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What do you do? Perceptions of nurse manager responsibilities

doi: 10.1097/01.NUMA.0000423952.87218.b6
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INSTRUCTIONS What do you do? Perceptions of nurse manager responsibilities


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What do you do? Perceptions of nurse manager responsibilities

GENERAL PURPOSE: To provide research data and commentary about the nurse manager's role. LEARNING OBJECTIVES: After reading this article and taking the test, you'll be able to: 1. Describe the challenges faced by nurse managers in today's healthcare organizations. 2. Discuss the results of the research presented.

  1. A hospital's largest expenditure is the cost of
    1. auxiliary staff.
    2. buying and maintaining cutting-edge diagnostic equipment.
    3. nursing staff.
    4. supplies and support services.
  2. Delivery of the highest quality nursing care begins with
    1. developing skilled nurse managers.
    2. retaining experienced nurses.
    3. offering nursing staff ongoing educational programs.
    4. recruiting nurses with bachelor's degrees.
  3. Which is a new aspect that nurse managers now incorporate into their scope of practice?
    1. responsibilities once performed by nursing directors
    2. both direct care and supervisory responsibilities
    3. training auxiliary staff
    4. non-nursing tasks such as budgeting
  4. As identified in the literature, a significant reason direct care nurses leave an organization is their
    1. workload.
    2. relationship with physicians.
    3. inability to manage auxiliary staff.
    4. nurse manager.
  5. One question facing nurse managers is how to
    1. expand their role.
    2. determine a realistic configuration of their role.
    3. get physicians to understand the value of nursing care.
    4. help staff understand the nurse manager role constraints.
  6. Research has characterized the nurse manager's role as
    1. challenging and rewarding.
    2. an opportunity to develop leadership skills.
    3. frustrating and overwhelming.
    4. a transition between delivering direct care and nursing administration.
  7. What percentage of their work day do nurse managers estimate they spend on important tasks?
    1. 25%
    2. 35%
    3. 45%
    4. 55%
  8. Nurse managers refer to the time they spend on less important obligations and duties as
    1. busy work.
    2. invisible work.
    3. treading water.
    4. a waste of time.
  9. The nurse manager's time is spent mostly in
    1. meetings.
    2. supervision of nursing personnel.
    3. staff development.
    4. resource allocation.
  10. Nurses promoted to nurse manager often lack
    1. communication skills.
    2. experience with planning.
    3. managerial and leadership skills.
    4. the ability to set priorities.
  11. One reason this study was undertaken was to
    1. examine the causes of the high turnover among nurse managers.
    2. study ways to reduce the expanding role of the nurse manager.
    3. better understand the nurse manager's current responsibilities.
    4. identify factors required to attract nurse managers.
  12. This study specifically examined nurse managers' perception of
    1. why nurse managers leave the organization.
    2. their levels of expertise in meeting expectations.
    3. the importance of time management to their success.
    4. the education needed for them to become successful.
  13. Ninety-seven percent of the nurse managers reported that one very important task is
    1. staff/patient interactions.
    2. handling staff emergencies.
    3. calling staff to cover sick calls and staff vacancies.
    4. patient satisfaction issues.
  14. One conclusion of this study is that nurse managers feel
    1. they don't spend most of their time on the most important tasks.
    2. they need help in determining why unimportant tasks use most of their time.
    3. their major responsibilities vary widely daily.
    4. they need more education to improve their performance.
  15. Nurse managers reported their level of expertise as least proficient/expert in
    1. participation in hospital-sponsored community initiatives.
    2. analysis of financial reports.
    3. mentoring staff nurses with potential to become nurse managers.
    4. identification of variances.
  16. Nurse managers with less than 5 years' experience spent more time
    1. meeting with physicians to clarify treatment issues.
    2. mentoring charge nurses.
    3. providing direct patient care.
    4. preparing and delivering disciplinary actions.
  17. Nurse managers with more than 5 years' experience spent more time
    1. meeting with senior executives.
    2. rounding on the units.
    3. participating in recruiting activities.
    4. delivering disciplinary actions.
  18. The authors identify one limitation of this study as failure to ask the nurse managers
    1. for a breakdown of the time they spend on each task.
    2. why they chose to become nurse managers.
    3. what skills they felt the position needed.
    4. what they would change in their job description.


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