Unit 510 Lead and Manage a Team Within a Health and Social Care or Children and Young People’s Setting 1

Unit 510
Lead and Manage a Team Within a Health and Social Care or Children and Young People’s Setting
1.1
Effective team performance is to lead trough positive leadership, it is something that is developed and strengthened. An effective team will work together and be focused on the task ahead, to provide way on how a goal can be achieved, supporting each other to help reach goals. Knowing roles and responsibilities is a way of supporting each other and allowing the team to be as effective as possible. Team performance is more effective if the managers have respect and provide respect to fellow co-workers. The manager should be aware of the skills and weaknesses that the team provide and show support where necessary to help improve their skills and weaknesses. Training and support will help enable staff to improve their skills and performance and help develop and increase their confidence, this will help team building and effective team performance.

1.2
When a team is brought together everyone brings different personalities and skills towards the group. This can cause disagreements, challenges and relationship issues. If a team has similar interests and skills the purpose of the team may not be achieved. Choosing team members that have a range of skills and interests can bring different sets of skills to the table and help increase positive attitudes. Without a strong leadership to help guide a team, giving a sense of purpose and direction. When there is not a strong team leader this can make the team lose direction and purpose, conflicts could occur. How team members deal with conflicts is how well the team is managed and supported, conflicts are always going to be their as everyone has their own minds and thoughts to bring towards the group. Not everyone is going to agree but other may agree. However, how the team deal with the conflicts is a critical part of team development and team management. When team members lack an understanding of their job role or knowledge the team cannot build and become a rounded unit.

1.3
Team building is an on-going process that improves within the team over a period on time. Once the team is working effectively together and focussing on tasks and overall aims, disagreements are dealt with openly and constructively, the manager is then able to share tasks with much more ease to other team members. The challenge will be how to maintain and improve on the skills and tasks set ahead. Team members may not be able to move through processes as quickly as others and may have to move back and forth between certain stages. Teams work better when there is balance of roles within the team, knowing their roles and work their strengths and seek help with weaknesses. Challenges that teams can experience are being able to share ideas and continue with a team’s identity, improving working relationships, provide support, information and confidence. Other challenges may include, power struggles and competing agendas, rejecting new ideas and constant sense of negativity, Teams that agree on everything too quickly to avoid conflict, Ineffective leadership and members set in their ways and unable to see from and outside perspective.

1.4
To overcome challenges team meetings can be held where staff are able to express their opinions and ideas on way to improve and move forward as a team. Communication books are available for staff members that have not been on shift for a while are able to read back through to be informed of ideas that have been through about to help the team produce effective working practices. They can express new ideas or notes that have been carried out. This is a good way to keep the team in date and consistent within their roles. If certain tasks are not being carried out and managers are having to repeat constantly, one-to-one supervisions can be carried out to address the issues. Supervisions are also there to help overcome staff conflicts and issues, areas of improvements that require some more attention, professional progression, praise their working practice and reflect on work practice.

1.4
http://www.assignmentpoint.com/business/marketing-business/management-styles.html

Different managers use different styles when handling situations. Some styles may be best for the situation when others may not be. However, awareness on different types of management styles will help to handle situations in a different way. Mangers requires to be dynamic and someone who has insight to many types of management skills.
Autocratic – The manager is the decision maker, they do not care what the staff have to say or their involvement towards the company. I feel this type of manager would not excel or achieve the best from their team. However, this style is used when there could be staffing concerns.

Paternalistic – I feel this management skill could excel within the company but would be hard for the team as they may feel they are not being listened to and not valued.

Democratic – I feel this management style is open to decisions and welcomes contribution, an agreement is made with a majority vote. This style empowers staff and makes them feel included.

Laissez-faire – I feel this a very relaxed form of management which could result in easy mistakes if not lead well.
1.6
Trust develops from consistent actions from your colleagues, this can show your colleagues are reliable, co-operative and committed to team success. Confidence allows staff to work better together and reach a better understanding on reaching goals. Having honesty within the workplaces with positive and negative aspects builds trust and colleagues feel more included and valued with honesty. Management need to remain honest with employees which can help keep trust and be more trusting in the managements actions. Staff who feel management value their opinions, feel valued and part of a team. Praising staff with their success and their valued inputs even if the inputs are not chosen, makes the individual feel included.
Accountability can take place when the management sets an example to colleagues. Communicating within a team which shares values and options and acting upon them. Considering colleagues as equal partners, building trust. Positive results occur when employees don’t associate accountability with negative consequences. Employees are more willing to be more creative and committed to their work if they do not work in fear, having managers support, praise, recognize their accomplishments and support employees when goals become difficulty, gives room for the employer to feel included. Managers can practice accountability by performing management principles. Providing clear goals and challenges which are obtainable., supporting staff in the aspects of their job role, monitoring progress and working towards goals. Provide training and recourses if required, and provided praise for goof performance, formally and informally. Making the colleagues feel valued and included.
1.7
Being aware that conflicts may and will occur is the first step to resolving the issue. Setting ground rules in a meeting, ensuring to address what process will be taken to address conflicts, as they are bound to rise and will need to be taken care of before they become too out of control. Informing team members that everyone’s ideas are valid and that they should not be dismissed, even if they are not in agreement with them. Conflicts can become destructive when no resolution is in plain sight or cannot be resolved. Conflicts arise with staff members, is it important to address the situation as quickly and possible to further any disruption within the work place. Speaking privately and separate, with the individuals involved. It is important to take notes and summarise what has been said and what is being said, allowing the individual to feel they are being listened to. Not interrupting the individual as this can make them feel they have not been listened to, showing positive regard. Be sure you understand the perspectives of everyone individual involved. Conflicts can be miscommunication and misunderstandings. As a manager, all information should be collected so the conflict can be resolved quickly and efficiently. If you are inclined to agree with one side of the conflict, it is important not to make a final judgement until each person has had their say can increase the problems.
2.1
A negative atmosphere will dampen the mood on the team resulting in people phoning in sick, feeling unhappy and unmotivated and even resulting in people handing in their notice. Providing a positive mood with the team will help keep the team together and keep them enthusiastic, provide good communication skills and effective team leading. The attitude of working together as a team is to stay as positive as can be, respecting views and willing to go the extra mile to help others. Marinating high levels of integrity and passion for their job roles can help a team succeed. Identifying effective leadership skills that seeks to plan, co-ordinate, encourage and motivate a team can achieve set targets and goals of the team. The leadership sets examples by getting involved in tasks.

3.1
Strategic planning is the key to ensuring that businesses are prepared for the challenges that may arise the next day. It is important to try and ensure the team is not caught off guard and not spending a great deal of time and energy coping with immediate occurrences, leaving no energy to prepare for the next challenges. Having person centred approach and values and behaviours helps with vision and strategic as you think in a different way, ensuring you are doing things the right way, as certain ways may not work for certain people and thinking in a different way to ensure the individual is settled, ensuring your aims and objectives are clear. Having CQC standards and regulations sets out a guide for everyone to follow, giving resources and requirements to ensure the safety of individuals is at its highest point. Clients and staff can investigate these as they can prioritise what expectations as a basis to ensure they are providing care in the best possible way, and to gather more information from different awarding bodies.
3.4
Leadership in strategic provides vision and direction for the growth and performance of the team. The manager requires skills and tools for strategic formation and implementation to enable the team to build a sense of direction and ownership. Getting team members to think in the right direction can have a positive outlook and help improve skills for the organisation. Being able to learn and adapt to different environments or emergency’s the same way ensures the stagey will be delivered what the team set out to achieve.
4.1
4.2
Every team member has a different set of skills and interests that they bring to work, they were identified during their employment interview and/or shown throughout their working day. Certain skills and knowledge would have been found satisfactory and met certain criteria’s, standards and requirements to be able to provide the best service as they can and to deliver quality services that show the aims and objectives of the organisation. Suitability of team members would also be further confirmed during the period of a six-month probation, where they are given the opportunity to prove the skills, knowledge and ability. In this time, they should show all their skills, knowledge and interests to meet the criteria within the period and if all team members and management are happy to letter of confirmation if provided. Teams objectives are in a position that all team members should be aware of them and understand them. All team members should be working towards the aims and objectives. They will be supported during their supervisions and appraisals to fully understand them and work towards the agreed objectives. Staff should be fully involved within planning and changes, as they can be positively acted upon with execution, monitoring and reviewing the objectives when necessary. Feedback is important, service users have questionnaires to complete to show how they feel about the care home and staff, with no repercussions. These are then shown through team meetings and one-to-one meetings if required. This will inform the staff of the work they are doing to help improve the life of the service users and help maintain dignity and respect which shows towards the aims and objectives within the organisation.

6.4
If managers and team members do not communicate throughout their working day, the workforce will not flow as it should do. Team meetings should be held to discuss the progress of the team and to be able to voice areas of concern and praise. Without a strong manager or team members can result in lack of effective aims and objectives, lose morale and momentum. Even as team members they need to know their specific roles to avoid confusion and disruption. When team members lack an understanding of their roles or choose not to follow the team cannot develop as a well-functioning unit which could cause distress and confusion for the service users. By explaining to each team member their roles in detail it will avoid confusion and gives managers a chance to monitor team members to ensure they are carrying out their designated roles and responsibilities. When staff members are not performing towards the met requirements managers can advise an amount of increased training and guidance to help the team members. There are several stages such as FORMING, STORMING, NORMING, PERFORMING. The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, who said that these phases are all necessary and inevitable in order for the team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results – https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development
left-317500
An awareness of these stages may help teams deal with challenges that may arise. Once the staff members are working the same way and performing together this can ensure effective working, focused on tasks ahead and working towards overall aims.
It is important to deal with any issues as soon a possible, it is important to identify what the source of under performance is. The process for performance management is to identify and define the problem, gather evidence, such as documentation and physical evidence. Some problems can be dealt with in a quick manor and some others may result in loss of job. All parties require to agree of what the issues are and what requires to be changed, and what action to take to ensure these occurrences not need to arise again. I will need to ensure they are clear about missing part of their performance and the required performance. Have an agreed plan of action to support the team member, providing what requires to be improved upon. Holding regular meetings to discuss and review performance issues. Ensuring the team member is aware of the seriousness of what could happen if performance does not improve.