Unit 31 Communication. 2.2 Describe the factors to consider when promoting effective communication 3.1 Explain how people from different backgrounds may use and/or interpret communication methods in different ways 4.3 Describe the potential tension between maintaining an individual’s confidentiality and disclosing concerns Unit 32 – Personal development 1.2 Explain expectations about own work role as expressed in relevant standards 2.3 Describe how own values, belief systems and experiences may affect working practice Unit 33 – Equality and inclusion 1.2 Describe the potential effects of discrimination 1.3 Explain how inclusive practice promotes equality and supports diversity Unit 34 – Duty of care 1.2 Explain how duty of care contributes to the safeguarding or protection of individuals 2.2 Describe how to manage risks associated with conflicts or dilemmas between an individual’s rights and the duty of care Unit 36 – Person centred approaches 1.1 Explain how and why person-centred values must influence all aspects of health and social-care work 3.1 Analyse factors that influence the capacity of an individual to express consent 4.1 Describe different ways of applying active participation to meet individual needs 6.2 Analyse factors that contribute to the wellbeing of individuals 7.1 Compare different uses of risk-assessment in health and social care 7.2 Explain how risk-taking and risk-assessment relate to rights and responsibilities 7.3 Explain why risk-assessments need to be regularly revised Unit 37 – Health and safety 4.1 Explain own role in supporting others to follow practices that reduce the spread of infection Unit 38 – Handling information 2.1 Describe features of manual and electronic information storage systems that help ensure
“The basic premise of the process is that individuals with different relationships to the person being rated have different perspectives on that person's job performance. By combining data from these different perspectives, it should therefore be possible to construct a more complete picture of the person being rated strengths and development needs” (Craig &Hannum, 2006). At the
Marian Richardson Unit 4222-246 (LD 202) Support person-centred thinking and planning Understand the principles and practice of person-centred thinking, planning and reviews Outcome1.1 Identify the beliefs and values on which person-centred thinking and planning is based. Person Centred Planning puts the ‘person’ at the centre of a planning process and shifts power to them. It provides an effective way to listen and respond to people. The approach encourages us to take direction from people by identifying their gifts, interests and desires. This makes it different from traditional approaches in assessment and individual planning.
The focus groups will focus on basic discussions tailored around the findings in the questionnaire and auditing processes. The advantages and disadvantages for this form of assessment have already been covered in the organizational analysis. They will be similar here. It will be used to further determine where employees feel they may be the strongest or weakest with regards to HIPAA laws and compliance. The three forms of assessment used will provide the management group, T & D staff and HIPAA SME with the information necessary for them to formulate an accurate picture of the deficiencies that exist in current HIPAA practices, which will in turn be used to outline some of the desired outcomes of the training
The plan recommended by Team D was created by determining the formal and informal structures within Riordan and how these affect employee behavior. By identifying the most effective and appropriate structures and the effects on an employee’s behavior, the virtual organizational structure was chosen to support the changes. Features of Riordan’s culture and the potential influences of culture on the employee’s behavior were also factored in as well as any possible source of resistance the employees may have. Team D determined that an open communication strategy should be put in place to aid in carrying out of the new system, which will also assist in the evaluation of success or failure. Team D has also suggested that managers meet on a weekly basis with employees to go over data as well as collect assessments, pinpointing problem areas and to make any necessary changes if needed to be successful.
The insight gained could be specific to the individual or could highlight an operational shortfall. Both insights provide an opportunity for development and helps ensure support and direction can be given to drive improvement in that area. A second purpose of performance management is the opportunity to communicate and measure strategic goals against actual performance. This is both an important communication and motivational tool to engage with employees as they will be able to compare their performance against clear strategic goals and discuss these in Appraisals. Identify 3 components of performance management system.
www.businessdictionary.com. If we accept this definition to be true in its entirety, then it is also necessary to understand that motivation can be diverse just as people are diverse and that motivation can change within a person depending on their day to day situation. Professor Edwin A. Locke, American Psychologist and pioneer of the Goal-Setting Theory proposes that intentions to work toward a goal are a major source of motivation. The detailed concept conveys that specific goals give an employee a clear understanding of what is the task at hand and how much effort needs to be expended. (Robbins & Judge, pg
For example, if the client is better off after the application of the intervention in comparison to the prior assistance. Applying a logic model to this evaluation will measure the changes of skills, behaviors, understanding, values, and independence for each client. The measurements will address the prior behaviors and skills in comparison to the present behaviors and skills to document the achievement changes. These measures come from data collection involving client satisfactions surveys, special measurement instruments, and the service professional that can accurately account for specific influences in these evaluations. In addition, the outcome evaluation can prepare the organization for a long-term intervention that can create changes in the community of the organization and the surrounding businesses and community stakeholders.
In Step Three, you begin to assess and identify people with the most leadership potential. To be certain the process is objective, and to avoid overlooking those not currently in management roles, validated psychometric assessments should be used along with current performance data. Casting a wide net ensures that you do not miss promising people at any level of your organization. Current employees will be rated against the established leadership competencies, and individual gap analyses will be used to determine their developmental
The concept of power INTRODUCTION Given that the concept of power is at the heart of professional formation (Johnson, 1972), it is expected that there will be some degree of dissonance between professions that are required to work collaboratively for the benefit of service users. Abbott (1988) has argued that the boundaries between professions are important areas for study, as it is at these boundaries that each profession seeks to delineate its territory and achieve dominance over others (Lymbery, 2004). Lymbery (2004) further explained that the concept of boundaries has particular resonance in the context of inter-professional practice and if dominated by professional rivalries, then there will be anticipated problems around the quality