The primary objective of the article Reexamining Nurse Manager Span of Control With a 21st-Century Lens by Omery et al. (2019) is to examine the quality, consistency, and quantity of evidence regarding the span of control (SOC) among nurse managers (NMs). The study also aimed at translating the conclusions derived to offer guidance to NMs and corporate leaders of the 21st Century (Omery et al., 2019). Through the use of logically presented ideas, Omery et al. (2019) articulate the SOC witnessed in the nursing profession before the healthcare restructuring that occurred in the 1990s. The study further explains how SOC has since widened in the 21st Century. Such timelines create a reference point for nurse managers as well as future researchers on key healthcare delivery improvement areas. When implementing SOC strategies, NMs can compare how productivity has evolved over time with changes in control.
The key objectives of the study are highlighted concisely. Readers are thus able to grasp the direction taken by the study. Similarly, the methodology applied in the study is articulately organized with the review being assigned various phases, namely; data retrieval, data interpretation and synthesis, retrieval of evidence, and narrative summary (Omery et al., 2019). The Nursing Leadership Council of the Hospital Association of Southern California was tasked with crafting the review questions, thus adding to the study’s credibility. Additionally, with the review running for almost two years, there was ample time for the researchers to critically evaluate relevant articles for review. Reliability of deductions resulting from the study further emanates from the thorough processes adopted in elimination, article identification and review of articles considered in the study.
The results of the review process are well defined, with each factor put into consideration, aiming at deriving the best recommendations for NMs. For instance, the study isolated six structural elements closely associated with SOC. One of the results from the is that increased SOC negatively affects transformational and transactional leadership, thus, discouraging employee motivation and productivity in healthcare delivery systemsarshawsky, 2018). Similarly, access to organizational resources, collaboration with human resources, staff, and peers, as well as easy access to the system and technical support, positively impacted NM retention. Thus, it is critical that healthcare organizations foster strong teamwork between nurses, nurse managers, patients, and other medical professionals for enhanced retention. In most instances, widened SOC limits the attainment of effective teams in hospitals, hence impairing patient satisfaction.
A close relationship exists between emotional intelligence and work control, as well as SOC. During the study, five specific processes that ought to be considered when determining NM’s span of control were articulated. These processes include; a unit of complexity and patient acuity, functional architecture, magnet status, organizational factors, and changes in the manager’s scope and role. Additionally, the study categorizes the outcomes associated with NM SOC into different groups, namely; staff, patient, and manager. Manager and staff outcomes that flow from large SOC were found to have a negative impact on patient outcomes (Kim, Choi, S. & Choi, A., 2016). Additionally, patient satisfaction is lower where there is a wide SOC among NMs. However, no leadership style can be implemented to overcome staff reporting to a single NM. Often, nurse managers value their staff and patients to the extent that they retain roles even when they experience feelings of inadequacy, failure, or exhaustion (Omery et al., 2019). As NM’s SOC widens, their emotional intelligence decreases, thus negatively impacting productivity.
References
Kim, M., Choi, S., & Choi, A. L. (2016). Span of control for front‐line nurse managers: a concept analysis. AdvSciTechnolLett, 128, 1-4. Retrieved from
Omery, A., Crawford, C. L., Dechairo-Marino, A., Quaye, B. S., & Finkelstein, J. (2019). Reexamining Nurse Manager Span of Control With a 21st-Century Lens. Nursing administration quarterly, 43(3), 230-245.
Warshawsky, N. E. (2018). Promote nurse manager job satisfaction and retention. Am Nurse Today, 13(8), 33-34. Retrieved from; Promote nurse manager job satisfaction and retention. Am Nurse Today, 13(8), 33-34.