Nurse Management Skills Required at an Emergency Care Unit Competências Gerenciais Requeridas De Enfermeiros Em Um Pronto-socorro Habilidades Gerenciales Requeridas De Enfermeros En Una Unidad De Atención De Emergencias

Objective: To identify the management skills needed for this professional at an emergency care unit. Method: An exploratory descriptive qualitative study conducted with eight nurses in which semi-structured interviews with nonparticipating systematic observation were conducted; the data was processed by content analysis. Results: The categories which emerged from the content analysis served as a list of management skills necessary to their work at the emergency care unit: leadership, decision making, communication, time management and teamwork. Conclusion: management skills can communicate between each other and are mobilized in a hologramatic manner in the nurses' performance in a scenario which greatly enhances the technical aspect as key to a productive practice. Descriptors: Nursing, Emergency nursing, Nursing administration research, Practice management. RESUMO Objetivo: identificar as competências gerenciais necessárias a este profissional em um pronto-socorro. Método: estudo qualitativo descritivo-exploratório realizado com oito enfermeiros em que se conjugou entrevista semi-estruturada com observação sistemática não participante; os dados foram tratados pela análise de conteúdo. Resultados: as categorias emersas da análise de conteúdo permitiram elencar como competências gerenciais necessárias para sua atuação no pronto-socorro: liderança, tomada de decisão, comunicação, administração do tempo e trabalho em equipe. Conclusão: as competências gerenciais possuem dialogicidade entre si e são mobilizadas de maneira hologramática na atuação do enfermeiro em um cenário que valoriza sobremaneira o aspecto técnico como elemento fundamental para uma prática produtivista. Descritores: Enfermagem, Enfermagem em emergência, Pesquisa em administração de enfermagem, Gerenciamento de prática profissional. RESUMEN Objetivo: Identificar las habilidades gerenciales necesarias para este profesional en la unidad de atención de emergencias. Método: Estudio cualitativo descriptivo-exploratorio, realizado con ocho enfermeras, en que se realizó una entrevista semi-estructurada con observación sistemática; no hubo participantes y los datos se procesaron mediante análisis de contenido. Resultados: Las categorías emergidas del análisis de contenido permiten la lista como competencias gerenciales necesarias para el trabajo en una unidad de atención de emergencias: liderazgo, toma de decisiones, comunicación, gestión del tiempo y el trabajo en equipo. Conclusión: las competencias de gestión tienen dialogicidad entre sí y san movilizados de manera hologramática en las acciones del enfermero en un escenario que se mejora enormemente el aspecto técnico como el elemento fundamental para una práctica productivista. Desciptores: Enfermería, Enfermería de urgencia, Investigación en administración de enfermería, Manejo práctico. Emergency room Nurse. Master in Nursing at UFPR. Assistant Professor at the Universidade Estadual de Londrina (UEL). Member of the Group of Policy Research, Management and Health Practice at UFPR (GPPGPS/UFPR). Rua Paes Leme, 64, Ap.102, Jardim Ipiranga, Londrina-PR, CEP: 86010-622. Phone: +55 (43)9677-8932. E-mail: [email protected]. Nurse. PhD in Nursing. Professor at PPGENF/UFPR. Leader of GPPGPS/UFPR. E-mail: [email protected]. Nurse. PhD in Nursing. Professor at PPGENF/UFPR. Associate Professor of Université Laval, Canadá. Member of GPPGPS/UFPR E-mail: [email protected]. *Article designed from the master thesis "The work of nurses in the emergency room: an analysis from the perspective of management competencies" submitted to the Postgraduate Program in Nursing at Federal University of Parana, Brazil (PPGENF/ UFPR), completed in 2009. RESEARCH ISSN 2175-5361 DOI: 10.9789/2175-5361.2013v5n3p245 Montezeli JH, Peres AM, Bernardino E. Nurse Management... J. res.: fundam. care. online 2013. jul./set. 5(3):245-52 246 Standard administration performed by rules is being increasingly replaced by the use of concepts such as learning, knowledge and competence in order to ensure the advantageous position of organizations today. In a professional context, competence is defined as the ability to articulate, put into action values, knowledge and skills necessary for the efficient and effective performance of activities required by the nature of work. In the nursing context, the term competence is defined as the ability to know and act upon certain situations and it involves the ability to perform planning, implementation and evaluation of actions for which the experience is an important factor to do it with quality. Specifically on the nurse’s management ability, according to the fourth article of the National Curriculum Guidelines (DCNs), this ability should be developed during their academic process. But even if the academy call attention to this practice and seek to form a nurse based on these principles, marketing bases anchored in capitalism make health institutions expect from this professional a management action with a view to profitability. The work of the authors in a hospital emergency service provided specific experiences to the dynamics required for this environment that in many situations allowed knowledge to flow, skills and peculiar attitudes. Empirically, we found that these differences deserve to be explored in greater depth through the following question: what are the management competencies required of nurses in action in the ER (PS)? Those concerns have raised this research aimed to identify the necessary management competencies for a nurse in a PS. Descriptive exploratory qualitative study done at a philanthropic university hospital in Curitiba-PR, Brazil, with eight nurses from the emergency room. All 10 nurses in the sector were invited to participate in the study, but two of them refused. Data collection took place from February to April 2009, ethically grounded under Resolution no. 196/96 of the National Health Council; the researchers signed a term of informed consent and approval at the Research Ethics Committee of the Evangelical Beneficent Society, under protocol number 7799-08. We used semi-structured interviews, combined with the systematic non-participant observation and investigative option. The interview was recorded and addressed the following question: ‘what do you consider to be the management competencies required to develop activities in your daily work in the PS?’ The observational procedure was recorded in a field journal and performed after applying the interview, totalling 65 hours, and the average time with each nurse was eight to ten hours. We were able to determine the amount of hours since at a given time, new situations stopped coming up, and we ended up with only repetition of facts. Data was treated by content analysis and the results were shown under categories. The speeches that illustrate the categories were labelled from EE1 to EE8 (interview with nurse 1 interview with nurse 8). Since the snippets cut INTRODUCTION