Administrative Supervisor Research Articles

Reframing the Administrative Supervisor Role Post–COVID-19 Pandemic

The administrative supervisor is the nurse leader who is present and provides leadership oversight on the night, weekend, and holiday shifts when the unit managers, directors, and hospital administrators are not present in the hospital. In this post–COVID-19 pandemic period, it is necessary to re-examine the role of administrative supervisors and enhance their integration within the organization’s structure. This article discusses key strategies in reframing the administrative supervisor role.

How would you respond? Insight into the administrative supervisor role.

In Brief Working to ensure that patients and staff get safely through evening, night, and weekend shifts, a key role of the administrative supervisor is to manage crises and deal with unexpected emergencies. In this article, four administrative supervisors share a challenging or unusual situation and their response.

HUMAN RESOURCES MANAGEMENT AUDIT TO ASSESS THE EFFECTIVENESS OF EMPLOYEE PERFORMANCE AT PT. KIMIA FARMA TRADING AND DISTRIBUTION (SIDOARJO BRANCH)

The research objective to be achieved in accordance with the formulation of the problem that has been described is to determine the effectiveness of employees in HR management audits at PT. Kimia Farma Trading & Distribution (Sidoarjo Branch). This study took respondents from several employees with a total of 30 people. In its implementation in the field, this study took primary data using a questionnaire. Secondary data obtained from the administrative supervisor of PT. Kimia Farma Sidoarjo Branch Trading and Distribution includes company profile, company organizational structure and PT. Kimia Farma Trading and Distribution Sidoarjo branch. This type of research uses qualitative research methods. The analytical method used is to set criteria, describe conditions, find causes, and conclude results. In Key analysis that PT. Kimia Farma Trading and Distribution Sidoarjo branch has been running effectively in accordance with company regulations.

Role of the team's administrative supervisor in providing safety factors in training from the perspective of the players of the Iraqi Premier League futsal clubs

The aim of this study was to determinate the level of perception of the role of the team's administrative supervisor in providing safety factors in the training units from the perspective of players of the Iraqi Premier League futsal clubs, as well as developing a proposal for this role. A cross-sectional design was used in this study. The research community included 279 players representing 16 clubs of the Iraqi Premier League of futsal, while the final sample consisted of 126 players. To obtain the data, a questionnaire was designed to propose the role of the team's administrative supervisor in providing safety factors in the training units according to three dimensions: supporting the training requirements, supporting the requirements of sports medicine, and supporting supportive services. Based on the players’ perspective about the role of the team’s administrative supervisor in providing safety factors in training units, the results of the study show us that the overall result of the first dimension (supporting the training requirements) reached a high level of 77% with an arithmetic mean of 38.615. The overall result of the second dimension (supporting the requirements of sports medicine) reached a high level of 76% with an arithmetic mean of 38,423, and the overall result of the third dimension (supporting supportive services) also reached a high level of 77% with an arithmetic mean of 38.715. The research revealed that the teams' administrative supervisors of the Iraqi Premier League Futsal Clubs can play an active and positive role in providing the safety factors in the training units from the perspective of the players of these teams, according to the dimensions of supporting the requirements of training, sports medicine services and other supportive services.

Administrative supervisor stressors, engagement, and satisfaction.

Administrative supervisor stressors, engagement, and satisfaction.

근골격계부담작업의 적절성에 관한 연구

Objective: The purpose of this study was to identify the problems and appropriateness of musculoskeletal burden work by industry, and to present the improvement direction and efficient implementation so that musculoskeletal burden work can be applied to the workplace.BRBRBackground: The Ministry of Employment and Labor defined the scope of 11 musculoskeletal burden work in 2003. However, controversy continues over the appropriateness of musculoskeletal burden work. There are missing elements such as vibration, job stress, and a subjective load of workers in determining whether musculoskeletal burden work. Also, intermittent work with less than 60 days of work is not included in the musculoskeletal burden work.BRBRMethod: This study was conducted a questionnaire of 127 safety manager, health manager, general worker, and administrative supervisor. Of the 127 respondents, 33.1% respondents were engaged in the manufacturing industry and 66.9% were engaged in the non-manufacturing industry. The main contents of the questionnaire are appropriateness and improvement direction of the 11 musculoskeletal burden work.BRBRResults: The results of the appropriateness of including a subjective load of workers to the evaluation method of musculoskeletal burden work were statistically significant differences by industry. The results of the appropriateness of the 11 musculoskeletal burden work were not statistically significant differences by industry except for No. 4, and 48.6% of respondents replied that the 11 musculoskeletal burden work were not appropriate.BRBRConclusion: The 11 musculoskeletal burden work should be improved to include factors that can cause musculoskeletal disorders such as vibration and job stress. The intermittent criteria of musculoskeletal burden work need to be improved. In addition, by integrating musculoskeletal burden work No. 8 to 10 related to weight handling, it seems necessary to judge the degree of burden on a simple and clear criterion.BRBRApplication: A subdivided criteria is needed so that the criteria for determining musculoskeletal burden work can be applied to various industries. The result of this study can be used as the basic data for research on the improvement of musculoskeletal burden work.

Administrative Supervisor and Nursing Unit-Based Manager Collaboration

In a recent nationwide study, administrative or house supervisors identified a lack collaboration with the daytime leadership team. The purpose of this qualitative study was to explore and describe collaboration between nursing unit-based managers and administrative supervisors. Interviews conducted with administrative supervisors and nursing unit-based managers (N = 12) revealed an overall theme of “no real collaboration” with subthemes of “default to e-mail communication” and “not tapped as a resource.” Fostering administrative supervisor and nursing unit-based manager collaboration with joint leadership meetings and working together on projects and performance reviews will benefit our patients, staff, and organization. In a recent nationwide study, administrative or house supervisors identified a lack collaboration with the daytime leadership team. The purpose of this qualitative study was to explore and describe collaboration between nursing unit-based managers and administrative supervisors. Interviews conducted with administrative supervisors and nursing unit-based managers (N = 12) revealed an overall theme of “no real collaboration” with subthemes of “default to e-mail communication” and “not tapped as a resource.” Fostering administrative supervisor and nursing unit-based manager collaboration with joint leadership meetings and working together on projects and performance reviews will benefit our patients, staff, and organization. Susan H. Weaver, PhD, RN, CRNI, NEA-BC, is nurse scientist at Hackensack Meridian Health Ann May Center for Nursing in Neptune, New Jersey, and New Jersey Collaborating Center for Nursing, Rutgers, The State University of New Jersey, in Newark. She can be reached at [email protected] Susan Dowd, BSN, RN-BC, CBN, is registered nurse at Hackensack Meridian Health, Bayshore Medical Center, in Holmdel, New Jersey. Amanda J. Hessels, PhD, MPH, RN, CIC, CPHQ, FAPIC, is assistant professor at Columbia University School of Nursing in New York, New York, and nurse scientist at Hackensack Meridian Health Ann May Center for Nursing. Theresa A. Wurmser, PhD, MPH, RN, NEA-BC, is director at Hackensack Meridian Health (HMH) Ann May Center for Nursing and Dean at Georgian Court-HMH School of Nursing.

The hospital administrative supervisor role: An exploratory examination.

The hospital administrative supervisor role: An exploratory examination.

Taking on an administrative supervisor role.

Administrative supervisors serve as nurse leaders during the evenings, nights, and weekends. This article discusses the role and offers insight for nurses interested in exploring this career opportunity.

"Tell us what happened from dusk to dawn": Administrative supervisor reports.

"Tell us what happened from dusk to dawn": Administrative supervisor reports.

Profile of the Administrative Supervisor: What Do We Know?

Administrative supervisors, the nurse leaders during the evening, night, and weekend shifts, enable hospitals to function 24 hours a day, 7 days a week delivering safe, quality patient care. Although this role has been present for more than 100 years,1 research on the value of these nurse leaders is just beginning. The uniqueness of this leadership role was uncovered by the primary author during interviews with 30 administrative supervisors who worked in acute care hospitals in 20 different states. In this qualitative, focused ethnographic study, the role responsibilities and processes by which the supervisors make it work, doing whatever is necessary to get the patients, staff, and hospital safely through the night were identified.2,3 The profile of the administrative supervisor was also revealed in the interviews: the position title, span of control, reporting relationship, hours worked, and the key skills needed.

Report From the Night Shift: How Administrative Supervisors Achieve Nurse and Patient Safety.

The administrative supervisor role (the nurse leader on the evening or night shift) has been present in hospitals for more than 100 years, but research is just commencing regarding how this leader achieves nurse and patient safety. This focused ethnographic study was conducted in 2 parts. The first part consisted of focus groups with night-shift staff nurses, held at 7 hospitals in the mid-Atlantic region of the United States, with the objective of obtaining the staff nurses' perception of the supervisors' role. The second part consisted of interviews with 30 administrative supervisors, recruited nationally from 20 different states, to explore the supervisors' perspective on practices used to enhance safety. The focus group and interview transcripts were thematically analyzed, using an iterative, comparative method to identify codes and sort for patterns. The findings reveal that administrative supervisors "make it (whatever needs to be done) work" and achieve nurse and patient safety by building trust with the staff, doing rounds, educating, and providing support to the front line team. These shift leaders foster a culture of safety with their relationship-oriented leadership style. By gaining further understanding about the administrative supervisor role, new workflow processes can be explored; specific continuing education programs can be developed; and additional research can be conducted.

Getting safely through the shift: a qualitative exploration of the administrative supervisor role.

The purpose of this qualitative study was to explore the administrative supervisors' perspective of their managerial practices and how these practices contribute to nurse and patient safety. The position of administrative supervisor, often referred to as house supervisor on the evening and night shifts, lacks empirical data supporting efficacy. A focused ethnographic study was conducted with 30 administrative supervisors from acute care hospitals, using in-depth interviews and job descriptions. Regardless of the size, location or type of hospital, the interviews revealed the administrative supervisor as the hospital shift leader, who achieves nurse and patient safety when performing his/her role responsibilities, despite being disconnected from the nursing management team. To support patient care quality and safety, the administrative supervisor competencies need to be developed along with role-specific education programmes. Additionally, there is a need to recognise these off-shift leaders as a key stakeholder on the nursing leadership team. Although nurse leaders in many countries may believe they understand this role, this is among the first empirical studies. These results can lead discussions on enhancing nurse and patient safety with additional support for administrative supervisors, along with the discussion of a best practice model for off-shift leadership.

Administrative Supervisors: A Qualitative Exploration of Their Perceived Role.

The administrative supervisor, who is the nurse manager present on the night and weekend shifts, can be found in hospitals throughout the United States. Yet, very little research has been published about this role on weekend and night shifts in acute care hospitals. The objective of this qualitative research study was to gain a better understanding of the administrative supervisor role. In-depth interviews with administrative supervisors were conducted at acute care hospitals in the mid-Atlantic region of the United States. Thematic analysis was used to reduce the data and identify codes and themes. Administrative supervisors experience and described their role within a "different" hospital world on weekends and at night. The administrative supervisors consistently stated that they oversee and are responsible for staffing and patient flow, crisis management, and management support for the staff. That administrative supervision is a challenging position for nurses is particularly evident as researchers seek to obtain a better understanding of how nurse leaders make a difference. This research delineates these different supervisor role responsibilities to provide a better understanding of management during the "off-shift." Nurse leaders can utilize this information to assist in justifying the need for this shift management role at their institutions.

A Six Sigma Trial For Reduction of Error Rates in Pathology Laboratory.

A major target of quality assurance is the minimization of error rates in order to enhance patient safety. Six Sigma is a method targeting zero error (3.4 errors per million events) used in industry. The five main principles of Six Sigma are defining, measuring, analysis, improvement and control. Using this methodology, the causes of errors can be examined and process improvement strategies can be identified. The aim of our study was to evaluate the utility of Six Sigma methodology in error reduction in our pathology laboratory. The errors encountered between April 2014 and April 2015 were recorded by the pathology personnel. Error follow-up forms were examined by the quality control supervisor, administrative supervisor and the head of the department. Using Six Sigma methodology, the rate of errors was measured monthly and the distribution of errors at the preanalytic, analytic and postanalytical phases was analysed. Improvement strategies were reclaimed in the monthly intradepartmental meetings and the control of the units with high error rates was provided. Fifty-six (52.4%) of 107 recorded errors in total were at the pre-analytic phase. Forty-five errors (42%) were recorded as analytical and 6 errors (5.6%) as post-analytical. Two of the 45 errors were major irrevocable errors. The error rate was 6.8 per million in the first half of the year and 1.3 per million in the second half, decreasing by 79.77%. The Six Sigma trial in our pathology laboratory provided the reduction of the error rates mainly in the pre-analytic and analytic phases.

Unwarranted Social Work Authorship: A Partial Solution Is at Hand

Professor Natasha K. Bowen (2013) has done an admirable job in bringing to the attention of the social work scholarly community the problem of inappropriate authorships. This problem can arise through a number of possible routes, ranging from benign ignorance to malignant misappropriation. These unethical authorships can occur when a legitimate author overgenerously grants coauthorship to a peer, to someone senior to them, to an academic or administrative supervisor, or to a friend. Unethical authorships can also be granted when a spurious author passively accepts coauthorship when it is unwarranted, perhaps awarded by a junior, by someone currying favor, or a legitimate author believing that having a more distinguished personage appear as a coauthor will enhance the professional patina of his or her paper. In some egregious cases, an overly acquisitive (usually) senior-level social worker (perhaps tenured!) implicitly or explicitly demands authorship of a junior colleague's work. Dr. Bowen proposes some suggested authorship guidelines for social work researchers, guidelines said to be potentially useful by potential authors, journal editors, social work program directors, and students. I think these guidelines are good. And bad. The good aspects are obvious. If adopted they would help mitigate the problem Bowen describes. Let me focus on why I think these are a bad idea, or at least, premature. If we adopt Authorship Guidelines for Social Work Researchers as Bowen suggests, one can readily see similar guidelines emerging for psychologists, nurses, physicians, marriage and family therapists, and so forth. I publish in a variety of different disciplinary journals, and I often coauthor projects with nonsocial work academics and practitioners. Whose guidelines should we follow? The potential for conflicting standards is obvious. Having unique authorship guidelines for social work journals may inadvertently discourage distinguished nonsocial work researchers from introducing their work to our field. Some journals, such as Nature, provide extensive guidelines for determining authorship (see http://www.nature.com/authors/policies/authorship.html), which, among many other features, requires that all authors describe their particular contributions to a given manuscript being submitted. Such existing standards could be considered for potential adoption by social work journals, first, prior to reinventing the wheel. However, a partial solution is already at hand. For reasons that are unclear to me, Dr. Bowen did not cite the current edition of the Publication Manual of the American Psychological Association (American Psychological Association [APA], 2009), a long-existing manual whose guidelines almost all English-language social work journals adhere to (including Social Work Research), and a manual most social work doctoral students learn to follow fairly closely. The APA manual provides more than a standardized method for formatting papers and citing papers--it provides information on legal and ethical aspects of publishing and has something to say on the topic of authorship. Here are some of the statements contained therein that overlap with Bowen's suggested guidelines: Definition of authorship. Individuals should only take authorship credit for work they have actually performed or to which they have substantially contributed. ... Authorship encompasses, therefore, not only those who do the actual writing but also those who have made substantial scientific contributions to a study. …

Sitting Practice: A Novel

Back to table of contents Previous article Next article Book ReviewFull AccessSitting Practice: A NovelNancy Glimm L.C.S.W.Nancy Glimm L.C.S.W.Search for more papers by this authorPublished Online:13 Jan 2015https://doi.org/10.1176/ps.2008.59.12.1479aAboutSectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack Citations ShareShare onFacebookTwitterLinked InEmail Reading Sitting Practice for the writing alone is a pleasurable and valuable experience. The characters are well described, familiar, and full of life. The author is an accomplished writer, having published two novels and two collections of short stories. She has won numerous literary prizes. Caroline Adderson works with themes of tragedy, crisis, relationships, and family of origin. She explores the ways a budding meditation practice can mediate these life events by looking at the impact of Buddhist teachings on individuals in the midst of a severe life crisis. The book has been published by a division of Shambhala Publications, Inc., one of the major publishers of Buddhist writing in the United States. This novel attempts to describe the impact of meditation practice on one character and how this in turn affects all those around him. Adderson attempts to integrate a literary narrative with a sense of truthfulness. This is not an easy task. Those who have a serious and long-term meditation practice know that it is very difficult to describe the changes that practice has on one's cognition. In meditation, describing the impact of behavioral change is more possible. The author tries to do both.The delightful, but promiscuous, Ross provides food services for movie crews. He is popular and successful in his career. He has many love relationships and is teased in his apartment building for the numbers of women seen coming and going. Ross is the type of man who never makes enemies with ex-lovers. His main offense is snoring, due to a blockage in his sinus passages. He finally decides to have the surgery to correct the problem. He fears he will die, and his self-centeredness is fully revealed. Ross has his surgery to unblock his sinuses and in the process meets nurse IIiana. She is unlike any of Ross' previous women, many of them actresses from the movie crews he feeds. The two fall in love. Ross also has a sister named Bonnie, who is even more self-focused. Bonnie becomes suicidal whenever her love life is off kilter, so she is frequently suicidal. She has a beloved son, Bryce. Ross is a devoted uncle to Bryce. Ross's good nature is abundantly clear with his nephew.The story unfolds from here. The novel is interesting on many levels. It is well written, and that is a pleasure in itself. The clinician will find the characters coherent, and their conflicts and how they manage life challenges unfold with verity. Psychotherapists with serious meditation practices might find this book somewhat frustrating, knowing that it is difficult to describe the impact that meditation has on mind states. The author does a good job with the main character, who mediates struggles with the impermanent nature of all arising phenomena. The book will appeal to anyone practicing psychotherapy. The characters struggle with life crises and transform their lives with affirming resilience—here with the use of meditation. The novel affirms the helpfulness that meditation can have in healing.Ms. Glimm is administrative supervisor for the Jewish Board of Family and Children's Services, New York. FiguresReferencesCited byDetailsCited ByNone Volume 59Issue 12 December, 2008Pages 1479-1480PSYCHIATRIC SERVICES December 2008 Volume 59 Number 12 Metrics PDF download History Published online 13 January 2015 Published in print 1 December 2008

Supervisees' Perceptions of Their Clinical Supervision: A Study of the Dual Role of Clinical and Administrative Supervisor

A study of 158 postdegree counselor supervisees showed that 49% had a clinical supervisor who was also their administrative supervisor. Supervisees reported overall satisfaction with clinical supervision, with no statistically significant differences between those whose supervisor served in both clinical and administrative roles and those receiving supervision from only a clinical supervisor. Furthermore, the majority of supervisees receiving clinical and administrative supervision from the same person did not view this dual supervisory role as problematic (82% of n = 70), and 72.5% reported specific benefits. Implications for research and practice are provided, with attention given to ethical considerations.

Should the Clinical Supervisor Be the Administrative Supervisor?

This article presents the clinical supervisor as administrative supervisor dual role as both an ethical issue and a current practice in counselor supervision. The author examines the two supervisor roles as well as the pros and cons of supervisors assuming the dual role with a supervisee. Finally, the author proposes how both administrative and clinical supervision can be ethically and effectively delivered in various counseling settings given their financial struggles and managed care climate.

Nurses Under Stress

Administrative supervisor, pediatric special care unit, The Hospital of the Albert Einstein College of Medicine, Bronx, Newyork