Organisation and management of healthcare and healthcare programmes Flashcards
What are Belbin’s eight (9) roles for an effective team?
ICE FIRST + S
Implementer - makes things happen, deliver on time.
Co ordinator/chair- step back to see bigger picture
Evaluator - observes and monitors, even handed. Might struggled to be inspired
Finisher- perfectionists, may frustrate team mates
Innovator- unusual solutions
Resource investigator - networker, loose momentum towards the end of a project
Shaper - eager, provoke action, may be insensitive
Team worker- Good listener and diplomat, smooth over conflicts
Specialist- high level of skill
Tuckman and Jenson stages of team development
Forming - tasks and rules established, resources acquired. Reliance on team lead
Storming - internal conflict
Norming - co operation develops, views exchanged, norms developed
Performing - teamwork achieved, flexible roles developed,
Adjourning - team disbanded
Handy’s traits of an ideal team
1978
Organisation -
clear objectives and tasks
Members-
Know their role
Teamwork -
Supportive of each other, complementary skills, commitment
Leadership -
coordinates and takes responsibility
Groupthink
Concept where teams avoid conflict by forgoing critical discussions in order to agree.
Symptoms of groupthink:
Overestimation of groups power & morality
- illusions of invulnerability
- Unquestioned belief
Closed minded ness
- collective rationalisation
- stereotyping
Pressure towards uniformity
- self censorship
- Illusions of unanimity
- pressure for conformity but others
- mind guards
Advantages and disadvantages to inter professional training
+ Improved communication between different professions
+ Reduced formation of silos
+ Promotes debate by increasing awareness of other positions
+ Improves teamwork through appreciation of other staffs work
+ Improves patient care through patient centred rather than professional structured care
+ Enhances capacity by expanding roles as required for the team.
- undermine peer support by reducing traditional professional networks
- Costly to configure training
Ways to improve self awareness
Appraisal, Myers briggs type indicator, reflective practice, action learning activities.
Conflict
Difficult situations
Personality clashes
Inappropriate behaviour
External factors
Jessop’s meeitng activities
Before
- Know your aims
- Know your attendees aims
- Know the benefits rather than details of ideas/proposals
- Build relationships
- Consider timing, venue and agenda for the meeting
During
- Listen first
- Appropriate language
- Realise when objectives have been achieved
- Use summery statements
After
- Follow through on tasks
- Send out minutes and action points
Management by wondering around
Set aside time to walk through departments and have discussions with employees
Listen to concerns, explain any new ideas/changes, and offer assistance as required
Management by objective
Delegate through setting goals not tasks
+ Managers avoid becoming too engrossed in day to day events
+ all employees participate in the planning process
+ Performance can be measured against objectives
Dimensions of communication in management: Formality
Formal :
Official communication
Informal: Information based among discussions with colleagues
Dimensions of communication in management: Direction
Diagonal: No obvious line of authority
Vertical: From decision makers down to front line workers e.g policy, strategy
Dimensions of communication in management: Method
Verbal : spoken or written
- Oral
- Written
Non verbal
Fundamental principles of negotiation
Fisher and Ury
Separate the people from the problem: Problems arise from motion, communication and people. Frame the problem first ensuring both groups are involved.
Focus on interests not positions: interest are what people want, positions are how they hope to achieve it.
Invent options for mutual gain
Insist on objective criteria: use 3rd party precedents or guidance to understand what is fair in that situation.
Manifestations of authority
Weber 1958
Traditional authority- derived from preserved customs
Charismatic authority - from personality and leadership
rational - legal - from powers of bureaucracy
Inter organisational relationships
Barringer and Harrison 2000
Joint ventures - 2+ orgs join resources into a new venture.
+ Economies of scale
+ quicker launch
Networks- Collections of orgs that have joint projects on an informal basis
+Can use Hub and spoke model
Consortia- Orgs with a common need come to gather to make a new entity that satisfies this need. E.g HR consortium across LAs
Alliances - Arrangements between orgs that establish a relationship. Often informal and short term
Interlocking directorates - Exec of one org sits on board of another.
+spread innovation and co operation
Motivation theories: Maslow
Hierarchy of human need
Humans motivated by higher levels of need only after lower levels have been satisfied. Workers need some/all of the levels.
Physiology- Basic needs, pay
Safety- pensions, substantive contract
Love/belonging- Supportive manager, professional associations
Self esteem- Job title, appraisals
Self actualisation- Promotion, opportunity
+ Identifies individuals who fail to process to higher levels
+highlights how basic problems can inhibit motivation e.g office heat
+ Intuitive
- Individualistic
- No consideration of altruism
- Some argue that needs can be simultaneous
Motivation theories: Hertzberg
Motivator-hygiene theory
Some work place factors lead to satisfaction, while others lead to dissatisfaction. Factors are categorised into motivators, and hygiene factors. where hygiene factors aren’t positive but their absence is negative.
Motivators:
Varied work, responsibility, recognition, promotion, growth, achievement,
Hygiene:
pay, working conditions, Job security, policy, team dynamics, supervision, personal life
+ direct focus on employees motivation
+ solvable problems
+ not entirely focussed on pay
- doesn’t focus on external factors
- not necessarily linked to efficiency
- doesn’t really consider different cultural backgrounds to motivators
McGregor’s X & Y theory
Builds on Maslow. Simplified, extreme, managerial attitudes towards workers and their motivations.
Theory X - carrot and stick. Direction comes from central controlling authority. Top down.
Assumes- Employees lazy, dislike work. Avoid responsibility, punishment is strategy, safety is driver.
Theory Y - organisational and individual goals are integrated. Bottom up.
Assumes- Employees see work as important, seek and accept responsibility, strategy is seeking commitment to objectives/maximise employees capabilities, self esteem/self actualisation is driver.
Each has pros and cons depending on the team.
Name 4 theories of change management
Lewin’s force field analysis,
Gleichers formula for change,
Roger’s innovation adoption curve, ADKAR
Discuss Lewin’s force field analysis
The status quo will change when the driving forces are greater than resisting forces. E.g strengthen driving forces, or weaken resisting forces.
Driving forces include: government interventions, research, new innovation, environmental pressure, user demand, dissatisfaction.
Resisting forces: fear of change, lack of motivation, last of information, cost, lack of time, internal politics, poor leadership, lack of clear benefit, disruption.
Helps to identify obstacles, and understanding of the topic.
Can miss aspects unless all areas/groups are researched, analysis showing restrictions may have negative effects on teams/management systems.
Discuss stakeholder analysis
Identify stakeholders
Assess their degree of interest/position
Estimate their reaction to change based on ideology, strategic and financial interests
Assess power- capacity to influence policy.
Obstacles to engaging stakeholders-
Hidden agendas, Limited access, Competing priorities, Ignorance
Discuss Gleicher’s formula for change
Three factors required for change to occur:
- Dissatisfaction with the status quo
- Vision for future possibility
- First steps in the direction of the vision
And the product of these must be greater than Resistance.
Change = DxVxF > R
If any of DVF are very low (0) it is hard to make the product greater than R. Must all be present.
Discuss Rogers innovative adoption curve
Classifies adopters on innovation into groups.
Innovators: people pulling change
Early adopters: opinion leaders but cautious
Early majority: careful but accepting of change above average
Late adopters: skeptics, but will follow new ideas with the majority
Laggards: critical towards new ideas and only accepting once mainstream
Suggest to target innovators/early adapters first. Not to try to convince masses
Can be adapted to many settings,
Individual blame bias - doesn’t take into account the system around individual decisions. Socio economic distribution of innovators and where innovation spread.
Name 3 management/ project management tools
SWOT analysis, McKinseys 7s, Stakeholder analysis, PESTELI
Discuss SWOT analysis
List and consider:
Strengths,
Weaknesses
Opportunities
Threats
+Widely used across the UK,
+ internal and external factors, +simple and low cost.
-Too many and too general factors listed.
- Sometimes meaningless ideas considered
- As such not always implemented
- Focus on process rather than outcomes.
Discuss McKinsey’s 7s
Identifies strengths and weaknesses of an organisation as 7S
Shared values
Strategy
Structure
Systems
Style
Staff
Skills
Beneficial for identifying internal factors. No consideration of external factors and should feed into SWOT
Discuss PESTELI analysis
Tool used to identify external opportunities and threats
Demographics
Epi
Politics
Economics
Sociology
Technology
Ecological
Legislation
Industry analysis
Only external factors and need to be considered along side internal factors
Theories and models of leadership
Participative theory - MBWA, Likert.
Contingency- style depends on context. Blake managerial grid.
Instrumental theory- depends on leaders behaviour patterns
Charismatic theory- leader is charismatic
VMC model- leaders have Vision, Management skills, and commitment.
