First-line managers dealing with different management approaches

Abstract

Purpose The purpose of this paper is to contribute new knowledge about how first line managers (FLMs) in elderly care perceive their situation, with a focus on differences in management approaches at the intersection of the central and local parts of the organization. Design/methodology/approach The present study has a qualitative approach and is part of a larger project on FLMs in elderly care. The results presented here are based on a secondary analysis of 15 of the total of 28 interviews carried out in the project. Findings The main results are twofold: the majority of FLMs perceived differences in management approaches between local and central management; the differences caused some struggle because FLMs perceived that the management system did not support the differences. The two main aspects that caused the FLMs to struggle were differences in the foci of the management levels and difficulties in influencing the conditions of management. Originality/value The results contribute to the debate on what aspects are important to sustainable management of elderly care. It is common knowledge that FLMs have a complex position, intermediate to the central, upper level management and their subordinates at the local level – levels with different foci and interests. The study contributes new knowledge about what these differences consist of and the dilemmas they cause and offers suggestions as to what can be done to reduce both energy waste and the risk of low job satisfaction.

First-line managers struggling to lead home care based on the individual’s needs and goals – conflict between ethical principles

“…The FLMs in this study stated that in the top-down system, the organization was an obstacle. This is in line with previous studies that describe that the top-down organization is task-oriented, limiting time and implementing financial control ( Hagerman, 2019 ; Strömberg et al , 2019 ). The organizational resources are insufficient for elderly care ( Hagerman et al , 2019 ; Kihlgren et al , 2021 ; Silverglow et al , 2021 ).…”

“…FLMs describe the work as meaningful, especially when they lead the work, even though they consider their work demanding and onerous ( Hagerman et al , 2019 ). FLMs have an unpredictable job ( Wastesson et al , 2021 ) and a difficult work situation where they are intermediaries between upper level (top management) and local level (their co-workers) ( Strömberg et al , 2019 ). FLMs must deal with different values and experience ethical problems, such as difficulties in satisfying the individual’s need for autonomy and self-determination, and there is a lack of organizational conditions ( Jonasson et al , 2019 ) that makes it difficult to achieve the individual’s goals ( National Board of Health and Welfare, 2021b ).…”

How do first‐line managers in elderly care experience their work situation from a structural and psychological empowerment perspective? An interview study

“…A deductive analysis with a business management perspective showed that FLMs struggled with the differences in management approaches they experienced between the local, their, and central management. These differences are sometimes natural but it is of importance that managers deal with and make the most of them as it might influence the FLMs self‐determination (Strömberg, Engström, Hagerman, & Skytt, ). Labrague et al, () describes the importance for managers to feel they have self‐determination and impact, as this helps them to deal with stressful managerial work.…”

Factors associated with older persons’ perceptions of dignity and well-being over a three-year period. A retrospective national study in residential care facilities

“…Leadership has also been described as important in facilitating the implementation of PCC [ 48 – 50 ]. However, the working situation for managers in RCFs is characterized by large groups of staff, making it problematic to influence norms and cultures [ 51 ]. Due to their strained work situations, it might be difficult for managers to prioritize facilitating behavioural change regarding the attitudes of staff.…”