Building on a previous 1994 study, this descriptive study reflects on the ever-shifting sands of the nurse manager role. This national survey is based on the Katz (1955) conceptual framework of interrelated technical, human and conceptual competencies. An instrument developed by the investigator for determining important nurse manager competencies was validated using an expert panel of AONE nurse manager Fellows. The research used a web-based survey to collect information from hospital nurse managers via a self-administered competency instrument. Eighty one completed the online survey with complete data for a response rate of thirteen percent. Findings suggest the highest self-reported nurse manager competency ratings included effective communication, retention strategies, effective discipline and decision-making. In contrast, the lowest self-reported nurse manager competencies included nursing theory, case management and the research process. The associations of nurse manager competencies with individual and organizational variables were studied. The impact of organizational variables of hospital size and span of control had a medium effect. Magnet status impact was unremarkable. Individual variables of gender, age, education, tenure as an RN, and tenure in current position also did not significantly impact competency ratings. A large and medium effect was noted between tenure in the management role on all the competency ratings within the five constructs. The Chase Nurse Manager Competency Instrument underwent psychometric testing as none had been done since the original 1994 study. The 1994 and the 2010 study data was used to determine reliability and validity assessments with positive results. A crosswalk was also completed between the Chase Instrument and the 2005 AONE Nurse Manager Leadership Collaborative Framework and due to the similarities in the five categories the Chase Instrument was revised to reflect the parallel similar headings support the consistencies between the models. Study findings reveal Nurse managers have to deal with finance and budgeting, patient safety, quality improvement, staff retention, and many other tough topics. They are expected to achieve a blend of clinical and business management with little to no training. Based on the findings the following ten recommendations are provided and include, Provide realistic expectations of the role; Provide a skill assessment and form a plan based on competency development; Provide a structured orientation and development program which includes 30/60/90 day checkpoints; Establish long term mentorship building on the key ingredients of inspiration and role modeling; CNO involvement is critical; Teach Influence; Teach implementation strategies; Create the culture; Invest in Nurse Manager support for Development of Staffing, Financial Acumen and Compliance; Enhance communication skills at every level. Among nursing leadership, the nurse manager role has been identified as critical in the provision of high-performing, effective and efficient care in the patient care delivery setting. This individual is the unit-based CEO responsible for quality, safety, satisfaction and financial performance in alignment with regulatory and accrediting body requirements. Excellence in horizontal and vertical communication is required as this role represents the voice of the direct care nurse at the leadership table as well as the voice of the board of trustees at the unit level.

In the Denver metropolitan area, many elementary school principals have been focused more on management than on instructional leadership issues, even though school administrators have been charged with overseeing academic achievement based on state and federal standards. According to research, participating in these 2 disconnected roles hinders principals' ability to achieve the academic and social success of their students. Guided by Bandura's self-efficacy theory and Hallinger's distributed leadership theories, this qualitative study explored factors that influenced 6 principals' adoption of the instructional leadership role to learn how principals might shift from managing the school to becoming its instructional leader. The selection criteria for the participants were that each principal was based in a linguistically and culturally diverse, low-income community and led successfully as noted in the School Performance Framework. Data from individual interviews and a focus group were triangulated with observational data (3 observations of participants in their work role at their individual school sites) and researcher field notes. Data analysis used open coding, from which 3 core themes emerged: voice, focus, and alignment of resources. Based on these findings, the proposed project, presented as a position paper, recommends the development of a district-level policy directed toward the building of a school-site infrastructure that supports elementary principals in the role of instructional leader. The implications for positive social change at the local level include providing recommendations that might enable administrators as the instructional leader to develop and oversee an infrastructure conducive to the academic and social success of the students they serve, thus increasing the number of successful schools throughout the district study site.

Discrimination lawsuits can bankrupt organizations and are a continuous problem for many organizations. The purpose of this multiple case study was to explore strategies restaurant managers used to deter discrimination lawsuits. The conceptual framework for this study was a theory of 4Cs, which represent critical thinking, collaboration, communication, and creativity. The targeted population consisted of 10 restaurant managers who have implemented successful strategies that reduced discrimination lawsuits, work in the Boston metropolitan area, and have 10 years of recent experience in the restaurant industry. Data were collected from face-to-face semistructured interviews, direct observation, and review of company document. Data analysis included methodological triangulation. Themes emerged from data analysis, including hiring practices, employee training, and discrimination prevention policies and procedures. Managers who practice these strategies and comply with the Equal Employment Opportunity law may reduce discrimination lawsuits, which may promote the self-worth, dignity, equality, and human rights for those who might otherwise suffer discrimination. The result of these managers' practices may contribute to social change, which may reduce bias, prejudice, and create a healthy society.

The collective bargaining practices among Utah's council-manager municipalities was studied through a review of existing literature and two surveys, one of which· focused upon the policies and practices of Utah's fourteen municipalities governed under the council-manager system and having a population of 2,000 or more . The second survey was a microcosmic study of Ogden City's collective bargaining practices as defined by administrators and employee representatives. The first survey involving the collective bargaining practices of Utah's fourteen council-manager municipalities indicated that two factors were present . They are: (1) formal employee organizations existed in areas with the largest and densest population structures, and (2) all municipalities surveyed had some form of collective negotiation procedure for employees. The amount of bargaining, or number of issues bargainable, appeared to depend on formality of procedure involved and merit service classification . It appeared that the most bargaining took place under a merit-formal combination, and the least under a nonmerit-advisory situation. The Ogden study examined Ogden's home rule government, the current status of existing employee organizations, and various aspects of the bargaining situation . Four employee organizations exist in Ogden--one national union and three independent local associations--with individual bargaining methods oriented toward betterment of the employment situation. Though each employee organization seeks recognition in a different manner and is limited on issues bargainable, all have received noticeable concessions in the past.

ABSTRACT A detailed account of the working life and achievements of the English actress/manager, Lena Ashwell, between the years 1891 and 1929, set in the context of the theatrical and social environment of these four decades. The thesis presents a chronological record of Ashwell's stage career, her development as a theatrical manager and her contributions to progress in her profession as well as to the changing perception of the role of women in society. It also records Ashwell's contribution during the First World War, taking entertainment to the war zones to boost the morale of soldiers and to provide employment for actors and musicians. It continues with an account of the post-war pursuit of her aim of making theatre accessible to the whole community through dedicated commitment to the British Drama League and the idea of a National Theatre and the creation and management of the Lena Ashwell Players. The thesis proposes that Ashwell has been unjustly neglected in histories of this period and that her considerable achievements are worthy of recognition and inclusion in accounts not only of the acting profession and the achievements of women playwrights, but also of the Suffrage and women's movement, the First World War, the National Theatre of Great Britain and the municipal or regional theatres established throughout the country, state subsidy and public support for the arts, actor training and the study of drama and theatre within the education system. Five chapters give a narrative account of Ashwell's work from her first stage appearance in March 1891 to the closure of the Lena Ashwell Players in August 1929. Each chapter adds to the cumulative impact of Ashwell's achievements, while identifying areas where she has left a lasting legacy. The Postscript provides a brief account of the last twenty-seven years of her long life, when she was less able to play an active role in society, but never lost her indomitable spirit or ambition for a better world. The Appendices provide a chronological list of her stage appearances and details of the members of the Lena Ashwell Players and the company's repertoire during the 1920s.

<p>Betydelsen av ett gott chefskap inom äldreomsorgen är av stor vikt för medarbetarna, de boende och verksamheten. Omvårdnadsarbetet påverkas av chefens sätt att arbeta och det krävs därför att chefen är medveten om vad som utgör ett bra chefskap. Intervjuerna i denna studie är utförda med sju enhetschefer inom äldreomsorgen i Sverige. Syftet var att undersöka hur enhetschefer inom svensk äldreomsorg uppfattar sitt chefsarbete inom detta verksamhetsområde. Resultatet visade att arbetssätt, relationer, förhållningssätt och utvecklingsarbete är faktorer som enligt dessa chefer utmärker ett bra chefskap. Förutsättningar för ett bra chefskap var goda arbetsvillkor, motivation, stöd, samarbete, personliga egenskaper och upplevelser av chefskapet.</p>

<p>Methodology The foundation to my essay has been created using both primary and secondary data. Inquiries have been handed out to Handelsbanken. This data is completed with appropriate theories and ends in an analysis and finally a result and suggestion to continuing studies.</p><p>Conclusions My conclusion is that the employees and the management has the same opinion on the bonussystem Oktogon. Both parts sees the system as a motivation factor in the organization. But still not enough effect on the employees to call it an effective strategy.</p>

Background: During decades people have tried to define and explain the role of a manager. Mintzberg (1973) was one of them that made studies about the manager role. He defined ten managerial roles that still are in use today. In later years more people have been interested in the work of Mintzberg. 2003 Tengblad did a replication of his work on large and medium size businesses, and 2004 Florén conducted a similar study on small size businesses. Therefore, it can be of interest to do a replication of Mintzberg’s work on micro size businesses as well. Purpose: The purpose of this study is to describe how the managers of micro businesses work, by doing a replication of Mintzberg’s “The nature of managerial work”. We also intend to compare our result with earlier studies by Mintzberg (1973), Tengblad (2003) and Florén (2004), to distinguish the similarities and differences in what roles top executives undertake during their working days. Method: For this thesis we use a qualitative method, and to complete the purpose of this research we collect information from four different observations of micro business managers, to be able to define the role they perform. The empirical findings that we found during the observations are analyzed together in the frame of reference which represents the basis for our conclusions. Conclusion: The conclusion we can draw from this survey is that the role micro business manager perform are very similar to a pattern of a ‘spider in a net’, because the micro business manager is a person that is involved in everything that goes on in a micro business. The manager knows everything; s/he is more or less the company.

The aim of the study was to understand limitations and possibilities to the discretion of managers in order to fulfill wishes of users. The study is based on six interviews, three with managers and three with staff in common homes for mentally disabled people. The study took place in a municipality in Sweden in the spring of 2010. We used an interview guide with specific themes and questions. The theoretical framework was based on organizational theories as well as theories about management and discretion. The result suggests that there are limitations to a certain degree such as the quantity of staff and economy. There are some possibilities to enable discretion including the use of the hierarchy within the organization. Another possibility is to make use of the knowledge of the staff about the demands and wishes of users. The conclusion of the study is that there are both limitations and possibilities that have an effect on the discretion of managers in a complex organization. These limitations and possibilities affect each other and the meaning of them depend on the unique situation.

No description available.