The purpose of this study was to assess nursing staff's work-related problems as perceived by their managers and thereafter develop strategies that would serve as a guide for nurse managers to manage these problems. A descriptive research design was used. The participants included in the study consisted of the following two groups: Group 1—a convenience sample of 150 first-line managers working at three different hospitals; and Group 2—a panel of experts for the Delphi technique, selected using the Snowball sampling technique. Tools for data collection included the following: Tool 1—questionnaire about nursing staff's problems; Tool 2—Delphi technique to develop strategies for managing nursing staff's problems; and Tool 3—opinionnaire format. The recruited first nurse managers were of the opinion that job stress, work overload, conflict, workplace violence, poor performance, staff turnover, demotivation, lack of empowerment, and staff absenteeism were among the common problems faced by staff nurses at work. From the expert panelists’ perspectives, the newly developed strategy in this study was considered valid; the researchers recommend the strategy developed in this study to be universalized in different health care settings and used as a guide for nurse managers.

Developing a professional identity is rooted in the dimensions of professionalism and professional development. Moreover, the need for teaching professionalism has a mutual relationship with the formation of a desirable professional identity. The current study aimed at developing a professionalism manual for the nurse managers to improve their perception regarding professionalism and professional identity. Quasi-experimental research design with pre-test, post-test, and follow-up was used. The study was conducted at two different hospitals; Menoufia University hospital and Al-helal Insurance hospital, Menoufia Governorate, Egypt. The participants included all nurse managers at different levels from the two different hospitals (n =100). Tools: tool 1: Professionalism Questionnaire and tool 2: Professional Identity Assessment Questionnaire were used to collect data. there was a statistically significant improvement in professionalism perception and professional identity level immediately after administering the professionalism manual and after three months in the follow-up phase than the pre-test phase. Additionally, there was a statistically significant positive correlation between two variables of the study at the post and follow-up phases, but not significant at the pre-test phase. the professionalism manual was effective in improving nurse managers’ perceptions regarding professionalism and professional identity. Recommendations: Incorporate the attributes of professionalism that were included in the professionalism manual as a guide for the performance review processes of nurses.

Background: lean management and clinical governance as solutions for quality health care require rigorous consideration of the essential success factors for their adoption. Aim: To assess the level of the Success Factors Key for Lean management practice and clinical governance climate implementation as perceived by nurse managers at selected hospitals. Methods: Descriptive, comparative, research design was used and was conducted in two selected hospitals in Egypt; namely, Menoufia University Hospital and Benha University Hospital on all nurse managers in the different managerial levels from each of the selected hospitals were included (no= 152). by using two tools, Lean Management Practice Questionnaire and Clinical Governance Climate Questionnaire Results: The level of the success factors key of Lean management in Menoufia University Hospital and Benha University Hospital was moderate level, the level of the Success Factors Key of clinical governance at Menoufia University Hospital was low level while in Benha University Hospital was moderate level. Additionally, the majority of the nurse managers in both study settings moderately perceived the success factors key for lean management practice and clinical governance climate implementation. Conclusion: There was a statistically significant correlation of success factors key for Lean management practice and clinical governance climate implementation in both study settings. Recommendations: Developing a strategy for lean management integrating clinical governance is recommended as a quality improvement initiative in health care organizations