Managing Day Care & Residential Settings
“An analysis of the role of the manager in ensuring that the care setting meets and maintains current statutory requirements”
Introduction
Healthcare organisations in the United Kingdom are in the limelight due to improved healthcare quality. Emerging technologies have played a vital role in managing and maintaining the quality of healthcare. However, in the early healthcare setting, the management of any healthcare organisation must have to understand or integrate with current statutory requirements. In the modern healthcare industry, it seems imperative for the administration to identify several healthcare issues and integrate with regulation to overcome them accordingly. This study revolves around the role of the manager to make sure that the care setting fulfils and meets present legislative requirements. Primary components of the study are critical features of efficient management care setting. Issues about equality and diversity, significance of working within a multi-disciplinary network, establishing the obligations to achieve and sustain a contract of registration, and collaborating with health Authority to provide a care service
Role of Manager
The role of the manager in an organisation, especially in the early health care setting, is quite visible regarding statutory requirements. Captivatingly, many health organisations in the United Kingdom have developed different healthcare standards to improve the efficiency, productivity, and quality of the process. Nevertheless, the manager must be aware of regulations which have been proposed by healthcare authorities. The manager must be trained to understand or identify the needs of statutory elements to be relevant and lucrative (Daly, Byers and Taylor, 2004).
Maintaining Current Statutory Requirements
Maintaining the statutory requirements in the healthcare setting seems a challenge for the manager. The most important thing is to develop or maintain an active internal culture, which is flexible to adopt or embrace these statutory requirements. These regulatory requirements are to be associated with efficiency, equality, diversity, teamwork, and contract of registration. The Health Authority can be a partner of the firm to help it adopt or maintain regulations. Overall, the purpose of maintaining the statutory requirements is to improve the healthcare outcomes in the competitive landscape and enhance patient satisfaction. However, the firm must have to depict some initiatives in the internal business process (Thomas, Mason and Ford, 2003).
Key Aspects Relating to the Efficient Management of Care Settings
Just increasing efficiency and productivity in the early healthcare setting is not enough. The role of the manager is to adopt a pertinent management style to align with statutory requirements. For Instance, despite containing the democratic management style in healthcare organisations, the bureaucratic model has been adopted. For Instance, the manager exists in different hierarchy levels in the healthcare organisation, which also helped to identify specific roles and responsibilities of each employee. Companies have enhanced effectiveness and improvements through streamlining departmental competition and emerging technical education or skills. Thus, the role of the manager is to optimise his role at different levels and contribute to the improvements in healthcare outcomes (Henderson and Atkinson, 2003).
For Instance, in the United Kingdom, if an organisation emerges in the healthcare industry, it has to integrate with “Condition of Participation.” It has been revealed that organisations must understand different applicable conditions of participation to improve the process. These conditions are triggered by different operational requirements, which can help to set the foundation for improvising quality. Apart from it, it can also protect the health and safety of Medicare. Specifically, Conditions of Participation (CoP) is a form of the statuary requirement, and every manager in the early healthcare setting must have to understand it to make the difference. For Instance, one of the prominent conditions is to enhance people’s skills in the organisation to improve the quality of treatment and improve patient satisfaction. The role of the manager comes into life, as he can share different training strategies to develop behaviours and skills. This particular condition of participation creates the space for the manager to streamline the professional developments and benefits of training. Being a responsible manager in the healthcare setting, it seems imperative to identify the needs of patients and health professionals to adopt appropriate behaviour to enhance the visibility of patient satisfaction and loyalty. They will be performing their jobs in a better way, and this condition of participation can be justified. Another critical aspect of Condition of Participation, which can be associated with the role of the manager, is continuous professional development. For Instance, CoP may guide a healthcare organisation to be accountable and contain a safety culture. Now, it is the role of the manager to shape strategies or adopt critical trends to make different stakeholders accountable. Continuous professional development (CPD) is an essential strategy, which can be implemented by the manager to justify or align with this particular statutory requirement (Herzlinger, 2004).
Understanding of Issues About Equality and Diversity
Issues about equality and diversity are also in the limelight, and the manager must be aware of it. For Instance, when maintaining the statutory requirement in an early healthcare setting, it seems worthy to understand the objectives of regulators. One of the prominent goals of these regulators, especially in the United Kingdom, is enabling fitness to practice. Of course, it can lead to the elimination of partial behaviour or any possible discrimination. NHS, the department of health and social care has guided healthcare organisations to embrace or adopt equality act. Interestingly, the manager can integrate with these regulations or statutory requirements in both the internal and external environment. Internally, the manager can train employees or professionals to work in different teams and contribute to maximising healthcare outcomes (Tinitinallis, 2011). Discrimination in the domestic health environment must be eliminated to accelerate outputs and efficiency. Enabling equality is one of the prominent statutory requirements, which can be done through building teams. On the other hand, these trained and well-directed health professionals can provide equal treatment to all patients. Impartial behaviour when treating patients is a justification of this statutory requirement. In an early healthcare setting, especially in the United Kingdom, the management of the company may have to hire people or professionals from different regions or backgrounds. It is an effective strategy to treat a diverse range of patients effectively. For Instance, in England, Public sector Equality Duty (PSED) is also a prominent statutory requirement for healthcare organisations (Gov.uk, 2019). Thus, the manager can maintain it through continuous professional development in the internal environment. Equal treatment for all patients along with sustained quality is a possible outcome in this regard (England.nhs.uk, 2019).
Importance of working within a Multi-Disciplinary Network
Multi-Disciplinary Network can help an organisation, especially in the healthcare industry, to improve performance and enhance healthcare outcomes. It seems worthy to work with the combination of best health professionals. Maintaining the register of professionals is also a critical statutory requirement or regulation to provide the best healthcare services to people. Now, the role of the manager in this regard comes to life because he can identify or build partnerships with the multi-disciplinary network. Being a good organiser or controller of the process, he intends to expand the business to capture patients and treat them effectively. The importance of working with the multi-disciplinary network can be justified by illustrating a crucial example. For example, the National Cancer Registration & Analysis Services (NCRAS) is a multi-disciplinary network, which contains a combination of different health experts. Thus, the manager can build partnerships with this network to help employees learn new trends, develop skills and adopt a new culture. It is better for an early health care setting because it can enable sustainability in the long run as well (Elliss-Brookes and Newbound, 2017).
Importance of Teamwork
On the other hand, the importance of teamwork in the early healthcare setting can be justified by streamlining some key benefits or outcomes. For Instance, if manager arranges the training process with the help of multi-disciplinary network such as National Cancer Registration & Analysis Services (NCRAS), it can facilitate in improving knowledge, bringing new ideas, solve problems, and improve the morale of professionals. Teamwork in the healthcare setting can bring remarkable improvements or changes, and of course, the role of the manager is quite visible in this whole scenario (West, 2012).
Establishing the Requirements to Achieve and Maintain a Contract of Registration
Health and Care Professions Council is a crucial regulator for both current and early healthcare setting in the United Kingdom. For Instance, this regulatory body proposes some requirements to the healthcare organisation to improve standards and enhance the people’s trust. Now, the manager has to establish conditions to achieve and maintain the contract of registration with this regulator. It is to ensure that all healthcare treatments or processes must be approved or registered by this regulatory body, and interestingly, people are also to be aware of it to make decisions. If the manager wants to agree with this regulatory body to improve the quality and meet operational requirements, he has to maintain it in the long run. The first requirement, which is to be established by the manager, is to make all health professionals fit to practice. Making health professionals fit to play their role is possible through training and development. Managers have to play a role in evolving in the healthcare industry, and the requirement of training and development of employees of professionals is a clear path (Warren, 2018).
Maintaining the contract of registration can be a big challenge for a manager in the organisation. The governing body may allow professionals to work effectively by adopting standards. However, local authority or health authority can impose some conditions. For Instance, the health authority can decide the standard operating procedures (SOP). For example, the management has to maintain the contract with this health authority; he has to initiate training courses for professionals, proposed or directed by the health authority. Fascinatingly, the Health and Care Professions Council and many other health authorities have shaped several training programs or courses for the new and old healthcare settings to improve healthcare outcomes in the long run. This local health authority seeks guidance from the Professional Standards Authority for Health and Social Care. It is a primary health authority, which sets the trends for local regulators. The manager must maintain the contract of registration by aligning with these trends which are to be further proposed by these authorities. In other words, the appropriate way to keep the contract of registration is to be relevant (MacLeod-Brudenell, 2004).
These are some requirements, which are to be established by the manager in the company. Internal culture and management process are two prominent factors, which can be associated when creating these requirements. The internal process is to be improved by managers to embrace these regulations with any resistance or barrier.
Collaborating with Health Authority to provide a care service
In this contemporary business era, it seems imperative for the management to analyse the situation in the market and shape effective business strategies. In the early healthcare setting, the manager has to identify a health authority along with the internal capability to embrace regulations. In the above sections, several local and national health authorities are illustrated along with their contract of registration requirements. To work with these authorities in a better way, the manager must try to align the goals and objectives of the organisation with the goals and objectives of these health authorities. Incredible connectivity or compatibility is a prominent factor, which can help in maintaining the contract of registration (Daly, Byers and Taylor, 2004).
Conclusion
In the end, it is to conclude that the manager can improve the internal setting of a healthcare organisation to contract with the local and national health authority. From management style to employee training, the role of the manager has been elaborated along with severs insights. It is to mention that UK;’s health environment evolved with time, and flexible organisational culture is the only way to adopt new trends and regulations. Health authorities and early health settings must work together on the same agenda. So far, it has been done incredibly. But changes must be directed or embraced due to emerging healthcare technologies.
References
Daly, M., Byers, E. and Taylor, W. (2004) Early Years Management in Practice: A Handbook for Early Years Managers, Heinemann.
Elliss-Brookes, L. and Newbound, S. (2017) What we learned from our 2017 Cancer Data and Outcomes Conference, 23 June, [Online], Available: https://publichealthmatters.blog.gov.uk/2017/06/23/what-we-learned-from-our-2017-cancer-data-and-outcomes-conference/ [29 April 2019].
England.nhs.uk (2019) Equality, diversity and health inequalities, 1 January, [Online], Available: https://www.england.nhs.uk/about/equality/ [29 April 2019].
Gov.uk (2019) Equality in 2018: how DHSC complied with the Public Sector Equality Duty, 21 March, [Online], Available: https://www.gov.uk/government/publications/dhsc-public-sector-equality-compliance-2018/equality-in-2018-how-dhsc-complied-with-the-public-sector-equality-duty [29 April 2019].
Henderson, J. and Atkinson, D. (2003) Managing Care in Context, Psychology Press.
Herzlinger, R.E. (2004) Consumer-Driven Health Care: Implications for Providers, Payers, and Policy-Makers, John Wiley & Sons.
MacLeod-Brudenell, I. (2004) Advanced Early Years Care and Education, Heinemann.
Thomas, A., Mason, L. and Ford, S. (2003) Care Management in Practice for the Registered Manager Award NVQ 4, Heinemann.
Tinitinallis, J.E. (2011) Tintinalli’s Emergency Medicine, Bukupedia.
Warren, M. (2018) Professional healthcare regulation in the UK explained, 10 April, [Online], Available: https://www.professionalstandards.org.uk/news-and-blog/blog/detail/blog/2018/04/10/professional-healthcare-regulation-explained [2019 April 2019].
West, M.A. (2012) Effective Teamwork: Practical Lessons from Organizational Research, John Wiley & Sons.
