They enable us to gain professional development and provide a way to identify good practices. 1.4. Describe how own values, belief systems and experiences may affect working practice? Values, belief systems and experiences may affect my working practise because if I treat people differently or force my views and opinions on to people it can cause conflict. By listening and understanding other people’s values and beliefs I can understand them and their beliefs better and improve communication with them.
Issues such as how to deal with reactions from a workforce that has mixed views about the value of implementing such systems, the benefits and costs associated with standardization of care, as well as how to deal with unexpected changes to work processes are brought out in the case. The case also allows for discussion of how to plan a phased implementation with adequate time for organizational learning to occur between the time that various sites "go
A further element is the managerial or normative aspect of supervision and this could explained to some extent as maintaining standards.An awareness of the need to keep up with CPD, personal blind spots and prejudices that affect the the way how both trainee and counselor look at themselves which in turn influence how they see others and the way how they work, so the requirement to contiunaly learn about oneself increases knowledge and understanding which is vitaly important for personal development and growth that will enevitbly enhance thier work with clients. Casework supervision plays an important role as it provides support for the student or practising counselor.They have an
Support workers are at the front line enabling and supporting individuals and are often best place to update a range of other professionals on the key issues in the individuals care. 1.1 Explain how a working relationship is different from a personal relationship The relationship you develop with individuals in your care has some distinct similarities and distinct differences from relationships you have outside of your professional role. As a result of the intimate nature of your professional role it can sometimes feel unclear what is appropriate and what is not within the bounds of the
It is also clear that employees are having difficulty with knowing what and when professional development activities are offered or required. The necessity for employees to be active in professional development, drives the necessity for this project. Allowing easier access to this information in a centralized location and allowing employees to interact, add events to their schedules, and receive alerts of events would solve this issue and would further allow for professional development to be in tune with our company's mission to have the greatest employees in the industry. The need, also, to allow employees to document information gained from professional development events is evident. This would, in a sense, produce a central knowledgebase for other employees to benefit from.
supervision level 5 Supervision theories and practices began emerging as soon as counsellors started to train other counsellors (Bernard & Goodyear, 2009). Several different theoretical models have developed to clarify and support counselling supervision. The focus of early models of supervision had generally been based on counselling theories (such as Cognitive Behavioural Therapy, Adlerian or client-centred), but these orientation-specific models have begun to be challenged as supervision has many characteristics that are different to counselling. Competency as a counsellor does not automatically translate into competency as a supervisor, and when supervisee/supervisor orientations differ, conflicts may arise (Falender & Safranske, 2004). More recent models of supervision have integrated theories from psychology and other disciplines, for one-to-one, peer and group supervision.
The client may also come to the sessions having drawn up their own plans for progressing. This shows that the client is ready for change and is being much more assertive with their counsellor. A client counsellor session can also start to become quite stagnant. No further development would show that something is amiss. This is usually as a result of the client needing to gain more from their sessions rather than continually going over the same issues.
Outcome 1 1.Different reason people communicate: * To share (opinion, knowledge, feelings, emotions..etc.) * to understand * to be understood 2. How communication affects relationships in the work setting Communication affects relationships in many ways in the work setting. For example with colleagues, the manager or supervisor and also the parents of the client and the client. Good communication affects those relations by: * Better sharing a information’s * Better understanding and solving of problems * Better support and reassurance * Making work more effectively as a team * Avoiding isolation and anxiety Outcome 2 1.Demonstrate how to establish the communication and language needs ,wishes and
Knowledge and practice can be improved by formal or informal training and education. Aiding each practitioner to move forward in their own job role by keeping up to date with current training. By reflecting on practice barriers may arise and need to be addressed as this could effect the way in each practitioner performs their own job role. Reflection can cause the feeling of inadequacy and underachievement, and reflection and appraisals may cause the feeling of being undervalued if the practitioner does not agree where she/he needs to
For the most part, employees respond to the basic principles of leadership, but some employees require more structure and direction while others demand autonomy, and in the dynamic business world of today, leaders must be flexible and open to new experiences while also willing to experiment and not limit themselves by preconceived assumptions. I employ many different styles when interacting with people based on who the person is, what the issues or problems are, and will vary from encounter to encounter, even when the problem may be the same. As an effective leader, I work with people to solve problems, help followers attain goals, and motivates team members to do their best in the roles they have reminding them of their contributions in meeting organizational objectives and criticality of their efforts to the success of the business. None of us wants treatment as if we were robots, understanding early that many people respond favorably to the unique relationship between leader and follower. Situational leadership theory suggests there is no one best leadership style or method to influence people because the