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PubMed · 3367224

A management development program for middle level nurse managers.

R S Dunne·S A Ehrlich·B S Mitchell
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Abstract

In an economic-oriented, competitive health care environment, middle level nurse managers must now perform their roles with a higher level of managerial and leadership skills than previously required. A systematic, consistent approach to the development of nurse managers will assist them in meeting role responsibilities. The authors describe a management development program for middle level nurse managers. An orientation curriculum plan is presented and a framework for advanced management enhancements is illustrated.

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Administrative PersonnelCurriculumHumansIndianaLeadershipModels, TheoreticalNurse AdministratorsPersonnel ManagementStaff DevelopmentJournal Article

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R S Dunne, S A Ehrlich, B S Mitchell. 1988. A management development program for middle level nurse managers.. https://pubmed.ncbi.nlm.nih.gov/3367224/

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PubMed1998

[Motivation and incentives: different perceptions of administrators and professionals. Evaluation Team of the Materno-Infantile Health Program].

OBJECTIVE: To find the views of Primary Care District managers and Health Centre (HC) professionals in Andalusia on systems of motivation and incentive in use in this autonomous community. DESIGN: A descriptive study which uses qualitative and quantitative methodology. SETTING: Primary Care districts and Health Centres in Andalusia. PARTICIPANTS: Primary Care district managers (51) and HC professionals (91). MATERIAL AND METHODS: Information-gathering: self-administered questionnaire (managers) and focus groups (professionals). ANALYTICAL TECHNIQUES: Non-parametric tests to compare means and analysis of contents of discourse. Field-work. July 1994 and February 1995. RESULTS: 55% of the district managers thought that the incentive systems in use were inadequate and insufficient. Enabling professionals to be trained is the main motivating and incentive mechanism in place. Variable productivity was the next most common mechanism. However, variable productivity, in the view of the professionals, was the main demotivating factor of recent years. Professionals thought that the economic rewards of the incentives system were slight, the target variables were unsuitable, there were no objective evaluation mechanisms and the economic differences between the incentives earned by managers and professionals were too great. CONCLUSIONS: The District managers indicated that improvements in the incentives systems used are needed. The HC professionals affirmed that the Andalusian incentives system has demotivated Primary Care teams and has had little effect on orienting professional practice.

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