Science in Nursing program in the Region V-Bicol. The institutions that qualified and extended accommodation to the request of the research proponents were Ateneo de Naga University (Naga City), Naga College Foundation (Naga City) and Saint Anthony University (Iriga City). The study made used of a modified questionnaire-checklist based on the 11 key areas of responsibilities of a nurse. The questionnaire-checklist and rubric underwent content and construct validity. The results yielded positively. The level of competencies of academic nurse managers as leader, practitioner and researcher were all excellently. However, the self and faculty and self and students' assessment yielded a significant result as regard the academic nurse managers' leader, practitioner and researcher role.
Effectiveness Of First Line Nursing Managers
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Author : Dolores Patricia Taylor
language : en
Publisher:
Release Date : 1990
Effectiveness Of First Line Nursing Managers written by Dolores Patricia Taylor and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 1990 with categories.
Self Assessment Of Managerial Competencies Of Nurse Managers In South Africa
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Author : Solveig Antonia Zechner
language : en
Publisher:
Release Date : 2008
Self Assessment Of Managerial Competencies Of Nurse Managers In South Africa written by Solveig Antonia Zechner and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2008 with Nursing categories.
Broad access to healthcare services is a key factor of human development in any country. The current health care situation in South Africa can be diagnosed as critical. The hospitals are understaffed, over-occupied and the diseases like Human Immunodeficiency Virus (HIV) give health care workers additional challenges. The demand for management skills in the health sector including those for nurse managers is high. A recent World Health Organization (WHO) study of nurses working in maternal health services identified good management as more important than salary, unless the remuneration was dramatically higher. In South Africa, little empirical research exists about the management skills of nurse managers, even though proper management of human resources is vital to achieve better outcomes and access to health care around the world. In South Africa, a greater focus on human resource management in health care and more research is needed to develop new policies that will help to address the skills gap of nurse managers. The object of this research project was to identify the gaps between required and existing management skills of senior nurse managers in South Africa in private and public hospitals. Once identified, this skills gap assessment can be used by employers and policy-makers to define the management education that nurse managers require. The research is based on a survey of nurse managers in private and public hospitals using a questionnaire.