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Journal articles on the topic 'Managers in social services'
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Hanlen, Trish. "Social service managers and student information provision." Aotearoa New Zealand Social Work 23, no. 4 (July 8, 2016): 65–75. http://dx.doi.org/10.11157/anzswj-vol23iss4id152.
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Information about students is important to social service agency managers when they consider the question of fieldwork placement provision. This article addresses how student information may influence social service agency managers’ decision making towards hosting a student in a non-statutory agency. It draws upon a study of 13 social service agency managers in provincial Aotearoa New Zealand, which involved participants in two separate but consecutive interviews. The findings from this interpretative qualitative study, utilises an eco-systems theoretical framework. Information about students’ personal, cultural and educational characteristics and their interest in social services provide important information that influences managers’ decision-making toward provision.
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Jessen, Jorunn Theresia. "Job satisfaction and social rewards in the social services." Journal of Comparative Social Work 5, no. 1 (April 1, 2010): 21–38. http://dx.doi.org/10.31265/jcsw.v5i1.51.
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This article investigates the sources of job satisfaction among practitioners and managers employed in the Norwegian public social services and the professionals´ perception of social rewards in particular. Being valued, receiving praise and positive feedback are considered to be important aspects of job satisfaction. Nevertheless the expertise and competence of social workers is not always acknowledged. A central question raised is whether the workers´ job satisfaction is influenced by their opportunities for support and recognition, compared to other (intrinsic and organisational) rewarding aspects available to social service workers. The empirical data come from a 2004 quantitative survey among social workers in local welfare agencies. Despite conflicting demands and lack of resources in the front line services, findings indicate that managers and practitioners perceive their work as overall equally satisfying. Still, the managers find their job more interesting and challenging due to their position, reporting higher feelings of accomplishment and control over work. Receiving public approval and co-worker support are positively associated with job satisfaction within both work positions, while superior support and client recognition were found to be significantly rewarding aspects to the practitioners only. The final discussion addresses the challenges for an organizational climate that sustain the worth and contribution of social professionals
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Kirst-Ashman, Karen K. "Book Review: Women Managers in Human Services." Families in Society: The Journal of Contemporary Social Services 72, no. 6 (June 1991): 378–79. http://dx.doi.org/10.1177/104438949107200613.
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Elliott, Ian C., Caroline Sinclair, and Hannah Hesselgreaves. "Leadership of Integrated Health and Social Care Services." Scottish Affairs 29, no. 2 (May 2020): 198–222. http://dx.doi.org/10.3366/scot.2020.0316.
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This research explores the lived experience of those individuals charged with leading the integration of health and social care services in Scotland. The research was primarily qualitative in nature – comprising of a qualitative survey of front-line managers of integrated health and social care services from a single partnership area. The survey explored the management and leadership tasks and activities expected of those leading health and social care teams. The research uncovers a sense that these new leadership positions are both overwhelming in the scope of tasks required and lack clarity in how these tasks should be undertaken. This highlights a need for coordinated support and training for staff who are charged with leading integrated health and social care teams. Three key recommendations have been drawn from the findings of this research: more support should be provided to managers working within these complex integrated systems; a joint training programme should be developed for managers across both partnering organisations and finally relevant policies and procedures should be compiled into one reference resource for managers of integrated services.
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Čaić, Martina, Dominik Mahr, and Gaby Oderkerken-Schröder. "Value of social robots in services: social cognition perspective." Journal of Services Marketing 33, no. 4 (August 12, 2019): 463–78. http://dx.doi.org/10.1108/jsm-02-2018-0080.
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Purpose The technological revolution in the service sector is radically changing the ways in which and with whom consumers co-create value. This conceptual paper considers social robots in elderly care services and outlines ways in which their human-like affect and cognition influence users’ social perceptions and anticipations of robots’ value co-creation or co-destruction potential. A future research agenda offers relevant, conceptually robust directions for stimulating the advancement of knowledge and understanding in this nascent field. Design/methodology/approach Drawing from service, robotics and social cognition research, this paper develops a conceptual understanding of the value co-creation/destruction potential of social robots in services. Findings Three theoretical propositions construct an iterative framework of users’ evaluations of social robots in services. First, social robots offer users value propositions leveraging affective and cognitive resources. Second, users’ personal values become salient through interactions with social robots’ affective and cognitive resources. Third, users evaluate social robots’ value co-creation/destruction potential according to social cognition dimensions. Originality/value Social robots in services are an emerging topic in service research and hold promising implications for organizations and users. This relevant, conceptually robust framework advances scholarly understanding of their opportunities and pitfalls for realizing value. This study also identifies guidelines for service managers for designing and introducing social robots into complex service environments.
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Bukh, Per Nikolaj, and Anne Kirstine Svanholt. "Empowering middle managers in social services using management control systems." Journal of Public Budgeting, Accounting & Financial Management 32, no. 2 (April 12, 2020): 267–89. http://dx.doi.org/10.1108/jpbafm-06-2019-0096.
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PurposeThis paper examines how a public sector organization combined management control systems (MCS) to comply with increased uncertainty and conflicting objectives of tight budget control, flexibility, and quality care simultaneously. It also analyzes how middle managers interpret management control intentions and manage conflicting objectives, and how locally developed MCS are coupled with top management goals.Design/methodology/approachThis paper uses a case-study approach, based on interviews with top and middle managements, as well as document studies conducted at a medium-sized Danish municipality.FindingsBoth constraining and enabling control systems empower middle managers and facilitate tight budget controls. Furthermore, middle managers play a crucial role in the use of MCS, develop local control systems, adjust existing control systems and influence the decisions and strategies of top management.Research limitations/implicationsThis paper is context-specific, and the role of accounting in professional work varies due to the specific techniques involved.Practical implicationsThis paper shows how MCS, including budgeting and planning systems, can be applied in social services to help middle managements obtain tight budget controls while also improving service quality.Originality/valueThis paper adds to the limited extant research on the role of middle management in a control framework and demonstrates how MCS can balance conflicting goals in social services when uncertainty increases. Furthermore, this paper shows how the vertical coupling of MCS is tight when budgeting is employed for planning purposes.
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Čižikienė, Janina. "The Role Of Leadership in Adopting Quality Management System in Social Service Sector." Journal of Intercultural Management 11, no. 2 (June 1, 2019): 179–99. http://dx.doi.org/10.2478/joim-2019-0014.
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Abstract Objective: The research is to analyse the theoretical leadership assessment assumptions, to determine the compatibility of managers’ assessment by choosing to implement the quality management system EQUASS (The European Quality in Social Services) in a social service organization. Methodology: Research Methods are based on researchers’ insights, applying scientific literature analysis and synthesis methods, discussing leadership styles and leadership factors, questioning survey leaders’ opinions on participation in implementing quality management system in EQUASS, taking into account leadership style and leadership factors. Findings: The empirical study identified a correlation analysis between leaders’ aspirations to participate in the project Improving the Quality of Social Services through EQUASS and the leadership style of these leaders in relation to leadership expression factors. The results of the pilot study have shown that the strongest inspirational motivation factor is judged by the senior manager, senior managers with a high managerial experience, and the result-oriented award-winning factor. Value Added: The attitude of leaders in implementing a quality management system in an organization providing social services, taking into account the style and factors of leadership. Appropriate and effective leadership of the manager can lead to successful employee performance by implementing quality services and helping employees overcome difficulties in an organizational environment by implementing a quality management system. Recommendations: In social service organizations, leadership has its own specificity, because the management’s work is based on the principles of social work focused on satisfying the needs of the service user and aspects of integration into society and modern management principles. Successful leadership is achieved by adapting leadership style to the needs of employees and users, taking into account the circumstances. Leadership style is particularly important in influencing the activities of the members of the organization, the efficiency of their work, creating the right conditions for education and cooperation.
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Buhusayen, Bassam, Pi-Shen Seet, and Alan Coetzer. "Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations." Sustainability 13, no. 2 (January 17, 2021): 893. http://dx.doi.org/10.3390/su13020893.
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External shocks have severely affected the aviation sector with detrimental impacts on airport service employees. Service-sector organizations tend to implement radical organizational change to survive and front-line managers face often-opposing demands. This study aims to shed light on how front-line managers cope by utilizing social exchange-based strategies during radical organizational change. This study uses an exploratory qualitative design and thematically analyses data obtained from 40 semi-structured interviews with senior managers, front-line managers and employees working for an airline services provider operating in a major international airport in Australia. The study finds that front-line managers employ several social exchange approaches to overcome the paradoxical challenge of facilitating change while maintaining current operations. We find evidence of four approaches that the front-line managers utilize that are based on social exchange: (1) building relationships with clients’ representatives; (2) utilizing relationships with experienced employees to facilitate radical organizational change practices; (3) rewarding employees in exchange for helping to manage personnel shortages; and (4) motivating employees by various morale-enhancing techniques. The study contributes to organizational sustainability and change research by developing a deeper understanding of the importance of social exchange in facilitating the work of front-line managers in the airport services sector.
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Savard, Sébastien, Jacinthe Savard, Solange van Kemenade, Josée Benoît, and Michelle Tabor. "A self-assessment tool for healthcare and social service provision in French: What use for managers?" Healthcare Management Forum 33, no. 6 (July 15, 2020): 265–70. http://dx.doi.org/10.1177/0840470420935576.
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Language is an important determinant of health, and lack of access to quality, linguistically adapted healthcare and social services negatively impacts users. Besides the lack of bilingual resources, our previous research on Francophone minority community seniors’ trajectories through these services shed light on important and nonobvious challenges currently faced by organizations offering healthcare and social services to this population. Current service provision appeared limited due to organizations working in silos with suboptimally used resources for integrating active offer of French language services throughout the continuum of care. This situation led our team to create the Organizational and Community Resources Self-Assessment Tool for Active Offer and Continuity of French Language Healthcare and Social Services, which is intended to help managers and service providers promote and facilitate the integration of active offer throughout the continuum of service provision. This article describes the Tool’s creation, content validation, and pilot-testing.
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Vaughan-Sarrazin, Mary S., James A. Hall, and Gary S. Rick. "Impact of Case Management on Use of Health Services by Rural Clients in Substance Abuse Treatment." Journal of Drug Issues 30, no. 2 (April 2000): 435–63. http://dx.doi.org/10.1177/002204260003000210.
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This research evaluates the effect of case management on the utilization of substance abuse, medical, and mental health services by substance abuse treatment clients subsequent to initiating residential treatment. The study also evaluates whether the proximity of the case manager to the treatment facility and use of a telecommunication system are related to case management effectiveness. Clients were randomly assigned to one of four conditions. Three conditions received case management according to the Iowa Case Management model and differed according to the location of the case manager and use of a telecommunication system. A fourth condition received standard treatment services. Clients provided feedback regarding service use for 12 months. Results indicated that when case managers were located at the treatment facility, they had an impact on clients' use of substance abuse treatment and medical services. Clients who were assigned to case managers located at the treatment facility used more treatment aftercare and medical services after admission to residential treatment than clients who received standard treatment. These effects were not found for clients assigned to case managers not located at the facility. Case management was not related to the use of mental health services subsequent to treatment.
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Wilson, D. "Space and Social Reproduction in Local Organizations: A Social Constructionist Perspective." Environment and Planning D: Society and Space 10, no. 2 (April 1992): 215–30. http://dx.doi.org/10.1068/d100215.
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An attempt is made to broaden the agenda for institutionalist studies in urban and regional analysis by demonstrating that local managers are important social reproductive variables. A study of two social-service managers documents their need to socialize workers into an organizational culture and the influence of past sociospatial landscapes on their regulatory methods. It is posited that managers are bearers of spatiality, mediating the imprint of past and present sociospatial configurations through the lens of evolving biographies. The results suggest that (1) managers are critical constructors of organizational reality and that (2) past processes of spatiality influence such manager constructions.
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Lampinen, Mai-Stiina, ElinaAnnikki Suutala, and Anne Irmeli Konu. "Sense of community, organizational commitment and quality of services." Leadership in Health Services 30, no. 4 (October 2, 2017): 378–93. http://dx.doi.org/10.1108/lhs-06-2016-0025.
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Purpose The purpose of this paper is to examine how factors associated with a sense of community in the workplace are connected with organizational commitment and the quality of services among frontline managers and middle managers in social and health care services in Finland. Design/methodology/approach A questionnaire designed specifically for this research was sent to 241 lower-level and middle-level managers in social and health care services in central Finland. A total of 136 managers completed the questionnaire (response rate 56 per cent). The results were analyzed using descriptive statistics, exploratory factor analysis, Spearman’s rank-order correlation coefficient and multiple linear regression analyses. Findings The study showed that feeling a sense of belonging, mutual trust and appreciation, and open interaction among colleagues were connected to organizational commitment for frontline managers and middle managers in social and health care services in Finland. Correspondingly, an open flow of information in the organization, job meaningfulness and appreciation received from managers’ superiors were connected to the quality of services. Originality/value This study provides information on the factors that influence social and health care managers’ organizational commitment and on items connected to their experience of the quality of services.
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Broschak, Joseph P. "Managers' Mobility and Market Interface: The Effect of Managers' Career Mobility on the Dissolution of Market Ties." Administrative Science Quarterly 49, no. 4 (December 2004): 608–40. http://dx.doi.org/10.2307/4131492.
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Using social embeddedness arguments, this study examines how the mobility of managers in professional service and client firms affects dissolution among their firms' market ties for that service. My analyses from a sample of agencies and clients in the advertising industry from 1986 to 1998 show that the exit of managers from client firms increases the likelihood that market ties dissolve and that the results are contingent on the size of the firm. In professional service firms, both the exit and promotion of managers affect the number of market tie dissolutions, but these results are contingent on managers' functional roles and the number of market ties maintained by professional service firms. Taken together these findings illustrate how dynamics in managerial labor markets affect market ties for services and how firms' characteristics moderate these effects. The results suggest several refinements to the social embeddedness perspective. *
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Firsov, Mikhail V. "Digitalization of the Professional Activity of Managers in Social Service Organizations." Revista Gestão Inovação e Tecnologias 11, no. 3 (June 30, 2021): 2012–21. http://dx.doi.org/10.47059/revistageintec.v11i3.2069.
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Brolis, Olivier, Marie Courtois, Ginette Herman, and Marthe Nyssens. "Do Social Enterprises Discriminate Less Than For-Profit Organizations? The Influence of Sector and Diversity Policies on Managers’ Prejudice Toward Immigrants." Nonprofit and Voluntary Sector Quarterly 47, no. 4 (February 25, 2018): 745–66. http://dx.doi.org/10.1177/0899764018758461.
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During the past 15 years, discrimination in work settings has become an increasing problem. The social enterprise (SE) and nonprofit literature suggests that these organizations discriminate against workers less frequently than for-profit organizations (FPOs). In the field of social psychology, it has been assumed that a multicultural approach to managing diversity would improve relationships among workers with different ethnic or cultural origins. This study examines the relationships between managers’ attitudes toward immigrants and the organization’s characteristics, namely, organizational multiculturalism, the organization’s sector (FPO or SE), and organization’s mission (i.e., work integration, home care services, and profit making). The survey was conducted among managers of organizations involved in the Belgian service voucher system. The results indicate that managers in work integration SEs are less prejudiced than managers in FPOs and home care services organizations, and that the more the workforce diversity is managed through a multicultural approach, the less prejudiced managers are.
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Rönkä, Anna, Marianne Ekonen, Mia Tammelin, and Leena Turja. "Management in the 24/7-society raises concerns of fairness and social responsibility." Social Responsibility Journal 14, no. 3 (August 6, 2018): 670–84. http://dx.doi.org/10.1108/srj-06-2017-0100.
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Purpose Despite the pressure on work-family polices arising from the increase in nonstandard working times in various sectors, only a few studies have addressed management practices in 24/7 workplaces. This paper aims to investigate the challenges Finnish managers face in meeting the various tensions stemming from nonstandard working hours and services operating 24/7. Two typical 24/7 work contexts are focused: the hospitality and retail industries and flexibly scheduled early childhood education and care (ECEC) services. The emphasis is on management practices relating to the planning of work shifts and children’s care schedules. Design/methodology/approach Study 1 comprises focus group interviews with middle managers (N = 20) working in hotels, stores and service stations with restaurants and shopping facilities. Study 2 uses survey data on directors (N = 20) of centers offering flexibly scheduled ECEC services. Findings The results showed that management in 24/7 workplaces raises issues of fairness and social responsibility. Managers in both sectors were faced with constantly varying service demands, leading further to changes and unpredictability in employee working times. Alongside organizational goals, the business managers reported needing to consider employee needs and the ECEC service directors the well-being of parents and children. They also reported seeking the most cost-effective way to deliver services at a time of budget cuts. Research limitations/implications The relatively small sample sizes and non-representative nature of the data restrict the generalizability of the results. Practical implications Service organizations need to design a 24/7 strategy that includes organizational communication and guidelines on fair work scheduling. Key issues in management are finding ways to enhance predictability within unpredictability, discussing the most common ethical problems and developing the skills needed to manage diversity. These are elements that should be included in management training. Originality/value The study contributes to the literature by focusing on seldom studied issues and innovately approached by comparing two work sectors.
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Jacobs, Sally, Jane Hughes, David Challis, Karen Stewart, and Kate Weiner. "Care Managers’ Time Use: Differences Between Community Mental Health and Older People’s Services in the United Kingdom." Care Management Journals 7, no. 4 (December 2006): 169–78. http://dx.doi.org/10.1891/cmj-v7i4a002.
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Since the community care reforms of the early 1990s, care management in the United Kingdom has become the usual means of arranging services for even the most straightforward of social care needs. This paper presents data from a diary study of care managers’ time use, from a sample of social services commissioning organizations representing the most common forms of care management practiced in England at the end of the 20th century. It compares the working practices of care managers in community mental health service settings to the practices of those situated in older people’s services. Evidence is provided to suggest that while the former follow a more clinical model of care management, those working with older people take an almost exclusively administrative approach to their work. In addition, the multidisciplinary nature of mental health service teams appears to facilitate a more integrated health and social care approach to care management compared to the approach to older people’s services. Further enquiry is needed as to the comparative effectiveness of these different modes of working in each service setting.
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Azma, Fereidun. "Social Responsibility of Corporate Managers towards the Quality of Products-Services." Social Sciences 4, no. 2 (2015): 1. http://dx.doi.org/10.11648/j.ss.s.2015040202.11.
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Patel, Leila, Jeanette Schmid, and Tessa Hochfeld. "Transforming Social Work Services in South Africa: Perspectives of NPO Managers." Administration in Social Work 36, no. 2 (April 2012): 212–30. http://dx.doi.org/10.1080/03643107.2011.567321.
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Niiranen, Vuokko, Joakim Zitting, and Sanna Laulainen. "Challenges for Management in Implementing Reforms at the Ministry Level and in Health and Social Service Organizations in Finland." Administrative Sciences 9, no. 3 (August 31, 2019): 66. http://dx.doi.org/10.3390/admsci9030066.
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The Finnish health and social care sector is currently undergoing numerous reforms. These reforms involve novel demands regarding the role of steering, decision-making, and management in health and social services. This article sheds light on some of the critical factors encountered by decision-makers and managers when implementing reforms to change health and social services. The article investigates cooperation between the steering ministries and different dimensions of management in local health and social service organizations. Interview data from the ministries were studied through content analysis, and quantitative survey data were analyzed using mean values guided by the model of multidimensional management. The co-operation between different ministries has intensified while implementing different reforms, but functional and cultural boundaries between them persist. The management dimensions in changing health and social service organizations stress the role of managers as facilitators and enablers, highlighting the significance of caring for the human resource dimension as one of the managers’ core tasks. The successful implementation of change should never be automatic. What emerges prominently is the skill essential to achieve cooperation which transcends the borders of both multiprofessional and traditional professional and administrative work both in ministries and local health and social service organizations.
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Ismaniar, Ismaniar. "Strategi Layanan Edukatif bagi Anak di Panti Asuhan." KOLOKIUM: Jurnal Pendidikan Luar Sekolah 6, no. 1 (April 30, 2018): 22–28. http://dx.doi.org/10.24036/kolokium-pls.v6i1.3.
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The orphanage is a social institution that provides services for children with non-intact family backgrounds or disadvantaged families from the economic side. The existence of the Orphanage plays a strategic role in the development of each foster child, because the institution serves as a family substitute. To be able to perform the function then the orphanage manager must understand and understand the various functions of the family that must be replaced. In order for the service process can be done well then the caregiver needs to master a variety of strategies suitable for children. The educative service strategy discusses the various steps or ways that orphanage managers can perform to provide optimal services for children in orphanages.
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ANDERSEN, JAN. "The Scope of Possibilities for User Influence in Norwegian Municipal Care Services." Journal of Social Policy 49, no. 4 (February 12, 2020): 810–28. http://dx.doi.org/10.1017/s0047279419000771.
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AbstractThe importance of service-user participation has been growing in the care services, but what possibilities do service users have to influence these services? This article analyses how structural factors have an impact on the scope of possibilities for user influence in care services, especially with respect to how established structures and frameworks determine users’ opportunities to influence both the allocation and the provision of services. A study of five Norwegian municipalities where managers at different levels and within different areas of the services have been interviewed forms the basis of the empirical material. In the managers’ general opinion, over time there has been a stronger individual adjustment of the services and stronger user influence over both the allocation and the provision of services. However, if we look more closely at the service-delivery process, several structural factors limiting the scope of possibilities for user influence become apparent. These factors are discussed in light of different user typologies.
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LAWLER, J., and J. HEARN. "The Managers of Social Work: The Experiences and Identifications of Third Tier Social Services Managers and the Implications for Future Practice." British Journal of Social Work 27, no. 2 (April 1, 1997): 191–218. http://dx.doi.org/10.1093/oxfordjournals.bjsw.a011200.
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Gečienė, Jolita. "Investigation on preconditions of productive manager-employee interaction." Contemporary Research on Organization Management and Administration 6, no. 2 (December 30, 2018): 35–45. http://dx.doi.org/10.33605/croma-022018-011.
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Purpose – to explore the factors for productive relationship between managers and employees. The article examines the role of the interrelationship of managers and employees in order to improve organisational performance. Design/methodology/approach – A quantitative study was conducted to collect empirical data. Research method - questionnaire. The questionnaire contains statements formulated on the basis of the theoretical analysis. Respondents were asked to answer the statements by choosing one of the 6 options: totally disagree, disagree, mostly disagree than agree, mostly agree than disagree, agree and fully agree. The summarized study results are shown in diagrams in a percentage. Findings – it was determined that during the period of transformations of public sector organisations, in order to improve the performance results, the heads of social service institutions should pay more attention to such factors as: attention to quality policy, promotion of personnel motivation, employee qualification improvement, employee involvement in decision-making, informing clients about the performance of the institution, tasks based on consensus between the managers and employees to improve the performance of the institution. Research limitations/implications – as respondents' answers were analyzed as a whole, it was not clear how much the opinion of managers and employees were close or different. Because of this limitation, we can only evaluate the research insights as general trends, and we cannot claim that most employees or most managers agree with the statement at the same level as after both managers' and employees' opinions were combined and analyzed. Practical implications – the results of this study may be useful for the heads of social service institutions to improve their organisational performance. Originality/Value – the study examined the role of the relationship between managers and employees in improving the organisation's activities in the field of social services. The article is based on a new approach to the manager's ability to achieve important results for the company: the theoretical analysis shows that without employees' provision and devotion, the manager would not be able to achieve high results even if he or she has the necessary competences, knowledge and skills. The study is original in that it was empirically verified and confirmed that this theoretical approach is indeed relevant to social service institutions. Keywords: management, leadership, employee commitment, organisational performance improvement. Research type: original research; viewpoint. JEL classification: I 31; I 39; J 24.
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Gudnadottir, Margret, Kristin Bjornsdottir, and Sigridur Jonsdottir. "Perception of integrated practice in home care services." Journal of Integrated Care 27, no. 1 (February 11, 2019): 73–82. http://dx.doi.org/10.1108/jica-07-2018-0050.
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PurposeAs a result of demographic changes, older people are increasingly living at home, with multi-morbidity and complex care needs. This calls for enhanced integration of homecare nursing and social services. The purpose of this paper is to describe the clinical collaboration, scope and impact of integration from the perspective of staff in a setting identified as fully integrated.Design/methodology/approachIn this qualitative study, data consisted of interviews with managers and care workers in social services and homecare nursing (n=14) in daily clinical collaboration, followed by five focus group discussions (n=28). Data were analysed using framework analysis.FindingsAlthough the homecare services studied were ostensibly fully integrated, the study showed that the process of integration was incomplete. Interdisciplinary coordination between nursing and social services team managers was described as strong and efficient, but weaknesses were identified in collaboration between care workers. They lacked acquaintance with one another, opportunities for communication and knowledge of the contribution of members of other teams. They felt unclear about their own role in coordinated teamwork and lacked a shared vision.Originality/valueThis paper’s originality lies in the model of integrated care studied and its focus on actual care practices. The findings highlight that integration does not automatically permeate between different levels of service. Time and space must be allowed for conversations between health and social service teams to promote integration.
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Miller, Joshua. "PP10 ‘The ones that don’t say’; challenges in managers identifying potentially traumatised ambulance staff." Emergency Medicine Journal 36, no. 1 (January 2019): e4.3-e5. http://dx.doi.org/10.1136/emermed-2019-999.10.
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BackgroundStress and psychological illness among emergency services personnel is reported at higher prevalence than the general population, with one UK ambulance service ascribing it to 15% of staff sickness. Research in this field has focused on ambulance crew views, while manager experiences are limited to EMS systems outside the UK. This qualitative study explored how UK ambulance service managers try to identify staff at risk of becoming traumatised by their work.MethodsFace-to-face, semi-structured interviews were audio-recorded with a purposive sample of six paramedic managers working for an NHS ambulance service. The author transcribed these interviews and analysed them using framework analysis. Ethical approval and informed consent were obtained.ResultsAll participants claimed to see the identification of potentially traumatised staff as a vital part of their role. They outlined the use of case factors such as visceral elements and child involvement, and staff factors such as home life and resilience. Interviewees talked about their changing roles as managers, peers, parent figures, clinicians, and adjudicators.Factors found as enabling the identification of potentially traumatised staff included: knowing the staff, formalising handover to other managers, and manager presence – both at incidents and on station. Disabling factors included: atypical cases, hierarchical culture, and isolated remote staff. All participants reported concerns about staff being reluctant to report distress.ConclusionsLimitations of this study include the small sample size, possible response bias, and respondents conforming to social norms, as their practice was self-reported, rather than observed. Manager presence was highlighted as very important by participants; services should consider this in their structures and policies. Further studies could examine staff reluctance to report psychological distress, as well as staff resilience, which participants saw as beneficial, yet difficult to define or predict.
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Zhang, Yang, Jie Sun, Zhihong Hu, Wei Wang, and Chengliang Wu. "Residents' satisfaction with cultural services provided by property managers in Chinese housing communities." Social Behavior and Personality: an international journal 49, no. 6 (June 1, 2021): 1–15. http://dx.doi.org/10.2224/sbp.9845.
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In this article we discussed the influence path of culture-building services provided by property management companies in China's residential communities, and their relationship with residents' evaluations of the companies' services. Using data from a survey of 501 residents of typical commercial housing communities, we constructed a structural equation model based on the stimulus–organism–response framework. Community cultural services were used as the stimulus variable; pleasure, arousal, and perceived value were the organism variables; and customer satisfaction was the response variable. Our results show that the impact of cultural services on residents' evaluations could be explained by the stimulus–organism–response model, such that a strong community culture had a positive impact on residents' emotions and perceived value, and on customer satisfaction. The findings of this study enrich understanding of how property services managers can construct a community culture system to satisfy owners.
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McLean, John, and Toby Andrew. "Commitment, Satisfaction, Stress and Control Among Social Services Managers and Social Workers in the UK." Administration in Social Work 23, no. 3-4 (September 1999): 93–117. http://dx.doi.org/10.1300/j147v23n03_06.
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Shirinashihama, Yoshitaka. "The Positive and Negative Consequences of “Managerialization”: Evidence From Japanese Nonprofit Elderly Care Service Providers." Nonprofit and Voluntary Sector Quarterly 48, no. 2 (September 7, 2018): 309–33. http://dx.doi.org/10.1177/0899764018797466.
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In recent decades, many researchers have pointed out that nonprofit organizations are becoming “managerialized.” Although the “managerialization” may enable these organizations to improve their financial performance, it may also reduce their unprofitable mission-related services. However, there are few studies examining both aspects simultaneously. This study focuses on the managerialization of nonprofit organizations, especially the tightness of budgetary control systems and characteristics of top managers, as well as the negative and positive consequences of becoming managerialized. To test our hypotheses, we collected information about Japanese nonprofit elderly care service providers using a survey. Research results revealed top managers with more experience tend to improve the financial performance of nonprofit elderly care service providers using tight budgetary control. However, the results show no relationship between tight budgetary control and the provision of unprofitable mission-related services. Thus, in our setting, managerialization has a positive effect; there is no negative effect.
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Hur, Mann Hyung. "EXPLORING DIFFERENCES IN LEADERSHIP STYLES: A STUDY OF MANAGER TASKS, FOLLOWER CHARACTERISTICS, AND TASK ENVIRONMENTS IN KOREAN HUMAN SERVICE ORGANIZATIONS." Social Behavior and Personality: an international journal 36, no. 3 (January 1, 2008): 359–72. http://dx.doi.org/10.2224/sbp.2008.36.3.359.
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This study was designed to analyze the leadership style of managers in Korean Public Human Service Organizations (PHSOs) in terms of the leadership continuum developed by Tannenbaum and Schmidt (1973). Its purposes were to explore whether or not there is a difference in leadership styles between human services and administrative work and, if there is, to examine whether or not their leadership styles are adaptive to the follower's characteristics and task environment. Results showed that the leadership style of administrative managers is significantly different from that of human service managers. However, the leadership style was not changed in accordance with follower characteristics and task environment. This result indicates either one of the following interpretations; (1) that follower characteristics and task environments cannot be counted as an independent variable of the leadership process, or (2) that the leaders in Korean PHSOs have not yet been transformed into situational leaders.
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Foster, Joy. "Women senior managers and conditional power: the case in Social Services Departments." Women in Management Review 14, no. 8 (December 1999): 316–24. http://dx.doi.org/10.1108/09649429910301689.
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Evans, Kerri, Kylie Diebold, and Rocío Calvo. "A Call to Action: Re-imagining Social Work Practice With Unaccompanied Minors." Advances in Social Work 18, no. 3 (September 18, 2018): 788–807. http://dx.doi.org/10.18060/21643.
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In the decade leading up to 2012, approximately 8,000 Unaccompanied Minors (UAM) arrived annually at the Southwestern border of the United States. Since then, the number of arrivals has drastically increased, surpassing 14,000 between October 1, 2017 and January 31, 2018 alone. The needs of UAM concerning mental health, education, social, and legal counseling often differ from the needs of other Latinx and immigrant populations. However, recent instability in the protections and services tailored to UAM are channeling these youth and their families into mainstream agencies. This article is a call to action for social workers who may now encounter UAM for the first time in their practice. Drawing from almost twelve years of practice experience working with UAM and their families, as family case managers, community liaisons, program managers, grant administrators, and training facilitators, we review needs, services, and promising practices for social work practice with UAM. Recommendations include providing education to parents and caregivers about UAM’s rights, U.S. laws and regulations, and service availability; building trust and rapport with families; creating welcoming schools; practicing cultural openness; hiring diverse staff; and fostering partnerships with local service providers.
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Čižikienė, Janina, and Justas Urmanavicius. "THE EXPRESSION OF MANAGERIAL LEADERSHIP IN SOCIAL SERVICE ORGANIZATIONS." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 28, 2021): 231–44. http://dx.doi.org/10.17770/sie2021vol6.6458.
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The aim of social service organizations that provide modern social services is to give quality social services that would help a person (family) to become independent and able to integrate into society. Successful operation of organizations is ensured by the ability of managers to lead, motivate employees to achieve the set goals, and promote cooperation with stakeholders. Therefore, managerial leadership is especially important to influence the activities of the members of the organization, creating conditions for continuous improvement and cooperation. A leader must be able to bring employees into a team, evaluating achievements and facilitating social interaction between team members, and strive to continually improve employees’ ability to provide individual, customer-oriented services. The aim of the article is, based on theoretical analysis and empirical research, to highlight the peculiarities of managerial leadership in social service organizations and to define the influence of leadership in the process of providing social services to employees, service recipients, and stakeholders. The research revealed what the most important characteristics, personal qualities, and competencies of a leader in an organization are and what influence managerial leadership has when organizing and providing quality social services. The research identified the aspects of managerial leadership that would help ensure successful operation of organizations when providing effective support to those experiencing exclusion in the community.
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OGANYAN, Karina. "Characterizing the Impact of Organizational Culture on the Manager Leadership Qualities." WISDOM 12, no. 1 (June 29, 2019): 26–37. http://dx.doi.org/10.24234/wisdom.v12i1.232.
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The article presents the outcomes of sociological research to identify: the influence of organizational culture on the managers’ leadership qualities and the interdependence of management style and leader’s personality type of the Saint-Petersburg social services and organizations. It was revealed that the organizational culture type in the considered social institutions has a bureaucratic character; authoritarian management style predominates; the majority of branch managers are leaders with organizational skills.
It is determined that the passionate manager’s personality type controls organization in an innovative-analytical style, which contributes to a greater activity efficiency. Such leaders are active, focusing on innovative work methods, encourage innovation, modern technologies and high performance, successfully apply brainstorming.
Thus, the manager’s personality integral model is empirically tested and substantiated through sociological research.
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Owen, Gigi, Jonathan D. McLeod, Crystal A. Kolden, Daniel B. Ferguson, and Timothy J. Brown. "Wildfire Management and Forecasting Fire Potential: The Roles of Climate Information and Social Networks in the Southwest United States." Weather, Climate, and Society 4, no. 2 (April 1, 2012): 90–102. http://dx.doi.org/10.1175/wcas-d-11-00038.1.
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Abstract Continuing progress in the fields of meteorology, climatology, and fire ecology has enabled more proactive and risk-tolerant wildland fire management practices in the United States. Recent institutional changes have also facilitated the incorporation of more advanced climate and weather research into wildland fire management. One of the most significant changes was the creation of Predictive Services in 1998, a federal interagency group composed, in part, of meteorologists who create climate- and weather-based fire outlooks tailored to fire manager needs. Despite the numerous forecast products now available to fire managers, few studies have examined how these products have affected their practices. In this paper the authors assess how fire managers in the Southwest region of the United States perceive and incorporate different types of information into their management practices. A social network analysis demonstrates that meteorologists have become central figures in disseminating information in the regional interagency fire management network. Interviews and survey data indicate that person-to-person communication during planning phases prior to the primary fire season is key to Predictive Services’ success in supporting fire managers’ decision making. Over several months leading up to the fire season, predictive forecasts based on complex climate, fuels, and fire-risk models are explained to fire managers and updated through frequent communication. The study’s findings suggest that a significant benefit of the information sharing process is the dialogue it fosters among fire managers, locally, regionally, and nationally, which better prepares them to cooperate and strategically plan for the fire season.
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Deigh, Linda, and Jillian Dawes Farquhar. "Developing corporate social responsibility in financial services." International Journal of Bank Marketing 39, no. 3 (May 31, 2021): 478–96. http://dx.doi.org/10.1108/ijbm-07-2020-0410.
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PurposeThe purpose of this study is to contribute to the theory and practice of financial services marketing in sub-Saharan Africa (sSA) by investigating how financial service providers are developing corporate social responsibility (CSR) practices, in particular, seeking to uncover the involvement of stakeholders.Design/methodology/approachFollowing an interpretivist approach, the study uncovers fresh and context-rich insights through an analysis of a multiple case study consisting of retail banks in Ghana. Data consist of semi-structured interviews with senior managers and analysis of documents and archives.FindingsThe study uncovers three key CSR practices practised by the retail banks: giving, community and corporate reputation/brand with which their stakeholders are only to some extent involved. Banks not as yet drawing extensively on stakeholder resources for CSR practices.Research limitations/implicationsThe study uses an inductive and in-depth approach to explore contextual insights into CSR, but with subsequent limitations on how far the findings can be extended.Practical implicationsThe study offers outline for financial services marketing involving stakeholders in CSR.Social implicationsIt discovers that banks acquire social capital through their CSR activities in the community.Originality/valueThe study contributes to financial services marketing theory and practice through an evidence-based framework uncovering the development of CSR through practices that as yet draw on stakeholder resources to a limited extent. Research suggests that CSR practices are dynamic and subject to a range of situational conditions.
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Killaspy, Helen, and Richard Meier. "A Fair Deal for mental health includes local rehabilitation services." Psychiatrist 34, no. 7 (July 2010): 265–67. http://dx.doi.org/10.1192/pb.bp.109.028530.
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SummaryLack of policy for mental health rehabilitation services has led to disinvestment and expansion of out-of-area placements in in-patient, nursing and residential care settings in the independent sector. Although a minority provide very specialist services that cannot be provided locally, and many provide good-quality care, there are significant concerns about the lack of rehabilitation focus in some of those services, poor links with local care managers and the social dislocation caused by being placed many miles from home. Additionally, out-of-area placements cost more than local rehabilitation services. There is, therefore, a compelling case for all individuals with complex mental health problems to have access to local rehabilitation services in order to expedite their recovery and social inclusion. The Faculty of Rehabilitation and Social Psychiatry of the Royal College of Psychiatrists has recently published a service template to guide commissioners and service providers in the UK in the kinds of rehabilitation services they need to provide locally.
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Tyler, Alison, and Stephen Swailes. "Knowledge management in careers services: implications for Connexions managers." Career Development International 7, no. 4 (July 2002): 234–42. http://dx.doi.org/10.1108/13620430210431316.
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Hickey, Robert. "End-users, Public Services, and Industrial Relations: The Restructuring of Social Services in Ontario." Articles 67, no. 4 (December 5, 2012): 590–611. http://dx.doi.org/10.7202/1013196ar.
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SummaryThe global financial crisis beginning in 2008 resulted in a ballooning public debt and government efforts to constrain public expenditures. Responses to the financial crisis and its impact on human services in Ontario demonstrate the complex interactions across key actors – employers, government, unions, and family advocates. Building on previous scholarship which has explored the role of end-users as industrial relations actors (Bellemare, 2000; Kessler and Bach, 2011) this study deepens our understanding of the role and impact of end-users on the process and outcomes of industrial relations in the social services sector. The main contribution of the paper shows how end-users play unique and complex roles as industrial relations actors in Ontario’s developmental services sector. End-users have had a significant impact at three distinct levels of the industrial relations system (Bellemare, 2000). First, at the strategic level of public policy, in addition to the more traditional forms of grassroots lobbying, end-users have taken on formal roles in the governance network shaping public policy. The impacts of end-user advocacy have contributed to the significant transformation of the developmental services sector, including the closure of the remaining provincially-run institutions in 2009. Second, at the organizational level, end-users have displaced the traditional roles of employers. In some cases, this displacement has resulted in end-users operating as co-managers, with end-user management rights enshrined in collective agreements. In more significant ways, end-users have entirely replaced agency-based managers and become the employer of direct support staff. Third, end-users have driven changes at the level of the work process itself, going beyond the co-production of services, contributing to changes in the nature of direct support work. The work process has shifted from a focus on custodial care to more complex objectives of community development and social inclusion.
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Sutcliffe, Caroline, Rowan Jasper, Jane Hughes, Michele Abendstern, and David Challis. "Care coordination in adult social care: Exploring service characteristics within the non-statutory sector in England." Journal of Social Work 18, no. 5 (June 20, 2016): 501–24. http://dx.doi.org/10.1177/1468017316654363.
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Summary As a result of national policy in respect of social care of adults in England, the non-statutory sector is increasingly more evident in the provision of care services previously undertaken by local government, including the delivery of care coordination for older people. However, little is currently known about the scope, content, or quality of services providing care coordination within this sector. This article reports the findings from a postal survey undertaken in January 2014 of non-statutory organisations in England providing care coordination services and investigates variations in their key attributes. Organisations providing care coordination services were identified using various strategies to create a database of services. Questionnaires encompassing several areas of enquiry were mailed to managers of care coordination services identified from the database. Findings There was similarity in the operation of the care coordination services sampled. Many were small-scale services, contract-funded, and providing short-term support. Volunteer staff were a feature of most services. All services worked to written protocols and standards and almost all levied no charge. Many shared information with healthcare or local authority staff with user consent. Service user satisfaction was measured and used for service improvement. Application This is one of the first studies undertaken in England to investigate the provision of care coordination by the non-statutory sector and to identify patterns of variation in key service attributes. Implications for commissioners, service providers, workforce, and social workers are further discussed. The findings provide baseline data against which future developments can be measured.
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Rosenberg, David. "The assumptive worlds of managers of personal social services in UK local government." Local Government Studies 11, no. 4 (July 1985): 63–90. http://dx.doi.org/10.1080/03003938508433219.
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Stevens, Martin, Jo Moriarty, Jess Harris, Jill Manthorpe, Shereen Hussein, and Michelle Cornes. "Social care managers and care workers’ understandings of personalisation in older people’s services." Working with Older People 23, no. 1 (March 11, 2019): 37–45. http://dx.doi.org/10.1108/wwop-11-2018-0022.
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Höjer, Ingrid, and Yvonne Sjöblom. "Procedures when young people leave care — Views of 111 Swedish social services managers." Children and Youth Services Review 33, no. 12 (December 2011): 2452–60. http://dx.doi.org/10.1016/j.childyouth.2011.08.023.
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Pack, Margaret. ""Going the Extra Mile": A descriptive exploratory study of Primary Health Services based on the experiences of Pacific Primary Health Organisation Service managers and providers." Aotearoa New Zealand Social Work 30, no. 2 (August 26, 2018): 57–67. http://dx.doi.org/10.11157/anzswj-vol30iss2id482.
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INTRODUCTION: This exploratory study is part of a larger evaluation of the primary health care strategy (PHCS) in Aotearoa New Zealand, using a mixed methods research approach. The aims of this qualitative arm of the research were to explore the extent of use and satisfaction with the PHCS through the operation of Pacific-led Primary Health Organisations (PHOs) in relation to service provision and delivery from the service providers’ and managers’ perspectives.METHOD: The exploratory study was conducted using a case study design and in-depth interviews with service managers and health providers at six Pacific-led PHOs. A review of the literature on primary healthcare was conducted prior to undertaking the research. In this literature review, several themes were noted from the review of policy documents providing background to the development of primary healthcare in New Zealand. CONCLUSION: The themes from interviews suggest a core tension between the business model, Ministry reporting requirements, and more altruistic values of both managers and service providers in their delivery of services. Overall, there was a positive response to the lowered cost of healthcare from the providers and managers interviewed in the Pacific-led primary health services, mirroring the findings of the larger evaluation report of PHOs (Cumming et al., 2005). The availability of wrap-around, holistically based, accessible services delivered by culturally responsive health providers who were considered to “go the extra mile” for their clients was the predominant theme accounting for an increased uptake and use of the services. The implications for health social work are discussed.
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Sawyer, Anne-Maree, and David Green. "Social Inclusion and Individualised Service Provision in High Risk Community Care: Balancing Regulation, Judgment and Discretion." Social Policy and Society 12, no. 2 (November 30, 2012): 299–308. http://dx.doi.org/10.1017/s1474746412000590.
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Since the late twentieth century, health and welfare policy in Australia and the UK has focused on enhancing the freedom, life choices and participation of service users. Public policy, based on the construct of social inclusion, requires greater individualisation of services, active engagement with service users, and innovative partnerships between different providers. At the same time, however, the management of risk through a range of compliance procedures can discourage the exercise of discretion by workers, limit the participation of their clients and reduce incentives for innovative cooperation between services. Drawing on in-depth interviews with community care professionals and their managers engaged in high risk social care in Australia, this article gives particular attention to the relevance of risk to social inclusion and individualised service provision.
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Ekom Etim, Akpan, Ibekwe Uzonna, Worgu Steve C., and Nwangwu Chibuike E. "Social Media Usage and Firm Performance: Reflections from the Nigerian Telecommunication Sector." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 4, no. 6 (2018): 7–16. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.46.1001.
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This study examines the relationship between social media usage and firm performance in the Nigerian telecommunication sector. A sample size of 76 people was determined from a population of 95 employees comprising customer service personnel, supervisors, and managers of four telecommunication outlets operating in Rivers State, Nigeria. The Pearson Product Moment Correlation Coefficient statistical technique was used to analyze data collected with the aid of the Statistical Package for Social Sciences computer software version 22. The study revealed that social media usage has a significant positive correlation with performance measures of profitability and market share. It was recommended that management of these firms need to give adequate attention to their social media platforms and use them extensively in rendering customer service, and for advertisement and promotion of their services which will elevate their performance.
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Liang, Zhanming, Felicity Blackstock, Peter Howard, Geoffrey Leggat, Alison Hughes, Janny Maddern, David Briggs, Godfrey Isouard, Nicola North, and Sandra G. Leggat. "A health management competency framework for Australia." Australian Health Review 44, no. 6 (2020): 958. http://dx.doi.org/10.1071/ah19006.
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ObjectiveThis study examined whether the management competency framework for health service managers developed in the Victorian healthcare context is applicable to managers in other Australian states. MethodsAn online questionnaire survey of senior and middle-level health service managers in both community health services and hospitals was conducted in New South Wales and Queensland. ResultsThe study confirmed that the essential tasks for senior and middle-level managers are consistent across health and social care sectors, as well as states. Core competencies for health services managers identified in the Victorian healthcare context are relevant to other Australian states. In addition, two additional competencies were incorporated into the framework. ConclusionThe Management Competency Assessment Program competency framework summarises six competencies and associated behaviours that may be useful for guiding performance management and the education and training development of health service managers in Australia. What is known about the topic?The evidence suggests that competency-based approaches can enhance performance and talent management, and inform education and training needs, yet there has been no validated competency framework for Australian health service managers. What does the paper add?This paper explains the process of the finalisation of the first management competency framework for guiding the identification of the training and development needs of Australian health service managers and the management of their performance. What are the implications for practice?The Management Competency Assessment Program competency framework can guide the development of the health service management workforce in three Australian states, and may be applicable to other jurisdictions. Further studies are required in the remaining jurisdictions to improve the external validity of the framework.
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Lahat, Lihi. "Academics and practitioners: the challenge of collaboration an example from social work and social services in Israel." International Review of Administrative Sciences 85, no. 1 (February 6, 2017): 173–90. http://dx.doi.org/10.1177/0020852316676543.
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Although the need to integrate research into the practice world has always been a desire of researchers and practitioners alike, recently there has been growing interest in this collaboration. While studies have explored various aspects of this connection, few have investigated the ‘black box’ of social relations between academics and practitioners. Based on a qualitative study, the current article examines how practitioners and academics perceive this connection. Using Foucault’s perspective and the causes typology of Stone, the findings reveal three meta themes: the descriptive, emotional and functional stories, and identify more nuanced features of the connection between academics and practitioners. Points for practitioners Managers should be aware that the connection between academics and practitioners involves functional, descriptive and emotional perceptions. Managers can diminish the relationship between power and knowledge by promoting formal mechanisms that acknowledge the common interests of academics and practitioners. Boundary spanners can be used to create more equal and productive relationships.
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San Miguel, Eduardo, Iñaki Heras-Saizarbitoria, and Juan José Tarí. "TQM and market orientation in care home services." International Journal of Quality & Reliability Management 33, no. 8 (September 5, 2016): 1076–98. http://dx.doi.org/10.1108/ijqrm-05-2014-0055.
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Purpose The purpose of this paper is to operationalize the concepts of total quality management (TQM) and market orientation (MO) and to analyze the relationship between them in a major economic sector of activity, namely, the social services sector. Design/methodology/approach The paper analyzes the aforementioned relationships by means of a quantitative study carried out with information from managers of 137 Spanish organizations in the field of social service provision and, more specifically, in nursing homes for the elderly. Structural equation models were used to contrast the relationships. Findings Evidence is provided for the multi-dimensional structure of TQM and MO. The results confirm that TQM contributes to a greater degree of MO in the organizations analyzed, since a significant positive relationship between a set of components of the first concept (namely, processes, leadership and people) and the second is found. Practical implications Managers need to take into account the fact that the application of a management system in nursing homes that is based on TQM dimensions favors the development of an MO culture. The staff are the key factor in orientating the residential home toward the market. Originality/value The research covers a gap in the literature since these relationships have not been studied empirically in depth in service sectors such as social services and nursing homes, despite great and growing economic importance of this sector.
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Lampinen, Mai-Stiina, Elina Annikki Viitanen, and Anne Irmeli Konu. "Sense of community and job satisfaction among social and health care managers." Leadership in Health Services 28, no. 3 (July 6, 2015): 228–44. http://dx.doi.org/10.1108/lhs-09-2014-0067.
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Purpose – The purpose of this paper is to identify how the factors associated with sense of community at work are connected with job satisfaction among the front-line managers and middle managers in social and health-care services in Finland. Design/methodology/approach – A questionnaire prepared for this study was sent to 241 social and health-care managers (front line and middle managers) in Finland. A total of 136 of managers responded to the survey (response rate was 56 per cent). Data were analyzed by using descriptive statistics, exploratory factor analysis and multiple linear regression analysis. Findings – Alongside job meaningfulness, open communication and good flow of information within the organization, sense of security provided by close relationships at work and managers’ own superiors’ appreciation of their leadership skills all are related to managers’ job satisfaction. Originality/value – The study adds to our understanding of factors which are connected to the job satisfaction among social and health-care managers’. The findings of this study can be used in the development of leadership to support managers in coping at work.