TY - JOUR
T1 - The Role of Internal Managers of Children’s Homes In a Time of Crisis and Change: A Social Pedagogic Perspective from Italy
AU - Premoli, Silvio
PY - 2015
Y1 - 2015
N2 - The paper highlights the fundamental functions of the role of the internal manager – planning, human resources management, staff support, and internal and external communication (Reggio, 2008) – and presents an advanced version of the Internal Management Multidimensional Model (IM3). Attention is paid to the role that internal
managers play in pursuing, managing, and synthesizing the extraordinary complexity of
internal and external processes, dynamics, and issues in which every residential care centre is involved. Managers’ core competence is identified as an ability to address every dimension of their role (planning, organisation, staff leadership, relations with commitments, institutions, external agencies and the community, and the development of
a professional culture) based on a ‘child-centred’ approach from a social pedagogy perspective (Cameron & Moss, 2011). It may seem particularly challenging to take on responsibilities in a time of uncertainty and crisis, but in this situation, and particularly in the caring professions, it is important that there should be a figure who connects and guides the various professionals in such a way that fatigue and discouragement do not
completely undermine the effectiveness of their interventions.
AB - The paper highlights the fundamental functions of the role of the internal manager – planning, human resources management, staff support, and internal and external communication (Reggio, 2008) – and presents an advanced version of the Internal Management Multidimensional Model (IM3). Attention is paid to the role that internal
managers play in pursuing, managing, and synthesizing the extraordinary complexity of
internal and external processes, dynamics, and issues in which every residential care centre is involved. Managers’ core competence is identified as an ability to address every dimension of their role (planning, organisation, staff leadership, relations with commitments, institutions, external agencies and the community, and the development of
a professional culture) based on a ‘child-centred’ approach from a social pedagogy perspective (Cameron & Moss, 2011). It may seem particularly challenging to take on responsibilities in a time of uncertainty and crisis, but in this situation, and particularly in the caring professions, it is important that there should be a figure who connects and guides the various professionals in such a way that fatigue and discouragement do not
completely undermine the effectiveness of their interventions.
KW - Child residential care
KW - child welfare services
KW - internal manager
KW - leadership in social care
KW - Child residential care
KW - child welfare services
KW - internal manager
KW - leadership in social care
UR - http://hdl.handle.net/10807/72351
UR - http://www.celcis.org/files/2914/4716/2806/editorial-volume-14_2.pdf
M3 - Article
SN - 1478-1840
VL - 14
SP - 1
EP - 17
JO - SCOTTISH JOURNAL OF RESIDENTIAL CHILD CARE
JF - SCOTTISH JOURNAL OF RESIDENTIAL CHILD CARE
ER -