THE WORK OF THE NURSE EXECUTIVE.
Contributors: University of North Carolina at Chapel Hill.
Published: 1991
Number of pages: 177
Subjects: Health Sciences, Nursing.; Health Sciences, Health Care Management.; Psychology, Behavioral.
Description: Nurse executives are members of top management teams in today's hospitals. They are responsible for sizable portions of the budget, a large number of employees, and the delivery of most of the services related to patient care. The purpose of this research was to describe the actual work of this group of managers to better prepare people for these roles and to offer insights into the positions to those who function in these complex jobs. This research also attempted to identify the managerial and professional content of these roles.

The study was a modified replication of the work done with top executives by Mintzberg in 1968. Two days were spent with each of ten hospital nurse executives in the Philadelphia area. Using structured observation, every activity that occurred during the study period was recorded. Specific information was collected as to where the activity occurred, when, with whom, what, and for what purposes. Raw data were transcribed into a daily narrative which was then encoded and analyzed. Observations were supplemented with written materials and informal/formal interviews with the subjects and others.

Results showed that the sample occupied pivotal positions in the organizations. They spent more than 9 hours at work each day, 48% of that time in scheduled meetings. Forty-five percent of their activities lasted less than 7 minutes. Line subordinates accounted for 41% of the contacts Nurse Executives had with other people; 16% were with superiors and managerial peers. The basic purposes of all verbal contacts were the receiving (50%) or giving (21%) of information; this information was then used mainly for problem solving, planning, and operating the system.

Using the process of inductive reasoning outlined by Lincoln and Guba, the content of the activities could be classified as managerial or professional in relatively equal proportions, however, the definitions in these categories need further development. Recommendations concerning the refinement and extension of this research, as well as recommendations relating to fundamental content needed in educational programs preparing nurse managers, were suggested.
Notes: Source: Dissertation Abstracts International, Volume: 52-10, Section: B, page: 5197.

Thesis (DR.P.H.)--THE UNIVERSITY OF NORTH CAROLINA AT CHAPEL HILL, 1991.

School code: 0153.