Lead and Manage a Team Within a Health and Social Care Setting

The features of effective police squad procedure atomic number 18 set out in Brian Tuckmans phases of group phylogenesis theory, Forming, Storming, Norming, Performing. This outlines the phases that a team impart go through in array to fix effective and reach maturity. At the Forming stage of team growth mortal roles and responsibilities ar unclear and each member of the team is concerned to avoid conflict with each former(a).From this drive the team will go through the Storming phase which is when they start to conflict as individuals put in front ideas which will be challenged by others in a bid to throw power and position over others. After this the Norming phase follows and it is at this point that individual roles argon defined and accepted and ground rules and conduct be agreed. After each of these stages the team and so reaches the Performing stage which is where they are all workings(a) towards the same shared goal.This theory shows that for all teams to be effective each individual of necessity to be clear on their role, responsibilities and shared end goal. This is achieved through positive leaders, utilising the clevernesss of the team and addressing weaknesses to make the team more effective. The challenges experienced by developing teams are often out-of-pocket to organisational win over. Staff may be resistant to change such as moving to join a new team or working with people they do not know.A health and social cathexis organisation needs to identify the skills and knowledge that are required for the helper plan and recruit supply according to this to stop that the diversity and skill mix needed is met to fulfil the do outcome. Newly appointed staff should complete an induction that ensures they understand and comply with the organisations values and objectives and their role and financing systems should be clarified as readily as realizable to ensure they croup contribute as quickly and effectively as possible t o the team. An established team experiences varied challenges to a developing team.They may induce more difficulty keep oning staff enthusiasm and momentum. To overcome these challenges the organisation needs to be aware of changes to workload and conflict surrounded by individuals to resolve issues quickly forward they impact on other staff and accordingly dish up users. Also feedback should be given to staff in order for them to maintain or improve performance levels and recognition should be expressed for dear work to maintain a high level of staff morale. one term momentum is built then it is easier to maintain and helps staff to remain hot and continue o communicate and religion their colleagues and manage their time expeditiously and keeps them orientated to the important work tasks. Challenges to effective team performance ass be overcome by the organisation being clear astir(predicate) the values and objectives in relation to staff and service users and communi cating these and the time frame in which these are expected to be achieved. Support should be given to those who are capable of sharing the organisations objectives so they female genital organ become committed to ensuring that the service outcomes are met.If this is not done then it brush aside be difficult to maintain effective team working. Dawes and Handscomb performed a surveil on team leadership in 2005 and suggested that these difficulties stemmed from competing professional interests. In different settings they reviewed the relationship between team working and take outcomes and it was appoint that within a long term care setting the care outcomes required effective team working to be met. It is considered that management styles can be divided into three categories. * Autocratic- characterised by individual control over all decisions and little input from conclave members. Paternalistic- a type of paternal managerial style typically employed by dominant males where th eir organisational power is used to control and protect subordinate staff that are expected to be loyal and obedient. * Democratic- a style in which members of the group take a more participative role in the decision make process. A leader can be anyone who has the ability to influence other members of a team. It is considered that a manager and a leader are different but they are complementary to tasks being carried out. Management styles will change to reflect the stage of reading the workforces stage of development.When showtime a new team a manager will contrive to be clear about setting goals, establishing rules and assigning responsibility and then taking on the more troublesome tasks of organising resources, motivating and creating a concerted team. As the team develops then roles can be delegated and appropriate jump provided. Doing this enables the team to become more confident and the style of management and leadership changes so team members begin to take on more le adership functions. The primary focus of a leader is to develop and maintain trust between the service user and the staff.The service user will assist at the staff to establish with them character and competence. If these two characteristics are met then this develops trust with the service user. Character relates to motive and intent, whether the staff are working towards the same objectives. Competence relates to skills and results, whether the staff are able to care for the service user and meet the objective set by the organisation. Staff that are registered with professional bodies have accountability and are answerable for their actions. They are responsible by law for meeting the standards and objectives that are set out for them. heretofore when staff are working towards a common goal, conflict can still arise. This can be due to different personalities, communication styles, backbone of priorities and changes to workload. Trying to prevent conflict is best practice so a manager should emphasize to build an environment that is supportive, positive and stable to try and reduce the likelihood of conflict developing. If conflict does develop then a manager should try to * Address it at the earliest opportunity. * Keep the discussions positive. fashion at what can be done to resolve the conflict. * Encourage the team to focus on the problem, not the person. Encourage honest dialogue between the team, welcoming different points of view that do not create blame. each(prenominal) individual should be allowed to voice their point of view and also hear to and respect each others views. * Ask each individual to accept ownership of their part of the problem. * Discuss a variety of options before settling on an agreement that is based on objective criteria that will resolve the conflict. Conflict does not always necessarily have to be a bad thing, as if it is dealt with constructively, can lead to increased productivity, development of new ideas and persona l development of team members.