Certified Registered Nurse Anesthetists’ Transition to Manager of an Anesthesia

certified registered nurse anesthetists;Healthcare manager;Hybrid manager;Management;Nurse manager;Transition;Nursing;Health care management;Management;Anesthesia Practice

Martens, Jennifer AnnMotz, Jane S. ;

University of Michigan

关键词: certified registered nurse anesthetists;    Healthcare manager;    Hybrid manager;    Management;    Nurse manager;    Transition;    Nursing;    Health care management;    Management;    Anesthesia Practice;   

Others  :  https://deepblue.lib.umich.edu/bitstream/handle/2027.42/140389/Martens2017.pdf?sequence=1&isAllowed=y

瑞士|英语

来源: The Illinois Digital Environment for Access to Learning and Scholarship

【 摘 要 】

The purpose of this exploratory qualitative study was to identify experiences or barriers that arise during the first year as Certified Registered Nurse Anesthetists (CRNAs) transition into management and; if these shared experiences can prepare future CRNA managers by providing insight into what knowledge, skills, and abilities are necessary to ensure a smooth and successful career transition.A representative sample by email and Facebook (FB) elicited 18 phone interviews of current and past Certified Registered Nurse Anesthetist (CRNA) managers. One interviewer asked 16 questions: seven demographic and nine open-ended. Survey information was (1) transcribed, (2) reviewed and de-identified, and (3) coded for content and classical analysis by two experienced independent coders. A coding tree was developed by coders after independent and random assessment of codes with an IRR (0.93). NVivo 11 software was used to assist with analysis of codes. CRNA participants (66%) had less than five years of CRNA management experience, and 61% had no previous management experience or education before accepting their first role as a CRNA manager.An incidental finding, 83% of participants were reluctant managers and 76% of CRNA managers devoted greater than 50% of their time to performing clinical duties over managerial duties. Two resources that CRNA participants agreed were helpful resources during transition included: mentors (83%) and previous education or experiences (44%), especially in business, finance, or management. The skills CRNA participants believed were important during transition included people skills (56%), financial knowledge (33%), and communication (28%). CRNA managers are more likely to be reluctant managers that may be relatively new in the role, and with no previous management experience or education. Recommendations for new CRNA managers during transition included; mastering ;;people skills,” either through relationship management or communication skills. Derailment may be avoided if new managers consider the results of this investigation.