الفهرس 
Levels of innovationOnly 14 pages are availabe for public view
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Abstract
Based on the rapid changes in the environment, a health care organizations’ ability to innovate considered a key factor for sustained growth, improved quality of care and well-being, and the overall development of the organization in health field. An organization can innovate more effectively and efficiently when all interrelated or interacting activities managed as a system that guides the organization to determine its innovation vision, strategy, policy, and objectives, and to establish the support and processes needed to achieve the intended outcomes.
The effective development and practice of innovative managerial skills among nurse managers provides them with an effective tool to constantly accept and manage risks and uncertainty; sustained renewal of the work strategies; improved growth, resource efficiency, productivity and profitability, achieve a competitive advantage over competitors; reduced costs, increased satisfaction of customers, patients, and all organizational personnel; increased retention of engaged and empowered personnel in the organization; increased ability to attract partners, collaborators, and funding, and finally, enhanced the organizational long-term survival and reputation in the health field.
Thus, this study was conducted to develop and implement an innovative managerial skills training program for nurse managers in Menoufia University Hospitals at Shebin El-Kom through the following hypotheses; there will be an improvement of all levels of nurse managers’ innovative managerial skills and knowledge after implementing training program than before at the study group than control group, not all levels of nurse managers are familiar with the enablers of innovative managerial skills, and there are many barriers facing all levels of nurse managers for implementing innovative managerial skills.
The study conducted at different departments and units in Menoufia University Hospitals at Shebin El-Kom included operating rooms (OR) (5), departments (16), and ICUs (14). A quasi-experimental research design conducted to achieve the aim of the study. The sample of the present study included all levels of nurse managers working in Menoufia University Hospitals at Shebin El-Kom at the pre-mentioned units and available at the data collection period. The available number was (70) of all levels of nurse managers divided into the study group, (35) and control group (35) based on the acceptance to participate in the study and had the needed skills to participate in the online sessions. The study consumed around 1 year from 1-2020 to 1-2021.
Three different instruments adapted and modified by the investigator after reviewing the related literature to collect the data of this study; applied three times: before the program, at the end of the program (post-test), and three months after implementation of the program; the first instrument was self-administered knowledge test to assess the nurse managers’ knowledge level of innovative managerial skills. It contained 50 questions (18 mcq - 16 true &false- 16 matches) divided into 8 dimensions: creativity and imagination (6 questions), learning and technology (6 questions), motivation (6 questions), communication and emotional intelligence (8 questions), leading groups and teams (6 questions), understanding the external environment (6 questions), goal-orientation (6 questions) and crisis and risk management (6 questions).
he second instrument was needs assessment questionnaire to determine the innovative managerial skills needed from the nurse managers’ point of view and to assess the nurse managers’ innovative managerial skills throughout the program phases. It included two parts: Part one: Personal characteristics of the respondents. Part two: Contained 130 items divided into 8 categories: creativity and imagination (17 items), learning and technology (13 items), motivation (16 items), communication and emotional intelligence (28 items), leading groups and teams (14 items), understanding the external environment (8 items), goal-orientation (19 items) and crisis and risk management (15 items). The third instrument was barriers and enablers of innovative managerial skills questionnaire to examine the barriers and enablers for implementing innovative managerial skills. It contained 36 items: included 19 items that expressed enablers that helped the nurse managers in implementing innovative managerial skills and 17 items that indicated barriers that faced the nurse managers in implementing innovative managerial skills. Statistical methodology: Collected data organized, statistically analyzed, presented, and tabulated using statistical package for Social Sciences (SPSS) program version 26. Results of the current study summarized as following: 1. The most need assessment of innovative managerial skills were motivation (97.14%), learning & technology (94.29%), and goal-orientation (94.29%) for the study group, and the least need assessment of innovative managerial skills were creativity & imagination (82.86%) and leading groups & teams (80.00%). 2. The nurse managers’ innovative managerial skills were improved regarding all dimensions at post-test of study group (82.86%) than control group compared to pre-test of study group, and then diminished at follow up (80.00%) after three months of program. 3. There was statistically significant difference regarding study group’ innovative managerial skills dimensions as leading groups & teams, and understanding the external environment, also there was statistically significant difference between study group at pre-test (t=15.73, p=0.007) and follow up (t=14.36, p=0.021) regarding total innovative managerial skills throughout the study phases. 4. The majority of study group’ nurse managers had satisfactory knowledge of innovative managerial skills at post-test (97.14%) and follow up (94.29%) compared to pre-test and control group. 5. There was statistically significant difference between study and control group about the knowledge of the innovative managerial skills as the following; motivation, understanding the external environment and crisis and risk management dimensions. 6. More than half (54.29%) of innovative managerial skills enablers was at the control group than study group, while the majority (65.71%) of innovative managerial skills barriers were at the study group than control group. 7. The total mean scores of the nurse managers’ enablers (organizational and individual) for innovative managerial skills was higher (31.976.09) at control group than study group, while the total mean scores of the nurse managers’ barriers for innovative managerial skills was higher (30.312.52) at study group than control group 8. There was statistically significant positive correlation between the nurse managers’ experience years at pre-test of study group (r= 0.343, p=0.043) and the total score of innovative managerial skills. 9. There was highly statistically significant positive correlation between the nurse managers’ experience years at study group (r= 0.446, p=0.007) and the total score of innovative managerial skills enablers. 10. There was negative correlation between nurse managers’ age and total score of innovative managerial skills enablers at control group (r= -0.059, p=0.737), while there was negative correlation between nurse manager’ age and total score of innovative managerial skills barriers at study group (r= -0.370, p=0.029). According to the study findings, it recommended through three levels: At the hospital level: 1. Nurse managers might seek to improve the learning and technology, goal-orientation and motivation skills through giving rewards and incentives that are essential to improve innovative managerial knowledge and skills. 2. Health care organizations might facilitate innovative managerial skills among nurse managers through support structures and internal politics to identify and develop innovations early and enhance organizational growth and improvement. 3. Nurse managers would protect innovation from bureaucratic limitations to improve innovation strategies at all health care organizational levels. 4. Hospital administration might continuously assess nurse managers’ needs for innovative managerial knowledge and skills to integrate these skills into hospital culture and create a more innovation-friendly environment. 5. Health care organizations might specialize the required fund and effective teams to drive innovative process and share innovative managerial knowledge and skills throughout the healthcare organization. 6. Hospital administrators needed to outline and discuss strong impact of barriers that can hinder innovative managerial skills among nurse managers and determine strategies to control negative impact of these barriers. At the educational level: 1. Nurse managers needed to attend conferences, workshops and training programs about innovation, its enablers and barriers that inspire climate to serve inspiration of innovative ideas and enhance innovative managerial knowledge and skills. 2. The novel concept of innovative managerial skills presented as an academic subject in the curriculum for technical institute and nursing faculties’ nursing students and evaluated annually for renewal and modification.3. The faculty advised to enrich the library with books and articles related to the novel concept of innovative managerial skills. At the research level: Further researches are required to: 1. Replicate this study in other health care settings among all healthcare professionals. 2. Investigate the effects of education program about innovative managerial skills on health care organizational personnel performance, decision making and problem solving abilities. 3. Study the effects of training program for nurse managers about innovative managerial skills on the health care organizational productivity and quality of nursing care.