An Essential System and Members for Success in the Services Provided - Research Paper Example

 Started in 1994 as a little office in Broomsgrove, Foster Care Associates (FCA) has grown impressively into a multinational organisation considered as UK’s leading Independent Fostering Agency (IFA). The organisation was created by Jim Cockburn and Jan Rees who wanted to create a difference in the lives of young people under UK’s care system. The core value of the FCA is embedded in its mission statement: “To provide quality care in the family setting” (FCA, 2010). With this statement, the organisation is expressing commitment to provide excellent quality and therapeutic support services “for even the ‘most difficult to place’ looked after children and young people within a fostering family environment” (FCA, 2010). FCA is guided by the following core values: child focused; care for our carers; work as one team; lead by example; and value for customers. As a child-focused organisation, FCA keeps the welfare of the children at its priority in providing support so they are well-equipped to face adult life. It strives to “promote and encourage the children’s innate abilities” (FCA, 2010) while challenging discrimination and other discriminatory practices. FCA also boasts of the value it places among its carers and their work, regarding them as partners in the organisation. FCA aspires to recruit a large pool of carers to address the diverse needs of the students and ensure that these are highly qualified and dedicated individuals. Local support is always provided for foster carers and their children, which they can access at any time of the day. There are many different approaches to social care delivery, and FCA thrives in adopting a multi-disciplinary approach encouraging the interaction of different models and theories. Each member collaborates with other members in the organisation to build effective working relationships. Feedback is an important constructive element where successes and mistakes are always opportunities for learning and improvement. Staff members go an extra mile in providing the services for the children. In terms of organisational structure, FCA believes in flexibility and avoiding “unnecessary bureaucracy” (FCA, 2010). It strives to build an atmosphere of value and support where members work with “energy, enthusiasm, commitment and humour” (FCA, 2010). Leading by example is another core value of FCA. Members are empowered to be creative and innovative in creating solutions. Leaders are expected, not only to provide vision and guidance, but must also convey openness, approachability and respectfulness to expression of ideas from members. Exemplary performance is measured by targets met and that at the core of such performance is the love and passion towards what they are doing. Being the leading service provider of foster care, FCA guarantees value for money among its customers. It builds a network of partnerships to improve its services and encourage the integration of various services. To further improve its services, FCA solicits feedback and evaluation of programs introduced. Moreover, it provides up-to-date and “regular reports on children’s achievements” (FCA, 2010). What propelled Cockburn and Rees to develop FCA was the concern for youngsters who were considered as the “most difficult to place” looked after young individuals. This led to the formulation of “Team Parenting,” a model used to integrate various support services. The success of the approach is marked by its wide application in several countries such as Australia, Germany, Sweden, Canada, New Zealand and Finland. FCA offers wrap around support services that include supervision, training and advice of carers in an effort to provide the best therapeutic environment for looked after children or youth. The approach “enables the provision of family based support and care to children who have been identified as ‘difficult to place’ --- children who may have a range of complex and challenging needs; who sometimes may have experienced numerous placement disruptions or significant stays in residential or secure care” (FCA, 2010). This requires the concerted efforts of practitioners from different sectors such as social work, education and psychology. Social workers are on a daily contact with foster carers to help maintain safety and stability in placement. The team also employs teachers who help formulate the best learning environment of the child. Therapists also guide the carers in addressing the emotional needs of the child and establish healthy attachment patterns. The organisation taps on its Children and Young People’s Support Services (CYPSS) to provide “practical hands-on support and fund for the child in placement” (FCA, 2010). To oversee the whole program, Team Parenting professionals monitor current placement and make sure that the outcomes and objectives determined for the child are met. Although it appears that Team Parenting is the hallmark of FCA, they offer a total of five different placement services: (a) Long Term Placements; (b) Short Term Placements; (c) Emergency Placements; (d) Enhanced Placements; and (e) Solo Placements. Long term placements usually last for a period of two years or until completion of childhood while short term placements only serve as bridging or assessment programs which are not intended for a significantly long period. In long term assessment, team parenting or any therapeutic intervention are geared towards finding solutions for challenging behaviour which will eventually lead to a placement assessment and report. Both placement services are planned unlike emergency placements which are requested within 24 hours. The intervention usually lasts for 28 days which may lead to long-term or short-term placement. Enhanced placements are designed for those children who have had a history of unsuccessful and disrupted placement. Those who belong to this category “can be supported by a range of additional services, including individual education input and individual therapeutic sessions commissioned and agreed by the placing authority” (FCA, 2010). For those children with specific needs that require close supervision, they are provided with solo placement. These cases are often reviewed and monitored so changes may be done according to the needs of the child. The programs in FCA are structured in a manner that guarantees the specific needs of a particular child are addressed. There is no generic formula in providing the best services and creating the optimum environment. The services provided are based on the children’s specific needs and circumstances. My placement practice experience with FCA has provided me with invaluable insight about the theory and application of management and leadership in a social care organisation. I will draw mostly from my experiences and relate them to theory in the next sections of this paper. The succeeding section will give a comparative discussion of management and leadership in social care. In the last and final section, I will be examining the role of appropriate leadership and management in social care service delivery. Differences between Management and Leadership in Social Care Indeed there is a fine line that denotes two important concepts in any organisational structure, management and leadership. Both have received extensive attention in research related to organisational behaviour. Rather than determining which one is superior over the other, researchers are in an agreement that both have various areas of overlap and are considered highly significant to an organisation’s success. For the most part, “distinction tends to focus on somehow different purposes associated with the roles of managers and leaders” (Kanji 94). In 1995, Du Brin conducted an exhaustive review of literature on the definition of leadership. The research yielded that “leadership inevitably comprises an influential component” (Kanji, 93). Du Brin, then “adopted the view that leadership is the ability to inspire confidence and support among people who are needed to achieve organisational goals” (Kanji, 93). Northouse echoes the same though in his definition of leadership as “a process whereby an individual influences a group of individuals to achieve a common goal” (qtd. in Kanji, 1993). By these definitions, it is the leader’s responsibility to bring together persons of different backgrounds in a shared commitment to realise a common objective. The goal of leadership is not separate from that of management and in fact, strong management is achieved through competent leadership. These two concepts are quite enmeshed that in some literature, they are used alternately to mean the same thing. Krause distinguishes between managing behaviour and leadership stating that management is more focused on functional roles or the jobs that each individual is tasked with. Leadership takes into consideration the culture of the organisation by focusing more on the people. “Managing behaviour tells other people what to do: schedule training events, perform jobs at particular times, start work now, and stop later” (Krause 47). Leadership, as further defined by Krause, has more to do with how the task to be performed fits the overall goals of the organisation” (47). In a striking note, Krause emphasises that while management “engages the minds of workers and causes them to take action” (47), leadership “engages the hearts of workers and affects their level of motivation, their connection to the work” (47). This distinction is supported by Bennis and Nannus statement that “management controls, arranges, does things right; leadership unleashes energy, sets the vision, does the right thing” (qtd. In Kanji 94). Kotter also stated that whereas the “function of management is to provide order and consistency to organisations,” (qtd. in Kanji 94) leadership propels movement and change. It is not a secret that an organisation’s failure or success is dependent on the interplay of both leadership and management. As outlined in the previous paragraphs, these two concepts affect two separate dimensions of the human being that are interdependent and which when tapped on effectively will maximise his or her potentials. It is the individual contribution of every member in the team or organisation which builds up excellence and success. Health and social care service providers, among other organisations, is constantly affected by changes in socio-economic trends, policies and paradigm shifts. Those in the helping profession realise that there is a constant demand of services that consistently requires change. Management models in the private sector call for “characteristics like innovativeness, creativeness and competency in management” (Viitanen & Konu 109). Managers are expected to “display knowledge on expert, personnel, quality and financial management, and on network management in particular” (Viitanen & Konu 109). FCA’s introduction of team parenting places a greater challenge on the structures and systems for effective management. The management system of FCA ensures that it allows for flexibility and innovativeness among partner networks and carers to create the most suitable living environment for looked after children. Team parenting has been a very effective way of managing knowledge among individuals from different fields of expertise. Hafford-Letchfield, Leonard, Chick , and Begum stressed that “knowledge base has to be structured and organised in such a way that it can be easily accessed and utilised when required” (183). Through the networking and the integrative process of team parenting, different service providers are tapped to provide the best quality of care for the children. The traditional concept of transferring knowledge to the members and staff of an organisation is through training and other professional development alternatives. Staff members usually undergo training and workshop to equip themselves with skills to address the demands in social care. The intention of such endeavour is to prepare these staff members to respond to the different needs of the clients; however, as realised over time, needs can be very unpredictable and no amount of training can best prepare the members to handle the most sensitive cases. Yet, there is a way of providing the best service from highly qualified professionals who have been honed through their professional experiences. This is how FCA’s team parenting is able to address the varying degrees of needs among these children in need. This remarkable system allows for mutual support and sharing of expertise among the staff members and partner organisations. Leadership, as previously discussed, is the core that brings people to work together despite individual differences. The variety of professionals and individuals that interface on a daily basin in FCA demands not only an effective management, but strong leadership as well. There are different approaches to leadership. Avery, Bell and Hilb identify four leadership paradigms: “Classical, Transactional, Visionary and Organic” (139). Certainly, these theories have guided the greatest leaders in the past and how they influence the conduct of their respective practices. A current view however, states that “leadership does not vest in individual leaders or followers, but emerges from the interactions, commitments and other relationships between the members of an organisation” (Avery, Bell & Hilb 141). The emerging theme in existing literature on leadership is the need to align the activity of every member to the vision of the organisation. Leadership therefore, involves articulating the core values of the organisation and ensuring that each individual operates with a high regard for these values. The importance of realigning each staff member with the vision of the organisation is important especially in FCA where the best social care services can only be provided with the concerted efforts of experts from different fields. A learning environment has also been instituted which is remarkable for an institution that is anticipating changes in the future. As discussed by Avery, Bell and Hilb, “an organisation that constantly scans its environment and is ready for continual adaptation may not need to experience major upheaval” (141). Learning environments strive to gain feedback and evaluation constantly from its clients and other stakeholders in an aim to continuously improve the organization. FCA fosters a safe and open environment for expression of ideas between leaders, carers and staff members. Establishing this kind of atmosphere is a crucial aspect if the welfare of the children is the primary driving force behind the organisation. The leaders acknowledge and communicate the importance of every member in the team, not only for the work that they do, but also for the ideas that they contribute to improve the services delivered. Leaders are expected to lead by example, communicate effectively, and exhibit professionalism and courtesy in behaviour. It is noteworthy that in the FCA’s core values, the characteristics of the leader were highlighted designating its significance to the organisation. Perhaps the most vulnerable individuals in the society are children and providing services to the most disadvantaged ones is a daunting task. What takes place during these formative years of the child can either make or break them. Those who are at the position to lead must rely on knowledge and attitude, mind and heart, to address their needs in the best and safest possible way. Whilst it is easier to elicit the needs and wishes of an adult, it is more challenging for children. Service providers and carers must at every point of intervention assess if the measures taken are to the best interest of the child. It is common for adults to take charge and assume that s/he knows best. Children must be given a voice in determining the care where they can best develop. This is especially challenging for “most-difficult-to-place” children who have problematic behaviours and have had histories of failed placement. The establishment of team parenting and the employment of a variety of support system guard against the possibility of oppressive practices when dealing with children. Through the involvement of other agencies and professionals, multiple ideas are being considered. Biases due to profession, organisation or policy are reduced through this integrative approach. The organisational structure and leadership style as well of FCA is democratic. An atmosphere of trust and camaraderie can be observed among staff members who clearly take pride and enjoy what they are doing. Leaders are able to give feedback which are taken constructively and acted upon as soon as possible. Teamwork is very evident in the manner critical cases are approached and handled. It is the interaction of effective management system and leadership style that has brought FCA the success and reputation that it deserves. Importance of Appropriate Management and Leadership in Social Care Service Delivery This paper started with a discussion of FCA where the core values that were highlighted bring major implications on the management and leadership of the organisation. An organisation that boasts of its child-focused program adopted the team parenting approach, the success of which is related to the success of the management system. The second section discusses in detail how an effective management system is required for the team parenting approach. Social care organisations are built heavily on the relationships formed and nurtured with clients. In fact, the relationship itself can prove therapeutic and yield positive results. It is important therefore, that organisations keep the turn-over rate of carers at a minimum. To be able to achieve this, carers and social workers must continue to find meaning and empowerment in the work they are doing. Whilst they provide support to the disadvantaged members of the society, they must also be given support and taken cared of. The FCA support service for carers was established to lend 24-hours service for social workers and foster carers. It is not surprising also that among the core values identified by FCA, “enjoy what we do” was included. To be able to address the diverse needs of children, FCA increases recruitment of foster carers and this again, has implications on management. It is important that an effective database, reporting and monitoring systems are in place for easy tracking of children in placement. FCA embraces a multi-disciplinary approach to the work inviting different professionals to take part in assessment and reporting. Effective management skills are necessary for this kind of set-up. Otherwise, though the intention is remarkable, it might lead to chaotic and independent work. A manager however, must be able to contextualise the roles of every member in the team and listen to their dynamics when at work. Interdependence and teamwork is necessary for cooperative and collaborative work to succeed. This can only be achieved if the manager is able to articulate to each member clearly the objectives and their specific roles. FCA has exemplified the advantages of a learning environment where feedback from customers and partnerships are given importance. Organisations must realise that meeting the targets are not enough measure for success. Certain areas which may have been overlooked while focusing on the objectives may surface from critical feedback. It is important therefore, to always provide venue for the weaknesses to come out as well. There is no perfect system yet there is a good management structure which can address these imperfections. Kevin Brennan, speaking on Care Matters and Every Child Matters agenda, stated that “Care Matters showed that what makes a difference to children in care is the personal relationships they have with adults. Many said they’d had a good social worker or foster carer who had then moved on” (21). This statement implies the need for social care organisations to ensure a sense of stability among its staff member because it appears that the changes in foster carer or social worker are significantly affecting the development of looked after children. One of the major problems that any organization is facing is in keeping its staff members. This is of particular importance in social care where relationships built play a substantial role in the psychosocial development of individuals, especially children. There is much to learn from the leadership approach of FCA, as well. It appears to follow the transformational and situational leadership paradigms. Leadership comes in different forms and through different people, but perhaps the more important task of the leader is empowering its members. Social workers and foster carers must themselves realise that they are leaders in their own right, capable of becoming agents of change in the eyes of the children. Leaders strive to bring members together in achieving a common goal and in the process motivate and encourage them to take a leap and trust in what they are doing. Leaders can only do this if they themselves trust what they have done and in the process of empowering their members. If the leader is confident in equipping the members with apt skills and attitude, then there is little risk in allowing them the freedom to innovate and create. Good leadership will encourage members to go beyond what is expected and continuously improve themselves to be of better service for others. This paper has demonstrated the importance of management and leadership in social care service delivery, particularly in foster care settings with children as the primary clientele. It is evident from the discussions that for an organisation to achieve success, management and leadership need to effectively interact. It may be said that management pertains more to knowledge and skills-based aspect of human behaviour. Management behaviour requires the proper organisation and application of these knowledge and skills to be able to deliver optimum services. Leadership, on the other hand, refers to attitudes and character traits related to human behaviour. The outcomes of good leadership can be observed from staff retention and working environment. It is that which forms the intrinsic motivation of each individual to say on the job and desire to even reach greater heights. Such commitment to excellence is what gives added value to the services that are offered in social care. Clearly, management and leadership work hand-in-hand. Without management, the organisation will suffer from chaos, having no system and structure to follow. A poor leadership will keep a strong system, but with weak members. Both system and members are essential for success in the services provided. What FCA has achieved is monumental and one that revolutionised the face of social care services. This is not to say however, that there is no more room for innovation. As espoused by FCA itself, social care services thrive in innovations. Human beings are dynamic and so is human development. There will always be areas for improvement. There will always be a need for integration and innovation. These are constant premises. They are not considered threats however, to social care services. Instead they are opportunities which increase the likelihood of success depending on the effectiveness of management systems and leadership approaches of an organisation. Works Cited: Avery, Gale. Understanding leadership. London: SAGE Publications Ltd., 2004. Print. Foster Care Associates. Foster Care Associates, UK, 2010. Web. 13 May 2010. Hafford-Letchfield, Trish, Leonard, Kate, Chick, Neil, and Begum, Nasa. Leadership and management in social care. London: SAGE Publications Ltd, 2008. Print. Hayes, Darren. “Whatever their ambitions, government will back them.” Community Care 1723: 21. Web. 15 May 2010. Kanji, Gopal. Measuring business excellence. London: Routledge, 2002. Print. Krause, Thomas. Leading with safety. Hoboken, New Jearsey: John Wiley & Sons, Inc., 2005. Print. Viitanen, Elina, and Konu, Anne. “Leadership style profiles of middle-level managers in social and health care.” Leadership in Health Services, 22.2 (2009): 108. Web. 12 May 2010. Read More