Managing Conflicts and Constraints in Health and Social Care Settings: A Critical Evaluation using C

Managing Conflicts and Constraints in Health and Social Care Settings: An Overview

Using settings produce an essay of 3500 words in which you;

Critically evaluate the conflicts and constraints of managing a health and social care setting, using. Nursing care home—Nursing Team leader

Apply management theory to a range of case studies (these can be from your previous work experience, or the case studies given to you in the management sessions) and critically evaluate effective and positive practice in the role of a first line manager.

Three case studies are based on individual employee situations that you as a manager may have to deal with  Which I choices case studies I was given in the lesson which are they 

Differentiating Between Conduct And Capability

You manage a long-serving support worker called Shona. Up until two years ago Shona had been a very dedicated and trustworthy employee. However, over the last two years Shona has become a very difficult employee to manage. If you ask Shona to undertake tasks that she considers to be beneath her, such as cleaning, she refuses stating that it is not in her job description.

Shona will do only the absolute minimum amount of work necessary; you often find her sitting down flicking through the pages of gossip magazines when she is on duty. Shona has recently decided to become a vegetarian and has started to tell people being supported by the service that they “should not be eating dead animals”.

You also notice that Shona is swapping shifts with other staff members and that she prefers to work later in the day. On a couple of occasions when she was on the early shift Shona was half an hour late for work and the night staff had to stay on after a busy night for her to arrive. How would you manage Shona? 

An Employee Goes Off Sick Just As The Formal Performance Process Is To Start Or Has Started

Chris has worked in the health and social care sector for over 20 years, and has previously held some senior positions, such as team leader. Chris joined your organisation two years ago after being made redundant from his last job, and now works in the role of healthcare assistant. Chris’ performance in his role started off as average, but following a major team restructure six months ago, his standards seemed to dramatically slip, leading to two serious complaints from patients, and numerous instances of Chris’ colleagues complaining to managers about his mistakes and lack of contribution to the team. Following an investigation into the latest complaint from a patient, Chris was invited to a formal disciplinary meeting in line with the organisation’s procedures.

Applying Management Theory to Case Studies

Chris called in sick two days before the meeting and has subsequently provided a medical certificate from his GP confirming he is suffering from stress and as such is likely to be off work for at least another six to eight weeks. How do you manage an employee like Chris? Don’t delay, take appropriate action.

How To Manage Underperformance Due To Ill Health Or Health Issues

It is December and Magda has had four episodes of sick leave so far this financial year. Sickness has occurred in April, June, September and December (one week ago), each episode lasting between three to four days. Magda appears to be struggling with some of her duties when she is at work, and there are gaps in her understanding of certain team processes. From overhearing conversations you know that some team members don’t like working with Magda, and she is thought of as being unreliable due to her frequent absences. How do you manage an employee like Magda?

• Demonstrate a detailed knowledge and understanding of current management models within health and social care. (Learning Outcome 1) Synthesise and critically appraise management theories and models in relation to a voluntary, statutory or private health or social welfare organisation (Learning outcome 3)

• You may wish to consider for inclusion—Models of Leadership/Models of Management and the Models of Change management. There are many management models so choose only the models which are the most appropriate to be applied and analysed with your setting

• Analyse and evaluate the impact of ethical and legal issues regarding the generation of knowledge within the management of a health and social welfare context. (Learning outcomes 2)

You may wish to consider for inclusion—Protecting the confidentiality of the service user, the General Data Protection Regulations (2018), consent to treatment, the Equality Act (2010) Adults at Risk (Care Act, 2014) and Health and Safety at Work (1974), The Mental Health Capacity Act (2005). These are only a few possible examples; again, link to the policies relevant to your setting. 

• Be confident and flexible in identifying complex problems and applying management and leadership strategies as an aid to problem solving. (Learning outcome 4)

• Can operate ethically in complex and unpredictable contexts and select from a wide range of management strategies in health and social care situations. (Learning outcomes 5)

You should present examples/scenarios that can occur within your setting and then analyse the relative merits of differing leadership and management practices/ strategies, and possible solutions.

Please remember to contextualise your setting, i.e. Which policies and inspection processes will this manager be working with and towards and what challenges will these pose for the first line manager—Ofsted, Care Quality Commission (CQC), Nursing and Midwifery Council (NMC), Health and Care Professions Council (HCPC)etc.
Community Care Act (2014) Equality Act (2010)

• Recognise and evaluate factors which enhance team work and recognise the impact of management strategies on institutional goals and own personal effectiveness. (Learning outcome 6)

You may wish to analyse workforce wellbeing, work life balance, building team resilience and how these link to individual and organisational productivity. The National Academy for Skills for Care—Leadership Framework may provide guidance about how to cultivate a positive work environment. Remember the work that you did on occupational wellbeing and stress that you covered in the level 4 module, the Psychology of Health and Wellbeing

•Demonstrate employment potential via the ability to identify a match between personal aspirations and employability skills.

(Learning outcome 7)

Show an awareness of the skills and qualities that a manager would be looking for in a staff member working in a Health and Social Care setting.