Exploring the role of community mental health team managers.
OBJECTIVE
To explore the perceptions that managers of community mental health teams have of their role, along with their responsibilities and frustrations.


METHODS
Managers of community mental health teams.


METHODS
The method consisted of using focus groups and a survey questionnaire of CMHT managers in seven mental health trusts.


RESULTS
The study found that the job of the CMHT manager is challenging and demanding, working with adults with severe mental health problems, managing community multidisciplinary teams and meeting the standards of service delivery set out in the National Service Framework for Mental Health (Department of Health, 1999). The data also showed that CMHT managers had a strong commitment to, and positive working relationships with, CMHT staff.


CONCLUSIONS
There were significant findings about the pressures that undermined the ability of the CMHT managers to carry out the role effectively. The most notable of these being insufficient resources and poor relationships with line managers, who do not seem to understand the role and its pressures. The study also found that the role of CMHT managers was reasonably well reflected in their job descriptions, but there were some disparities that may require a review of job descriptions.
McGuinness
Martin
M
D001291:Attitude of Health Personnel; D003156:Community Mental Health Services / Q000458:organization & administration* / Q000706:statistics & numerical data; D017144:Focus Groups; D019538:Health Care Surveys; D006801:Humans; D007324:Institutional Management Teams / Q000458:organization & administration* / Q000706:statistics & numerical data; D007857:Leadership; D008611:Mentors; D010348:Patient Care Team / Q000458:organization & administration; D010559:Personnel Management; D024382:Professional Role; D036301:Qualitative Research; D012932:Social Facilitation; D006113:United Kingdom