INFORMAL LEARNING APPROACHES OF CLINICAL NURSES AS THEY BECOME EFFECTIVE FIRST LINE MANAGERS.
Contributors: Columbia University. Teachers College.
Published: 1993
Number of pages: 349
Subjects: Health Sciences, Nursing.; Education, Adult and Continuing.; Health Sciences, Health Care Management.
Description: This work discusses informal learning approaches of twenty registered professional nurses who were promoted from clinical positions to first line management positions in hospital settings. Participants employed at acute or long term care facilities were studied during the three-year transitional period following their promotion. Since the literature suggests that clinical nurses lack adequate preparation, relevant skills, and ability to function effectively in a management role, the assumption is that much of the learning takes place informally.

A qualitative methodology was used as the most effective way of eliciting the feelings, values, and perceptions of these managers. Data came from interviews, document analysis, and data inventories. Semi-structured guided interviews were developed. Data were coded and analyzed for meanings and relationships relevant to informal learning approaches.

Management of human resources and communication emerged as most important, critical, and difficult to learn as reported by first line managers. The area of human resource management included delegation, performance evaluations, discipline, and conflict management. Interpersonal skills and presentation skills were identified under the area of communication. Less difficult but challenging areas were related to unit management and self-development. Relationship, job assignments, new and difficult situations, competitiveness, the desire to be perceived as dependable and as a role model were important triggers in the decision to engage in learning.

The analysis of approaches to learning indicated that first line managers were highly self-directed and used role modeling, networking, and mentoring as preferred approaches. Learning in action, trial and error, learning from experience, and reflection also played significant roles in guiding the actions of managers in problem solving and decision making. Findings further indicated that role conflict, role development, and role conceptualization impacted the complexity of the role and had significance for the informal learning approaches used.

Recommendations were made relative to: the transitional phase, content, context, and organizational facilitation. Informal learning approaches were strongly endorsed as an effective approach for becoming an effective first line manager.
Notes: Source: Dissertation Abstracts International, Volume: 54-08, Section: B, page: 4082.

Thesis (ED.D.)--COLUMBIA UNIVERSITY TEACHERS COLLEGE, 1993.

School code: 0055.