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.

Premoli, S., The Role of Internal Managers of Children’s Homes In a Time of Crisis and Change: A Social Pedagogic Perspective from Italy, <<SCOTTISH JOURNAL OF RESIDENTIAL CHILD CARE>>, 2015; 14 (2): 1-17 [http://hdl.handle.net/10807/72351]

The Role of Internal Managers of Children’s Homes In a Time of Crisis and Change: A Social Pedagogic Perspective from Italy

Premoli
2015

Abstract

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.
Inglese
Premoli, S., The Role of Internal Managers of Children’s Homes In a Time of Crisis and Change: A Social Pedagogic Perspective from Italy, <<SCOTTISH JOURNAL OF RESIDENTIAL CHILD CARE>>, 2015; 14 (2): 1-17 [http://hdl.handle.net/10807/72351]
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10807/72351
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