The Roles and Competencies for Nursing Top Managers in Rapidly Changing Hospital Environment

通过对执业护理高层管理人员的访谈和对医院主管人员（如医院院长）的问卷调查，确定了护理高层管理人员的11类53项能力和高绩效特征。通过对分类和能力内容的进一步研究，编制了护理高层管理人员胜任力词典，包括5个胜任力域、28个特征和217个胜任力。为了确定其有效性和有用性，对护理事务主任进行了问卷调查，并对问卷中的某些领域或能力进行了“有用但不必要”或“不必要”的评估。这些反应或迹象将被认为反映了他们作为护理最高管理者的认可，同时，将是一个需要解决的问题。本研究的下一阶段将旨在探讨如何适当地规定每个领域及其能力，并通过护士管理者小组访谈确定每个领域及其能力对管理者的要求水平或程度，并最终计划为护理高层管理者开发一个实用的能力词典，作为他们能力评估的模型。

11 categories and 53 abilities as the roles and high performance characteristics of nursing top managers have been identified through interviewing practicing nursing top managers and a survey of questionnaire for hospital executives such as directors of hospital. A further examination of the content of the categories and abilities resulted in developing a competency dictionary of nursing top managers consisted of 5 competency domains, 28 characteristics and 217 competencies.To identify their validity and usefulness, a survey by questionnaire for directors of nursing affaires was implemented, and some areas or competencies in the questionnaire were assessed as "useful but not necessary" or "not necessary". These responses or indications would be considered to reflect their recognition as a nursing top manager, and at the same time, will be an issue to be addressed.A next stage of this research will aim at looking into how to appropriately stipulate the each area and its competencies and identifying the level or extent to which the each area and its competencies are required for the manager through nurse manager group interviews, and finally plan to develop a practical competency dictionary for nursing top managers to be used as a model for their competency evaluation.