The Role of Senior Manager in Eldercare Term Paper

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Introduction: The Role of Senior Manager in Eldercare

Eldercare organizations can exhibit various organizational structures depending on their role in the community, their size, mission and vision, and strategic objectives. Most eldercare institutions will, like other healthcare organizations, have hierarchical organizational structures with senior or executive leadership at their zenith. The purpose of this case assignment is to show that senior managers in healthcare organizations will encompass a wide range of specific skills and competencies, including those related to coordination, strategic planning, capital budgeting and cost accounting, marketing, advocacy, and interfacing with policymakers, community allies, and stakeholders.

The role of the senior manager is multifaceted and varied, and may shift on an almost daily or even hourly basis. At times, the senior manager will function as a visionary leader who devises strategies for planned organizational change. Other times, the senior manager embodies a transformational style of leadership to empower colleagues and subordinates, particularly in an institution with departmental divisions. The senior executive in an eldercare organization may also work with financial planning and accounting teams to make strategic planning decisions and decisions linked to allocation of resources, methods of managing or cutting costs, and effective human resources policies. Ultimately, the senior management team aim to “foster an environment that can provide necessary and quality health care at maximum profit,” (Locsin, n.d., p. 1).

All executive decisions made in the eldercare facility need to reflect the organization’s core vision, values, and mission. Therefore, the senior manager needs to make sure that all department leaders are on track, and that patient or resident outcomes meet stated objectives. The senior manager also receives regular updates to healthcare policy at the state or federal level, while also responding to local contingencies stemming from relations with community stakeholders and strategic allies.

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Particularly in the realm of eldercare, politicians are “closely in touch with and aware of the attitudes and beliefs of the public about their local health service,” (Walshe & Smith, 2006, p. 2). Senior executives are in the unique position of needing to systematically balance the pressures of public opinion with the economic expediencies of the organization. Additionally, the senior manager works with the marketing department of the organization to promote the products and services being offered to target audiences. Executives in eldercare facilities frequently serve as spokespeople for the entire institution, implying an additional role in public relations.

Key Administrative Processes

Key administrative processes that need to be managed in an eldercare facility include human resources, management marketing and outreach, public relations, advocacy, reimbursement policies and procedures, and financial management. Strategic planning and quality improvement are also critical administrative processes. Unlike supervisors or managers, executives or senior administrators will not necessarily be working directly with patients or managing nursing teams. However, the senior manager of the eldercare organization does need to understand the fundamental principles of organizational culture and behavior in order to interface well with the human resources department. Human resources managers will implement policies and programs that are passed down and supported by senior leadership, which is why an executive needs to provide visionary guidance that aligns human resources policies with the values of the organization.

Issues related to finances, budgeting, fee scheduling, and reimbursement will require strong leadership too. Dunn (2010) points out the challenges that managed care present to the eldercare facility, noting that reimbursement declines have been on the rise (p. 3). Challenges and concerns like these impact administrative processes, requiring creative solutions, concerted efforts at devising temporary or even ad hoc….....

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Dunn, R.T. (2010). Dunn & Haimann’s healthcare management. Chicago: Health Administration Press.

Groves, K.S. (2006). View from the top. The Journal of Health Administration Education, Winter 2006,

Locsin, A. (n.d.). The role of managers in health care. The Chronicle.

Parand, A., Dopson, S, Renz, A., et al (2014). The role of hospital managers in quality and patient safety: a systematic review. BMJ Open 2014;4:e005055. doi: 10.1136/bmjopen-2014-005055

Porter-O’Grady, T. & Malloch, K. (2015). Quantum leadership. 4th edition. Burlington, MA: Jones & Bartlett.

Stack, L. (2014). Execution IS the strategy. San Francisco: Berrett-Koehler.
“Understanding Healthcare Management.” Chapter 2.

Walshe, K. & Smith, J. (2006). Introduction: the current and future challenges of healthcare management. In K. Walshe & J. Smith (Eds.) Healthcare Management. Berkshire: McGraw-Hill.

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