Application of Management model - Coursework Example

Application of Management Model Application of Management Model Overview Strengths based management is used quite frequently in social work and counseling (Smith, 2006), and the model has its base in the theoretical foundations of resilience, healing, wellbeing, and constructionist narrative (Saleebey, 1996). The model has proved itself to be an effective helping strategy that employs an individual’s strengths in order to build over it. A strengths-based approach to management focuses on the strengths of an individual rather than their weaknesses to harness the potential of individuals. Hence, the methodology involves a focus on the strengths and the techniques used to capitalize on the strengths to achieve goals (Williams, 2010). Strengths based case management is found to be effective in cases where treatment is promoted by encouraging the client to carry on the process thereby availing the services of practitioners (Brun and Rapp, 2001). The success of strengths based case management is well-documented and established with patients with mental disabilities owing some relevance with those clients who suffer physical disabilities such as amputees. The management model is not necessarily a simple one to implement; it has its own challenges that can be harbored in order to yield successes. While the strengths model is used fairly extensively in social work practice, the model may not apply to each and every scenario and its success depends on many factors associated with practice. Rationale The strengths based management model is one that applies relevantly to my organization of placement – AmpSurf. AmpSurf has defined its mission as an acronym – PIER – which focuses on promoting, inspiring, education, and rehabilitating disable individuals by teaching them how to surf (AmpSurf, 2014). Strength based model essentially bases its practice on the belief that the clients have inherent abilities and strengths that enables them to cop successfully with their challenges (Brun and Rapp, 2001). Hence, AmpSurf follows a similar approach stressing on empowerment of the individual, which is a critical component of strengths based model (Saleeby, 1992). Moreover, the PIER mission incorporates the elements of strength based model including, promoting of involvement, inspiring beyond disabilities, educating, and rehabilitating to help individuals discover their new strengths thereby overcoming their physical disabilities. AmpSurf is dedicated to allowing disabled individuals realize their potential and not let their disability inhibit them. As such, it promotes the strengths within individuals by getting them involved with surfing events and other sporting activities. Although AmpSurf does not carry out formal strength assessment of their clients, the volunteers are there to support participants at all times. Physical involvement allows the participants to feel rejuvenated and energized in a way that enables them to harness their strengths to cope with their disability. Amp Surf enables the participants to take part in various sporting activities, mainly surfing in the supervision of dedicated volunteers thereby allowing them to dismiss their physical handicap to realize their potential. Getting involved also gives them a sense of purpose and is an effective healing method. By promoting involvement in surfing and other activities, AmpSurf encourages clients to continue receiving the service through an inspirational experience thereby healing its participants. A major task of the AmpSurf volunteers is to develop a trusting relationship with their clients to get to know about their stories and belief systems, which becomes significantly important as the service persists. Brun and Rapp (2001) studied the impact of strength based approach on the client experience and concluded that it is necessary to keep strengths at the forefront of practice. As it is, strengths should be reinforced throughout the practitioner-client relationship. Throughout the practitioner is involved with supporting the client as individual perceptions of one’s strengths may differ greatly. AmpSurf utilizes a similar approach and hence, the management model is germane to the field placement. Organizational Structure The organizational structure is specifically designed to allow the achievement of its goals, which is clearly set forward in its PIER (Promote, Inspire, Educate, and Rehabilitate) mission. Its board of directors comprise of the top management layer with the volunteers occupying the on-field practitioners. The board of directors also consists of a few members of the crew and a few permanent surf instructors. The delivery of service greatly depends upon the services of volunteers who form a great part of the organizational structure. Task allocation is disproportionately aligned towards volunteers who arrive to instruct about surfing and sporting activities. Volunteers along with the water staff work to instruct the participants both, on land and in water. The participants are instructed under the supervision of volunteers and other staff. Equipment and other resources are provided and before the program initiates, the setup is done. The whole crew consisting majorly of volunteers make up the organizational structure of AmpSurf. These volunteers include instructional staff, supervisors, and beach lifeguards. Most of the tasks are allocated to the volunteers who serve the participants throughout the treatment process. AmpSurf refers to itself as a clinic that employs adaptive surfing and the ocean to help heal its clients. Its client base consists of veterans who have fought in wars and suffer from a wide range of disabilities including but not limited to amputations, hearing or vision disabilities, autism, and so on. Management and Administration The top management of AmpSurf consists of the board of directors and other administrators. The board of directors consists of a board vice chairman, a board secretary, and seven board members including two surf instructors. The remaining board members are regular members included in the top management. Additionally, the two instructors comprising the board members are permanent instructors while other instructional staff is simply voluntary staff. The board of directors is responsible for running the affairs of the non-profit organization and they handle the funds generated through funding efforts. Decision making regarding the organization is exclusively done by the board of directors who also make up the top management. Allocation of funds into various activities is also the task of the management and administrators. The organization also employs many volunteers each year to help with the surfing instructions and other tasks that are performed by the crew to help its participants. Application Since AmpSurf is involved with social work and healing, it employs the strengths based model of case management. Since its founding, AmpSurf has focused on allowing its disabled participants to grow beyond their disabilities in a way that they surpass their “handicap”. The aim is to make the participants realize their potential and cope with the challenges they have in their life so that the disabilities no longer limit them in any way. This is why AmpSurf often mentions the power of the ocean, which is a metaphor to allow disabled individuals do what even able individuals might not be able to do. The organization as well as the volunteers put strength based approach at the center of their practice to enable participants to identify their strengths and have a great experience that changes the way they look at their lives. Ultimately, the outcome is a rejuvenated life that heals the participants. Critique The strength based approach has its limitation if not implemented properly. Also, the approach may not work successfully in every situation and scenario especially when the practitioner deviates from the focus on strengths as the treatment persists. Saleebey (1992) has mentioned various issues with the approach in strength based management in its application. As a rule, the practitioners must focus on the strengths in all interactions with the client. This reduces the chances of deviations from the main objectives and allows a successful interaction and relationship with the client speeding the treatment and healing process. References AmpSurf,. (2014). About Us. Retrieved 5 October 2014, from http://ampsurf.org/about-us/ Brun, C., & Rapp, R. (2001). Strengths-based case management: Individuals perspectives on strengths and the case manager relationship. Social Work, 46(3), 278--288. Saleebey, D. (1992). The Strengths perspective in social work practice (1st ed.). New York: Longman. Saleebey, D. (1996). The strengths perspective in social work practice: Extensions and cautions. Social Work, 41(3), 296--305. Smith, E. (2006). The Strength-Based Counseling Model A Paradigm Shift in Psychology. The Counseling Psychologist, 34(1), 134--144. WIlliams, T. (2010). How to take a strengths-based approach to managing people - Ignition Consulting Group. Ignition Consulting Group. Retrieved 5 October 2014, from http://www.ignitiongroup.com/guide/how-to-take-a-strengths-based-approach-to-managing-people/ Read More