TASK DEMANDS AND ATTENTION PATTERNS OF CHIEF NURSING EXECUTIVE OFFICERS: AN OBSERVATIONAL STUDY OF CNEOS WORKING IN MAJOR URBAN MEDICAL CENTERS.
Contributors: Columbia University. Teachers College.
Published: 1985
Number of pages: 126
Subjects: Health Sciences, Nursing.
Description: This study focused on the task demands and attention patterns of the Chief Nursing Executive Officer (CNEO) working within a large urban medical center. It identified the people and problems which view for attention, and the rationale underlying subsequent action. This study identified similarities and differences in patterns of task demands and attention.

The research method involved: (1) pre-observation review of organization documents; (2) interview of the CNEO before and during the observation period; (3) an observation period; and (4) identification of clusters of tasks, functions, choices and attention patterns.

The five case studies demonstrated that, in the main, CNEOs in complex, urban institutions work have a structured work day with tasks generated by others. Most task demands were generated by supraordinates, subordinates and others outside the institution.

Data demonstrated essentially two categories of CNEOs: Executive Officers and Operating Officers, with an intermediate role, the Operating Executive Officer. These categories can be identified along three variables: personal interactions, specificity of tasks and boundary-spanning behaviors.

When considering personal interactions, the following patterns emerged. There were two types of Executive Officers, internal-focused and external-focused. The internally focused Executive Officer interacted primarily with peers in other departments and with supraordinates. This CNEO secondarily interacted most frequently with others outside of the institution, and least with subordinates. The externally-focused Executive Officer, interacted primarily with those outside of the organization, secondarily with her peers and supraordinates and least with subordinates.

The Operating Officer, spent the most of her time interacting with subordinates, some time with peers and supraordinates, and little time with others outside of the institution.

The Operating Executive was primarily an operations person, interacting with subordinates, but also spending time with others outside of the institution and with supraordinates.

Executive Officers, spent a great deal of time in boundary-spanning behaviors. By comparison, the Operating Officer almost never engaged in these activities. The Operating Executive Officer occasionally engaged in boundary-spanning.

Specificity of attention to task demand, also varied. The Executive Officer consistently made broad policy decisions. The Operating Officer and the Operating Executive Officer demonstrated a high level of task specificity.
Notes: Source: Dissertation Abstracts International, Volume: 46-03, Section: B, page: 0799.

Thesis (ED.D.)--COLUMBIA UNIVERSITY TEACHERS COLLEGE, 1985.

School code: 0055.