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

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UNIT 147
Lead and manage a team within a health and social care or children and young people’s setting 1. Understand the features of effective team performance within a health and social care or children and young people’s setting 1.1

Team effectiveness can be seen as constituting five main components: * Task effectiveness – the extent to which the team is successful in achieving it’s task-related objectives. * Team member well-being – refers to factors such as the well-being or mental health (e.g., stress), growth and development of team members. * Team viability – the likelihood that a team will continue to work together and function effectively. * Team innovation – the extent to which the team develops and implements new and improved processes, products and procedures. * Inter-team cooperation – the effectiveness of the team in working with other teams in the organisation with which it has to work in order to deliver products or services. A team’s effectiveness can be measured by the successfulness of the outcomes required. An effective team is successful in achieving it’s task related objectives. In order for teams to be effective there needs to be high well-being, good relationships, receptiveness to modernisation and development as well as cooperation internally and externally.

When developing teams, individual’s status’ within teams, working relationships and roles can change. Some of the challenges found to occur when developing a team are the following: * Resistance to accept and adhere to change and modification. * Change to established social and working relationships. * Change or shift in the roles of employees.

* Poor leadership.
During development whether it be building a new team or new procedures it is important for the leader to be supportive and available for issues to be raised. During time of development, more focus needs to be on the happiness and capability of the individuals. 1.3

Issues that...
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