Managing Human Resources in Health and Social Care

Managing piece Resources in wellness and Social C arUnit 13 Managing humanity imaginations in wellness and neighborly c be suspense 11.1 Factors to be considered when planning the put downment of conglomerate(prenominal)s to form in health and amic able-bodied cautiousness.The world-class cipher to be considered when planning employment is the all overall aim of the recruitment with a particular concentrate on what the organisation wants to achieve (Chen et al, 2004). For example, whilst e actually(prenominal) recruitment whitethorn be to re locate an actual worker due(p) to retirement or tuiti oner advancement, other recruitment may be due to the creation of a new joke graphic symbol (Buchan and decalitre Poz, 2002). In the latter case, the organisation requirements to turn over a bun in the oven a put one across understanding of the accomplishment set, competence, education and experience levels of the virtuallyone they want to recruit (Thornley, 20 00).From this, the organisation past needfully to consider the availability of workers, that fulfil the parameter of products requirements, that either already work for the organisation (internal recruitment) or who reside inside the bea (external recruitment) (Dussault and Franceschini, 2006). If such workers ar non available, the organisation must then consider the financial implications associated with either rearing one-on-ones to the required levels or pass remuneration and relocation incentives to encourage clever workers in from other sphere of influences (Dussault and Franceschini, 2006). erst these decisions have been make, the organisation then needs to consider how to attract the castigate vistas for the available subroutines (OBrien et al, 2009). Advertisement of concerns in atomic number 18as where there atomic number 18 adequate skilled workers in the local anesthetic area is commonly carried surface in local newspapers and in the local Job Centr e, however, where this local skilled work force is not available, the organisation may consider utilising the source of the internet, recruitment agencies or job fairs to examine they attract suitably skilled workers (Compton et al, 2009).1.2 Legislative and policy theoretical account that influence the selection, recruitment and employment of someones.thither are a sum of legislative Acts that control the selection and recruitment of exclusives at bottom the UK. These Acts hold the drop Rights Act 1996, the E fictional character Act 2010 and the Race Relations (Amendment) Act 2000 (Bewley, 2006). to individually one of these Acts is designed to minimise any secernment of individuals on the grounds of gender, in fashion modelal taste, race, disability, religion or beliefs within the selection, recruitment and employment process (Harcourt et al, 2005). These Acts are reinforced by a number of regime employment and recruitment policies, such asImproving opportunities for older people (DWP, 2014), Making the dig market more than flexible, efficient and fair (DWP, 2013) and Helping employers make safer recruiting decisions (Home Office, 2013).In addition to these presidency policies, the health and social rush organisation lead too have their own policy to control recruitment these policies allow for often tick anti-discrimination elements. For example, the General Social Care Council (2010) issued a Code of Practice for employers of social perplexity workers. This code of expend is designed to complement the legislative theoretical account that has been developed by the Government and forms part of the wider package of requirements for the employment and recruitment of social care stave. Within this policy, employers are parturiencyed with ensuring that individuals are suitable to estimate the workforce and that indite rules and procedures are in conduct to ensure that discrimination and exploitation are avoided within the work pu rport (GSCC, 2010).1.3 dissimilar blastes that may be employ to ensure the selection and recruitment of the best individuals to work in health and social care.The selection process usually follows the submission of an act form and / or CV by the tummydidate (Miller and birdwatch, 2014). The prospective four-in-hand of the rear enddidate exit then review the applications and select those who display the amend skills, knowledge or level of training required for the job (MacFarlane et al, 2011). These individuals will then be invited for query which can be carried out by an individual, a panel or a selection board (West et al, 2011). During this process, the candidate will be asked a number of interrogations and, in more cases the quality of their answers is usually graded, thereby providing a score at the end of the interview (Harris et al, 2007). As such, the gameest scoring candidate will be offered the job. However, this process may number in the more articulate indi vidual being offered the job regardless(prenominal) of their actual ability to fulfil the role (Hendry, 2012).Another mount for recruitment is the assessment centre, where a number of exercises are utilised to copy the available job role (Edgar and Geare, 2005). These can be in the form of sort exercises, one to one role-plays, structured psyc headquarterstric tests, behavioural tests or capability questions (Patterson et al, 2005). From these tests the assessor, or assessors, will observe the functioning of the individual and thereby predict the aptitude of the individual for the available role (Gale et al, 2010).Question 22.1 How do individuals interact in groups? Make reference to relevant theories.The around famous possibleness of group functional is Tuckmans (1965) model. Tuckman (1965) divided the group ups interaction into four different phases forming, storming, norming and performing.The first mis phthisis, forming, is where all processs are learning active th e opportunities and challenges facing the group. There will be a exalted level of dependence on their autobus for guidance and the aggroup will be bonding together, communion psycheal tuition and forming friendships and alliances (Armstrong, 2006).The arcsecond step, storming, is where different ideas to tackle paradoxs or issues are developed. This step can flatt conflict as to each one idea competes for consideration. Effective vigilance of this step is vital to enable all members of the squad to have their say and decompose any lasting conflicts (Armstrong, 2006).The third step, norming, is where the police squad members fall into pitment over the solutions for their squad. In this step, the squad members are able to talk openly about their opinions and have the ability to adjust their behaviour to avoid conflict. The squad members agree on the groups values, rules, headmaster behaviour and regularitys of work (Armstrong, 2006).The net step, performing, i s where the team fully understands, co-operates and supports one another, thereby operative as a single unit rather than individuals. team ups that have reached this step display high levels of motivation, knowledge, competence and autonomy (Armstrong, 2006).2.2 Different types of teams in health and social care background knowledgesThere are perfunctory and in titular teams within health and social care. The former of these is a structured team that has been formed with a item purpose in mind (Taggar and Ellis, 2007). This team will have a definite leader and e genuinely individual within the team will have a distinct role (Taggar and Ellis, 2007). An example of this is a sign team that is led by the surgeon, with the anaesthetist and other theatre faculty supporting the surgeon during the operating procedure.Informal teams have no structure and every individual has an equal status (Farrell et al, 2001). Within the healthcare setting the formation of multi-disciplinary team s often follow this informal team description (Sheehan et al, 2007). A unspoiled example of an informal team can be inclined using a case study of a child in social care. This child may have special educational needs, may have behavioural or mental health problems or may require advocate. In such a situation, an informal team is developed surrounded by the foster carers, the education providers, a child psychiatrist and counselling receiptss, who will all work together to ensure the best upshot for the child.2.3 Factors that influence the impellingness of teams running(a) in health and social careThe first and most significant factor is deplorable conference (Hambley et al, 2007). This may be in the form of unfortunate discussion of ideas or solutions betwixt the team members or may be as a result of conflict within the group preventing the effective proceed of nurture in the midst of team members (Xyrichis and Lowton, 2008). However, twain of these are a result of p oor focusing, as the leaders role is to encourage the ontogeny of kinships and to iron out conflicts within the group (Hambley et al, 2007).The second factor is that of poor understanding of the roles and responsibilities of each team member (Hall, 2005). This is more likely to be a problem within an informal, multidisciplinary team, who are not used to operative together. As such, professed(prenominal) boundaries may be blurred, leading to confusion over who is responsible for certain(prenominal) aspects of the unhurrieds care (Xyrichis and Lowton, 2008).Another problem is that of information sharing (Mesmer-Magnus and DeChurch, 2009). Again this is more likely to affect the multidisciplinary team, however, it can also come in in the formal team, where one individual is reluctant to share information or knowledge as that knowledge is considered to be an aspect of power (Moye and Langfred, 2004).2.4 Approaches that may be used to develop effective team workingMany approaches exist to help develop effective team working. These admit brainstorming and team building exercises (Borrils et al, 2000). However, it is the role of the leader to ensure that team harmony is maintained. This can be achieved by ensuring that all team members have a turn at apprizeing ideas or solutions, encourage an environment of auditory modality by regular team meetings whilst ensuring that any problems, or solutions, are followed up and not ignored (Borrils et al, 2000). It is also vital to ensure that all feedback is inferential without being overly critical negative feedback can restrict the flow of information and damage the morale of the team (Borrils et al, 2000). Finally, it is vital that the handler is able to keep all communication routes open to encourage the transmute of information (Leonard et al, 2004). This can be done through email, face-to-face, phone conversations or garner but it is necessary for each individual to be aware of their role in disseminatin g information to other team members (Leonard et al, 2004).Question 33.1 Different ways in which the execution of instrument of individuals may be monitored in health and social care.Monitoring of an individuals death penalty can be done in several ways. The first step is to discern the electric current level of act, identify where improvements can be made and form an promise between talk termsr and employee on how those improvements are going to be made (Bevan and Hood, 2006). In order for these improvements to be made, it is necessary for the plowr to link them to the teams aims and objectives. This enables the employee to understand their role within the team and have monomania over their own job (Bevan and Hood, 2006).Performance appraisal is the most ofttimes used tool to measure an individuals performance. The appraisal has pentad reveal elements measurement, feedback, positive reinforcement, exchange of views and agreement (Curtright et al, 2000). Another option is through the use of key performance indicators or the setting of team or individual targets (Bevan and Hood, 2006).3.2 Identifying individuals training and education needsAs previously mentioned, the performance appraisal is the most frequently used tool to measure an individuals performance. However, this tool can also be used to identify areas of weakness which will highlight the training and knowledge needs of the individual (Bevan and Hood, 2006). Non- exploit of team or individual targets also highlights a training need, however, the manager is required to keep a close eye on the performance of all the team members when team targets are used as some team members may be more efficient than others (Grigoroudis et al, 2012). Continued professional development (CPD) is another way in which a team member can ensure they have sufficient, ongoing training throughout their vocation. CPD includes formal courses, practice workshops, self-directed reading and attendance at conferences to ensure the level of skills is maintained or improved throughout the individuals career (Legare et al, 2011).3.3 Different strategies for promoting the continuing development of individuals in the health and social care workplace.The promotion of continuing development is achieved through a number of means. Torrington et al (2008) suggest that performance feedback (through the use of appraisals or targets) followed by an incentives package are the most effective way of ensuring continuous development. However, it is vital that the feedback is relevant, specialised and thinkable and that it is done frequently to ensure that the employee remains focused on the teams aims and targets (Torrington et al, 2008). Incentives are normally provided through an increase in salary, the formulation of training or bonus rewards (Torrington et al, 2008). In addition, in some healthcare professions, CPD is an obligation to ensure that individuals maintain an adequate level of knowledge and exp ertise within their professional area (Legare et al, 2011).3.4 Implementing an effective round development planAccording to Gould et al (2007), there are a number of measures that need to be taken in order to implement an effective staff development program. Firstly, it is vital that all employees have a clearly written job description that is last for purpose. This job description may include a set of skills or level of expertise to be worked towards, with development of the individual, through training and experience, being structured in accord with their needs and level of knowledge upon commencement of the role (Gould et al, 2007). Another effective method of development is through the use of mentors (members of staff who are particularly good at their job) for new team members or for individuals who may be seek with certain aspects of their work (Shah et al, 2011). Finally, it is vital that the manager implements regular performance appraisals to ensure that individual and team targets remain focused and relevant (Torrington et al, 2008).3.5 The effectiveness of a specific staff development programStudies suggest that the most effective staff development programs are those which follow a structured approach (Poulton and West, 1999 Leatt and Porter, 2002 Forsetlund et al, 2009). As such, many promote the use of the performance appraisal as it focuses on the performance and the training and development needs of the individual (Gould et al, 2007 Torrington et al, 2008). This staff development program is also simple to implement and encourages conversation and the exchange of information between manager and employee. By tailoring the employee feedback and linking employee targets to the aims of the team, the manager can ensure that staff remain focused (Gould et al, 2007). In addition, the appraisal can highlight areas in which the employee has weaknesses or training needs, therefore effectively play up a logical development process for each employee (G ould et al, 2007). In these circumstances, specific training can be set as targets and can be achieved through self-study or through the attendance on specific courses.Question 44.1 Theories of leaders and applying them to watchfulness in a nurse post setting.There are four key theories of leadership that have recently replaced the traditional hierarchical-based leadership seen within the NHS. These four key domains of leadership are relational, personal, contextual and technical all of which can be applied to the nurse home setting. Relational leadership promotes organisational and individual change, encourages utilization and communication between staff and patients and focuses on the dynamics of working relationships and patient experiences (Bolden and Gosling, 2006). The personal leadership theory includes the promotion of reflective learning, personal resilience and self-awareness as a leader (Boaden, 2006). Contextual leadership utilises policy and strategy within the h ealthcare field to promote development by understanding the commits and strengths of various stakeholders and/or employees (Brazier, 2005). Technical leadership involves the improvement of methodologies, approaches and philosophies within the working environment. This theory adopts the position of the leader changing things for the better while a manager maintains existing systems in good working order (Checkland, 2014).4.2 The way of influencing individuals and teams by depute allocationAccording to Dowding and Barr (1999), travail allocation influences some(prenominal) individual and team performance. This is obvious when considering the role and skill set of each individual within the workplace. When considering a nursing home environment, a simplified toil list may be used for the doctor to examine and bring up the patient, the nurse to provide the correct medication and for the carer to feed or bath the patient. As such, these tasks are allocated in accordance with the s kill and expertise of the individual. Where tasks are not allocated effectively within the team and do not harmonise the skill set of the individual, performance of both the individual and the team will obviously be impaired (Stewart and Barrick, 2000). However, if tasks are allocated effectively, team and individual performance will be enhanced.4.3 Managing working relationshipsThe most effective way of managing working relationships is by placeing your employees to carry out their role to a high warning (Williams, 2007). In addition, an effective leader should always respect their workforce, be honest, kind and value their employees opinions and values (Williams, 2007). They should promote a culture of receptiveness within their team and strive to understand the different backgrounds and perspectives of the team members. There should also be a gravid focus on communication both within the team and between the manager and team members (Barrick et al, 2007). This focus should be on utilising the most effective form of communication in each specific scenario. For example, when discussing weaknesses, a private meeting would be permit whilst for team targets, team meetings or group emails would be more effective. In addition, corpse language, listening skills, ability to maintain eye contact and heed are all effective ways to develop and maintain a working relationship.4.4 Evaluating own development that has been influenced by management approachesMy own development has been influenced through a number of leadership and management approaches. Firstly, through the use of personal performance appraisals, I have been encouraged to focus on areas of weakness as well as my strengths. By highlighting these weaknesses, I have then been able to concentrate on training or the gathering of information through self-directed reading, to improve my knowledge in these weak areas. Team-working has been improved through the promotion of working relationships between tea m members, through the use of team-building sessions and activity workshops. In addition, whilst it is acknowledged that everyone has a poor manager at some point in their career, these poor managers emphasise the skills of the effective leader and have helped me to develop good leadership skills. I have also been allowed to mentor new employees as I was very effective in my role. However, I consider the most effective management approach for me, to have been through the use of task allocation and team target setting. Whilst I originally assumed that the task allocation was for an individuals benefit, I can now see how this benefits the whole team.ReferencesArmstrong, M. (2006). A Handbook of humane Resource vigilance Practice, 10th edition, London, Kogan Page.Barrick, M. R., Bradley, B. H., Kristof-Brown, A. L., Colbert, A. E. (2007). The moderating role of top management team interdependence Implications for real teams and working groups. honorary society of Management journal, 50(3), 544-557.Bevan, G., Hood, C. (2006). 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Bull etin of the knowledge base health Organization , 80(7), 575-580.Checkland, K. (2014). Leadership in the NHS does the Emperor have any clothes? Journal of Health Services Research Policy, ahead of print.Chen, L., Evans, T., Anand, S., Boufford, J. I., Brown, H., Chowdhury, M., Wibulpolprasert, S. (2004). adult male resources for health overcoming the crisis. The Lancet, 364(9449), 1984-1990.Compton, R. L., Morrissey, W. J., Nankervis, A. R., Morrissey, B. (2009). Effective recruitment and selection practices. North Ryde CCH Australia Limited.Curtright, J. W., Stolp-Smith, S. C., Edell, E. S. (2000). Strategic performance management development of a performance measurement system at the Mayo Clinic. Journal of Healthcare Management, 45, 58-68. Department of Work and Pensions. (2013). Making the labour market more flexible, efficient and fair. 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Journal of Interprofessional Care, 15(3), 281-295.Forsetlund, L., Bjrndal, A., Rashidian, A., Jamtvedt, G., OBrien, M. A., Wolf, F., Oxman, A. D. (2009). Continuing education meetings and workshops effects on professional practice and health care outcomes. Cochrane Database Syst Rev, 2(2).Gale, T. C. E., Roberts, M. J., Sice, P. J., Langton, J. A., Patterson, F. C., Carr, A. S., Davies, P. R. F. (2010). Predictive validity of a selection centre testing non-technical skills for recruitment to training in anaesthesia. British Journal of Anaesthesia, 105(5), 603-609.General Social Care Council. (2010). Codes of practice for employers of social care workers. Available online at http//www.skillsforcare.org.uk/Document-library/Standards/codes-of-practice/Codesofpracticeforemployersofsocialcareworkers.pdf accessed 14 October 2014.Gould, D., Berridge, E. J., Kelly, D. (2007). The National Health Service companionship and Skills Framework and its implications for continuing professional development in nursing. Nurse development To daylight, 27(1), 26-34.Hambley, L. A., ONeill, T. A., Kline, T. J. (2007). Virtual team leadership The effects of leadership mien and communication medium on team interaction styles and outcomes. Organizational expression and Human Decision Processes, 103(1), 1-20.Harcourt, M., Lam, H., Harcourt, S. (2005). Discriminatory practices in hiring institutional and rational economic perspectives. The foreign Journal of Human Resource Management, 16(11), 2113-2132.Harris, C., Cortvriend, P., Hyde, P. (2007). Human resource management and performance in healthcare organisations. Journal of Health Organization and Management, 21(4/5), 448-459.Hendry, C. (2012). Human Resource Management. Routledge.Home Office. (2013). Helping employers make safer recruiting decisions. Available online at https//www.gov.uk/government/policies/helping-employers-make-safer-recruiting-decisions accessed 14 October 2014.Leatt, P., Porter, J. (2002). Where are the healthcare leaders the need for investment in leadership development. Healthcare Papers, 4(1), 14-31.Lgar, F., Borduas, F., Jacques, A., Laprise, R., Voyer, G., Boucher, A., G odin, G. (2011). Developing a theoretic instrument to assess the impact of continuing professional development activities on clinical practice a study protocol. Implementation Science, 6(1), 17-19.Leonard, M., Graham, S., Bonacum, D. (2004). The human factor the critical importance of effective teamwork and communication in providing safe care. shade and Safety in Health Care, 13(suppl 1), i85-i90.MacFarlane, F., Greenhalgh, T., Humphrey, C., Hughes, J., Butler, C., Pawson, R. (2011). A new workforce in the making? A case study of strategic human resource management in a whole-system change effort in healthcare. 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Role development of community health workers an trial run of selection and training processes in the intervention literature. American Journal of birth control device Medicine, 37(6), S262-S269.Patterson, F., Ferguson, E., Norfolk, T., Lane, P. (2005). A new selection system to recruit general practice registrars preliminary findings from a validation study. British Me dical Journal, 330(7493), 711-714.Poulton, B. C., West, M. A. (1999). The determinants of effectiveness in base health care teams. Journal of Interprofessional Care, 13(1), 7-18.Shah, S. K., Nodell, B., Montano, S. M., Behrens, C., Zunt, J. R. (2011). clinical research and spherical health mentoring the next generation of health care students. Global Public Health, 6(3), 234-246.Sheehan, D., Robertson, L., Ormond, T. (2007). Comparison of language used and patterns of communication in interprofessional and multidisciplinary teams. Journal of Interprofessional Care, 21(1), 17-30.Stewart, G. L., Barrick, M. R. (2000). Team structure and performance Assessing the mediating role of intrateam process and the moderating role of task type. Academy of Management Journal, 43(2), 135-148.Taggar, S., Ellis, R. (2007). The role of leaders in shaping formal team norms. The Leadership Quarterly, 18(2), 105-120.Thornley, C. (2000). A question of competence? Reevaluating the roles of the nur sing auxiliary and health care assistant in the NHS. Journal of Clinical Nursing, 9(3), 451-458.Torrington, D, Hall, L Taylor, S. (2008). Human Resource Management, 7th edition, Prentice Hall.Tuckman, B. W. (1965). Developmental while in small groups. Psychological Bulletin, 63(6), 384-385.West, M., Dawson, J., Admasachew, L., Topakas, A. (2011). NHS staff management and health service quality. London Department of Health.Williams, M. (2007). Building genuine trust through social emotion management A threat regulation model of trust and collaboration across boundaries. Academy of Management Review, 32(2), 595-621.Xyrichis, A., Lowton, K. (2008). What fosters or prevents interprofessional teamworking in primary and community care? A literature review. International Journal of Nursing Studies, 45(1), 140-153.Managing Human Resources in Health and Social CareManaging Human Resources in Health and Social Care4.1 Explanation of theories of leadership that apply to the Health and Soc ial Care workplace.There are four key theories of leadership that have recently replaced the traditional hierarchical-based leadership seen within the NHS. These four key domains of leadership are relational, personal, contextual and technical all of which can be applied to the nursing home setting. Relational leadership promotes organisational and individual change, encourages engagement and communication between staff and patients and focuses on the dynamics of working relationships and patient experiences. The personal leadership theory includes the promotion of reflective learning, personal resilience and self-awareness as a leader. Contextual leadership utilises policy and strategy within the healthcare field to promote development by understanding the positions and strengths of various stakeholders and/or employees. Technical leadership involves the improvement of methodologies, approaches and philosophies within the working environment. This theory adopts the position of the leader changing things for the better while a manager maintains existing systems in good working orders.Definition2CR2 of management Management takes place within a structured organisational setting with prescribed roles. It is directed towards the achievement of aims and objectives through influencing the efforts of others.Classical management theoryEmphasis on structurePrescriptive about what is good for the sloshedPractical manager (except Weber, sociologist)Henri Fayol (1841 1925), France1.Division of workReduces the span of upkeep or effort for any one person or group. Develops practice and familiarity2. AuthorityThe right to give an order. Should not be considered without reference to responsibility3. DisciplineOutward marks of respect in accordance with formal or informal agreements between firm and its employees4. harmony of commandOneman superior5. Unity of directionOne head and one plan for a group of activities with the same objective6. Subordination of individual int erests to the general interestThe interests of one individual or one group should not prevail over the general good. This is a difficult area of management7. RemunerationPay should be fair to both the employee and the firm8. CentralisationIs always present to a greater or less extent, depending on the size of the company and quality of its managers9. Scalar chainThe line of authority from top to bottom of the organisation10. OrderA place for everything and everything in its place the right man in the right place11. EquityA combination of kindliness and justice towards the employees12. Stability of elevate of personnelEmployees need to be given time to settle into their jobs, even though this may be a lengthy period in the case of the managers13. InitiativeWithin the limits of authority and discipline, all levels of staff should be encouraged to show initiative14. Esprit de corpsHarmony is a great strength to an organisation teamwork should be encouragedAdvantagesFayol was the first person to actually give a definition of management which is generally familiar at once namely forecast and plan, to organise, to command, to co-ordinate and to control.Fayol also gave much of the basic linguistic process and concepts, which would be elaborated upon by future researchers, such as particle of labour, scalar chain, unity of command and centralization.DisadvantagesFayol was describing the structure of formal organizations.Absence of attention to issues such as individual versus general interest, remuneration and equity suggest that Fayol saw the employer as paternalistic and by definition working in the employees interest.Fayol does mention the issues relating to the sensitivity of a patients needs, such as initiative and esprit de corps, he saw them as issues in the context of rational organisational structure and not in terms of adapting structures and changing peoples behaviour to achieve the best fit between the organisation and its customers.Many of these princ iples have been absorbed into modern day organisations, but they were not designed to cope with conditions of rapid change and issues of employee betrothal in the decision making process of organisations, such as are current today in the early 21st century.4.2 Analyse how working relationships may be managed.The most effective way of managing working relationships is by trusting your employees to carry out their role to a high standard (Williams, 2007). In addition, an effective leader should always respect their workforce, be honest, considerate and value their employees opinions and values (Williams, 2007). They should promote a culture of openness within their team and strive to understand the different backgrounds and perspectives of the team members. There should also be a great focus on communication both within the team and between the manager and team members (Barrick et al, 2007). This focus should be on utilising the most effective form of communication in each specific s cenario. For example, when discussing weaknesses, a private meeting would be appropriate whilst for team targets, team meetings or group emails would be more effective. In addition, body language, listening skills, ability to maintain eye contact and attentiveness are all effective ways to develop and maintain a working relationship.The way of influencing individuals and teams by task allocationAccording to Dowding and Barr (1999), task allocation influences both individual and team performance. This is obvious when considering the role and skill set of each individual within the workplace. When considering a nursing home environment, a simplified task list may be used for the doctor to examine and diagnose the patient, the nurse to provide the correct medication and for the carer to feed or bathe the patient. As such, these tasks are allocated in accordance with the skill and expertise of the individual. Where tasks are not allocated effectively within the team and do not match the skill set of the individual, performance of both the individual and the team will obviously be impaired (Stewart and Barrick, 2000). However, if tasks are allocated effectively, team and individual performance will be enhanced.4.3 Evaluate2CR4 how own development has been influenced by management approaches encountered in own experience.As a HR Manager for Smart Care Residential home my own development has been influenced through a number of leadership and management approaches. Firstly, through the use of personal performance appraisals, I have been encouraged to focus on areas of weakness as well as my strengths. By highlighting these weaknesses, I have then been able to concentrate on relevant training the gathering of information through self-directed reading, to improve my knowledge in these weak areas. Team-working has been improved through the promotion of working relationships between team members, through the use of team-building sessions and activity workshops. In additio n, whilst it is acknowledged that everyone has a poor manager at some point in their career, these poor managers mark the skills of the effective leadership and have helped me to develop good leadership skills. I have also been allowed to mentor new employees as I was very effective in my role. However, I consider the most effective management approach for me, to have been through the use of task allocation and team target setting. Whilst I originally assumed that the task allocation was for an individuals benefit, I can now see how this benefits the whole2CR5 team.Management approaches Leadership style motivatingMentoringCoachingTrainingShadowingTask orientationTeam orientationIndividual orientationOwn developmentAttributesConfidenceSkill qualificationKnowledgeUnderstandingReferenceUrwick, L.F. (1968), Great Names in Management Henri Fayol, 18411925, lecture presented at the University of New South Wales, 19 June, Urwick papers, Henley Management College, ref. 3/5, unpublished.h ttp//www.emeraldinsight.com/doi/ref/10.1108/002517405106348952CR1Explain the eight (8) leadership theories, such great man, trait, etcetera2CR2Maslow may be good on working relationship or management approaches2CR3Review working relationship and analyse (break down and show relationship between each topic and the improved working relationship2CR4Answer this question in three parts (1) identify the management approaches (2) reflect on what your learn from management approaches (3) conclude how you can use your experience and skills acquired to manage other people2CR5How did these approaches make you a better manager to manage other people in future