Career, Health and Social Care

Styles of Management: How to become a resilient Manager in uncertain times

June 27, 2025

Joyce Roberts

Styles of Management: How to become a resilient Manager in uncertain times – This article will explore the different styles of management and the important qualities needed to inspire a team in the workplace. Key issues which may affect the process will be considered and what strategic plan will be needed to identify and achieve success.

“Leadership is a process of influencing others for a common goal. It requires an individual to be more aware of the people and situations around him, can influence others to work in unison towards a common goal and inspire them towards a common goal and inspire them to follow and do what is required to achieve the goal.” Risely (2022).

This article provides an example on improving Health and Social Care Organisations, but the process can apply to many organisations to understand their organisation and team, the issues which may affect success and how be a leader to inspire in uncertain times.

This article would also be helpful to anyone studying A Level Business as it touches on types of management and leadership styles and influences on these.

Aims and Responsibilities – Management in Business

The main aim for any organisation is to have a clear and knowledgeable understanding of what the aims and responsibilities are and how the team can provide a good service. The mission statement needs to guide the organisation by:

Defining the organisation
Involving the stakeholders
Creating an inspiring vision
Establishing priorities
Stating a common goal
Working together
Create a focus or anchor for the organisation.
Generate a positive approach.
Empowering the stakeholders.

For Example: Elderly Care Home

Let’s look at an Elderly Care Home which needs to be improved and adhere to Standards and Regulations. What is the vision and strategic plan for the manager and what qualities are needed?

The vision is to be recognised as a major professional environment which creates a learning environment for staff to address all the needs of each service user and families by:

Review of new legislation
Research clinical practice and management models for change
Prepare for managing change.
Set up systems and structures to address legal requirements.
Improve communication both internal and external.
Update training and policies
Offer support to staff and be clear of their role.

The Strategic Plan – Management

The strategic plan will determine how to pursue long term goals with the available resources within the organisation. To set the scene it is important to focus on the key goals which match the organisation. The SWOT analysis recognised the strengths and weaknesses in the organisation – this is a good place to start: to recognise what the priorities are and possible risks managing change. For the organisation to be innovatory: McKinsey’s 7’s Model Framework Explained (2025) can be considered to achieve the strategic aim:

Structure:

Review legislation
Review previous inspection reports / address the gaps.
Set up a training programme.
Create a learning environment.
Aim to provide a service to address the needs of the stakeholders.

Style:

Be positive.
Democratic style management – involve and support.
Create a blame free culture.
Enjoy the challenge – use an entrepreneur approach.
Know the team – state clear roles.
Review and amend during each stage of change.

Strategy:

Review alternative strategies.
Match the strategy to the organisation.
Know and understand the organisation.
Review the Mission Statement
Allow time to manage change and implement.
Allow scope and flexibility.
Address the Fears of Change
Involve everyone in the organisation – delegate within their limitations and skills.

Shared values:

Stakeholder involvement and commitment
Address internal and external stakeholders needs.
Improve communication – internal and external.
Provide a service for the individual needs in a holistic approach.
An open and honest environment
Good nutrition
Specialist input: Dietician / Physiotherapist / Chiropodist / G.P. Consultants /O. T

Staff:

Reduce fear of change
Encourage and support all staff –young and mature. Offer incentives and praise and reward schemes.
Offer choice of learning to suit individual – distance learning, tutorials, verbal, written, online.
Encourage work placement schemes into the organisation.
Provide information in different formats: books, language, disability

Skills:

Training updates
Induction/ Foundation/ NVQ programme
Management training
Compulsory courses updates: Moving and Handling, First aid, Health and Safety, Fire, Infection Control.
Other relevant courses: Mental Health, Challenging Behaviour, continence, Food Hygiene, Technology /Computer.

Systems:

Recruitment policy
Staff appraisal / supervision
Personal development plans
Activities programme
Care plans / risk assessments
Environmental risk assessments
Policies and procedures
Community projects in the area.

For managers to be effective managing change should not be rushed and some factors will need priority. Time management is vital. Action plans can be based on an ABC Priority system: MUST DO / SHOULD DO / NICE TO DO.

Managers need to be supportive, positive, trustworthy: According to Ferry (2025), Adaptability, Collaboration and Authentic Leadership are key for leadership success. Modern leadership believes shared responsibility between management and employees are key to success.

If you are interested in Care Home Management, you may find our Care Home Management QLS Level 3 a perfect fit.

Qualities needed to be a good Manager

There are several qualities needed to be a good manager. There are different styles of management which includes Authoritative- giving a clear direction and motivates the team, Democratic- involves the team making decisions encouraging participation, Laissez faire- minimal intervention allowing autonomy for the team to make their own decisions but humility over confidence is positive:

Be open and honest.
Be approachable.
Be supportive.
Be knowledgeable.
Be a good role model.
Set the scene: a learning environment.
Be positive and enjoy the challenge.
Have good interpersonal skills.

It is important to obtain the right information and able to review data for the strategic direction. Mind-set will explore all areas to reduce the risk factor – goals must be clear to allow integration. Any changes will benefit from feedback from the team and listening to any concerns and amending if improvements are needed.

The manager must consider stakeholders expectations such as product quality, availability, delivery, reliability, productivity and company image. Community businesses may appreciate involvement and recognition – communication is important to create a positive organisation.

Potential conflict within organisations

To understand dilemmas and problems of both internal and external the manager will need to consider coping mechanisms. Handy (2025) refers to the nature of conflict within the organisations to be aware of the following:

Different beliefs, views
Disagreement how to allocate resources.
Disagreement about decisions
Perceived inequalities of workload
Communication breakdown
Differences in experiences and expertise
Unfairly or badly designed reward schemes.

All stakeholders need to be involved in decision making. Clear leadership with appropriate experience and knowledge can interpret the legislation and create systems to ensure a fair, consistent process. Pressures can be handled differently according to the individual and each situation can be approached differently according to the urgency and repercussions, too much control is expensive, time consuming and self-defeating in motivation terms and trust can often survive only one mistake.

Is Management for you?

There are many factors to consider pursuing a career in management. Experience in the industry, life skills, training and interpersonal skills are important to become a resilient manager during modern times. Social, political, economic, environmental, technological, cultural issues need to be considered. There must be a clear understanding of standards and regulations and legal requirements within the organisation.

Whatever style of management a leader must be trusted and have qualities to lead a team successfully. Working with the team, listening to their concerns and appreciation of the work they do is important. Reward schemes must be fair and appropriate. Training staff to improve their skills will motivate the team, provide a good service and be proud of their organisation. Staff recruitment is important to get the right people into the organisation and review of pay structure to give incentive to work hard and retain staff to provide valuable skills.

Once systems and structures are in place for internal and external stakeholders, a clear Mission Statement can be available for all to see what the organisation aims to provide. An understanding of cultural and personal beliefs and appropriate format giving information such as braille, large print, tapes, written or verbal. Regular updates and meetings can allow the audit process and address any gaps that need to be addressed – feedback must be seen as constructive and not destructive.

Future decisions for the organisation will be to involve all stakeholders and work from a research-based practice. Reducing bureaucracy and providing a high standard of care with focus on ‘what the customer wants’ is important. Good documentation will be evidence for Governing Bodies to ensure a good service is provided in a safe environment.

As a manager complacency is not an option. It is important to keep up with future trends. Technology can be useful to support the organisation, but human contact is greatly needed to provide valuable skills to those in need. The motive for change is to improve the corporate culture. Leadership is working with the team and understanding current issues which may affect their working lives and give support to those who may need it.