B121 Unit 1 Assignment

B121 EMA Task 1 RDaSH (Rotherham Doncaster and South Humber) Mission Statement is Promoting health and quality of life for the people and communities we serve) within this mission statement they have strategic strategies, to continuously improve service quality for carers and service users, ensure value for money and increases organisational efficiency whilst maintaining quality and maintain excellent performance and governance and a strong market position and improve further our reputation for quality. ( HYPERLINK http//www.rdash.nhs.uk/corporate-information/about-the-trust/accessed 26/02/2014 http//www.rdash.nhs.uk/corporate-information/about-the-trust/accessed 26/02/2014 the vision of the Trust Leading the way with care all ties in the
quality of the care and services that we as an organisation provide to meet the best practice for services users and employees. The main issues that at present for the organisation is on the values of the Trust and how we are perceived by stakeholders service users and employees and how they want to be perceived in the future, as part of the Mission statement the values play a substantial part is moving the organisation forward, the values that the Trust standby are under scrutiny of some of the employees at this time as they say that the Trust may advocate the values but are not working towards them. The Trusts core values are Respect and dignity Commitment to quality of care Compassion Improving lives Working together for patients Everyone counts We can use the STEEP module against the core values of RDaSH Social Consumers at the moment do not associate respect and dignity and compassion with the NHS with all the cuts within the NHS patients feel that they are not respected and that there is no compassion as waiting list are increasing and targets need to be met. But we can change the perceptions of patients by showing that patients they do come first and we are working together to improve patients lives. Technological - with the clinical record system improving with SystmOne we can be committed to the quality of care as all services treating the patient can view all their clinical treatment in 1 place without having to wait for results as all community services share their information so they are working together for patients. Economic with an increasing population making sure that there the Trust budgets for this increase and makes sure that the commitment to quality of care continues as patients struggled to finance private treatment due to the previous recession. Environmental - The Trust is constantly trying to reduce it carbon footprint and landfill and are reducing the amount of disposable instruments and use more environmentally friendly ways of sterilizing instruments and not sending them to landfill with PCs that are no longer in use these are now being formatted and wiped to send on to deprived countries by improving the environment. Political - when we consider the litigation within health care and the move to more privatization within the NHS more business and companies are putting in tenders for services when they have no NHS back ground as the NHS is seen more of a business but by managing the financial aspects better it will give the Trust more time to improve patient care making the patients feeling more respected as everyone counts. We can use the STEEP module to improve service users perception and their experience when they are being treated by the Trust and then the staff will get on board with the values and stop being resistant. My role as Administration officer is to manage the administration staff and to maintain to running of the service making sure that as a service we improve patients lives by providing high quality of care and treatment to patients, this is done by making sure that waiting times for 1st initial treatment is kept to a minimum so patients dont have to wait for crucial treatment Admin is the main hub of the service as we control how may clinics are running on a daily basis and control what kind of clinics we monitor waiting list and manipulate the clinics to the current demands of the service. I report to service managers and commissioners with the service figures making sure that we stay within budget and meet all targets set. I listen to when the customer / patient needs by evaluating complements and complaints that come in about the service on ways to improve the service we deliver. I would like to work on leadership, management and motivation as I feel that this will and focus on empowering the service so get the best from all staff and enhance performance, making not only good but excellent leaders focusing on job design making sure that the tasks are delegated to the right people and the autonomy that should be given to staff within admin I tend to have all the autonomy and I need to learn to say no and allow others to take on more responsibly and allow they to grow as well as me. My only problem is my staff are of senior ages and are quite happy to come into work and someone tell them what to do, even though I involve my staff in all the changes that are implemented and they do feedback, I want to incorporate this to all the staff in podiatry and team leaders to make the service more lean and efficient so the patient get the best experience and treatment they deserve. The leadership, management and motivation I feel is the area of management knowledge I need to improve on, by being able to motivate and manage staff more effectively I feel this will improve performance and of the service and better care for patients and leaving staff feeling more valued and respected and in when dealing with patients, happy staff makes happy patients. Task 2 From the course reader I found an interesting piece The Leadership Value of Setting Priorities by (Talula Cartwright 2008 The Leadership Value of Setting priorities Open University Course Reader pgs51 -54) and the second piece I found on the B121 website by Zoe van Zwanenberg Leadership and Management Developments in Social Services Organisations. HYPERLINK http//www.knowledge.scot.nhs.uk/media/CLT/ResourceUploads/9469/LeadershipAndManagementDevinSocialServOrgs.pdf http//www.knowledge.scot.nhs.uk/media/CLT/ResourceUploads/9469/LeadershipAndManagementDevinSocialServOrgs.pdf (B121 website). Both of the pieces highlighted leadership and motivation which was the area of management area that I was interested in developing. The Leadership Value of Setting Priorities key points were by setting priorities it can enhance your leadership skills and what motivate you and how to motivate others. In addition it also highlights if leaders do are better at setting priorities and recognizing the personal values that motivates them and others in the decision making and how good leaders are ones that can meet targets and goals and constantly produce good results. The piece also explains how the motivators determines how you set your priorities and goals, personal values act as motivators and it explains how to determine what motivates your staff. When prioritizing the importance of the motivator roles have tradeoffs both positive and negative consequences.
While developing the ability to set priorities from clear goals and targets is a key component to building a record of consistence, exceptional leadership performance which is what all managers strive for within their roll. One of the key points that stood out was making sure that you select the correct staff for the task or job in hand setting the priorities that motivates employees which lead to a successful turnaround in the division performance. In the second piece Leadership and Management Developments in Social Services Organisations the key points of the report was too highlights the gaps in provisions and advice the programs and process in place to support managers in becoming the leaders in management, and to look at the current leadership models in place and also how to improve how management development is rolled out and its contents the paper compared a variant or organisations i.e. NHS, police, civil service and social services. When I consider the concepts, modules or theories that link with the 2 documents from the leadership values document by motivating yourself and employees with priorities it could be seen as you were following the Transformational leadership path by giving personal attention to each of the priorities they
are set. The Foyols Management theory Forecasting and Planning organising Leading Coordinating Controlling. By setting priorities the managers are forecasting and planning and by prioritizing the priorities they are organizing when they set them, They are leading by motivating and coordinating and controlling by choosing the correct employees for the job or task in hand. Through the second document Leadership, development and management it fits in the Mitzberg 10 Management Roles as when they are highlighting future demands and desires as in the Interpersonal section they move for the manager to lead with confidence with skills and values, lead multi professional and multi organizational teams with clear focus and successful outcomes Informational section by monitoring information and dissemination to multi organizational teams acting as the spokesman. Decision Making section by leading on improvements, developing better understanding with multiplicity of providers and taking the lead in collaboration ventures as community planning and allocating resources and negotiating with others. I also the Hertzberg 2 factor theory as it looks at how the current leadership and management processes that are in place gives satisfaction or no satisfaction and is there dissatisfaction or no dissatisfaction in achievement, teamwork, responsibility, development grow and interpersonal relationships. The satisfaction features or motivation factors looks at the relationships where the dissatisfaction considers the environment and how the job is done and thats what the paper highlighted. From both documents the was one section that I captured my attention and it was the Leading to deliver module in the second paper Leadership, management development as it contained the core components of a leadership and management model but contained a stronger element of management development around business management, performance management and accountability these are the key areas that every manager sound have knowledge in and would support the Leadership, Management and Motivation in chapter 13. Task 3 Within both of the reading I felt that they could assist within my workplace understanding and development as document 1 Leadership Values helped me understand motivation what a motivator is and how to motivate other staff, and by becoming a good motivator it leads to becoming a good leader and developing relationships and by understanding an employees personal values it determines how they can be motivated. The second document Leadership, Management and Development highlighted the gaps in provision which also highlight that within my role and organisation we had similar gaps and that needed to be improved on, and the paper provided and insight into how to help me develop may management and leadership skills. At my organisation and in my work place there is a lack of communication, dissemination and motivation from both pieces they give examples of how to better motivate and communicate by better communication between staff and understanding there goals and values you are able to motivate and empower more easily. At our service we have an area manager, 5 Team Leaders and a admin manager (me) so when it comes down to structure and decision making the service falls down, each band 7 Team Leader has their own agenda and they can agree on nothing and in meetings I tend to be the voice of reason looking at things from a different perspective as they are all clinical and approach tasks differently to how I do see issues as I look at things more methodically and logical. By understanding their personal values and I will be able to define what motivates them and set priorities that work towards a mutual result rather than then all just doing a mish mash of everything and duplicating work.
If I can get just one result from one priority with them working together as one it would be a 100 improvement and will also help myself in motivating my team also. When I consider how my organisation is currently working I see that a high percentage of managers follow Argyris single loop style of managing staff as bureaucratic organisational structures do not often encourage managers thinking for themselves they want solid results not uncertainty our Trust need to break free from the single loop learning and managing style and overcome its barriers motivate our staff by encouraging a valued open reflective approach to situations avoid the blame culture although I advocate the use of motivating staff by setting priorities I still need to remember that imposing over specific goals this tends to fall in line with the single loop learning which could discourage the double loop learning making sure that we encourage the use of multiple viewpoints communicating and disseminating information more clearly. As with reading 1 conform to more of a transformation leadership role motivating our employees to work towards priorities (goals) that excel direct self-interests to strive for better and higher
outcomes. On reflection the choice of my reading I felt had valid points that helped me to understand the management area that I wanted to develop more, my main problems are motivating and empowering and I feel that between both readings it has given me a better understanding of how important empowering and motivating staff is, and that the best way to improve on these is the communicating with the staff and listening to what their personal values are as these are the things that will determine how best to motivate my staff which will increases performance and best practice for service users by developing these skills in time I hope to improve my leadership and management styles and maintain targets but still maintain a happy balance at work with my employees. Bibliography HYPERLINK http//www.rdash.nhs.uk/corporate-information/about-the-trust/ http//www.rdash.nhs.uk/corporate-information/about-the-trust/(accessed 26/02/2014) (Talula Cartwright 2008 The Leadership Value of Setting priorities Open University Course Reader pgs51 -54) HYPERLINK http//www.knowledge.scot.nhs.uk/media/CLT/ResourceUploads/9469/LeadershipAndManagementDevinSocialServOrgs.pdf http//www.knowledge.scot.nhs.uk/media/CLT/ResourceUploads/9469/LeadershipAndManagementDevinSocialServOrgs.pdf (B121 website) B121 Managing in the workplace Clare LaybourneA7940975 Page PAGE MERGEFORMAT 1 Y, dXiJ(x(I_TS1EZBmU/xYy5g/GMGeD3Vqq8K)fw9 xrxwrTZaGy8IjbRcXI u3KGnD1NIBs
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