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

The features of effective group up exercise atomic number 18 set out in Brian Tuckmans phases of team maturation theory, Forming, Storming, Norming, Performing. This outlines the phases that a team leave go through in army to execute effective and reach maturity. At the Forming stage of team emergence private roles and responsibilities are unclear and each member of the team is pertain to avoid conflict with each opposite.From this put the team will go through the Storming phase which is when they start to conflict as individuals put originally ideas which will be challenged by others in a bid to come across power and position everyplace others. After this the Norming phase follows and it is at this point that individual roles are defined and accepted and ground rules and conduct are agreed. After each of these stages the team wherefore reaches the Performing stage which is where they are all running(a)s towards the same shared goal.This theory shows that for all teams to be effective each individual inevitably to be clear on their role, responsibilities and shared end goal. This is achieved through positive leading, utilising the achievements of the team and addressing weaknesses to make the team more effective. The challenges experienced by developing teams are often delinquent to organisational motley. 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 keeping organisation needs to identify the skills and knowledge that are required for the benefit plan and recruit lag according to this to witness that the diversity and skill mix needed is met to fulfil the return outcome. Newly appointed staff should complete an induction that ensures they understand and comply with the organisations values and objectives and their role and contribute systems should be clarified as promptly as thinkable to ensure they hind end contribute as quickly and effectiv ely as possible to the team. An established team experiences different challenges to a developing team.They may provoke more difficulty take holding staff enthusiasm and momentum. To overcome these challenges the organisation needs to be aware of changes to workload and conflict amid individuals to resolve issues quickly before they impact on other staff and thence armed service users. Also feedback should be given to staff in order for them to maintain or improve performance levels and recognition should be expressed for safe(p) work to maintain a high level of staff morale. at one age momentum is built then it is easier to maintain and helps staff to remain importunate and continue o communicate and swan their colleagues and manage their time expeditiously and keeps them orientated to the important work tasks. Challenges to effective team performance rump be overcome by the organisation being clear well-nigh the values and objectives in relation to staff and service user s and communicating 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 stern become committed to ensuring that the service outcomes are met.If this is not done then it spate be difficult to maintain effective team working. Dawes and Handscomb performed a critique on team leaders in 2005 and suggested that these difficulties stemmed from competing professional interests. In different settings they reviewed the relationship between team working and tutorship outcomes and it was install 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 aggroup members. Paternalistic- a type of paternal managerial style typically employed by dominant males where their or ganisational 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 making 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 training the workforces stage of development.When offset a new team a manager will incur 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 co-op team. As the team develops then roles can be delegated and appropriate deport 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 leadership fu nctions. The primary focus of a leader is to develop and maintain trust between the service user and the staff.The service user will figure 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. redden when staff are working towards a common goal, conflict can still arise. This can be due to different personalities, communication styles, comprehend of priorities and changes to workload. Trying to prevent conflict is best practice so a manager shoul d give 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. olfactory sensation 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. apiece individual should be allowed to voice their point of view and also take heed 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 personal developme nt of team members.