PubMed Health⌕ Search
Home/Archive/PubMed

PubMed · 6563065

Developing prospective managers. Part 3. The results.

D J del Bueno·D R Sheridan
View original source ↗Export metadata ↓

Abstract

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.

Explore related subjects

Administrative PersonnelCaliforniaCosts and Cost AnalysisCultureEducation, Nursing, ContinuingEvaluation Studies as TopicFemaleHumansLearningNurse AdministratorsNursesPersonnel SelectionPilot ProjectsProfessional CompetenceJournal Article

Keep this discovery

Explore connections, maps & timelines

BibTeXRIS

D J del Bueno, D R Sheridan. 1984. Developing prospective managers. Part 3. The results.. https://pubmed.ncbi.nlm.nih.gov/6563065/

Cite the original work for its findings. Save a collection to share your selection of sources.

KEEP EXPLORING

Related citations

PubMed2003

Managing change in the culture of general practice: qualitative case studies in primary care trusts.

OBJECTIVES: To explore the potential tension between the need for managers to produce measurable change and the skills required to produce cultural change, and to investigate how managers of primary care trusts are attempting to deal with this tension. DESIGN: Qualitative case studies using data derived from semistructured interviews and a review of published documents. An established cultural framework was to used to help interpret the findings. SETTING: Six primary care trusts in England purposefully sampled to represent a range of cultural, structural, geographical, and demographic characteristics. PARTICIPANTS: 42 interviews with 39 different senior and middle primary care trust managers conducted over an 18 month period. RESULTS: We found two distinct and polarised styles of management. One group of managers adopts a directive style and challenges the prevailing norms and values of clinicians, an approach characteristically seen in organisations with hierarchical cultures. This group is made up mostly of senior managers who are driven principally by the imperative to deliver a political agenda. Managers in the second group are more inclined to work with the prevailing cultures found in general practice, attempting to facilitate change from within rather than forcing change from outside. This management style is characteristically seen in organisations with a clan-type culture. The approach was manifest mostly by middle managers, who seem to act as buffers between the demands of senior managers and their own perception of the ability and willingness of health professionals to cope with change. The different management approaches can lead to tension and dysfunction between tiers of management. CONCLUSIONS: The development of primary care depends on high quality managers who are able to draw on a range of different management skills and styles. Managers are most likely to be effective if they appreciate the merits and drawbacks of their different styles and are willing to work in partnership.

Administrative Personnel↗