Modern made by its leaders; within the frameworks
Modern business environments demand for strategic business-decisions, that can assist the organization take advantage of business opportunities and mitigate against industrial risks and threats. The traditional business approach, which was directly inclined to profit making, has changed to focus on customer/organization relationship building. The new management approach aims at attaining the noble goal of business, which is making profits, indirectly.
Care management business strategy ensures that organizations are strategically managed to facilitate the attainment of corporate goals and objectives; the management strategy enable organisations to steer their way ahead to adequately fulfil corporate goals and objectives (Bullen and Eyler, 2010). This paper discusses the care management strategy from different dimensions in an organisation.
Managerial challenges, targets, and ethics in the context of care management
Managers within organizations have the role of making strategic decisions to curve their organizations strategic directions; it is through the quality of decisions that firms address challenges within their industry.
The competitiveness of an organization is dependent on the quality, timeliness, and acceptability of decisions made by its leaders; within the frameworks of decision making, managers in contemporary business environment have the challenge of making the right decisions to cut across the needs of all business outlets in different parts of the world. The responsiveness and applicability of decisions to address issues facing a business determines the effectiveness of business processes within an organization.
In care management, organizations need to manage their human resources cultural diversity; managing cultural diversity has been a challenge to management. When adopting care management approach, managers have the challenge of managing change within the organization; care management calls upon strategic adjustments that might not be well embraced by human resources. Another challenge that managers face is how to develop an orchestrate workforce.
Care management emphasizes on the need to have clear corporate objectives, goals, and targets; it is with the targets that the organization can develop the right pathways to their attainment. When making corporate targets, the management should ensure it understands the strengths, weaknesses, threats, and opportunities it has within the industry its playing. Well articulated corporate targets supported by the right attainment strategy led to development of right management strategy (DiStefano and Maznevski, 2000).
In contemporary business management, there has been concerns on ethical decision making within organizations; ethical decisions means making business decisions at teams, operational and corporate level that address social, cultural, environmental, and economical needs within and without a business. Business ethics refers to business strategies that facilitate the enactment of policies that support doing business in socially, economically and politically acceptable manner.
Ethically conducted business benefit from increased competitiveness and customer loyalty; for a business to have ethics in its production, it should start by developing a code of conduct to be adhered by all personnel’s in the organization; training employees on ethical codes of conducts and reviewing the ethical codes with time. In the context of care management, business leaders have no option other than ensuring their organizations have the right frameworks for ethical and morally accepted business decisions.
Theories in motivation and leadership and apply them in the context of care management
Motivation is the drive to fulfill organizational goals and corporate objectives that employees, teams, departments and the entire organization have.
It is the drive that gives employees the zeal to persevere to attain set goals either in an organization; with care management frameworks, management at team, department, or corporate level have the role of ensuring that they create an environment that facilitate the development of high motivation among staffs.
People have different personalities and so do different things motivate them; with the understanding it’s up to the management to devise the best motivating method for its workforce taking care of diversity in the workforce among other affecting external or internal forces.
Motivation is not static but changes with among others age, economic status and social status; the structure and policies adopted in an organization determine the kind of motivation that the organization adopts, despite development of motivational structures being the work of human resources management (Fernandez-Alles and Ramos-Rodriguez, 2009)
Leaders have a role to play in motivation; they should create a good working environment that all employees will feel comfortable and willing to work. It should be noted that motivation is a continuous process; attainment of one goal leads to another goal and a different motivational system; this an effective motivation system/process should keep innovating, inventing, and devising the right motivational policies.
Different theorist and human resources management gurus have developed theories of motivation, they include theory X/Y, developed by partly by Sigmund Freud (X part) and opposed by Douglas McGregor (Y part). When adopting the theory in the context of care management, business leaders should classify their human resources on the basis of how they value their work and the motivating strategic that they can adopt for quality results.
Abraham Marlow brought about another theory; it is called hierarchy of need theory; in this theory, management is advised to offer an improvement on the welfare of their staffs if they will attain good results. In a well-structured company, no single theory that can stand on its own, but element of at least two theories is seen.
Leaders have the role of implementing strategies, entrepreneurial and mandated with the role of creating a winning team. Different situations and organization calls for different leadership styles, thus management should ensure that they understand the kind of style that can be implemented in their organization.
The roles of a leader are to ensure that he organizes resources in the best combination for best results; she or he should thus inspire and empower people to realize their potentials; it is through this that he can make a good performing team.
Within care management, there are different types of leadership styles. Autocratic leadership style is an approach whereby the leader is the main decision maker; the leaders have much controls and makes things move in the way he want them done. The style has the leader has the center of knowledge and assumes to know precisely the direction that the organization should take for success.
Under the democratic leadership approach, leaders involve their staff members when making decisions and ensures things are done by the staffs through their involvement in the decision making process. This is the leadership method that has been advocated for care management strategy as it leads to employees who are hardworking, highly motivated and can communicate effectively with the management (Maznevski and DiStefano, 2000).
Evaluate the significance and challenges of managing resources and apply key principles to problem solving in care management
Business-leaders are mandated with the role of devising mechanisms that can facilitate their organization utilize factors of production effectively; every organization has some resources that need to be well managed for competitiveness. It is from the resources of a firm that best management policies are attained, cost management policies adopted, strengths and opportunities utilized as well as weak-points addressed.
Scarcity in resources and competition in modern globalized world calls for adoption of strategic management policies; strategic management involves determination of mission, vision, values, goals, objectives, roles and responsibilities of an organization and the pathways through which the organization can follow to attain competitiveness.
Care management has much advocacy of effective utilization of corporate resources; in the management style, resources can be classified as human resources, physical resources, information resources, or financial resources. An optimal combination of these resources is attained when optimal gain from the particular resource is attained at minimal cost. Management of resources thus entails having such management policies that will lead to the attainment of corporate goals and objectives in the most effective and cost effective manner.
When managing resources, management should be sensitive to changes on business processes at management and operational level; policies should always be sort to facilitate continuous improvement.
Continuous improvement and business process re-engineering is recent management tool which aims at improving organizations current operational strategies; the management approaches aims at continually improving the state of art in an organization. The strategic management tools aim at modernizing of business processes to attain high efficiency for a competitive advantage.
The approach adopted by continuous improvement and business process re-engineering aims at looking into critical success factors that an organization can adopt for the benefit of the firm. The business methodology ensures that all areas of an organization have been looked into. It reconstructs different organization processes; the expected results include cost efficiency, improved customer service and improvement in production speed.
The main challenge facing organizations in modern business environments is how to understand and manipulate external environment facing their organizations. Businesses do not operate in isolation; they operate in environments where they are affected by changes and operations of the environment.
To understand the operating environments, business leaders need to be pioneers of strategic external and internal environment analysis. External and internal environmental audits are strategic management tool that aims at understanding features affecting a particular industry or business; individual business has minimal control over its external environment however it has the option of adopting or changing the environment if possible.
In an external environment analysis, the focus is on factors that affect a business but the business has nothing much it can do regarding their effects; some of the external environmental factors that an organization need to understand include political stability/instability in a county, technological developments, globalization, computer invention, financial status of the market, population compositions and foreign competition. Understanding the external environment may be challenging to an organization leading to wrong decisions
When solving problems, organizations need to be critical and address the root cause of the problem; however the challenge facing contemporary business environments in the context of care management is lack of quality, reliable adequate information for decision making.
Business leaders in modern changing businesses are using scientific management approach; under the management style, information and wide research on the issue at hand takes centre stage and involvement of subordinates in decision making is enhances (Mullins, 2010).
Critically appraise the roles of reviewing personal development plans and appraisals in care practice management
Human resources are precious to an organization; they need to be managed effectively. When developing a personnel’s development and appraisal plan, business leader’s needs to have an effective performance appraisal and rewarding system. with an effective performance management employees’ confidence, career growth, talent management, and motivation are boosted.
Personnel’s development and appraisal plan is defined as a continuous process that involves assessment of an employee in all dimensions with the aim of rewarding and establishing areas that can be improved (improvement is through training, mentoring, coaching, and guidance) for better performance.
The methods assist an organization learn and understand its staffs strengths, weaknesses, talents and capabilities; when the above attributes of employees are known, then a company can devise appropriate motivational, rewarding, training and mentoring programs to enhance performance within the organization (Kaplan and Norton, 2001).
Effective personnel development and appraisal strategy considers two main performance evaluation; qualitative output and quantitative output. Quantitative standards are the deliverables that an employee is expected to produce when offered maximum support and mentorship from the management and the organization as a whole.
The tangible outcome attributable to a certain employee when supported by other members of the team should be the vocal point in quantitative performance standard setting. Qualitative standards entail the leadership, intellectualism, and team spirit attributes that an employee portrays within a given timeframe. An understanding of qualitative and quantitative attributes of personal development assist organizations address training and talent management needs in an organization.
Bullen, M. L. and Eyler, K., 2010. Human resource accounting and international developments: implications for measurement of human capital. Journal of International Business & Cultural Studies, 1(2), pp. 31-16.
DiStefano, J. J. And Maznevski, M. L., 2000. Creating Value with Diverse Teams in Global Management. Organizational Dynamics, 29(1), pp. 45-63.
Fernandez-Alles, M. and Ramos-Rodriguez, A.,2009. Intellectual structure of human resources management research: A bibliometric analysis of the journal Human Resource Management, 1985–2005. Journal of the American Society for Information Science & Technology, 60(1), pp. 161-175.
Kaplan, R. S. and Norton, D. P. ,2001. Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I. Accounting Horizons, 15(1), pp. 87-104.
Maznevski, M. L. and DiStefano, J. J., 2000. Global Leaders Are Team Players: Developing Global Leaders Through Membership On Global Teams. Human Resource Management, 39(2/3), p. 185.
Mullins, L.J., 2010. Management and Organizational Behavior. New Jersey: Prentice Hall