I understand the features of effective team performance to be that a good team is created by everyone working together. I believe that good communication and good levels of competency with respectable experience helps effective team performances. Communication goes hand in hand like the team supporting each other. I feel that it helps for each team member to follow care plans, be up to date and follow policies, procedures and guidelines, which are in place. Each team member to share the same goals and to have a good leadership with achievable targets. Good and effective leadership is key to lead by example to the team members.
There are many challenges experienced by developing teams such as no trust, which shows that there’s lack of or no connection between team members. This then can affect lack of confidence and un-certainty where the team members are un-sure of what their job role is properly. This then has a knock of effect on team communication. So, there would be a challenge with the whole team, they could be all given training on all aspects of the job role. The team may not have any care experience, which can become a major problem in understanding the basic care needs. This could result in individual team members and/or the care company being investigated and could potentially turn into a POVA case.
Some challenges that could become experienced by established teams could be that each individual team member may think that they know better and each want to take control and the lead of the team. This could result in the team having ‘clique’s’, which is where groups of people who are friendly with each other but exclude others. This can become a serious issue in the work place. Experienced team members may not want to go for training and maybe reluctant to change their ways. This could result in these individuals using dangerous practices as they may be stuck in ‘old ways’ of unsafe manual handling. For example, using the ‘bear hug’ technique, which is now illegal. Meaning that they have become complacent of old habits. There may also be an issue that the individuals or team may not like the new manager as this could mean changes to the work place.
Challenges to effective team performances can be overcome in many ways, such as calling each team member in individually for a chat, this can also be communicated at supervisions. It’s also a good way to call a team meeting, where advice can be given regarding training, this can be done in house so each person is trained in the same way. For everyone to be present at the team meeting at the same time, agency staff can be used for the day to cover the company’s care needs. In team meetings, these can be used to explain to the team about benefits of changes within the company, team members can be re-allocated duties as some may have become complacent with their duties and be slacking in their skills. This can help management to keep all team members at the same level and work out the root causes to any issues with team members becoming complacent in their duties with bad habits. This can help to achieve a more positive affect on the team members and get them on your side of all the understanding of new changes and the benefits for this on the team and company. A manager could even use intensives, a goal to work towards for a reward, such as cinema tickets, an extra day off in holiday allowance each year. I would work on the floor with the team making sure I show them that I’m willing to roll up my sleeves and get stuck in. this allows me to see any problems that the team are experiencing, which I can take away and work on then giving help to overcome the problem with a solution. I have worked in care homes where the manager has got there job role due to education results rather than worked their way up to management level. I noticed that they don’t have as much of an understanding or have the same compassion compared to a manager who has come from a care back ground. I feel that this is very important for a job role as a manager in care is to have had the hands-on experience.
Management styles can vary from company to company, I conclude that this is the reason that some company’s see a higher staff turnover than other companies. There are several different management styles that may influence outcomes of team performance such as:
Autocratic – This is a style of working where the managers do not take into consideration the ideas and suggestions of the workers in the company, such as the care team. The managers, leaders and superiors have the only responsibility of taking decisions without worrying much about the other workers, such as the care team. The care team simply obey to the guidelines and policies formulated by their manager. They do not have a say in management’s decisions. Whatever the manager feel is right for the company usually becomes the company’s future policies and procedures. Employees, such as the care team lack motivation in this particular style of working.
Paternalistic – This is a style of working where the managers decide what is best for the employees as well as the company. Policies are put in place to benefit the employees, such as a care team and the company. The suggestions and feedback from the care team is taken into consideration before deciding something. In such a style of working, employees feel attached and loyal towards their manager and company, this helps the team to stay motivated and enjoy their work rather than treating it as a burden.
Democratic – This is a style of working where managers welcome the feedback of the workers, such as the care team. Employees are invited to express opinions of any ideas and to discuss the pros and cons of plans and ideas. Democratic style of working ensures effective and healthy communication between the management and the employees. The superiors listen to what the employees have to say before deciding on something.
Laissez-Faire style of working – This is a style that managers are employed just for the sake of it and do not contribute much to the company. This results in employees making decisions and are expected to manage work on their own.
Management by walking around style of working – This is a management style where the manager views themselves as an essential part of the team. They see themselves as good listeners and will interact with the employees more often, which helps to find out if there are any concerns and suggestions for the work place. This style of working, the manager works as more of teacher to its employees and guides them whenever needed in the work place. These are the kind of managers that tend to walk around to find out what is happening around them, instead of sitting in an office behind a shut door.
I believe that I will be a manager by walking around style of working as I believe in care this helps build a great and strong team. It helps to know what problems and issues that the team are going through so I can be more hands on and offer good advice that can help to resolve situations.I would make sure I worked alongside the team by working on the floor with them. This will help to show that I’m willing to work like they do. By using an open-door policy, which I believe to be key as a manager to aid communication between myself and the care team, which allows the team to come and see me any time and to talk. This will help myself to good understanding of the job expectations for the care team within the company. I will also always make sure there’s a good quality of training to help the team with daily tasks and to further themselves in their career. To always support the staff making sure they attend their supervisions and appraisals. A sense of confidence from the manager in the work place allows the team to work together, which helps to achieve the common goal. Trust is important; however, this doesn’t always come naturally, especially if there’s been bad and untrustworthy managers in the past. I would always want trust between the team and myself.
Individuals in the team may have different viewpoints and this can lead to differences between team members, which can cause conflict. As a lead role to the team members, I can either chose to ignore it, complain about it to my manager, to blame someone else or to try and deal with it. This can be carried out directly, to investigate what’s going on, and try to resolve the conflict through common procedures, for example, to compromise and/or negotiate. All conflict should be dealt with constructively, making sure that there’s a plan in place to nip it in the bud, otherwise it could escalate into an unwanted argument. This can become awkward for the individuals involved and also the other team members. Team members must be open and honest with any differences which the team have and not let them become worsened.
When a team experiences differences, causing conflict, the next step is to resolve the situation. Resolving conflict requires respect and patience from all sides of the team and management. It’s important to move forward from the conflict and for each person to learn from the conflict experience. It’s important to replace the negative experiences and conflicts with positive skills with dealing in these situations.
There is a three-step cycle of resolving conflict within a team, this is a form of negotiation between team members, which is: 1. Prepare for resolution – The conflict must be recognised before it can be managed and resolved. The most important thing during resolving the situation is that each individual must communicate and listen. The team should talk about the issues and to discuss their views. 2. Understand the situation – Make sure that each person’s views are is heard and understood. An agreement needs to be made and to influence further team work. 3. Reach agreement – When conflict is resolved, it’s important to make sure each individual is happy to keep working together and encourage each other’s’ skills, which can help prevent further conflict. By using the three-step process can help solve team conflict efficiently and effectively. The foundation of this method is from gaining a good understanding from each team member and their own views then by using these views to guide me through further issues and to prevent them from becoming a company issue. If there this doesn’t resolve the conflict, ACAS can be contacted for advice also the HR department can be reached for advice.
The vision and statistic direction of the team is to make sure that the patients stay healthy and motivated following their raises’. To help the team stay in control, I make sure that hand over is given from one renal technician to another once the team member has worked a day or several and for another team member to continue on the following day. Usually hand over is communicated over the telephone, however, some team members find it more convenient to use emails. The handover is to give the team members a catch up on the previous day’s events. Also, if there is something very important, which I consider that the whole team would benefit to be communicated about, I will do this at a team meeting, by a group email or phoning the team up individually. At a team meeting, making sure that each team member is able to attend, this is where we will discuss any concerns or matters with the patients or between staff members. Team meetings are usually held at the main office in Cardiff, this is where my manager is invited along so that my manager can contribute where they see fit. I make sure that all care plans are ready from the first day, which a patient is in my teams’ care, so that the whole team are using the same documents. This aids good team work, especially when all workers are following the same risk assessments. Once each renal technician has completed their visit with a patient, it is vital that they complete the daily care records, which is used for communication between team members. Supervisions are beneficial to myself and the team as it helps to build up knowledge of team performances. Feedback given can be used in two ways. Feedback can be given to the team member to acknowledge areas of concern and also to be used for rewarding and praising individuals or even the team as a whole. This supports the team to take responsibility of any problems and to correct any misinterpretations or errors immediately. When the team are set targets to follow, they are reviewed often as part of team development. This helps me to gauge and evaluate how each team member works with other team members and highlights any issues present. By having the team work together and working from the same care plans and risk assessments, this assists the team to focus clearly and to work closer as a motivated team.
It’s important to analyse skills, interests, knowledge and expertise within the care team so that they can each work together and meet agreed objectives. When there is a new renal technician who joins the team, it’s important that I analyse their skills. Each team member will start off with individually different levels of experience and abilities. They may want to improve themselves with self-development or be happy with the knowledge and skills which they have obtained through working in care. I will always encourage each team member to develop their skills and knowledge where I notice an opportunity to do so. This could be for an individual to be trained up to take part in assessing new patients, or even to eventually go out to and complete care plans and reviews where required. It’s good practice for the team to use the care plans to their best knowledge and report back to myself with any worries or concerns.
Encouraging team members to actively participate in the planning process helps to create an organisation that answers to the requirements of the patients. This is met through good team planning with good person-centred approaches to patient care needs. Team members should share values, to focus primarily on the patient’s needs, and to prioritise their care requirements. I must always encourage sharing of skills and knowledge between team members. This is where I will evaluate each team member and guide them to becoming trained up to go out and carry out a care plan, to risk asses and to review care packages if and when required. I will pass on my own knowledge, skills and advice.
For the job role as a renal technician, the individual applying for a job must have at least 6 months of experience in health and social care and the minimum requirement of a level 2 in health and social care QCF qualification. This helps me to see what their back ground in care has been and to then use their skills and knowledge to benefit the team. It’s important to agree what their roles and responsibilities will be when working in a close team. If a new team member has experience with care plans, I can assess them with how much knowledge they have and can train them on the systems and paperwork that are in place for my team. Its good practice for all team members to understand and respect each other’s roles and responsibilities in a team and help each other out when required. It can benefit team members from learning from the more experienced team members, who can advise the less experienced team members. This can be done through shadowing a senior team member who can mentor and instruct the new team member into becoming more confident in the work place and team.
Regarding my team in the past, I have given team members more responsibilities once I know they are suited and have settled into their job role. One responsibility, which I have given to a team member, is to order patients stock when required, whether it’s fort nightly or monthly depending on the patients care needs. However, if this responsibility has not been carried out on the date stated, my manager gets an email from Baxter to inform that this has been a missed order and states for whom the patient is. I then get notified and can then find out what’s happened whether the team member has forgotten or hasn’t yet arrived at the patient’s home to record and order the stock levels. I noticed that at one point, this was happening often due to the team member not getting to the patient until the afternoon or evening. I contacted Baxter relating to times and dates to contact them and it was agreed that they didn’t contact my manager until at least the afternoon to give the renal technician a chance to get to the patient. It was agreed that if required, the team members could phone in a day earlier that stated on the calendar, which I requested to be sent to each patient again with a check list. I found this easier for the team so they knew what to order and I placed each patients calendar in their care plans. In the past, Baxter used to contact the patients directly, this resulted in worry and low confidence towards the staff members, I asked them to contact my manager instead on these instances that needed to be flagged up.