Specifically, both positions involve effective administrative responsibilities, including the need to be aware of the specific strengths and weaknesses of hospital systems and care structures. The literature states that nurse managers are often not as well-qualified with regard to managing business activities and are better suited to clinical procedures (Kleinman, 2003), and it was clear that the non-clinical manager was more effective in this area. However, in my experience non-clinical managers occupy a less stressful position in that they are not tasked with the responsibility of actually performing medical treatment. However, both positions require one to be able to think in an autocratic manner, and both the chief nursing officer and the non-clinical manager have the same ultimate mission of enforcing quality care and patient safety. Another objective that I achieved was receiving actual empirical experience in my field. As much as the actual interview, it was incredibly informative to simply be exposed to the highly chaotic environment of the surgical unity. It was...

This experience inside the actual workplace provided me with experience that I could never have received had the interview been conducted over the phone, for example.
Finally, an additional objective I achieved was that I have a stronger understanding of my qualifications for the industry. I have clarified that I do want to pursue a position in the field, and with a strong demand for nursing services (Andrews, Dziegielewski, 2005), I am confident that I will pursue the position and now possess an understanding of the skills needed to succeed.

References

Andrews, D.R., & Dziegielewski, S.F. (2005). The nurse manager: Job satisfaction, the nursing shortage, and retention. Journal of Nursing Management, 13(4), 286-295.

Kleinman, C.S. (2003). Leadership roles, competencies, and education: How prepared are our nurse managers? Journal of Nursing Administration, 33(9), 451-455.