Biomedical subjects
Publications and source records attributed to D R Sheridan.
Nurse executives, faculty, and nursing leaders who want to mentor colleagues to write can help them by using a step-by-step system with frequent feedback as they develop the manuscript. This breaks down the multiple steps to do-able ones and gives the new authors help at each juncture, so they avoid the most common reasons for rejection. These experienced publishing mentors give an example and advice on how nursing leaders can mentor new nurse authors.
Nurse writers can use the Internet to find vast amounts of current information on topics for professional articles. The following excerpts are based on concepts in the Second Edition of the authors' book, How to Write and Publish Articles in Nursing, published by Springer Publishing Company. The Second Edition will is now available.
Clinical nurses know what works, what doesn't, and how to trouble shoot clinical problems. Yet, many hesitate to put their ideas into manuscript form. This nursing administrator shares successful strategies in motivating clinical nurses to write for publication.
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This article is the second in a series of three articles that describe a project set up to define, design, and try out tools for the selection and development of nurse managers. Through the Prospective Managers Pilot Project, Stanford University Hospital nurses have explored an alternative to the traditional approach of "working your way up the ladder" to management competence. Selected candidates, with less than 1 year of clinical experience, strove to learn and demonstrate 25 defined skills of a head nurse. The first article in the series addressed the experiential interview approach to selection of candidates. This article defines the competency expectations of the head nurse, methodology to attain these skills by the prospective manager, and the tools that the project coordinator and mentors used to measure the development of the prospective manager.
Can managers be made? Can nurses with limited clinical experience become successful managers? Is there an objective process that can reliably predict success of applicants in a management development program? Is it possible to objectively measure and evaluate managerial skill? In this project, one candidate was successful in meeting the management training objectives; one was not. The only variables shared by both candidates were gender (both female) and 1 year of clinical nursing experience. One of the aims of the project was to identify any relationship between amount of clinical experience and success as a potential manager. As previously stressed, a sample of two participants is not sufficient to come to any reliable conclusions about this or the the other questions. However, since one candidate did meet the objectives for competent performance, we can say that an individual may not need to have several years of clinical experience for a beginning management position. Being an effective manager depends on many qualities, relationships, and values. Managing effectively is a complex interpersonal process that often is hard if not impossible to quantify or qualify. Experience with the Prospective Manager Project applicants and the participants gives us some reason to believe that, although we cannot answer these questions with a resounding unqualified "yes", we can say that it would seem possible to answer in the positive, and that future trials and experiences will provide more absolute answers to these important questions.
Recent economic changes have had a substantial impact on health care. For nursing to survive, nurse administrators must develop strategies based on economic theories and realities. Reaganomics is based on many of Milton Friedman's theories and frameworks. This article explores these theories as they apply to future nursing opportunities. As a nurse administrator you feel the economic crunch--now it's time to base your strategies on these realities.
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If a nursing service uses agency nurses to help cope with staff shortages, the nursing administrator must manage the cost and quality of care delivered by these nurses. The authors describe their hospital's system for using agency nurses. The components of their system--an orientation program, contracts with the agencies, and systematic performance evaluation--can be used or adapted in other institutions.
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