Manage finance within own area of responsibility in health and social care
Manage finance within own area of responsibility in health and social care
When I was happy that the strategy was ready to roll out I explained the strategy to the staff within a staff meeting. I asked their thoughts on it as they were the ones that would be implementing it and using it on a day to day basis with the children and young people. I explained to the staff why we needed to use the strategy as it had been mentioned by Ofsted and that it was now a requirement that we work in this way. The staff were all enthusiastic and keen to work with the new strategy.
To further gain the support of the staff each member of the Participation Team would have an instrumental role in the strategy being successful and it would also mean that they would spend more time individually with the children and young people so that they got a better understanding of the child/young person and their different levels of communication and how they learnt. The team would also learn a new skill of setting and working towards target setting and measuring outcomes.
This would be a learning process not only for the children/young people but myself and all of the team.
Explain the features of effective team performance
Following on from managing and Leadership should you get the mix right this then will lead to an effective staff team. A staff team is made up of a group of people working together to achieve a common goal. An effective team has certain characteristics that allow the team members to function more efficiently and productively. An effective staff team develops ways to share leadership roles and ways to share accountability for their work products, shifting the emphasis from the individual to several individuals within the team. A team also develops a specific team purpose and concrete work products that the members produce together.
Effective staff teams will have open-ended meetings and develop active problem-solving strategies that go beyond discussing, deciding, and delegating what to do; they do real work together. When necessary, individuals in a staff team will set aside their own work to assist other members of the team. In a well-functioning staff team, performance is based not on an individual member’s ability to influence other staff members, but rather is assessed directly by measuring the work products of the whole team. Rewards based on the whole team’s effort help underscore the importance of team responsibility.
Characteristics of an Effective Team
•Staff members share leadership roles
•Staff team schedules work to be done and commits to taking time allotted to do work
•Team develops tangible results
•Team members are mutually accountable for evidencing results
•Performance is based on achieving team results
Problems are discussed and resolved by the team
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves. Leadership styles should be adapted to the demands of the situation, the requirements of the people involved and the challenges facing the organisation. As manager’s we must identify appropriate forums which will provide opportunities to our team members which will help to make their own recommendations on how they should allocate work fairly within the team. These forums could include:-
Informal supervisionteam meetings
Formal supervisionweekly case allocation meetings
At Granville Lodge I have informal supervision this encompasses sitting down over lunch some days or a coffee another and having an informal chat about work, their home lives, the children and young people at Granville Lodge. During these informal chats, the staff will generally open up more as they don’t acknowledge that this is an informal supervision but just a chat so they don’t tend to hold back were as in formal supervision they tend to not say as much as perhaps they want to because it is formal and notes are taken. So for me those informal chats are where I get most of my knowledge and information about the team members and more important to me to gain a greater understanding of that individual.
During our team meetings we discuss events that have happened over the previous month, we also discuss any changes that are being made to the business not just at Granville Lodge but the organisation as a whole. I feel it is important to let the team know what is happening in the organisation so that they understand my role also, in that some of the strategic decisions I make, but they don’t necessarily agree with are not optional for me but is a decision I am making for the good of the organisation if not particularly right for Granville Lodge at that specific time. We also discuss internal matters such as annual leave, health and safety matters the children and young people, and any other matters that the team want to raise. We discuss the matters and generally try to come to a mutual agreement so that all or at least a majority of the team are happy with. If not all staff are happy with a particular suggestion made at these meetings we do try to reach a compromise, if a compromise cannot be met then the decision in the end is mine I will take the decision that I believe is correct for the children/young people, the unit and the team.
1.2 Identify the challenges experienced by developing teams
1.3 Identify the challenges experienced by established teams
It is hard coming into a team which is already established and have worked together over a long time period. This was the case in Granville Lodge. The team were well established and had for a lengthy period had to manage with no permanent manager. They worked extremely well but at the same time were lack lustre about their jobs. When you first come into a team like this it is hard to break down barriers, they have a pre disposed idea of who you are and what you want to do to ‘their’ home, they automatically think you are coming in and immediately want to change things or even worse get rid of them. For me the way to deal with this was to get to the know the team on an individual basis, get to know them on a work level, find out what they think of the organisation, how they see the business in its current form and find out if they are open to change.
Once I got to know each member of the team individually, I sat back for a few weeks and watched the team work together, I needed to understand the team dynamics, learn who was who and where they sat in the hierarchy of the team. Although you may have Team Leaders this does not necessarily indicate the true dynamics of who ‘is’ actually leading the team. Once I learned who was who, and were they stood in the ‘pecking order’ I could start to work with them to let them know that I was part of their team and wanted what was best for the children and young people who resided and stayed at Granville Lodge. I had to gain their trust, as a Manager I believe that you should understand the business from the ground up. I needed to have a true understanding of the roles of each member of the team and if the need arose would fulfil that role if required. I wouldn’t expect any member of my team to undertake a role or task that I wouldn’t be prepared to do myself.
1.1Analyse how different management styles may influence outcomes of team performance
There are a number of factors which can influence the staff performance in the home, the staff may feel negatively influenced because of micromanaging by their senior or shift patterns. Conversely, the staff will most likely feel inspired and otherwise positively influenced by having a larger input into the running of the home and a supervisor’s approachable management style. Regardless of the field or industry in which you work, the factors influencing staff performance and morale are very much the same. There are several different types of management styles when it comes to managing in the workplace and choosing the right type of style to lead with will have a big impact in terms of how the staff performs. But knowing the different leadership styles in management does not mean that I can simply pick one and then that is going to work because I would then in essence be trying to fit a square peg into a round hole. In most cases, the traits of the staff I am managing help me to define the management styles I will use, blending a combination of the different categories. Different types of management styles and the situations when each of them may need to be used.
A manager’s leadership style may seem to be set in concrete, hard and unchanging. Or it may be fluid, changing to adapt to the given situation. No matter what a manager’s individual leadership style, it is important to remember that not every style is suited to every occasion. Managers who are able to adapt their personal style to obtain desired results are generally more successful leaders than those who try to impose the same style of management on every employee. http://www.ehow.com/info_7772758_management-leadership-styles.html#ixzz2jCXbk8h3
•A democratic leader welcomes and encourages input from employees throughout the decision making process. A directive leader micromanages workers, telling them exactly how to complete their day-to-day work processes. When combined, these two styles create a directive democratic style of leadership in which the leader obtains input from workers when making decisions but then closely oversees the work to ensure it is completed appropriately. Directive Autocrat
•An autocratic leader is one who makes all important decisions within the organization with little or no input from employees. This is often combined with the directive style to create a manager who accepts no input from employees in the decision making process and also micromanages every aspect of work. This is perhaps one of the least effective management leadership styles, especially if it is the only style a manager knows how to utilise. However, it is essential in a working environment where workers are either unable or unwilling to do the work without absolute supervision. Permissive Democrat
•A permissive leader is one who gives workers a great deal of flexibility in the workplace, allowing them the opportunity to determine how best to approach their day-to-day work processes. Combined with the democratic style, this is perhaps best suited when managing highly motivated employees who are capable of monitoring their own work processes. The permissive democrat elicits input from highly skilled workers, usually obtaining the most innovative ideas and solutions. This type of manager is often able to confidently delegate many high level duties to capable employees. Permissive Autocrat
•A permissive autocrat is a manager who makes all important decisions within the organization but then allows workers flexibility in determining how to complete their day-to-day work processes. This is a useful leadership style for a highly motivated yet unskilled workforce who are willing to do the work but do not have the training or education to make important decisions for the organisation.
I believe that my management style depends on what is required at that particular moment. I am a mix of many management styles, but mainly a Permissive Democrat. I believe that allowing staff to be flexible in their approach to work and encouraging them to bring forward their ideas gives them a sense of purpose and ownership of our business.
As I mentioned earlier it was difficult coming into a team that was already established and had worked together for a long time. They already had formed a working relationship with each other they knew how they all worked individually and already had gone through the five stages of development as a team. These are traditionally known as:- •Forming: a group of people come together to accomplish a shared purpose. •Storming: Disagreement about mission, vision, and approaches combined with the fact that team members are getting to know each other can cause strained relationships and conflict. •Norming: The team has consciously or unconsciously formed working relationships that are enabling progress on the team’s objectives. •Performing: Relationships, team processes, and the team’s effectiveness in working on its objectives are synching to bring about a successfully functioning team. •Transforming: The team is performing so well that members believe it is the most successful team they have experienced; or
Ending: The team has completed its mission or purpose and it is time for team members to pursue other goals or projects. The model used was first developed by Dr. Bruce Tuckman who published his four stages of team development: the Forming, Storming, Norming, and Performing model, in 1965. Dr. Tuckman seems to have added a fifth stage, Adjourning, during the 1970s.
Each stage of team development presents its own special challenges to a group of people striving to work together successfully by forming a cohesive team. The team and the organisation can take specific actions at each stage of team development to support the team’s success in accomplishing the team mission. At each stage, the behavior of the leader must be adapted to the changing and developing needs of the group. As I was a new team member but also the leader we had to go through these stages again as I had a new vision and goals for the unit, so where the team had already reached the transforming stage we had to go back to the forming stage. I feel that at the present time we are between the norming and performing stages we are all now forming working relationships and working well together but not yet at the stage of transforming, but this will come with hard work on both sides. To achieve this we have to work in a team-oriented environment, where we all contribute to the overall success of the organisation. We work with fellow members of the organisation to produce great results. Even though we all have a specific job function and belong to a specific departments, we are unified with other organisation members to accomplish the overall objectives.
The bigger picture drives your actions; your function exists to serve the bigger picture. The process that results in employees who clearly understand and execute their performance expectations contains these components: •A company strategic planning process that defines overall direction and objectives. •A communication strategy that tells every employee where their job and needed outcomes fit within the bigger company strategy. •A process for goal setting, evaluation, feedback, and accountability that lets employees know how they are doing. This process must provide opportunities for continuing employee professional and personal development. •Overall organisational support for the importance of clear performance expectations communicated through cultural expectations, executive planning and communication, managerial responsibility and accountability, rewards and recognition, and company stories (folklore) about heroic accomplishments that define the workplace. •To lead them I had to get them to understand why they are participating on the team? Do they understand how the strategy of using teams will help the organsation attain its communicated business goals? Can team members define their team’s importance to the accomplishment of corporate goals? Does the team understand where its work fits in the total context of the organization’s goals, principles, vision and values?
Employee recognition is one of the keys to successful employee motivation. Employee recognition follows trust as a factor in employee satisfaction with their supervisor and their work place. I do feel that saying thank you to staff members is very important, it makes them feel valued and that you appreciate the effort they have made is ensuring that their business is running well and efficiently. I say thank you on a daily basis if I feel that the staff have performed their job well or have done that little bit extra. Informal recognition, as simple sometimes as saying thank you and please, should be on every employee’s mind every day. Supervisors and coworkers, especially, have the opportunity to praise and encourage best efforts daily. These tips will help you successfully provide more formal recognition that is valued, valuable, and motivational. Effective, fair, employee recognition is motivational for both the employees receiving recognition and their coworkers – done correctly. Conflict is pretty much inevitable when you work with others. People have different viewpoints and under the right set of circumstances, those differences escalate to conflict. How you handle that conflict determines whether it works to the team’s advantage, or contributes to its demise.
Conflict isn’t necessarily a bad thing, though. Healthy and constructive conflict is a component of high functioning teams. Conflict arises from differences between people; the same differences that often make diverse teams more effective than those made up of people with similar experience. When people with varying viewpoints, experiences, skills, and opinions are tasked with a project or challenge, the combined effort can far surpass what any group of similar individual could achieve. Team members must be open to these differences and not let them rise into full-blown disputes. Allen C. Amason, of Mississippi State University, has studied conflict and its role in decision-making. He suggests there are two types of conflict: Cognitive – conflict aimed at issues, ideas, principles, or process Affective – conflict aimed at people, emotions, or values
His studies showed the presence of both types in any group setting; but he’s clear to explain that cognitive conflict is constructive, while affective is destructive (Brockmann, 1996). Another researcher, Thomas K. Capozzoli (1995), reinforces this by describing the outcomes of constructive and destructive conflict: Constructive conflicts exists when…
1.People change and grow personally from the conflict
2.The conflict results in a solution to a problem
3.It increase involvement of everyone affected by the conflict
4.It builds cohesiveness among the members of the team
Destructive conflicts exists when…
1.No decision is reached and problem still exists
2.It diverts energy away from more value-add activities
3.It destroys the morale of the team members
4.It polarizes or divides the team
Trust is one of the most important elements of an efficient work environment. Organisations that have trust among employees are usually successful, those that don’t frequently are not. How can I build trust in the staff team, and how can I avoid losing it?” Well, it all starts with me as the manager, since trustfulness – and trustworthiness – can exist only if the management sets the example, and then builds that example into every member of staff. From doing research and through personal experience I’ve found four excellent ways to build trust into staff teams. •Establish and maintain integrity. It is the foundation of trust in any organisation. Integrity must begin at the top and then move down. This means, among other things, keeping promises and always telling the truth, no matter how difficult it might be. If its people have integrity, an organisation can be believed. •Communicate vision and values. Communication is important, since it provides the artery for information and truth.
By communicating the organization’s vision, management defines where it’s going. By communicating its values, the methods for getting there are established. •Consider all employees as equal partners. Trust is established when even the newest staff member, a part-timer, or the lowest paid employee feels important and part of the team. This begins with management not being aloof, as well as getting out and meeting the staff. This should be followed by the manager seeking opinions and ideas (and giving credit for them), knowing the names of staff and their families and treating one and all with genuine respect. •Focus on shared, rather than personal goals. When staff feel everyone is pulling together to accomplish a shared vision, rather than a series of personal agendas, trust results. This is the essence of teamwork. When a team really works, they trust one another.
As the home manager I need to hold staff accountable for meeting commitments. This sounds simple, but in the messy world it can be a conundrum. Reason: People have a tendency to justify their actions based on their personal rationalisation. It may seem a lame excuse, but to the staff member, there was no way the commitment could have been made. The technology for holding people accountable begins with the notion that it is expected behaviour. There is a fine art to holding people accountable and still maintaining trust with not only the staff in question but also their colleagues. What techniques do I use to manage accountability without losing trust? Holding people accountable is a fundamental premise of good management. Establishing solid goals and providing feedback along the way helps staff recognise the importance of performing up to expectations. Unfortunately, some staff do not meet their goals for a variety of reasons. When this happens, I need to hold them accountable, but there are often problems in executing this closure step. If goals were not met due to employee laziness, lack of initiative, poor attitudes, or any other negative personal trait, then the accountability step is appropriate and will be done along with the appropriate documentation.
When staff fail to meet expectations due to things that are truly out of their control, then holding them accountable seems punitive beyond reason. I believe there is a direct link between holding people accountable in an appropriate way and the level of trust in the home. Unfortunately, many situations are in a gray area in between extremes. A staff member will usually have some sort of excuse that justifies not being able to perform up to expectations. That is, he or she has rationalised the lapse based on some mental process that exonerates the employee from toeing the line. When I attempt to hold the individual accountable for the failure, it seems unfairly harsh to the individual employee and trust plummets. The conundrum is that staff who witness their colleagues not performing up to expectations, yet not being held fully accountable, leads to a lowering of trust in the home as well. For me, it is a kind of “darned if you do, darned if you don’t” situation. It is important for me to explain that I hold people accountable for their actions, and I do not condone a string of excuses or reasons why the goals were missed.
Yet I will still need to all allow some latitude for truly uncontrolled situations where it was impossible for the staff to perform up to expectations. There is a direct relationship between how I handle the issue of accountability and the level of trust achieved at any point in time. I need to recognise this sensitive area and navigate the choppy waters with great care. Using the golden rule is a great way to apply the right amount of personal sensitivity to a situation, but still get the message across that people are expected to meet commitments. Properly reinforced, this attitude will maintain trust within the home even though some difficult or unhappy discussions need to happen with certain individuals. How the accountability is communicated to the employee has everything to do with how it is perceived and received. I need to be consistent with following through on commitments, and then staff cannot expect to be called out if goals are not met. Having a firm but kind conversation with the staff member, in private, about a performance lapse is far superior to catching the employee off guard and rubbing his or her nose in the problem. If I were to berate the staff member publicly and with a mean spirit, significant damage to the relationship would result.
3.1 Identify the factors that influence the vision and strategic direction of the team
As a registered care home, Granville Lodge works with government legislation, National minimum standards and the Ofsted essential standards to help shape our policy and strategic thinking, this gives all employees a shared vision of better services. When there is a significant change in legislation, we have to assess the service support currently offered. This will have an impact on the team and the direction of our previous vision. At present any influence on the team direction is from our vision (statement of purpose) is a society where people with Profound and Multiple and Learning Disabilities and Complex Health Needs are equal citizens and have access to the support and services they need. Our mission is to improve the quality of life of people with a disability. We work in partnership with people with a disability and family carers and all of our stakeholders to make sure that good practice in delivering high quality person centred support is developed, shared and evaluated.
We believe that people with disabilities should be supported to live fulfilling lives as equal citizens who are involved and contribute to their communities. We will ensure that we are involved in making the disability policy agendas of equal citizenships, rights, choice, inclusion and independence happen throughout Great Britain. We will work in partnership with people with learning disabilities and family carers, recognising that they are the real experts and that their stories and life experiences should be central to developing and sharing good practice. We will listen and identify how to provide quality person centred support focusing on those groups that have often been excluded including. We are open to changing the way we work if this means that more people can have better lives through what we do.
Amason, Allen C (2011). Strategic Management. Taylor and Francis Brockmann, Erich. (1996, May). Removing the paradox of conflict from group decisions. Academy of Management Executive. v10n2, p. 61-62. Cappozzoli, Thomas K. (1995, Dec). Resolving conflict within teams. Journal for Quality and Participation. v18n7, p. 28-30 Covey, Stephen R, (1989), The Seven Habits of Highly Effective People: Restoring the Character. Ethic. Simon and Schuster, 11/09/2013 – http://humanresources.about.com/od/teambuilding/f/team_stages.htm 16/09/2013 http://www.rpi.edu/dept/advising/free_enterprise/business_structures/management_styles.htm 16/09/201 – 3 http://www.preservearticles.com/2012021323091/short-essay-on-leadership.html
30/10/13 – http://www.peelerassociates.com/blog/leading-versus-managing-eight-key-differences/ 30/10/13 – http://www.mindtools.com/pages/article/newTMM_79.htm#sthash.4LOPeQ9r.dpuf