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