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Nurse Managers

Nurse Managers are healthcare professionals responsible for the administrative and supervisory aspects of nursing units or departments.
They oversee the day-to-day operations, staff scheduling, budgeting, and quality assurance within their nursing teams.
Nurse Managers play a crucial role in ensuring efficient and effective patient care delivery, as well as supporting the professional development of nursing personnel.
Their duties may include resource allocation, conflict resolution, and the implementation of evidence-based nursing practices.
Nurse Managers are instrumental in bridging the gap between nursing staff and hospital administration, advocating for the needs of their teams and promoting a positive work environment.
With their unique blend of clinical expertise and managerial skills, Nurse Managers are essential to the smooth functioning of healthcare organizations and the delivery of high-quality nurasing care.

Most cited protocols related to «Nurse Managers»

1
Collaborative Care Office-Based Opioid Treatment
The collaborative care office-based opioid treatment (OBOT) program included a full-time nurse program director, nurse care managers (NCMs), a program coordinator and generalist physicians with part-time clinical practices.
The nurse program director (0.40 full time equivalent (FTE)) supervised the NCMs and program coordinator, and integrated care with OBOT physicians. The program coordinator (1 FTE), a former medical assistant, was trained to collect standardized intake information on individuals requesting OBOT. The NCMs, registered nurses who completed a one day buprenorphine training, performed patient care roles, followed treatment protocols and maintained a standard of clinical practice that satisfied federal regulations for buprenorphine treatment. Their clinical responsibilities included assessing for appropriateness for OBOT, educating patients, obtaining informed consent, developing treatment plans, overseeing medication management, referring to other addiction treatment, monitoring for treatment adherence and communicating with prescribing physicians, addiction counselors, and pharmacists. Collaboration with pharmacists reduced the OBOT physician burden by allowing buprenorphine prescriptions with multiple refills while allowing for cancelation of the refills if the patient was non-adherent. The OBOT program currently includes NCMs (2.2 FTE) for 22 clinical half day sessions per week. The OBOT physicians, all generalists with part-time clinical practices, reviewed and supplemented the NCM assessments including laboratory results, performed physical examinations, prescribed buprenorphine and followed patients at least every 6 months or more frequently if needed. The OBOT program includes 9 generalist physicians, all waivered to prescribed buprenorphine by completing the required 8 hours of buprenorphine training, three are certified by the American Board of Addiction Medicine. The physicians had an average of three primary care half day sessions each week, ranging from one to six.
The treatment model included 3 stages: 1) NCM and physician assessment (appropriateness for OBOT and intake evaluations); 2) NCM supervised induction and stabilization (buprenorphine dose adjustments during days 1–7); and 3) maintenance (buprenorphine treatment with monitoring for illicit drug use and weekly counseling) or discharge (voluntary or involuntary).
Alford D.P., LaBelle C.T., Kretsch N., Bergeron A., Winter M., Botticelli M, & Samet J.H. (2011). Five Year Experience with Collaborative Care of Opioid Addicted Patients using Buprenorphine in Primary Care. Archives of internal medicine, 171(5), 425-431.
Publication 2010
Addictive Behavior Buprenorphine Counselors General Practitioners Illicit Drugs Infantile Neuroaxonal Dystrophy Nurse Managers Nurses Opioids Patient Discharge Patients Pharmaceutical Preparations Physical Examination Physicians Prescriptions Primary Health Care Registered Nurse Treatment Protocols
2
Evidence-Based Palliative Care Training in Nursing Homes
The educational intervention, i.e., the implementation strategy (also referred to as implementation intervention), intended to facilitate the development of an evidence-based palliative care, consisted of five seminars aimed at conveying knowledge and skills of relevance for providing evidence-based palliative care in the nursing homes. Two Swedish documents were used as the basis for the seminars: a National Palliative Care program by the Regional Co-operative Cancer Centers [15 ] and a national knowledge support document by the National Board of Health and Welfare [12 ]. Both documents are based on the WHO definition of palliative care [16 ] and WHO reports [4 , 5 ]. The seminars combined lecture-style presentations and more interactive group discussions. They were provided as an outreach course and took place in the participating nursing homes. This strategy was considered the most appropriate on the basis of the presumed low level of knowledge among the staff concerning evidence-based palliative care principles.
The seminar content was determined after the discussions with staff, informal caregivers, and patients representing both hospital and community care. The research team developed an educational booklet primarily based on the two knowledge documents [12 , 15 ]. The seminars and accompanying educational booklet addressed five themes: the palliative approach and dignified care, next of kin, existence and dying, symptom relief, and collaborative care. The themes were adjusted somewhat based on the expressed needs and interests at each nursing home. The booklet included recommended assignments to do as preparations before each seminar as well as assignments to complete after each seminar. A list of references for further self-studying was also given in the booklet.
The seminar group at each nursing home consisted of 8–10 participants and met approximately once a month over a period of 6 months. The participants belonged to different professions and had different positions in the nursing homes: manager, assistant nurses, registered nurses, occupational therapists, and physiotherapists. The seminars were led by five registered nurses and researchers (including LB and BW) and one registered nurse who worked clinically, all with experience from working as nurses in palliative and geriatric care settings. The participants were selected by the manager of each nursing home, with the aim of including different professions and some staff members who might continue as seminar leaders for further training of the entire staff at each nursing home. Approximately 200 staff members and 20 nursing home managers participated in the course at 20 nursing homes.
Nilsen P., Wallerstedt B., Behm L, & Ahlström G. (2018). Towards evidence-based palliative care in nursing homes in Sweden: a qualitative study informed by the organizational readiness to change theory. Implementation Science : IS, 13, 1.
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Publication 2018
Informal Caregivers Malignant Neoplasms Nurse Managers Nurses Occupational Therapist Palliative Care Patients Physical Therapist Registered Nurse Teaching
3
Workplace factors impacting healthcare worker well-being
This is a cross-sectional study of survey data collected in 2009 from 7923 healthcare workers across 325 work settings within 16 hospitals of a faith-based health system on the West Coast of the USA. Of these work settings, 319 had five or more respondents. Of these 319 work settings, 292 (92%) provided sufficient data for analysis of WLB, in that every respondent answered at least five of the seven questions regarding WLB items. This was a survey conducted every 18 months that included a variety of safety culture, employee engagement and WLB-related items. All staff with a 50% or greater full-time equivalent commitment to a specific patient care area for at least four consecutive weeks prior to survey administration were invited to complete the questionnaire, regardless of their involvement in patient safety endeavours. This included staff physicians, registered nurses (RN), charge nurses, nurse managers, physician assistants/nurse practitioners, licensed vocational nurses (LVN)/licensed practicing nurses (LPN), hospital aides, physical therapists, occupational therapists, pharmacists, respiratory therapists, technicians, ward clerks/unit secretaries, medical administrators and others. All work settings within each hospital and its affiliated ambulatory clinics were asked to participate. Paper surveys were administered and collected during pre-existing departmental and staff meetings.
The survey was comprised of demographic items, the Safety Attitudes Questionnaire (SAQ),11 (link) intention-to-leave items, burnout items,12 depression items (CESD-10)13 (link) and items pertaining to WLB behaviours. Together, these instruments constituted the ‘survey’ administered across all 16 hospitals. The SAQ is a psychometrically sound instrument for assessing safety-related climate domains regarding safety, teamwork, job satisfaction, stress recognition, perception of management and working conditions by systematically seeking input from front-line caregivers.11 (link)
Sexton J.B., Schwartz S.P., Chadwick W.A., Rehder K.J., Bae J., Bokovoy J., Doram K., Sotile W., Adair K.C, & Profit J. (2016). The associations between work–life balance behaviours, teamwork climate and safety climate: cross-sectional survey introducing the work–life climate scale, psychometric properties, benchmarking data and future directions. BMJ quality & safety, 26(8), 632-640.
Publication 2016
Administrators Burnout, Psychological Charge Nurses Cholesterol Ester Storage Disease Climate Health Personnel Job Satisfaction Licensed Practical Nurse Nurse Managers Occupational Therapist Patient Participation Physical Therapist Physician Assistant Physicians Practitioner, Nurse Registered Nurse Respiratory Rate Safety Sound
4
Nationwide Survey of Nurses and Patients in Chinese Hospitals
Hospitals were recruited from nine Chinese provinces/municipalities/autonomous regions which spanned all eight economic zones in mainland China. The survey method, which has been described in detail previously
[14 (link)], involves a stratified and purposive sample that recruited 20 hospitals from each of eight geographic areas, except for one research site where 21 hospitals were recruited. Equal numbers of level 2 hospitals (300 to 500 beds) and level 3 hospitals (over 500 beds) were drawn. In addition to the differences in bed size, level 3 hospitals, unlike level 2 hospitals, are usually major hospitals with high technology capacity and resources to care for more complex patients. The hospital sample was stratified to represent different urban community contexts (municipality, capital cities, and non-capital cities) and different sponsorship (provincial hospitals, municipal hospitals, and university hospitals). The response rate (agreement to participate) at the hospital level was 96%, and the few hospitals that refused to participate among the hospitals that were initially sampled were replaced by hospitals at the same level and in the same location categories. Thus while China is a very large country, the systematic sampling of hospitals is believed to have resulted in a hospital study population reasonably representative of level 2 and level 3 hospitals that care for patients with complex medical conditions.
After hospital selection, at least four units were randomly chosen from all the medical, post-operative surgical, and ICUs in each hospital. All registered nurses from the selected units, excluding nurse managers, were informed of the purpose of the study and its voluntary nature, and were invited to participate by a designated research nurse in each hospital. Ninety-five percent of sampled registered nurses (RNs) completed the confidential surveys which were sent unopened to the research team at Sun Yat-sen University (SYSU) for analysis
[14 (link)].
In each selected unit patients with at least 3-day inpatient stays were also sampled on a designated day with a minimum target of 5 patients per unit, and 30 patients from each hospital. A 3-day stay has been established by previous research to result in patient satisfaction assessments with predictive validity
[17 (link),18 (link)]. The overall response rate for the patient survey was 89%, with a total of 6,494 patients from 181 hospitals, and an average of 36 patients per hospital.
The China nurse survey was based on the well-designed and rigorously vetted University of Pennsylvania Multi-State Nursing Care and Patient Safety Study
[19 (link)]. The patient survey instrument was the Agency for Healthcare Research and Quality’s (AHRQ) Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey
[20 (link)]. Both survey questionnaires were translated to Mandarin and back-translated to English by two bilingual nursing researchers independently. Items that were not culturally relevant to Chinese nurses were removed or revised. Before utilization, both questionnaires were pilot tested in one Chinese hospital with high content validity
[21 (link)-23 ].
A hospital survey was also sent to the department of nursing in each participating hospital to collect information on hospital characteristics such as teaching status, hospital level designation, number of inpatient beds, and number of medical and surgical units and ICUs. The three surveys were linked by unique hospital identification numbers prior to the data analyses.
Shang J., You L., Ma C., Altares D., Sloane D.M, & Aiken L.H. (2014). Nurse employment contracts in Chinese hospitals: impact of inequitable benefit structures on nurse and patient satisfaction. Human Resources for Health, 12, 1.
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Publication 2014
Chinese Inpatient Nurse Managers Nurses Nursing Care Operative Surgical Procedures Patients Patient Safety Registered Nurse
5
Patient-Reported Outcomes in Pilot Trial
Detailed patient-level outcomes will be measured by systematic sampling across participating wards throughout the pilot trial as part of a prospective observational sub-study. One patient per ward per month will be recruited from all six included wards (n = 84) and we will collect data through a combination of self-report and continuous monitoring, the details of which are described under the ‘outcome measures’ section of this protocol. Written consent will be secured prior to participant recruitment. Patient eligibility will be established by the study research officer (RO) in consultation with the ward nurse manager or shift coordinator at each recruitment point. The RO will be responsible for securing participant consent. Some inclusion/exclusion criteria will apply to recruitment. We will exclude patients who have been admitted for longer than 30 days or are due to be discharged within the following 3 days. Patients that have been recruited to the current study in a previous month will also be ineligible for recruitment. Patients with known cognitive impairment will be excluded, as an important element of this sub-study is to capture data on participant subjective experiences and this would be infeasible among cognitively impaired patients. Due to lack of multi-language versions of the scales used in this study, we will also exclude patients who are not fluent in English. We will exclude patients who are unstable or deemed too unwell to participate. Finally, patients aged less than 65 years on the day of recruitment will also be considered ineligible for recruitment.
Prior to the start of the study, the principal investigator (PI) will produce 84 sets of computer-generated random integer sequences ranging from ‘1’ to the maximum number of bed locations in any ward, for example, ‘35’. These will then be printed and placed in sealed opaque unmarked envelopes and handed over to a RBWH Safety and Quality Unit (SQU) staff member who is not involved with the study. At each recruitment point, the RO will identify, in consultation with ward nursing managers, patients who are eligible to be approached for the study and a list of eligible bed numbers will be compiled and communicated to the nominated SQU staff member. The staff member will then open one envelope and will generate the order of recruitment as per the number sequence in the envelope. This list will be provided to the RO for commencement of recruitment. The PI will monitor recruitment to ensure adherence to the recruitment protocol. The RO will approach the first bed number on the recruitment order; if a patient does not consent to participate in the study, this process will continue until a patient is successfully recruited. This process will be replicated for each ward at every recruitment point.
Chari S.R., Smith S., Mudge A., Black A.A., Figueiro M., Ahmed M., Devitt M, & Haines T.P. (2016). Feasibility of a stepped wedge cluster RCT and concurrent observational sub-study to evaluate the effects of modified ward night lighting on inpatient fall rates and sleep quality: a protocol for a pilot trial. Pilot and Feasibility Studies, 2, 1.
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Publication 2016
Disorders, Cognitive Eligibility Determination Nurse Managers Nurses Patients Safety

Most recents protocols related to «Nurse Managers»

1
Mentoring Guidelines for Clinical Supervisors
Both CSNs and nurse managers’ quantitative data were analysed with Statistical Package for Social Science software version 23 (IBM Corp, 2015, IBM SPSS Statistics for Windows, Version 23.0. Armonk, New York) and descriptive statistical methods (mean, standard deviation, frequency, percentage) and inferential statistical tests (Pearson correlation coefficient significance level, α = 0.5). Table 1 depicts the mentoring factors that were highlighted by CSNs. Majority of the CSNs agreed mostly on all mentoring factor items, with the scoring of above 90%, as compared to those who did not agree.
Out of the 174 nurse managers, the majority agreed on the mentoring factors as depicted in Table 2. The nurse managers also scored above 90% on all the mentoring factor items.
The qualitative data analysis process started by organising and preparing data from CSNs and nurse managers. Transcribed data were typed and again verified by listening to audio recordings repeatedly. ATLAS.ti 7 software (Berlin) was used to organise, manage and analyse data (Friese 2013 :4).
Both CSNs’ and nurse managers’ quantitative and qualitative results were then merged with an in-depth literature review to develop the mentoring guidelines.
, & Khunou S.H. (2023). Mentoring community service nurses in public health settings: Guidelines for nurse managers. Health SA Gesondheid, 28, 1883.
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Publication 2023
Nurse Managers
2
Mentoring Guidelines for Nurse Managers and CSNs
Both quantitative and qualitative data were simultaneously collected between January 2016 and October 2016. The researcher was responsible for the data collection. The relationship between the researcher and participants was solely for research purposes. Mentoring questionnaires were adopted and adapted from literature to collect quantitative mentoring perceptions data from CSNs and nurse managers. Questionnaires for CSNs entailed four sections, namely demographic and mentoring status, mentor’s role, mentoring factors, and mentoring aspects. Nurse Managers’ questionnaires contained the following three sections, professional and mentoring status; mentoring perceptions and willingness; mentoring factors. Both instruments were pretested with participants who did not participate in the main study. Questionnaires were manually distributed to the participants by the researcher and thereafter collected.
In order to collect qualitative data, semi-structured interviews were used on four focus groups of nurse managers made up (n = 27). Unstructured interviews were used in four focus groups for CSNs (n = 28). The private boardrooms of public health settings were used for the interviews. The researcher was responsible for the interviews which took 70 min to 115 min. In order to obtain data regarding mentoring perceptions, nurse managers were specifically asked the following key questions: (1) ‘What is your perceptions regarding mentoring of CSNs?’; (2) ‘In your view, what do you think should entail mentoring of CSNs?’. The CSNs were asked the following question: ‘Please tell me about your experiences regarding your mentoring as CSN’. In order to get in-depth information from participants, probing was adequately done to get more clarity. Interviews were captured using a tape recorder and simultaneous documentation of non-verbal cues was made. Results of both approaches were finally merged and contrasted. Notably, they both complemented each other, with the qualitative component providing more in-depth clarity to mentoring items described by quantitative aspects (Khunou & Rakhudu 2017 ). All results were taken into consideration as they were both weighted equally (Khunou & Rakhudu 2017 ).
In order to develop the guidelines, converged results and broad literature reviews were applied to KLM components to develop guidelines to be used by nurse managers to effectively mentor the CSNs.
, & Khunou S.H. (2023). Mentoring community service nurses in public health settings: Guidelines for nurse managers. Health SA Gesondheid, 28, 1883.
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Publication 2023
Mentors Nurse Managers
3
Public Health CSN Mentorship Study
The target population of this study were CSNs and nurse managers working in public health settings designated for placement of CSNs. The criteria for CSNs were 6 months to a year in practice. Nurse managers were employed in the public health settings and working with CSNs. The nurse managers were selected as they were supposed to mentor, supervise and write a quarterly report for CSNs. During the quantitative component, simple random sampling was used to select a sample of nurse managers (n = 174) and CSNs (n = 224). In addition, a sample of 28 CSNs and 27 nurse managers were purposefully selected for the qualitative component.
, & Khunou S.H. (2023). Mentoring community service nurses in public health settings: Guidelines for nurse managers. Health SA Gesondheid, 28, 1883.
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Publication 2023
Mentors Nurse Managers Target Population
4
Validating Quantitative and Qualitative Data
Validity and reliability of quantitative data were ensured. Questionnaires were scrutinised by a mentoring expert and a statistician to ensure face, construct and content validity. Questionnaires were piloted on 10 CSNs and 10 nurse managers who did not form part of the whole study population. Internal consistency of questionnaires met acceptable standard with Cronbach’s alpha ranging between 0.74 and 0.83.
Lincoln and Guba’s principles of trustworthiness, namely confirmability, credibility and dependability, were applied to enhance the rigour of qualitative data (Krefting 1991 (link):220). To that effect, peer checking was done by asking nurse managers to review the collected data. Methodological triangulation was conducted with the application of both quantitative and qualitative approaches. Prolonged engagement was manifested by deliberations that lasted for 70 min to 115 min. An audit trail consisting of all field notes was kept in order to corroborate the researcher’s observation and participants’ narratives.
, & Khunou S.H. (2023). Mentoring community service nurses in public health settings: Guidelines for nurse managers. Health SA Gesondheid, 28, 1883.
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Publication 2023
Face Muscle Rigidity Nurse Managers TNFSF10 protein, human
5
Comprehensive Team-Based Chronic Care Model
SMHCVH implemented the PHT in 2017, building upon an established patient-centered medical home team that included CDEs and nurse care managers. Between 2017 and 2021, the PHT expanded upon existing roles and includes 3 registered nurses involved in CCM and other clinical services, 2 clinical dietitians, 6 CHWs, 2 CDEs, 3 behavioral health therapists, and a population health director.
CCM at SMHCVH relies on the essential elements of the Chronic Care Model (e.g., community resources, health system, self-management support, delivery system design, decision support, clinical information systems) to provide care coordination and medical case management to patients, especially for those with multiple chronic conditions. In addition to direct support from CDEs and CCM nurses, SMHCVH CHWs offer community-based chronic disease self-management and chronic pain self-management sessions based on the Stanford self-management program curricula.11 (link),12 (link)The PHT sustained existing CDEs and offered individual DSME and group chronic disease education programs. CHWs conduct outreach through one-on-one visits or community-wide events and are conduits to other PHT services.13 ,14 The IBH model at SMHCVH integrates behavioral health providers directly into primary care clinics, and PHT team members provide warm hand-offs to ensure patient preferences and concerns are considered. Registered dietitians improve the integration of Medical Nutrition Therapy into existing diabetes education. The dietitians work directly with patients, providers, and community partners to support both patient-level and population-level nutrition goals.
Tanumihardjo J.P., Kuther S., Wan W., Gunter K.E., McGrath K., O’Neal Y., Wilkinson C., Zhu M., Packer C., Petersen V, & Chin M.H. (2023). New Frontiers in Diabetes Care: Quality Improvement Study of a Population Health Team in Rural Critical Access Hospitals. Journal of General Internal Medicine, 38(Suppl 1), 56-64.
Publication 2023
2-chloro-1,1-difluoroethane Case Management CDE protocol Chronic Pain Diabetes Mellitus Dietitian Disease, Chronic Long-Term Care Medical Nutrition Therapy Multiple Chronic Conditions Nurse Managers Nurses Obstetric Delivery Patients Population Health Programmed Learning Registered Nurse Self-Management

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