Thesis (M.Sc. (Hons.))--University of Western Sydney, 2009. / A thesis presented to the University of Western Sydney, College of Health and Science, School of Nursing and Midwifery, in fulfilment of the requirements for the degree of Master of Science (Hons.). Includes bibliographies.

Thesis (M.S.)--Ball State University, 2009. / Title from PDF t.p. (viewed on July 12, 2010). Research paper (M.S.), 3 hrs. Includes bibliographical references (p. 62-68).

D.Cur. / It is obvious that different interpretations in South African State Hospitals have been attached by both internal and external role players to the role and functions of the Chief Professional Nurse. Within nursing practice a number of external and internal environmental variables have led to her role becoming ill defined and role expectations confused. In practice, the Chief Professional Nurse performs the role of middle manager, on a par with the line functionary, i.e. the Nursing Service Manager. Her area of control covers a wide area of diverse disciplines. The Chief Professional Nurse should be classified as a unit manager, responsible for the supervision and control of a service centre. A key role in the organizational structure of State Hospitals would thus be defined. The post requirements of the Chief Professional Nurse are diversified, flexible and dynamic. Attention should primarily focus on her clinical, managerial and educational expertise and responsibility towards research. Both the national and international literature studied, confirm the importance of these functions. Yet, research and literature studies prove, that these responsibilities are ineffectively managed. Consequently, the Chief Professional Nurse is not effectively utilized. In the opinion of the researcher, an investigation into the role and functions of the Chief Professional Nurse was necessary, to ensure quality nursing and effective functioning of nursing personnel. For that reason, an investigation into the classification of the post of the Chief Professional Nurse in State Hospitals was deemed necessary, together with specified guidelines, to facilitate: better utilization of the Chief Professional Nurse; promoting the quality of a working life; quality nursing care. The strategy used in this research was an explorative and descriptive study within the context of several Academic, Main Regional, Regional and Community State Hospitals of nine (9) provinces. A pilot study was carried out by independent researchers. Job descriptions were used from forty-one (41) hospitals, of which four (4) were from Academic hospitals and thirty-seven (37) from Main Regional, Regional and Community hospitals. These job descriptions were based on guidelines supplied by the Commission for Administration. Focus interviews were held with Nursing Service Managers and Chief Professional Nurses. Workshops were held with Senior Professional Nurses and policy makers were approached for their written comments on the role and functions of the Chief Professional Nurse. A random sample population was drawn from thirty-three (33) hospitals of five (5) provinces in South Africa. The respondents totalled a hundred and nine (109). Of these, twenty-seven (27) Nursing Service Managers and thirty-nine (39) Chief Professional Nurses were involved in interviews. Forty-three (43) Senior Professional Nurses took part in the workshop. From the interviews held and the study of post descriptions, the following conclusions were drawn. The Chief Professional Nurse is confused with regard to her role expectations, and therefore not suitably utilized. The prime responsibilities of the Chief Professional Nurse are, as listed in priority, clinical, educational, managerial and research responsibilities. The other responsibilities include community and occupational involvement, role model and last but not least, leadership. The value of this research is contained in the guidelines, which were determined with regard to the responsibilities attached to the post of a Chief Professional Nurse. A schedule of time allocation per function is included to ensure that the Chief Professional Nurse is effectively utilized and that she will enjoy a quality working life. The recommendations contained in the study are directed towards ensuring the effective utilization of the Chief Professional Nurse and quality in working life and nursing. The researcher recommends that: the implementation of the proposed job descriptions; the proposed time management schedule be applied; employee help programmes be instituted; programmes for personal and professional growth be instituted. A few hypothesis have been stated for testing purposes.

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The purpose of this study was to describe the profiles, functions, and career experiences of hospital nurse executives in the United States. A descriptive survey method was used. Data were collected from a random sampling of hospital nurse executives and chief executive officers. A self-developed questionnaire was mailed to 400 nurse executives and 300 chief executive officers. The response rate was 40% for the nurse executives and 51% for the chief executive officers. Descriptive statistics (frequencies and percentages) were used to report the findings. Results of the study revealed: 1. The profile of the hospital nurse executive was female, caucaSian, married with children, and between 41 and 50 years old. Nurse executives have more baccalaureate and master's degrees than the general nurse population. Seventy-seven percent of nurse executives have a master's degree in nursing and/or related fields. Nurse executives are in a transitional role from middle to top-level hospital management with title changes, additional responsibilities and increased compensation. 2. The functions of the nurse executive position rated as very important by nurse executives and chief executive officers were similar in the categories of finance, human resource, and nursing management, and less Similar in hospital/organizational management. Nurse executives were not satisfied with educational preparation in financial and hospital/organizational management. 3. The career path to the nurse executive position was identified as the traditional clinical pathway. The majority of nurse executives had worked in six or less institutions, had seven or more positions and had 13 years or more of work experience. Nurse executives stated major factors in career advancement were mentors, networking, education, management experience, strong interpersonal and communication skills, and clinical background. Nurse executives described their career planning as both internally and externally determined. Only a small number planned their careers, and over one-half were determined by the organization. Nurse executives perceived themselves as successful. Recommendations for further research were offered. / Ed. D.

The American Association of Colleges of Nursing (2016) contends meeting the challenge to transform care will require the successful leadership development, preparation, and role support of the next generation of nurse leaders. Despite the urgency to transform care, meeting the challenge to lead this charge cannot be accomplished without the successful recruitment and retention of Millennial nurses to leadership positions. Identifying the leadership role expectations and support variables that are important to these young managers and creating the milieus that support these views serve to address many pressing succession planning needs. This study explored the experience of being a Millennial nurse manager, seeking to understand how these young nurse managers make meaning of their lived experience. This was a qualitative interpretative phenomenological research study. Three theoretical perspectives contributed ideologies that framed this inquiry: Ray’s (1989) theory of bureaucratic caring, generational cohort theory (Strauss & Howe, 1991), and authentic leadership theory (Avolio & Gardner, 2005). A purposeful targeted national sample of 25 Millennial nurse managers with a minimum of one year of nurse manager experience in the role participated in audio-recorded telephone interviews. Content analysis identified seven themes: Coming into the Role, Learning as I Go, Having the Support of My Director, Making an Impact, Helping Staff Succeed, Managing Change, and Trying to Stay Balanced. Findings from this study suggest Millennial nurse managers gauge role success and satisfaction in relation to their perceived levels of support and development and their ability to master role expectations. Additional findings suggest adequate succession planning for the nurse manager role remains challenged by the lack of formal mandated requisites for the role. The nurse manager role as it stands varies significantly among organizational settings regarding responsibilities, mechanisms of support, number of direct reports, and span of control. Recommendations included the need to address the nurse manager role, academic requisites, and developmental variances in practice. Additionally, re-evaluating the organizational responsibility to the leadership development of these young nurse leaders is recommended to ensure their retention and success in the role. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2017. / FAU Electronic Theses and Dissertations Collection

This thesis concerns an investigation of the tripartite arrangements between the government, the nursing and the medical sectors in New Zealand over the period 1984 to 2001 with a particular focus on primary health care. The start point is the commencement of the health reforms instituted by the Fourth New Zealand Labour Government of 1984. The thesis falls within a framework of critical inquiry, specifically, the methodology of depth hermeneutics (Thompson, 1990), a development of critical theory. The effects of political and economic policies and the methodologies of neo-liberal market reform are examined together with the concept of collaboration as an ideological symbolic form, typical of enterprise culture. The limitations of economic models such as public choice theory, agency theory and managerialism are examined from the point of view of government strategies and their effects on the relationships between the nursing and medical professions. The influence of American health care policies and their partial introduction into primary health care in New Zealand is traversed in some detail, together with the experiences of health reform in several other countries. Post election 1999, the thesis considers the effect of change of political direction consequent upon the election of a Labour Coalition government and concludes that the removal of the neo-liberal ethic by Labour may terminate entrepreneurial opportunities in the nursing profession. The thesis considers the effects of a change to Third Way political direction on national health care policy and on the medical and nursing professions. The data is derived from various texts and transcripts of interviews with 12 health professionals and health commentators. The histories and current relationships between the nursing and medical professions are examined in relation to their claims to be scientific discourses and it is argued that the issue of lack of recognition as a scientific discourse is at the root of nursing�s perceived inferiority to medicine. This is further expanded in a discussion at the end of the thesis where the structure of the two professions is compared and critiqued. A conclusion is drawn that a potential for action exists to remedy the deficient structure of nursing. The thesis argues that this is the major issue which maintains nursing in the primary sector in a perceived position of inferiority to medicine. The thesis also concludes that the role of government in this triangular relationship is one of manipulation to bring about necessary fundamental change in the delivery of health services at the lowest possible cost without materially strengthening the autonomy of the nursing or the medical professions.

Thesis (Ph. D.)--University of Florida, 1993. / Typescript. Vita. Includes bibliographical references (leaves 150-158).