By Professor Richard Whipp;Dr Ian Kirkpatrick;Dr Martin Kitchener
This booklet explores the administration of kid's companies in neighborhood experts throughout England and Wales. It examines residential childcare from a administration and organizational viewpoint for the 1st time. the amount evaluates how social providers deal with residential devices and gives substitute suggestions.
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Extra info for Managing Residential Childcare: A Managed Service
Outside social services, the use of the word ‘strategy’ and its adjective ‘strategic’ has become pervasive. In practice, their adoption is often motivated by a desire to enhance the status of a project or department within an organisation (Lyles 1990). At the same time, an extensive body of academic research devoted to the issue of business strategy developed during the 1980s. It is unsurprising therefore, that both the Department of Health (DH) and social services departments (SSDs) turned to notions of strategy as they wrestled with the problems associated with the provision of children’s services described in previous chapters.
The study has sought, therefore, to take an ‘inclusive’ approach to the problem of external management (see Chapter 2). 1). This framework encompasses not only the home and line manager but also residential staff, service and resource managers, fieldworkers, senior managers, support staff, other professionals (from health and education, for example), those responsible for inspection, and members of social services committees. ) The result is an interview base of 261 transcripts. In year 1 of the study the emphasis was on the larger users of residential care (both as providers of in-house care and/or contractors for out-of-authority placements).
Even Utting (DH 1997: 175) acknowldeges that change may be difficult as local managers are faced with running a range of diverse services in a context of high public expectations and strained resources. These facts, we argue, must be clearly understood when attempting to explore the effectiveness of management in terms of achieving the goals of these services, that is, of improved controls/safeguards and of higher quality services based on a clearer matching of needs and resources. In terms of control, we have already hinted at how the structures of professional bureaucracy may act in a constraining fashion.
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