ATHE Level 5 Extended Diploma in Health and Social Care Assignment Sample

Introduction to ATHE Level 5 Extended Diploma in Health and Social Care Assignment Sample

TASK 1

1.1 Theories and models for leadership

Leadership refers to a process of leading, motivating and guiding others to attain the organizational goals. In the context of adult social care, some leadership and management theories are used as under:

Transformational leadership theory: The leadership style includes inspiring, guiding and motivating the team members to enhance their performance to attain the personal as well as team goals in the best manner. The leadership style helps in building trust, rapport as well as understanding within the team members (Ladkin and Patrick, 2022). This leadership style brings out the best in the individuals resulting in enhancing patient care, fostering teamwork and navigating changes efficiently. The leadership style focuses on establishing a clear communication channel as a result aids in building good relations among the team members. The leader inspires the care staff via effective communication channels regarding their roles, responsibilities and accountability so that the staff can provide proficient care services according to the needs and preferences of the patients.

Experience stress-free academics with our reliable Assignment Helper team! We combine expertise, dedication, and timely delivery to ensure your complete satisfaction and academic growth.

Participative leadership theory: This leadership theory focuses on considering the ideas, opinions and suggestions of each team member in the process of decision-making. The leadership style plays a crucial role in improving collaboration among the team members, boosting the morale of staff, promoting creativity and so more (Wang, Hou and Li, 2022). Further, the democratic leadership style consists of distributing responsibilities, encouraging, and empowering group members leading to high employee engagement. The leadership style aids the organization in improving the creativity level within the organization as the views and opinions of each member are considered. The leadership style provides a feeling of respect and value to the employees within the organization, hence reducing the employee turnover rate which is crucial for the attainment of organizational goals.

Administrative theory: One of the useful management theories within adult social care is the administrative management theory. The theory is concerned with the fact of how to interact with and manage employees (Haynes, 2024). The theory focuses on optimizing formalized administrative structures such as delegation of power.

1.2 Application of theories and models in chosen areas

NHS use transformational leadership to guide the adult social care staff to provide person-centred care. For example, the transformational leader such as a healthcare practitioner guides the adult care staff to provide care to the individual considering their needs and preferences. Each patient has different requirements, using the transformational leadership theory, the leader guides the staff to consider the decisions of patients while furnishing them with care services. The leadership style motivates the employees to work to their full potential leads to enhancing their morale are improves areas of practice. Moreover, the transformational leader with the NHS focuses on providing timely training to care providers considering the legislation, regulations and fundamental standards of care setting (Yuin et al, 2021). This leads to empowering the staff to feel motivated and provide the best care services to the individuals, resulting in enhanced organizational performance.

Moreover, democratic theory is used within NHS to motivate and inspire the adult social care staff. The leader during the decision-making process takes the opinion of the different staff members (McKeown, Wright and Carey, 2024). For instance, an NHS leader to encourage employees to give the best adult care service, first takes the views of each care staff regarding the difficulty faced by different patients in terms of communication, support, resources and so more, According to the views, the leader takes a decision and focus on providing appropriate support to the care staff so that they can fulfil the duty in the best possible manner.

Referring to the administrative management theory, NHS focus on delegating tasks to the care providers or teams within the department based on their skills and experience. This assists the individual in becoming experts in their roles and leads to enhanced efficiency and productivity (García-Álvarez and López-Fernández, 2023). The application of management theory encourages the care provider team to provide quality services while maintaining respect and dignity.

1.3 D1 Effectiveness of theories and models of leadership and management

The transformational and democratic leadership theory is quite effective in the area of adult social care as it helps the care staff enhance their productivity and performance by providing quality and person-centred care services. The staff works best when able to get timely training and involvement in important decisions. Also, the administration management theory is effective in the adult social care of NHS due to its clear structure. Care staff know to whom they are accountable to report, and help perform their role without ambiguity.

2.1 Theories of team development and working and their application

Each organization within the Health and social care setting requires working in a team. Tuckman`s team development theory is one of the best theories that focus on team development. It has five stages:

• Forming: According to Tuckman`s theory, the stage includes knowing about each other within a team. The stage consists of assigning roles, and responsibilities, and providing information on individual interests and skills (Aggrawal, Bosman and Magana, 2024).
• Storming: At this stage of the team development, members become comfortable and begin to share opinions. The true personalities become clear and the scope of conflicts arises (Jhas, 2025).
• Norming: The team members focus on completing their tasks at this stage as they are clear about their roles and responsibilities. The level includes great unity and cohesion and the ability to resolve conflicts immediately.
• Performing: It is an immensely productive stage as roles are clear, and each one is aware of the strengths and weaknesses of others as a result works accordingly.

The different stages of Tuckman`s theory effectively help the leader to develop an efficient team as it provides clear insight into the way humans interact in different team situations. It helps the leader to build good rapport and understanding among team members.

Moreover, Beblin`s team role theory provides insight in regards to how individuals function within a group setting. The team role is categorized into three categories:

• Thought-oriented team role: Referring to the theory, thought-oriented team members are considered as critical thinkers who act in provide new ideas and perspectives. It includes roles such as monitor, specialist and plant (Rahmani et al, 2022). For instance, in Health & Social care setting, specialist in adult care provides advice to the adult care staff to deal with different kind of patients in creative manner.
• Action-oriented team roles: This consist team members that strives to accomplish tasks. The organization depends on them to complete the duties, meet deadlines as well as converting challenges into exciting opportunities (Belbin Team Roles, 2024). It includes role of sharper, implementer and completer.
• People-Oriented team role: The members within the team role use relationship-building skills to complete tasks. Active listening and provide support to other members to build cohesion is the main characteristics of team role. It consist role of coordinator, team worker and resource invigilator (Etherington et al, 2021). For instance, within NHS in adult care setting, the team role of coordinator includes assisting individuals to make right connections with a correct team at right time.

The theory provides in-depth understanding of different roles result in build an efficient team leads to better teamwork.

2.2 Barriers to teamwork in health and social care and ways to address it

In the Health & Social care setting within the adult social care area, to provide quality care services in efficient manner, teamwork is quite important. However, it is identified that there are several barriers within to teamwork that hinders team members in furnishing adult social care services. Following is the barrier in teamwork:

• Value difference: It is one of the barrier in teamwork as all individual have different values like openness, integrity, empathy, efficiency, hardwork and collaboration. For instance, an adult care provider focuses on work with hard work while other prefers to work with smart manner. This difference leads to create conflict as working style is different based on values, leads to negatively impact performance of team.
• Unclear goals and resources: Unclear goals and insufficient resources also work as a barrier in team work. When goals of the provided task, role and responsibility of each member is not well-defined then it leads to create chaos, result in wastage of effort and inefficiency in teamwork (Rezaee, Mardani-Hamooleh and Hamidi, 2023). Moreover, lack of proper resources to member of teams also impacts productivity and collaboration level in team.

Below are some of solutions that assist in overcome barriers in teamwork, it is as under:

• Setting clear goals: To overcome the barrier within teamwork it is crucial to establish clear goals for individual, their roles, responsibility as well as accountability within a team (Tannenbaum, Castillo and Salas, 2023). When each team member clearly aware about the role, it aids them to work in efficient manner, leads to improve teamwork.
• Conflict resolution methods: Within the Health &Social care to overcome the barriers in teamwork, it is important to use conflict resolution method such as active listening, negotiation and so more to mitigate the differences among team members which is cause of conflict.

2.3 M1 Different kinds of teams

In adult social care, there are different kinds of team works with different aims such as:

• Multi-agency team: In care setting, professionals from different departments collaborate to attain particular goals. In context of health and social care, specialist and professionals work together to generate better ideas to provide quality care to adults (McGuire et al, 2021).
• Client support team: The aim of this kind of team is to support client and staff both. Members of the team help the client to get the appropriate staff for the adult care service.
• Inspection team: The team within the organization inspect about the care services provided to client via taking feedback from clients, their families and other stakeholders.

TASK 2

3.1 Characteristics of effective business and resource management

Business and resource management refers to the practice of planning, scheduling as well as allocating human, financial and technical resources in efficient manner to attain the goals of the organization. In the context of adult social care setting, the resource management refers to the efficient and effective allocation and deployment of resources which are important to provide or deliver quality care services to the adults (Prowle, 2022). Within the care setting, the manager requires to implement efficient resource management in terms of human, finance and physical.

• Human Resource: The kind of resource management includes managing staff such as hiring and training sufficient workforce to provide quality care services to the client. NHS effectively do resource management via effective forecasting, providing timely training and so more.
• Financial resources: Within the care setting, financial resource management includes financial planning, budgeting to ensure efficient management of the funds. Effective financial management helps the NHS to provide better services to adults by using emerging technologies (Kuvvatov, 2021). Management of the financial resources help the organization to provide adequate training to care service providers.
• Physical resources: The resource management consist effective administration of equipment’s used in care such as wheelchairs, medical tools, lift and transfer aids and so more. The management also includes maintenance of the equipment’s.

Effective feature of resource management includes:

• Planning: Planning is one of feature of resource management as crucial planning help the manager to identify the need of the resources to fill the demanded gap within the organization. Effective planning aids in effective management of resources.
• Resource allocation: Another feature of resource management is assigning appropriate and available resources i.e. human and equipments according to the needs and requirements.

In adult social care, there is significant importance of resource management in regards to accurate forecasting and sustainability of operations (Armstrong and Taylor, 2023). Efficient resource management system plays a crucial role in doing accurate forecasting in terms of human, finance and equipment’s. Recruiting and training right professional at right time help the NHS`s manager to furnish high quality adult care services to the client. In addition, resource management helps in maintain sustainability in care services operations as allocation of appropriate tools and equipment leads to enhance efficiency, decline waste and save cost.

3.2 Process and considerations in making effective decisions

Within the adult social care, decision-making is quite important as the care providers have to take several decisions while doing care planning. The individual has to take decision whether the care plan works or not. The adult care provider has to take decision regarding plan the daily routine of the client such as meal times, medication schedules and so more (MacInnes et al, 2023). Moreover, the professional has to make decision when the patient is not in a capacity to make own decisions at that time the care service professional take decision on the behalf of the individual. Apart from this, the care service provider requires to make the decision regarding sharing of information while respecting the privacy right of the individual.

At the time of making decisions, the care service provider or professional has to consider several key aspects such as collecting relevant information. Before making the decision, the professional should collect the relevant information and via evaluating the pros and cons of the situation, must take a decision (Taherdoost, 2021). Another consideration for effective decision-making includes identifying alternative options and accordingly making decisions.

The care professional should follow a complete process with the aim of decision-making.

• Identifying situation: The care service providers first, identify the situation that requires decision-making. For instance, understand the client’s problem.
• Researching: The care service provider after identifying the situation focuses on evaluating existing care instructions to know the patient's condition properly.
• Assessing potential solutions: Based on the research, service providers think about the relevant and reliable solutions for the patient.
• Selection of one solution: Among the various solutions, the care provider selects one of the best options for the client for efficient decision-making.

During the decision-making process, various stakeholders are involved such as healthcare professional, service user and so more.

3.3 Features of positive and value based culture and its impacts on management

A positive culture refers to a supportive environment where the employees feel respected, valued as well as equipped with the proper resources to accomplish their task. The main feature of the positive culture includes inclusive, collaborative and compassionate. The culture involves other staff at the time of making important decisions by considering the view, opinion and suggestions in the appropriate manner. Apart from this, the value based culture refers to an environment in the organization that prioritize internal values above the profit margins to develop a positive impacts. The feature of value based culture includes its nurture open communication. This kind of culture furnishes equal opportunities to each member within an adult social care service to provide their idea and opinion within the organization in innovative as well as creative manner (Beauchamp et al, 2021). Another feature includes accountability and transparency, it leads to create greater trust within workplace, encourage staff members to give their best.

The collaborative and inclusive feature of the positive culture positively impacts the productivity and performance of the management of the health and social care service in terms of managing sufficient human resources in adult social care setting of the NHS. An inclusive and collaborative culture helps the management to motivate and encourage the employees to retain with the organization for long term of time (Schaub et al, 2022). It leads to decline staff turnover rate in the crucial manner and aids the management to save the cost in the effective manner.

In addition, the value based culture help the management to take decisions based on the view and opinions of the staff. The management able to gets the knowledge about the staff as a result able to forecast about the appropriate human requirements, helps in doing smooth functions in a care setting. Value based culture aids in maintain mutual respect, dignity, trust, confidentiality leads to help in managing and providing services in the best possible manner (Aujla et al, 2023). A value based culture is kind of inclusive and provide safeguard to the staff as well as client, it empowers adult care staff while provide safeguarding to the client by maintaining privacy and confidentiality of their sensitive information. Thus, a positive and value-based culture aids in provides quality of care by effective management of the services.

3.4 D1Strategies to balance profit-base approaches with a positive value based culture

It is identified that management should maintain a balance between profit based approach and positive value based culture to drive a performance level. Referring to the value based culture the manager or leader use active listening as a strategy to resolve conflicts between the adult care workers or different staffs. The manager use empathy and respect to understand diverse perspective and recognize the viewpoints of different staff members (Longo et al, 2023). Another strategy is review options, the manager to solve the conflict effectively talk over the options and looking for the solution that benefits everyone. Further, by balancing between profit-based approaches and positive value based culture, the manageable to approach the conflicts with a collaborative mind-set rather than a confrontation.

REFERENCES

Books and Journals

• Aggrawal, S., Bosman, L. and Magana, A.J., 2024, June. Exploring Teamwork Experiences in Collaborative Undergraduate Research (REU) Programs through Tuckman's Group Development Theory. In 2024 ASEE Annual Conference & Exposition.
• Etherington, C., Burns, J.K., Kitto, S., Brehaut, J.C., Britton, M., Singh, S. and Boet, S., 2021. Barriers and enablers to effective interprofessional teamwork in the operating room: A qualitative study using the Theoretical Domains Framework. PloS one, 16(4), p.e0249576.
• García-Álvarez, S. and López-Fernández, A.M., 2023. Co-Creating Value Through People-Centered Leadership: Lessons Learned from the COVID-19 Crisis. In Creating Economic Stability Amid Global Uncertainty: Post-Pandemic Recovery in Mexico’s Emerging Economy (pp. 65-89). Cham: Springer Nature Switzerland.
• Haynes, R.J., 2024. Organisation theory and local government. Taylor & Francis.
• Jhas, H., 2025. Using Tuckman’s theory to manage small business teams in a time of rapid change. International Journal of Organizational Analysis.
• Kuvvatov, G., 2021. Methods for evaluating the effectiveness of use financial resources of the enterprise. Экономика и социум, (9 (88)), pp.101-104.
• Ladkin, D. and Patrick, C.B., 2022. Whiteness in leadership theorizing: A critical analysis of race in Bass’ transformational leadership theory. Leadership, 18(2), pp.205-223.
• McGuire, J., Evans, E. and Kane, E., 2021. Multi-agency safeguarding for vulnerable and at-risk adults. Evidence-Based Policing and Community Crime Prevention, pp.261-297.
• McKeown, M., Wright, K.M. and Carey, L., 2024. Democratic Leadership for Mental Health Care. praise for the book, p.621.
• Rahmani, F., Scott-Young, C., Tadayon, A. and van der Walt, J.D., 2022. Team composition in relational contracting (RC) in large infrastructure projects: a Belbin’s team roles model approach. Engineering, Construction and Architectural Management, 29(5), pp.2027-2046.
• Taherdoost, H., 2021. Data collection methods and tools for research; a step-by-step guide to choose data collection technique for academic and business research projects. International Journal of Academic Research in Management (IJARM), 10(1), pp.10-38.
• Wang, Q., Hou, H. and Li, Z., 2022. Participative leadership: a literature review and prospects for future research. Frontiers in psychology, 13, p.924357.
• Yuin, Y.S., Sze, G.W., Durganaudu, H., Pillai, N., Yap, C.G. and Jahan, N.K., 2021. Review of leadership enhancement strategies in healthcare settings. Open Access Library Journal, 8, p.e7554.
• Beauchamp, G., Hulme, M., Clarke, L., Hamilton, L. and Harvey, J.A., 2021. ‘People miss people’: A study of school leadership and management in the four nations of the United Kingdom in the early stage of the COVID-19 pandemic. Educational Management Administration & Leadership, 49(3), pp.375-392.
• Schaub, J., Hewison, A., Haworth, S. and Miller, R., 2022. A leadership model for social work: drawing on health care to inform Social Work Leadership. The British Journal of Social Work, 52(5), pp.2911-2930.
• Aujla, N., Frost, H., Guthrie, B., Hanratty, B., Kaner, E., O'Donnell, A., Ogden, M.E., Pain, H.G., Shenkin, S.D. and Mercer, S.W., 2023. A comparative overview of health and social care policy for older people in England and Scotland, United Kingdom (UK). Health policy, 132, p.104814.
• Longo, F., Barsanti, S., Bonciani, M., Bunea, A. and Zazzera, A., 2023. Managing community engagement initiatives in health and social care: lessons learned from Italy and the United Kingdom. Health Care Management Review, 48(1), pp.2-13.
• MacInnes, J., Billings, J., Coleman, A., Mikelyte, R., Croke, S., Allen, P. and Checkland, K., 2023. Scale and spread of innovation in health and social care: Insights from the evaluation of the New Care Model/Vanguard programme in England. Journal of health services research & policy, 28(2), pp.128-137.
• Prowle, M.J., 2022. Resource trends and resource planning in regional public services. In Reforming UK Public Policy Through Elected Regional Government (pp. 229-240). Routledge.
• Armstrong, M. and Taylor, S., 2023. Armstrong's handbook of human resource management practice: A guide to the theory and practice of people management. Kogan Page Publishers.
• Tannenbaum, S., Castillo, G.F. and Salas, E., 2023. How to overcome the nine most common teamwork barriers. Organizational Dynamics, 52(4), p.101006.