Frontline manager – managing to care Essay

Introduction

Managers in care services have a vision that can encourage people to work together. The Frontline Manager bears the responsibility to take on issues of other individuals and the evaluator judges on the basis of the results of the whole team. On managing a multidisciplinary team, the spirit lies by supporting people with training, practical knowledge, experience and contributions to deliver the tasks.

For a frontline manager to manage care, involves programmes that mixes skill building with structured peer collaboration and real time problem solving to address actual challenges in hand.

 Abstract

The roles and tasks undertaken by the manager in managing care is complex. The complexity is grouped into three broad areas:

Operational
Strategic
Professional
Operational- Care services are effectively managed and adhere to departmental objectives to resolve operational objectives. Interaction with a wide domain of staff services to support, supervise, allocate and deliver work.

Strategic- Strategic developments linked to the implementation of legislation and policy for smooth implementation of long term plans. Strategic demand targets in addition to developing services along side systems to meet the forecast.

Professional- Responsibility for managing all domestic and ancillary care staffs, which includes their induction, training, development and appraisal.

The society expects the manager to act, adhere, analyze, assess, commit, communicate, contribute, consult, coordinate, delegate, deliver, discipline, establish, facilitate, gather, influence, initiate, integrate, plan,  present, teach, lead, resolve and work.

Conclusion

The role of manager is in a state of change and confusion with a plethora of policies and procedures. Managers and workers may experience tensions relating to the contact of their works as well as the professional and organizational interaction that affect them. He should prevent discrepancies at place of work due to conflicts, frustration, sex and creed.

 A ‘competent work place’ should be developed with an emphasis on the organization as a system which has to adapt through learning to changing demands created by its environment. The performance and morale of the workforce can be improved by:

Control to partnership.
Blue prints to a model of reality.
Passivity to maximum use of resources as a creative resource.
He should be regarded as a role model for finding solutions in difficulties through innovative thinking. He needs to direct team member’s attention away for their professional backgrounds towards a single system of care management and planning.

Frontline manager is the person to whom practitioners look for support and guidance in their work. The manager’s response to this affects the experiences and opportunities to learn and develop. A practice led management for managing care services help in improvement in the quality of life.

Managers are to respect human services and provide utmost quality work to improve the management scenario. Ensuring honest and meaningful participation is a key role of a Frontline Manager to succeed.

References

Carrier, J. and Kendall, I. (1995) “Professionalism and Inter-Professionalism in Health and Community Care: Some Theoretical Issues”, in P. Owens, J. Carrier and J. Horder (eds) Interprofessional Issues in Community and Primary Health Care, London, Macmillan.
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Kanter, R.M. (1985) The Change Masters: Corporate Entrepreneurs at Work, London, Allen and Unwin.
Livingstone, S. and Bovill, M. (1999) Young People New Media, Report of the Research Project “Children, Young People and the Changing media Environment”.
Nocon, A. (1994) Collaborations in Community Care in the 1990s, Sunderland, Business Education Publishers.