Lead and Manage a Team Within a Health and Social Care or Children and Young People's Setting

Assess the effectiveness of own organisation in measuring team performance against organisation goals and objectives

The features of effective team performance is set up through positive leadership, this is something which is developed and nurtured. An effective team will work together, be focused and all the time supporting each other along the way to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and each other. They must have a good understanding towards their job role and responsibility.

Unit Title: 521 Facilitate and development of effective group practice in health and social care or children and young people’s setting

The features of effective team performance is set up through positive leadership, this is something which is developed and nurtured. An effective team will work together, be focused and all the time supporting each other along the way to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and an understanding towards their job role and responsibility. The leader/manager should also be aware of the skills or weakness within the team and be able to provide support were necessary and also utilise their strengths. Training and support will enable staff to improve

Positive leadership is important for effective team performance. Everyone needs to work together and be focused by supporting each other to achieve shared goals. It is very important that each member of the team is clear on their roles and responsibilities. Staff should have respect and understanding for their manager. The manager needs to be aware of the skills and the weaknesses within the team and be able to provide support when necessary. Training and support improves staff performance and develops confidence and team spirit.

A team is a type of organizational group with independent members. They share common goals and work together to meet these goals (Northouse, 2016). The organization where I work has teams at various levels for maximizing the success. These teams include, core teams, coordinating teams, patient aligned care team (PACT), contingency teams, ancillary teams, support and administration teams (Veterans Health Administration [VHA], 2015). Some of these teams have interdepartmental members while others have intradepartmental staff. Successful teams have a concrete blueprint and that contributes to their effective functioning. There are several factors that affect these teams irrespective of the level. The factors comprise the presence of a clear task, separation from non-team members, authority, and stability. The factors like working conditions, team process and bridging the gaps are concerns for the executive level. The complexity of the task, individual skills and their diverse specializations affect the selection of the team members. The team’s meaningful interactions decide their success. Independent teams can help promote friendly competition within the organization and lead to better staff performance. An efficient leader can design and launch an effective team through careful planning and selection of the right members. He/she keeps the factors that affect the success of the team in mind when designing the teams. The patient care units

I work closely with my team ensuring that all staff are treated with respect and encouraging them to develop their own skills and knowledge whilst sharing their experiences with colleagues.

| “The top 10 features of an effective team are: * clear purpose; * open communication; * constructive conflict; * effective problem-solving and decision making; * defined roles, responsibilities and accountability; * strong relationships; * systems and procedures; * experimentation and creativity; * measurement and self-assessment; * shared leadership.” For a team to be effective, they need to have clear

tion within health and social care or children and young people 's settings (O16)107 Facilitate the development of effective group practice in health and social care or children and young people 's settings (O20c) 110 Facilitate coaching and mentoring in health and social care or children and young people 's settings (O30c)113 Manage induction processes for health and social care or children and young people 's settings (O35)116 Facilitate change in health and social care or children and young people 's setting (O40) 120 Manage inter-professional working arrangements in a health and social care or children and young people 's setting (O41) 125 Manage finance in health and social care or children and young people 's setting (O42) 129 Manage quality in health and social care or children and young people 's setting (O43) 131 Develop and evaluate operational plans for own area of responsibility (B1) 133 Manage physical resources (E8) Understand partnership working (M2a) Understand how to manage a team (LM1a) 135 137 138

Team development often requires organisational change and some staff are fearful of change and worried about working with people they do not know. Personality clashes sometimes may become issues. It is important when developing teams to recruit staff with the relevant skills and expertise required and new team members should be inducted in a way that they understand the team working principles and what their roles are so they

effectiveness (Cioffi & Ferguson, 2009). Therefore, it is important to ensure that nurses who assume leader roles have the skills to manage and delegate tasks as required. There must be clearly defined roles and responsibilities for each team member that take into account the levels of expertise among the members. It can be troublesome when team members do not carry their share of the work. When this occurs, other team members take on an additional work burden to address the shortfalls in patient care. If the team leader is unable to provide clarity and direction for the team, the model will not be effective.

The features of effective team performance is set up through positive leadership; something which is developed and nurtured. An effective team will work together, be focused and supportive of each other to achieve and reach goals. For a team to be effective, each team member needs to be clear on their roles and responsibilities relating to their job. Team performance will be more effective if there is respect for the leader/manager and an understanding towards their job role and responsibility.

Working in the health care environment the world needs effective, wise and visionary leaders, leadership matters in every organisation to change the health care environment so it may continue to grow to ensure it gives us better evidence based practice (Evans & M.L, 2015, p 34-50). All health care professionals are required at some point in their position to engage in management or leadership. As an AIN, EN or RN they all have a responsibility to educate, lead and manage within the health care profession (Innis & Berta, 2016, p.2-22). This allows each individual to develop useful and excellent leadership skills and management strategies to be able to educate and lead an exceptional team (Innis & Berta, 2016, p. 2-22). Although our greatest

Health and social care workers typically work in teams. In our home particularly, we have 70 members of employees in total and there are at least 10 employees on each shift. In order to complete various types of tasks from different job roles, every one has to work together. To ensure the team performing effectively there are eight characteristics can be identified according to Larson and LaFasto (1989).

At the beginning of this module I undertook a Belbin Team Role questionnaire which aimed to discover what role I would fulfil in a team (Belbin 2012). It concluded that I was an ‘Implementer’ and had strengths in being practical and efficient, whilst being weak in responding to new opportunities. This activity highlighted a role which I was surprised to be identified with and led me to speculate. I would consider myself to be a team worker which I would argue to be a more influential role in a multi-disciplinary team; as ‘team working is increasingly vital for the delivery of effective health and social care services’ (Forte and Fowler 2009: 58). This therefore highlighted to me the need to develop my understanding of team working so as to enhance