Role Of First Line Manager Research Articles

The Role of First-Line Managers in a Pandemic in Reducing the Spread of Infections and Promoting the Health and Well-Being of Rohingya Refugees

ABSTRACT Humanitarian organizations in Bangladesh introduced emergency services to protect Rohingya refugees from COVID-19. This article aims to explore the roles front-line leaders from those organizations played in reducing the spread of the infection and protecting the refugees. By using in-depth interviews with 42 first-line managers (FLMs), it explores the innovative actions and strategies adopted by these managers to implement COVID-19-related programs and services. Initiatives such as training and engaging Rohingya volunteers and developing services promptly in order to raise awareness and manage testing, treatment, and psychosocial interventions contributed significantly to pandemic management in Rohingya refugee camps.

Génériques et/ou spécifiques ? Quels sont les facteurs de risque permettant d’expliquer la détresse psychologique des cadres de premier niveau ?

La littérature scientifique visant à identifier les déterminants de la détresse psychologique au travail se concentre essentiellement sur des facteurs de risque psychosociaux largement répandus dans divers types d’emplois, comme les caractéristiques des tâches (Karasek, 1979). Il s’agit de facteurs pouvant être associés à bon nombre d’occupations puisque leur conceptualisation est générique (p. ex. la charge de travail quantitative). Or les études qui s’intéressent aux facteurs spécifiques à la nature même des emplois étudiés sont encore minoritaires dans la littérature portant sur la détresse psychologique. Dans notre étude, nous investiguons les facteurs de stress associés au rôle des cadres de premier niveau, lequel est reconnu pour sa nature dite « paradoxale » (Hales, 2005). Notre objectif de recherche consiste à identifier les facteurs de stress associés à leur rôle, puis à vérifier l’influence de ceux-ci sur leur niveau de détresse psychologique. Nous optons pour une méthodologie mixte en déployant un devis de type séquentiel exploratoire (Creswell, 2009). Ce type de devis débute par une approche inductive qui permet la collecte de données qualitatives (N=14) propices à la découverte de facteurs de stress spécifiques. Le volet quantitatif subséquent permet de vérifier l’effet de ces facteurs de stress sur le niveau de détresse psychologique à l’aide de données collectées auprès d’un plus vaste échantillon (N= 243). Notre recherche mixte permet d’abord de mettre en lumière les facteurs de risque spécifiques au rôle des cadres de premier niveau, soit le conflit imputabilité/contrôle ainsi que le conflit de rôle associé à la position paradoxale qu’ils occupent. Ensuite, l’étude hypothético-déductive montre que ces facteurs spécifiques contribuent à influencer leur niveau de détresse psychologique, tout comme les facteurs de risque génériques (c.-à-d. la charge de travail quantitative). Nos résultats permettent de mieux comprendre comment les tâches et les responsabilités contribuent à engendrer de la détresse psychologique en plus de positionner les facteurs de risque spécifiques au rôle des cadres de premier niveau comme une avenue de recherche pertinente pour mieux comprendre le phénomène de la détresse psychologique au travail.

First-line managers’ experience of their role and gender in elderly care

ABSTRACT The aim of the article is to examine first-line managers’ experiences of their managerial role and gender in elderly care. Forty qualitative semi-structured interviews were conducted with first-line managers (35 women and five men) from four different organisations in Sweden. The findings suggest that the role of first-line managers was formed in everyday managerial work in two communities of practice: the care work community and the first-line manager community. The managers’ navigation between these two communities of practice created dual memberships. These memberships differed depending on micropolitical processes which arose in relation to their position, expectations and gender stereotypes. A female norm ruled within the first-line manager community, providing middle-aged women with elderly care experience with a greater legitimacy to control the community, while men were not so easily accepted. On the other hand, the male norm was more prominent in the care work community in line with managerial ideals and male managers received more credit as being more capable as managers. The study contributes by demonstrating that the managerial role and gender manifested themselves in different ways within these two communities of practice and provided different conditions, giving women and men different benefits or unequal conditions for performing leadership.

The Diffusion of Home-Based Reablement in Norwegian Municipalities.

IntroductionHome-based reablement (HBR) has achieved significant international prominence in recent years. In the Nordic countries, HBR has been introduced as an innovative care model within the municipal health care sector that answers the need for better and more effective service delivery. But knowledge about how innovations can be spread in the municipal health care sector is scarce. We also know little about what role first-line managers (FLMs) may play for the diffusion of innovations.PurposeTo describe and explain adoption of HBR in municipalities in Norway and to explore if there is a relationship between early/late adoption and the FLM’s perception of innovativeness in their organization. Such knowledge is valuable for the understanding of the role of FLM for the diffusion of innovations in the health care sector.MethodsA cross-sectional national online survey was carried out among FLM in the eldercare sector in 422 Norwegian municipalities. The response rate was 64%. The analysis was based on univariate and bivariate techniques, factor analysis, and multiple linear regression.ResultsA bivariate analysis revealed that early adoption is associated with a high score on perception of innovativeness among FLMs. Innovators and early adopters scored highest (5.65) on perception of innovativeness, followed by early majority (5.31) and late majority (5.18). The lowest score was found among Laggards. A multiple regression analysis revealed that a substantial part of the positive relationship between early adoption and perception of innovativeness can be explained by FLMs’ length of service in the organization and their educational level. Wealth of the municipality does not have an effect on innovativeness.ConclusionAn implication of the results is that mature and stable personnel in key positions in the organization, and personnel with higher education, can be positive for innovativeness in the municipal health care sector.

The Iron Cage of Leadership—the Role of First-Line Managers in Child Welfare

Abstract In the social services in general and particularly in child welfare, high staff turnover and recruitment difficulties have been reported for many years. Previous studies have shown that giving social workers adequate social support is important in getting them to maintain their job commitment and remain at the workplace. The aim of the present study was to investigate how child welfare managers perceive and respond to the content and demands of their professional role. Interviews were conducted with forty-two first-line managers. The results indicate that the expectations of the social workers and the demands of the organisation are in conflict. The overall picture is one of challenges and dilemmas in a changing managerial role, where the focus is increasingly on control, administration and budget responsibilities. While the managers highlight what can be regarded as transformative ideals and prioritise offering support and guidance to the social workers under them, the organisation seems to be pushing managers towards a leadership role characterised by control and authority, where quantitative measuring, monitoring and control processes are expected––a leadership style associated with transactional leadership. The influence of New Public Management on the conditions for, and the contents of, leadership in social services is discussed.

The Role of First-Line Managers in Healthcare Change Management: A Ghanaian Context

The Role of First-Line Managers in Healthcare Change Management: A Ghanaian Context

Role of First Line Manager: Strategic Leadership in Implementing Successful PMS

Role of First Line Manager: Strategic Leadership in Implementing Successful PMS

The role of first line managers in healthcare organisations – a qualitative study on the work life experience of ward managers

The role of a first line manager (FLM) in Swedish healthcare has gone through major changes, from a divided role involving both nursing work and supervision to a pure management role. Along with these changes, the experienced core work and meaning of work have been altered. This also means that conditions for work that could regenerate the invested resources of the FLMs have been altered as well. The aim of this study was to describe the ward managers’ experiences of their professional role, their work and how they are handling their everyday practice. Furthermore, the aim has been to interpret these experiences through the lens of regenerative work. Five ward managers at a Swedish hospital setting were followed for approximately four years. The study has had an interactive and pragmatic approach. Data were collected through interviews, observations and a continuous dialogue forum (three years). Four themes are presented in this paper: from supervisor to manager; loyalty; talking about it and dialogue forum. These themes are then discussed in order to understand basic conditions for the regenerative work of the FLM. The most central finding is the importance for the FLMs to make sense of their world through narratives and that the organisation does not provide for this.

Review: The role of first line managers in healthcare organisations – a qualitative study on the work life experience of ward managers

Review: The role of first line managers in healthcare organisations – a qualitative study on the work life experience of ward managers

Role of First Line Manager: Strategic Leadership in Implementing Successful PMS

The paper studies the role of first line managers as strategic leaders in Bangladesh ensuring successful implementation of efficient performance management system (PMS), in high performance work systems (HPWS). In this paper, importance of PMS in HPWS has been discussed briefly with the light of previously done scholarly works. Then the paper draws attention on Bangladesh’s perspective of first line managers’ role as strategic leaders in major telecommunication companies, (which are considered as HPWS) in implementing PMS. To do this, quantitative data from handful of major telecommunication companies operating in Bangladesh have been collected and the whole concept has been explained with aid of a model. JEL Classification Code: M120

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.

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.