Among the institutions of social services for the elderly, a special place is occupied by stationary institutions of the social protection system of the population. For example, there are boarding houses that provide an opportunity for the elderly and disabled to stay there not only permanently but also temporarily. With the advent of social service centers, the functions, scope and some aspects of the activities of inpatient institutions are changing. The development and improvement of social assistance services for the elderly depend on stakeholders. Management and creation of more comfortable living conditions for elderly people in inpatient institutions depend on how active the social protection authorities are. The involvement of stakeholders influences interested management in the organization of activities that contribute to the labor and cultural employment of older people.
In nursing homes for the elderly, where stakeholders are interested, more effective management is carried out. As a result, a number of rehabilitation measures are provided: occupational therapy and employment, leisure activities, etc. Work is also being carried out on the socio-psychological adaptation of older people to new conditions (Göstemeyer et al., 2019). Due to high-quality management, the staff has a habit of studying the characteristics of the character and interests of incoming elderly people, their needs for feasible employment, and their wishes in leisure activities. All this is important for creating a healthy moral and psychological climate.
The role of management is to ensure the stable functioning of the nursing home management process. The essence of the management system functions is to anticipate consequences, plan goals, organize leisure and manage resources (Xiang et al., 2021). The fruitfulness of using the resources of a nursing home can be both increased and decreased using various methods. Therefore, it is important to hire a manager who will choose the most suitable methods for a particular company. Competent management and an effective management system are distinguished by an increase in the comfort of elderly residents.
However, in order for a manager to lead truly successful management of a nursing home, the involvement of stakeholders is necessary. Firstly, they are responsible for choosing a manager, and secondly, they have the authority to monitor management performance indicators (Giguere et al., 2012). They need to choose a manager who is able not only to preserve the elderly residents, but also to constantly improve it. At the same time, stakeholders are also responsible for increasing employee motivation to act.
Many nursing home owners choose their managers intuitively. However, today candidates know exactly how to pass an interview to get a position. After all, self-marketing is one of the important competencies of a modern manager (Wangmo et al., 2019). For some of them, self-presentation becomes the main competitive advantage; nevertheless, the cost of error is incredibly high. A disinterested stakeholder risks hiring an inefficient manager who may be illiterate in the allocation of funding and fail to make improvements (Boekel et al., 2019). If stakeholders are interested in the project, then they understand the needs of the elderly residents well. This means that stakeholders will choose a manager with the right knowledge and skills, the right experience and a positive attitude. It is only with the right interested attitude of stakeholders that it is possible to get a loyal diligent team member into the staff.
The successful implementation of internal improvement processes requires the support of all stakeholders. They should take the lead in developing guidelines on the quality of work and the improvement process. These directives should be set out in writing and be concise and clear. Stakeholders must also ensure that the manager understands the work being done and accepts responsibility for its results. It is they who create management quality control mechanisms. The desire and responsibility of stakeholders are necessary to start the process of improving the organization’s activities. This process itself always starts with them and stops immediately if their interest disappears. Stakeholders allocate resources, make decisions and are responsible for them. Therefore, they are of extreme importance for quality management in the field of elderly residential care.
Reference List
Boekel, L. C., Wouters, E. J., Grimberg, B. M., Meer, N. J. and Luijkx, K. G. (2019) ‘Perspectives of stakeholders on technology use in the care of community-living older adults with dementia: A systematic literature review’, healthcare, 7(73), pp. 1–12.
Giguere, A. M., Farmanova, E., Holroyd-Leduc, J. M., Straus, S. E., Urquhart, R., Carnovale, V., … Aubin, M. (2012) ‘Key stakeholders’ views on the quality of care and services available to frail seniors in Canada, BMC Geriatrics, 18(290), pp. 96–112.
Göstemeyer, G., Baker, S. R. and Schwendicke, F. (2019) ‘Barriers and facilitators for provision of oral health care in dependent older people: A systematic review’, Clinical Oral Investigations, 23(2), pp. 979–993.
Wangmo, T., Lipps, M., Kressig, R. W. and Ienca, M. (2019) ‘Ethical concerns with the use of intelligent assistive technology: Findings from a qualitative study with professional stakeholders’, BMC Medical Ethics, 20(98), pp. 113–119.
Xiang, L., Tan, Y., Jin, X. and Shen, G. (2021) ‘Understanding stakeholders’ concerns of age-friendly communities at the briefing stage: A preliminary study in urban China’, Engineering, Construction and Architectural Management, 28(1), pp. 31–54.