Aims The current study aims to examine the attitudes of healthcare professionals towards nurse–physician collaboration and to explore the level of satisfaction concerning the quality of collaboration among them. Design A descriptive comparative study design was used to demonstrate attitudes of 338 participants (158 internship nurses, 139 nurses and 41 physicians) working in intensive care units, surgical department and medical department. Methods Two instruments were used, socio‐demographic data sheet and Jefferson scale of attitude towards nurse–physician collaboration (JSANPC), it consisted of 15 items under 4 dimensions. Results The internship nurses have the high score (38.6%) in poor level of satisfaction regarding quality of collaboration between nurses and physicians comparing to staff nurses and physicians. Physicians are satisfied (61%) with the level of collaboration between them and nurses. Staff nurses have the high positive attitude (48.45 (4.03)) towards collaboration between nurses and physicians comparing to physicians and internship nurses. Conclusion Internship nurses were not satisfied with the level of collaboration between nurses and physicians.

Background Health organizations currently face tremendous challenges in the management of the COVID-19 pandemic. To do this, successful and proven scientific practices and support are needed. Aim This study aimed to explore the challenges, practices, and organizational support dealt with by nursing managers in the management of the COVID-19 pandemic. Method A qualitative content analysis study evaluated 35 nursing managers in five university hospitals through a semi-structured interview. The Consolidated Criteria for Reporting Qualitative Research were used for this qualitative study. Results Three main themes emerged: Challenges include the development of a COVID-19 crisis management plan, a shortage in nursing staff, and psychological problems. Practices include; changes in work schedules for nursing staff, the exchange process, hospital preparation, and training and education. And organizational support includes both support at an organizational level and support at an individual level. Conclusion This study revealed that nursing managers are faced with many challenges in the management of COVID-19, requiring good practices and organizational support. This study offers evidence for nursing managers to expect problems that may arise during the pandemic. Recommendations The COVID-19 pandemic requires the development of an integrated plan, and this plan must be disseminated to the hospital’s nursing and medical teams to better equip them for the current and future crises.

Aims To assess the effect of nurses’ perception to workplace civility climate on nurse–physician collaboration and determine whether the largest contributor to changing the climate of the workplace are the employees or top management. Design This study used non‐experimental descriptive cross‐sectional study design, which using purposive sample (139 nurses) working at Health Insurance Hospital. Method The current study data were collected by using self‐administered questionnaires including three tools: (a) a structured interview questionnaire includes personal data; (b) perceived workplace civility climate scale (15 items); and (c) Nurse Physician Collaboration Scale (27 items). Results Main result of this study reveals that there was a positive statistically significant correlation between workplace civility climate and collaboration (0.208 * ). Studied nurses were perceived top management with the high score (87.5) than employees (65.2). Conclusion Workplace civility climate was demanded for well collaboration between nurses and physicians to provide high‐quality services; when nurses and physicians have increase chance to work in civility climate, combining with response to incivility and low intolerance for it, they will be more collaborated. Recommendation: Policies and procedures are very important in healthcare settings to address uncivil actions and establish a civilized climate.

Background: Job satisfaction affected positively by role clarity and in turn job satisfaction adds positive effect to nurse's roles and responsibilities. When employees and employers are satisfied with their jobs, this will make them committed to their organizations and in turn contributes to organizational success. Aims: To explore the relation between role clarity and job satisfaction among nurses and the relations between nurses' personal characteristics data, role clarity, and job satisfaction. Design: A descriptive correlational design was used.

Background Since the United Nations has adopted the Sustainable Development Goals in 2015, sustainability has been increasingly considered. Working time is an important resource (time is money), as well as the nurses inside hospitals. So, nursing activities must be studied and analyzed well. Consequently, the resulting information gives hospital managers a clear picture of the current status—the basics of developing plans for sustainability and keeping pace with developed countries. Aim This study was designed to study nursing activities performed in inpatient units and to determine which types of nursing activities are the most frequent and time-consuming, how much time each category of nursing personnel spends in different activities, and how units divide their time between patient care and other activities. Method A work sampling method was used on 36 nurses in six units for three successive years, using two tools: a demographic data sheet and guidelines for the level of activities and area of activities. Results There were 5,184 observations per year. According to area of activities, personal, and patient activities were the most time-consuming and frequent. According to the level of activities, unclassified and nursing activities were the most time-consuming among the intensive care, medical, and surgical units under study (44.1%, 41.6%, and 55.2%, respectively, and 28.2%, 34.8%, and 28.3%, respectively). The work of technical and diploma nurses was similar. Conclusion Personal, unclassified, and patient activities consumed a large portion of nursing hours during the morning shift. Meanwhile, unit and personnel activities have consumed a minimal portion of hours. No significant differences in work were observed between technical and diploma nurses. Recommendations Nursing managers and leaders should take a step to improve sustainability in their hospitals through study the nursing activities to gather data to develop plans for the future and rearrange the entire nursing staff in hospital units according to the needs of each shift.