First-line Managers Research Articles

Exploring the relationship between managers' leadership and their health

To explore the relationship between managers' leadership and their health, by investigating what psychosocial conditions in the workplace managers experience as being important to their health, and how their health influences their leadership. Semi-structured interviews with forty-two managers at different managerial levels in a large Swedish industrial production company. Most managers felt their health was good, but many perceived their work as stressful. They said it was important to their health that they did a good job and achieved results as expected, that conditions in the workplace enabled this achievement, and that their performance was acknowledged. In comparison to the other managerial levels, the first-line managers' work and health were especially dependent on such enabling conditions. The results also showed that the managers' health influenced their leadership, the quality of their work and the quality of their relationship with subordinates. Managers' leadership, health and their work conditions are reciprocally related to each other. A productive and healthy workplace is facilitated by focusing on managers' conditions for leadership, their health and their work conditions.

Leadership and management skills of first-line managers of elderly care and their work environment

To study the leadership and management skills of first-line managers (FLMs) of elderly care and their work environment in Egypt and Sweden. FLMs in Egypt and Sweden are directly responsible for staff and quality of care. However, FLMs in Sweden, in elderly care, have smaller units/organizations to manage than do their colleagues in Egypt. Furthermore, family care of the elderly has been the norm in Egypt, but in recent years institutional care has increased, whereas in Sweden, residential living homes have existed for a longer period. A convenience sample of FLMs, 49 from Egypt and 49 from Sweden, answered a questionnaire measuring leadership and management skills, structural and psychological empowerment, job satisfaction and psychosomatic health. In both countries, FLMs' perceptions of their leadership and management skills and psychological empowerment were quite high, whereas scores for job satisfaction and psychosomatic health were lower. FLMs had higher values in several factors/study variables in Egypt compared with in Sweden. The work environment, both in Egypt and Sweden, needs to be improved to increase FLMs' job satisfaction and decrease stress. The cultural differences and levels of management have an effect on the differences between the two countries.

Safety in construction – a comprehensive description of the characteristics of high safety standards in construction work, from the combined perspective of supervisors and experienced workers

Introduction The often applied engineering approach to safety management in the construction industry needs to be supplemented by organizational measures and measures based on how people conceive and react to their social environment. This requires in-depth knowledge of the broad preconditions for high safety standards in construction. The aim of the study was to comprehensively describe the preconditions and components of high safety standards in the construction industry from the perspective of both experienced construction workers and first-line managers. Method Five worker safety representatives and 19 first-line managers were interviewed, all strategically selected from within a large Swedish construction project. Phenomenographic methodology was used for data acquisition and analysis and to categorize the information. Nine informants verified the results. Results The study identified four main categories of work safety preconditions and components: (1) Project characteristics and nature of the work, which set the limits of safety management; (2) Organization and structures, with the subcategories planning, work roles, procedures, and resources; (3) Collective values, norms, and behaviors, with the subcategories climate and culture, and interaction and cooperation; and (4) Individual competence and attitudes, with the subcategories knowledge, ability and experience, and individual attitudes. Discussion The results comprehensively describe high safety standards in construction, incorporating organizational, group, individual, and technical aspects. High-quality interaction between different organizational functions and hierarchical levels stood out as important aspects of safety. The results are discussed in relation to previous research into safety and into the social-psychological preconditions for other desired outcomes in occupational settings. Impact on Industry The results can guide construction companies in planning and executing construction projects to a high safety standard.

The Challenge to Incorporate Teamwork as a Managerial Competency: The Case of Mainstream South African Newsrooms

This article outlines dimensions of teamwork as a managerial competency in South Africa’s transitional mainstream media newsrooms. It highlights differences on perceptions of the importance and implementation of this competency among respondents from reporter and first-line newsroom manager tiers, given media management transformation in a post-apartheid society. Moderately and practically significant effect sizes were calculated between the two respondent groups on all dimensions of the teamwork competency. Results emphasized the need to improve first-line newsroom managers’ teamwork abilities in efforts to improve professional newsroom operations.

‘It's pretty hard with our ones, they can't talk, the more able bodied can participate’: staff attitudes about the applicability of disability policies to people with severe and profound intellectual disabilities

The level of resident's adaptive behaviour and staff facilitative practices are key sources of variation in outcomes for residents in community-based residential services. The higher the resident support needs the poorer their outcome. Although substantial investment has been made in values-based training for staff, their attitudes and the impact of these on practice is largely unexplored. The first study used ethnographic and action research methods to examine the daily lives of 25 residents with severe and profound intellectual disabilities (ID), who lived in five small group homes, and the attitudes of the staff supporting them. Thematic analysis of the data led to a proposition that although staff accept principles of inclusion, choice and participation for people with ID in general, they do not consider it feasible to apply these to the people with severe and profound ID to whom they provide support. The findings from a second study that used a group comparison design and administered a short questionnaire about staff attitudes to 144 direct-care staff and first-line managers working in disability services confirmed this hypothesis. The study suggests more focused attention is needed to staff understanding the values embedded in current policies and their application to people with more severe disabilities.

Managerial approaches towards service quality: the case of three service organisations

Using a multiple case study, this paper is concerned with assessing the impact of senior management's approach and attitudes on service quality and its implications for middle and firstline managers. Date from 52 semi-structured interviews representing a variety of managerial levels suggests that there exist many conflicts and differences in senior management's orientation and approach towards quality management (QM) with that of middle and firstline managers. The results further indicate that getting such consistency appropriate to the needs of top, middle, and firstline management, and of the QM itself, is one of the key problems of current management of service quality. However, the findings highlight that where there is consistency between senior managers' underlying approaches towards service quality goal with that of middle and firstline managers, service quality programmes will highly likely produce expected results. Finally, the implications of these findings as well as future research are put forward.

Inappropriate Selection of First-line Managers Can Be Hazardous to the Health of Organizations

Inappropriate selection decisions that occur when individuals are hired or promoted into first-line managerial positions without full consideration of their qualifications can create major problems for health care organizations. This article examines the perceptions that employees may have regarding new managers who are ineffective and the problems resulting from inappropriate selection decisions and offers suggestions for avoiding these problems.

Administrative clinical supervision as evaluated by the first-line managers in one health care organization district

The aim of this article is to increase knowledge and understanding of administrative clinical supervision. Administrative clinical supervision is a learning process for leaders that is based on experiences. Only a few studies have focused on administrative clinical supervision. The materials for this study were evaluations collected in 2002-2005 using a clinical supervision evaluation scale (MCSS). The respondents (n = 126) in the study were nursing leaders representing different specialties. The data were analysed statistically. The findings showed that the supervision succeeded very well. The contents of the sessions differed depending on the nurse leader's position. Significant differences were found in the evaluations between specialties and within years of work experience. Clinical supervision was utilized best in the psychiatric and mental health sector. The supervisees' who had long work experience scored the importance and value of clinical supervision as high. Clinical supervision is beneficial for nursing leaders. The experiences were positive and the nursing leaders appreciated the importance and value of clinical supervision. It is important to plan and coordinate a longitudinal evaluation so that clinical supervision for nursing leaders is systematically implemented and continuously developed.

A Profile of the Structure and Impact of Nursing Management in Canadian Hospitals

The purpose of this study was to describe the profile of nursing leadership structures in Canada and to assess relationships among structures, processes and outcomes pertaining to nurse leaders' work. Data were collected from nurse leaders in 28 academic health centres and 38 community hospitals in 10 Canadian provinces (n = 1,164). The results of this study revealed that the current contingent of nursing leaders in Canada see themselves as an empowered and influential group within their organizations. Despite very large spans of control, nurse leaders at all levels were positive about their work life and confident in their ability to provide effective leadership on nursing affairs within their organizations. Structural and process factors significantly affected nurse manager outcomes at all levels. Senior nurse leaders' work-life factors had a significant effect on middle and first-line managers' perceptions of patient care quality in the organization. Nurse leaders averaged 49 years of age highlighting the need for succession planning.

Urinary Incontinence: A Neglected Geriatric Syndrome in Nursing Facilities

Urinary incontinence (UI) is common but inadequately assessed and treated in nursing facility (NF) residents. The purpose of this study is two-fold: (1) to determine perceptions about the importance of UI and its management in the NF setting compared with other geriatric syndromes and (2) to compare barriers to UI care as perceived by physicians, geriatric nurse practitioners (GNPs), directors of nursing and other nurses in administrative positions (DONs), and nursing assistants (NAs). Computer-based surveys of physicians and DONs and a hard copy survey of NAs at their national meetings; an online survey of GNPs. Responses included 395 physicians (31% response rate), 152 DONs (34%), 118 GNPs (23%), and 277 NAs (60%). Physicians, GNPs, and DONs evaluated and managed UI significantly less often than 5 other geriatric syndromes (behavioral symptoms of dementia, falls, unintended weight loss, pain, and delirium). In contrast, NAs were more likely to be involved in UI care than in care provided for residents with any of the other 5 syndromes. All 4 groups agreed that UI has less effect on clinical outcomes than the other 5 syndromes. However, DONs rated UI first with respect to cost of care; NAs third behind falls and pain; and physicians and GNPs rated UI fourth behind falls, behavioral symptoms, and delirium. With respect to quality of life effects, physicians and GNPs rated UI fifth and fourth respectively and DONs fourth. In contrast, NAs rated UI second only to pain with respect to its effect on quality of life. Perceived barriers differ among the 4 groups with physicians relatively more concerned that drug treatment alone is ineffective (P = .002); GNPs relatively more concerned with lack of effective nondrug interventions (P = .001); and DONs relatively more concerned about sufficient time to assess and manage UI (P = .001). NA respondents rated concern about anticholinergic drug effects lower than did respondents in the other 3 groups (P = .001). Physicians, GNPs, and DONs are more likely to be involved in evaluating and managing behavioral symptoms of dementia, pain, falls, delirium, and unintended weight loss than UI in the NF setting. This leaves NAs as first-line managers for a condition that they perceive to have an important impact on quality of life. Perceived barriers to improving UI care differ among the 4 groups suggesting that approaches to overcoming the barriers should be multi-faceted.

First-line management – the operational and ethical challenges

The role which organisations should play in moulding human behaviour and culture is of prime of importance. A better understanding of the mind of first-line managers should enable businesses to effectively set operational goals and targets as well as address what is entailed. To stay competitive, organisations are to reassess and rethink their processes and practices in the area of human development, especially in relation to their first-line managers. This is a domain long neglected and under-rated. It is argued that changes in organisational design and structure underscore the pivotal role of first-line managers because they, not only represent a major link in the management chain, but also directly control the majority of the workforce. It is intended to fill the gap with respect to the function of first-line management and its perception and focus on the relationship between effective operations, enhanced performance in a good ethical climate.

The global village in a local context. Implementing global awareness as a managerial competency within South Africa's multicultural mainstream media newsrooms

Purpose: As part of a national research survey into the importance and implementation of six managerial competencies, this article aims to investigate the importance a national sample of reporters and first-line newsroom managers in South Africa's mainstream media attach to global awareness as a managerial competency. It also aims to establish gaps between the importance attached to and current implementation thereof by the latter. Design/Methodology/Approach: Qualitative and quantitative research designs were combined to obtain the most comprehensive view on the research problem. Quantitative data was compiled through self-administered questionnaires among first-line newsroom managers and reporters employed by the country's mainstream media. Qualitative data was obtained through semi-structured interviews and observational research. These sets of data were combined triangularly to improve validity and reliability. Quantitative data was analysed through factor analysis and effect size analysis, while qualitative data was analysed through qualitative content analysis.Findings: It was found that both respondent groups perceive first-line newsroom managers unable to implement the skills associated with the global awareness competency (given the importance they attach to it). While in some cases first-line newsroom managers themselves were more aware of their shortcomings, reporters highlighted other instances where they perceive their superiors unable to perform as expected. Implications: Given the challenges associated with globalisation, media managers need skills to identify and realise the impact of national and international changes on their business activities. South African media managers must also identify and address the challenges associated with the multilingual and multicultural backgrounds of their newsroom staff. Originality/Value: The dimensions of global awareness as a managerial competency are rooted in general management theory. In this article, these dimensions were applied in a media newsroom management context. There search thus investigated ways in which the effective and efficient implementation of these dimensions could contribute towards professional media output by South Africa's mainstream media.

Moving down the Line? The Shifting Boundary between Middle and First-Line Management

Much of the recent debate about changes to middle and first-line management treats these changes in isolation, rather than as inter-connected aspects of wider changes to management as a whole. This paper reports evidence from a survey of the first-line manager role in 135 organisations in the UK which shows how first-line managers have acquired some business management responsibilities previously associated with middle managers, but that these have supplemented, rather than replaced, first-line managers' core responsibility for performance-oriented supervision. Consequently, as well as first-line managers who remain primarily supervisors, there are those who are, additionally, performance managers, customer/client service managers and budget holders. On the basis of this evidence, it is argued that there has been re-distribution of managerial work and responsibilities, with a re-drawing of the traditional boundary between middle and first-line managers. Whilst some business management tasks are now shared between middle and first-line managers, routine operational supervision is increasingly concentrated in the first-line manager role. The implications for how organisations recruit, train, develop and reward first-line managers in this new, expanded role and how first-line managers themselves handle its demands and pressures are discussed.

Implementing Human Resource Management Successfully: A First-Line Management Challenge

In this paper we will address the success of Human Resource Management (HRM) implementation, concentrating not on the HR function but on first-line managers. First-line managers find implementing HR practices at the operational level difficult and show reluctance with their HR responsibilities. However, they have become increasingly responsible for the implementation of HRM and thus, their performance is critical for HRM effectiveness. Previous research pointed to five factors that could lead to HRM implementation difficulties. Four case studies in four different multinational business units are presented here to investigate the salience of these factors. Results show that first-line managers perceive four of the five factors hindering, but that the challenges faced vary per business unit.

A Span of Control Tool for Clinical Managers

During the second half of the 1990s, healthcare in Canada experienced significant downsizing and reform. One of the consequences of these reorganizations has been a reduction in the number of clinical managers and a significant increase in their span of control, to the point that often their abilities to fulfil their role as clinical managers are hindered (Altaffer 1998; Counsell et al. 2001; Pabst 1993). The first-line manager plays a critical role in the delivery of healthcare, in particular, within nursing services. Therefore, providing support for the professional practice of clinical managers should become a priority.

Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First‐Line Manager

abstract It is frequently argued that, as a consequence of radical organizational change, the role of first‐line manager (FLM) has shifted from supervision to team leadership/co‐ordination or business unit management. After reviewing the nature of these claims and the debate about the relationship between first‐line management and supervision, evidence is presented from a survey of 135 organizations in London and the South East on how the role of FLM is presently defined and how it has changed. The findings paint a picture of a stable, consistent FLM role where a common performance‐oriented supervisory core is surrounded by a penumbra of additional managerial responsibilities relating to stewardship, translating strategy into operations, unit management and, exceptionally, business management. The FLM role remains part of a hierarchical system of individual managerial responsibility and vertical accountability, with narrow spans of control, vertical and internal contacts and authority, participation in decisions and accountability confined largely to operating routines. Changes to the FLM role have been as much towards a strengthening of the supervisory core as a broadening into business management responsibilities. It is argued that the persistence and prevalence of the supervisory core stems from the continued location of FLMs within systems of external, hierarchical supervision. Far from being weakened, the supervisory core of the FLM role has often been strengthened by the adoption of more stringent controls over work practice in order to cope with a growth in business activity or comply with a greater range of external regulations. In some cases, however, a re‐division of managerial labour has led to formerly middle management responsibilities and accountability being added to the supervisory core to produce an extended FLM role.

First-line managers' views of the long-term effects of clinical supervision: how does clinical supervision support and develop leadership in health care?

There have recently been several organizational changes that have challenged nursing managers in the Finnish health care system. First-line managers need support in their work because of organizational changes and scarce economic resources. One of these supportive measures is clinical supervision. A group of first-line managers in a Finnish University hospital participated in a 2-year clinical supervision intervention in 1999-2000. The managers' perceptions of the clinical supervision were followed up twice during the intervention and 1 year after (2001). The aim of this study is to describe how the first-line managers saw the future effects of the clinical supervision intervention 1 year after its termination. At the beginning of the intervention, the number of participating nursing managers was 32. The number of respondents in this study 1 year (2001) after the clinical supervision was 11. Data was collected using empathy-based stories, which involved writing short essays. The respondents received orientation and a script to assist them in the writing of essays. The stories were analysed qualitatively by categorizing the responses by themes. The managers deemed that clinical supervision had, in the 3-year time frame, positive long-term effects on their leadership and communication skills, the desire for self-development, self-knowledge and coping. Managers believed that in the long run, clinical supervision would provide them with a broader perspective on work and would enhance the use of clinical supervision as a supportive measure among co-workers. First-line managers expect clinical supervision to have long-term positive effects on their work and coping. Empathy-based stories, as a method, were found suited to studies, which aim to obtaining future-oriented knowledge.

Editorial. JNM editorial for May 2005 - Managing nursing in an increasingly complex environment of care

Editorial. JNM editorial for May 2005 - Managing nursing in an increasingly complex environment of care

Rural nursing unit managers: education and support for the role

Nursing unit managers (NUMs) occupy the often unenviable position of first-line management in many health services in Australia. As such, their role is complex and multifaceted requiring an intertwining of their clinical and managerial responsibilities. While there is an abundance of studies that explore and describe the various management roles in many professions and industries, little is known about the experiences of nurses as managers, particularly in rural settings. This article focuses on the education and support needs of rural nursing unit managers. A qualitative study design was used to explore the stories of a number of nursing unit managers in rural New South Wales, Australia. Data was collected using semi-structured individual interviews. Data was analysed using a voice-relational method as a framework for more clearly hearing the voices of participants. This method of data analysis is particularly useful for hearing from those who do not usually have a 'strong' voice, for gaining an understanding of the context of the interviews, and for acknowledging the role of the researcher in the research process. All NUMs employed in a single regional health authority in rural Australia were invited to participate. Out of 42 NUMs in the region, 20 agreed to be interviewed. Nursing unit managers were asked to reflect on their experiences prior to and during the early days within the position. In summary, all the NUMs: believed they were promoted because of their clinical expertise; felt unprepared for the managerial and administrative aspects of their role; continued to identify as nurses rather than as managers; found the role isolated them from their former peer group. Those employed in small facilities had limited opportunities for education and peer support. Based on the NUMs' experiences and suggestions, the following information would have helped them to cope with the demands of their new role: information and discussions about the role expectations of first-line manager, from both an employee and employer perspective; human resource and financial management skill development; leadership skills; negotiation and conflict resolution; a clear and realistic role description.

Obtaining “better news” through better internal news management – A survey of first-line managerial competencies in South Africa

Changes in the post-apartheid South African mainstream media landscape have far-reaching implications for human resources management. The six managerial competencies found in general management theory (communication; planning and administration; teamwork; strategic action; global awareness; and selfmanagement) were applied on a national sample of first-line news managers and reporters. The central theoretical argument was that first-line news managers might be better equipped to address the human aspects of news management should they implement these six managerial competencies effectively.