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Relationships between chairpersons and CEOs in nonprofit organizations
- Authors:
- IECOVICH Esther, BAR-MOR Hadara
- Journal article citation:
- Administration in Social Work, 31(4), 2007, pp.21-40.
- Publisher:
- Taylor and Francis
- Place of publication:
- Philadelphia, USA
Although there is an extensive prescriptive literature on the relationship between chairpersons and chief executive officers of non-profit organisations, there are few empirical studies. This paper reports on a questionnaire study of 66 Israeli non-profit organisations providing community and/or residential services exclusively to older people. Israeli law on the management of such organisations is also summarised. The aim was to establish whether the chairperson or the CEO was the more dominant figure, and to identify whether dominance was correlated with a range of organisational and personal variables. The findings show that CEO dominance is correlated with organisational, board and personal characteristics, the degree of involvement in organisational management, and the extent to which there were formal and clear role definitions. The number of hours spent by the chairperson in working for the organisation was the best predictor of CEO dominance. (Copies of this article are available from: Haworth Document Delivery Centre, Haworth Press Inc., 10 Alice Street, Binghamton, NY 13904-1580).
Workplace flexibility as an organizational response to the aging of the workforce: a comparison of nonprofit and for-profit organizations
- Authors:
- MATZ-COSTA Christina, PITT-CATSOUPHES Marcie
- Journal article citation:
- Journal of Social Service Research, 36(1), January 2010, pp.68-80.
- Publisher:
- Taylor and Francis
- Place of publication:
- Philadelphia, USA
Over the past decade there has been increasing recognition that the U.S. workforce is ageing. Because of increases in longevity, changes in pensions and rising health care cost, many older people will be forced to work longer than ever before. This article examines one potential response to this ageing workforce: the adoption of flexible work options, broadly known as workplace flexibility. The extent to which flexible work options are available to employees has been used as an indicator of the extent to which organisations have best responded to workforce needs, including those related to the aging of the workforce. This authors use an organisational adaptation framework to determine factors that explain variation in the degree to which flexible work options are offered in for-profit and non-profit organisations. Results indicate that while the scope of flexible work options offered was similar among for-profits and non-profits, the factors that predicted variance in the scope of these options differed somewhat between the two sectors, potentially advantaging non-profit organisations with regard to recruitment, engagement and retention of older workers.
Complexity science and the dynamics of climate and communication: reducing nursing home turnover
- Authors:
- ANDERSON Ruth A., et al
- Journal article citation:
- Gerontologist, 44(3), June 2004, pp.378-388.
- Publisher:
- Oxford University Press
Turnover in nursing homes is a widespread problem adversely affecting care quality. Using complexity theory, the authors tested the effect of administrative climate, communication patterns, and the interaction between the two on turnover, controlling for facility context. Perceptions of administrative climate and communication were collected from 3,449 employees in 164 randomly sampled nursing homes, and they were linked to secondary data on facility characteristics, resource allocation, and turnover. Climate and communication both affected turnover, but lower turnover was dependent on the interaction between climate and communication. In nursing homes with reward-based administrative climates, higher levels of communication openness and accuracy explained lower turnover of licensed vocational nurses and certified nurse assistants, relative to nursing homes with an ambiguous climate. Adequate staffing and longer tenure of the nursing director were also important predictors of turnover. Although context is important, managers can also influence turnover by addressing climate and communication patterns and by encouraging stable nursing leadership.
Empowering organizational contexts: patterns and predictors of perceived decision-making influence among staff in nursing homes
- Author:
- KRUZICH Jean M.
- Journal article citation:
- Gerontologist, 35(2), April 1995, pp.207-216.
- Publisher:
- Oxford University Press
Examines staff members' self-perceived influence on decision making in nursing homes. Distinct patterns of perceived staff influence emerged for decisions related to direct resident care and those involving the personnel providing the care. Structural characteristics, including ownership type, number of beds in the facility, and number of facilities owned by the parent corporation were also related to staff's assessment of their decision-making influence.
Culture change in long term care: the Wellspring model
- Authors:
- KEHOE Mary Ann, HEESCH Betsy van
- Journal article citation:
- Journal of Social Work in Long-Term Care, 2(1/2), 2003, pp.159-173.
- Publisher:
- Taylor and Francis
- Place of publication:
- London
While embarking on a journey to learn how to survive in the permanently altered health care marketplace, a group of eleven Wisconsin not-for-profit providers learned that the true keys to sustained organizational quality include teaching line staff best clinical practices and, more importantly, in changing the typical long-term care culture of control. Wellspring Innovative Solutions for Integrated Health Care emerged in 1994 as a pro-active response to the trend toward “managed care,” decreased reimbursement, limited human resources, increased resident acuity, and increased consumer demand for quality. Despite increased challenges in these areas, today Wellspring members have continued to be totally committed to providing quality care and quality of life to those served. At its core Wellspring believes that few individuals are working in long-term care today for the pay. Rather, individuals are attracted to the field because they want to make a difference. Wellspring focuses on showing line staff employees in all departments the difference they can make on a daily basis. Wellspring culture values and respects not only the individual resident, but also each employee, no matter their department nor function. This article describes the philosophy of the Wellspring approach, its history, implementation and initial outcomes.
The power of circles: using a familiar technique to promote culture change
- Author:
- NORTON LaVerene
- Journal article citation:
- Journal of Social Work in Long-Term Care, 2(3/4), 2003, pp.285-292.
- Publisher:
- Taylor and Francis
- Place of publication:
- London
Social workers can play a pivotal role in bringing about culture change in long-term care, but only if they step out of the narrow confines of case management and client advocacy to use their full spectrums of skills training. By working one-on-one, with groups and with a focus on institutional change, social workers can empower nursing home staff and residents to create a better place in which to live and work. The Learning Circle is a simple and effective methodology social workers can use for achieving these ends. The Learning Circle is a common-sense approach for both conducting meeting and facilitating less formal gatherings in a way that encourages high involvement of all stakeholders in planning and implementing culture change, engenders mutual respect among participants, builds a sense of community and facilitates both personal and organizational transformation. It can be used in all social change model. This article describes how, where and when to use the Learning Circle (Copies of this article are available from: Haworth Document Delivery Centre Haworth Press Inc., 10 Alice Street Binghamton, NY 13904-1580)
Policy values and culture change in long-term care- the role of state government in catalyzing change
- Author:
- REYNOLDS William E.
- Journal article citation:
- Journal of Social Work in Long-Term Care, 2(3/4), 2003, pp.397-409.
- Publisher:
- Taylor and Francis
- Place of publication:
- London
The quality of care in nursing homes remains far from optimal. Excessive reliance on a medical model of care fails to address residents' desire to be treated with kindness, courtesy and consideration. In addition, the issue of improving quality of care is linked to addressing growing concerns about nursing home staffing. One solution is for government to play a role in catalyzing a change in the organizational culture of nursing homes to address the concerns that both residents and staff have with the existing culture. A number of states are providing grants to nursing homes to implement culture change. This has included New York State which has emphasized culture change in its Dementia Grant Programme. (Copies of this article are available from: Haworth Document Delivery Centre Haworth Press Inc., 10 Alice Street Binghamton, NY 13904-1580)
Changes in long-term care for elderly people with dementia: a report from the front lines in British Columbia, Canada
- Author:
- GNAEDINGER Nancy
- Journal article citation:
- Journal of Social Work in Long-Term Care, 2(3/4), 2003, pp.355-371.
- Publisher:
- Taylor and Francis
- Place of publication:
- London
Recent changes in dementia care in Canada, based primarily on successes in Sweden and Australia, including clustering small numbers of residents together, delivering care in a flexible and individualized manner, and permanent scheduling of front line multi-skilled staff. This model, generically referred to as "resident-centred" care, has been embraced by practice leaders across Canada, and yet there remain challenges to its implementation in the front lines. An exploratory, qualitative study focusing on front line workers' experience in British Columbia was conducted in 2000. Results revealed five key barriers to full implementation of resident-centred dementia care: workload, resistance to change at all levels, operational realities, resident characteristics, and the design and scale of the built environment. Keys to successfully implementing this approach were identified as: higher staff-to-resident ratios, effective leadership, formal involvement of front line staff in decision making, on-going education and training for all providers, and some rotation of staff scheduling. (Copies of this article are available from: Haworth Document Delivery Centre Haworth Press Inc., 10 Alice Street Binghamton, NY 13904-1580)
Factors that influence end-of-life care in nursing homes: the physical environment, inadequate staffing, and lack of supervision
- Authors:
- KAYSER-JONES Jeanie, et al
- Journal article citation:
- Gerontologist, 43(Special Issue II), April 2003, pp.76-84.
- Publisher:
- Oxford University Press
This study investigated the physical environment and organisational factors that influenced the process of providing care to terminally ill nursing home residents. Participant observation, interviews, and event analysis were used to obtain data in two proprietary facilities. The physical environment was not conducive to end-of-life care. The rooms were crowded, there was little privacy, and the facilities were noisy. Inadequate staffing and lack of supervision were among the most significant organizational factors that influenced care. Often, residents did not receive basic care, such as bathing, oral hygiene, adequate food and fluids, and repositioning. A consequence of inadequate staffing was the development of pressure ulcers; 54% of the residents had pressure ulcers; 82% of these residents died with pressure ulcers. Findings suggest that the nursing home environment in these two facilities, as now structured, is an inappropriate setting for end-of-life care.
The first three years of a management and staff development programme
- Authors:
- PAYNE Chris, PEARSON Maureen
- Journal article citation:
- Journal of Practice and Staff Development, 5(2), May 1996, pp.23-37.
- Publisher:
- PEPAR Publications
Describes and discusses the staff development and training strategy being implemented in Anchor Housing Residential and Nursing Care Homes.