...come from all around the world with zero experience of working together on any projects. Although each member tries to inform other members how they are doing by sending emails, it is a sad truth that not everyone will read the emails and be interested in how their colleagues are doing. Everyone just work on their own, making the team a collection of individuals rather than a real group. Without a channel to communicate with each other, it is hard to develop a sense of unity. The frequently organized business trips and the multiple projects at once also show that there is a miscommunication between the secretary and other members. Moreover, there is no standard of excellence to regulate and guide the performance of the employees. Team accomplishment is not being recognized as well. Members thus cannot find the value of performing to the utmost and are frustrated with the heavy workload. Given the above situation, the leader seems doing nothing to handle the stressful circumstances. Base on the analysis of team effectiveness, Jim should intervene at this time at internal level, focusing on relational actions. Building team relationship for a virtual team is even more important than collocated team. As they are working across time and space together with a need of dependence, the most critical aspect to enhance team efficiency is to focus on the collaboration between members. With a sense of unity as well as the belief that individual’s performance can affect the progress of the...
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...In July 2001, Professor Sir Ian Kennedy published his report, 'The Inquiry into the Management of Care of Children Receiving Complex Heart Surgery at the Bristol Royal Infirmary'.1 This inquiry investigated the deaths of children undergoing heart surgery at Bristol Royal Infirmary. The report describes the failings in NHS organisation and culture, which meant that one-third of all children who underwent open-heart surgery at the hospital received less than adequate care. The following case study, written in first person, is told by Dr Phil Hammond,2 who joined the Bath GP training scheme in the late 1980s and in 1990 formed the whistleblowing3 comedy double-act 'Struck off and die' with Dr Tony Gardner. Heard it on the grapevine Although I'd heard rumours about the poor performance of an adult heart surgeon (nicknamed 'Killer') in Bristol when I was a house officer in Bath, there were no such rumours about paediatric heart surgery. When I spoke to one of my former consultants in November 1998, he said they had never heard anything bad about the Bristol unit until 1995, when the mainstream media finally caught up with Private Eye. However, he did say that when he worked at the Hammersmith Hospital in London in 1985, he noticed an abnormal referral pattern coming out of South Wales. Babies with more complex heart defects requiring surgery appeared to be bypassing the Bristol area. This was corroborated by an anaesthetist who worked on the paediatric cardiac surgery unit at Guy's...
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...JOB DESCRIPTION Job Details |Job Title: |IAPT High Intensity Therapist | |Band: |7 | |Directorate: |Psychology and Psychological Therapies | |Department: |Depression and Anxiety Service | |Base: |Newton Abbott | |Responsible To: |Local Team Clinical Lead | Job Purpose The principal purpose of the job is to improve the psychological health & wellbeing of people within an identified Devon locality. The post holder will be part of an Improving Access to Psychological Therapies (IAPT) service and will provide high intensity interventions - initially cognitive behavioural therapy (CBT). The post holder will work with clients who have a range of complex Anxiety and Depression related problems for which CBT is demonstrated to be clinically effective. The post holder will work with people with different cultural backgrounds and ages, using interpreters...
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...Social prescribing in general practice: adding meaning to medicine ‘There are few things we should keenly desire if we really knew what we wanted.’ Francois de la Rochefoucauld (French writer 1613–1680) Social prescribing is about expanding the range of options available to GP and patient as they grapple with a problem. Where that problem has its origins in socioeconomic deprivation or long-term psychosocial issues, it is easy for both patient and GP to feel overwhelmed and reluctant to open what could turn out to be a can of worms. Settling for a short-term medical fix may be pragmatic but can easily become a conspiracy of silence which confirms the underlying sense of defeat. Can or should we try to do more during the precious minutes of a GP consultation? Where there are psychosocial issues GPs do suggest social avenues, such as visiting a Citizens Advice Bureau for financial problems, or a dance class for exercise and loneliness, but without a supportive framework this tends to be a token action. The big picture difficulty with leaving underlying psychosocial problems largely hidden in the consulting room is the medicalisation of society’s ills. This ranges from using antidepressants for the misery of a difficult life, to the complex pharmaceutical regimes prescribed to patients with obesity and type 2 diabetes. This sort of medicalisation may help immediate problems (including driving the economy through jobs in the healthcare industries) but it is not enough if our society...
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...the Health and Social Care Workplace INTRODUCTION (300 words) This essay will look at three different learning outcomes, each using a specific case study for illustration. The first part will focus on the issues relating to health and safety legislation and how these are implemented in the work place. The Health and Safety can trace its origin back to the year 1833 when The Factories Act led to the creation of the first factory inspectors and whose role was initially tasked with only preventing injury amongst child workers (Jarvis, 2011). This has significantly developed, since then, into a ‘must-have’ policy at work places not just here in the UK but throughout the European Unions (EU). The case of North Staffordshire combined NHS Trust (NSC) which will be discussed in some detail is living proof that Health and Safety, if managed effectively, could lead to better outcomes for all stakeholders. The second part of this essay will focus on the practicalities and the implementation mechanism of Health and Safety at work or lack thereof and the consequences that an organisation which transgresses may suffer for non-compliance as seen in the case of South Birmingham Primary Care Trust. To this end, issues such as lifting and handling heavy loads as well as other dilemma faced by organisations in relation to health and safety will be explored with a view to grasping the implications not only at individual levels but also at corporate level. The final part of this essay...
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...maternity services Benchmark reports are produced for most NHS national surveys to show how the survey results for each trust participating in a particular survey compares with the results from all other trusts. This guide is divided into six sections: Section one: provides information specific to the 2010 maternity survey Section two: describes the benchmark reports Section three: describes how to use the benchmark reports and the limitations of the data Section four: describes how to understand the data Section five: provides guidance on using the benchmark reports to make comparisons between trusts Section six: describes how the data in the benchmark reports is calculated 1.) The 2010 survey of women’s experiences of maternity services Over 25,000 women from 144 trusts in England responded to the survey between April 2010 and August 2010, a response rate of 52%. Women were eligible for the survey if they had a live birth in February 2010 and were aged 16 or older. Women who gave birth in a hospital, birth centre, or maternity unit, or who had a home birth, were eligible. A similar survey of women using maternity services was carried out in 2007. The results of the survey are primarily intended to be used by NHS trusts to help them identify areas where they need to improve performance and to note where they have performed well. For this reason we have produced the benchmark reports to allow NHS acute trusts to identify where their score lies in relation...
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...INTRODUCTION A market is any place where buyers and sellers come together to exchange a product/service for money. There are three types of economy: a free market economy, a planned economy and a mixed market economy. This report describes features of Scotland’s economy and four aspects of the Scottish economy which are unemployment, growth, tourism and National Health Service. FEATURES OF SCOTLAND’S ECONOMY Scotland has a mixed economy. The reason Scotland has got this type of economy is because it has both markets which work freely and markets which are provided by the Government for everyone to benefit from. Scotland has a lot of privately owned businesses such as fishing, oil and gas, energy, manufacturing, whisky, construction, banking, tourism etc. and businesses owned by the local and central Government such as refuse collection, street lighting, transport, justice, public parks and museums etc. A good example of both privately and publicly owned organisations are education and healthcare. ASPECTS OF THE SCOTTISH ECONOMY Employment/Unemployment Unemployment occurs when people are without work and actively seeking work. These people often claim Job Seekers Allowance. The number of people claiming workless benefits in Scotland went down by 1,100 from October to 139,500 in November (2012_ - 3,100 fewer than the same period in 2011. According to Office for National Statistics (ONS) figures, unemployment in Scotland fell by 19,000 to 204,000 over...
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...Health matters in a globalising world Transnational corporations A transnational corporation (TNC) is a company that operates in at least two countries. It is common for TNCs to have a hierarchical structure, with the headquarters and R&D department in the country of origin, and manufacturing plants overseas. As the organisation becomes more global, regional headquarters and R&D departments may develop in the manufacturing areas. TNCs take on many different forms and cover a wide range of companies involved in the following primary, secondary (manufacturing) and tertiary (service) activities: * Resource extraction, particularly in the mining sector, for materials such as oil and gas * Manufacturing in three main sectors: 1. High-tech industries such as computers, scientific instruments, microelectronics, pharmaceuticals 2. Large-volume consumer goods such as motor vehicles, tyres, televisions and other electrical goods 3. Mass-produced consumer goods such as cigarettes, drinks, breakfast cereals, cosmetics, branded goods * Services such as banking/finance, advertising, freight transport, hotels and fast-food operations TNCs are the driving force behind economic globalisation. As the rules regulating the movement of goods and investment have been relaxed and the sources and destinations of investment have become more diverse, such companies have extended their reach. There are now few parts of the world where the influence of TNCs is not...
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...………………………………………………………. Clinically Based Staff… ………………………………………… Non- Clinical Staff……………………………………………….. Allowances for Cultural or Religious Reasons……………….. Laundering of Uniforms…………………………………………. Students …………………………….………………………….. Soiled Uniforms and Emergency Supply ……………………. 3 3 3 4 4 5 5 Monitoring of this Policy ……………………………………….. 5 2 1.0 Introduction The way staff dress sends messages to the patients they care for, and to the public about their professionalism and standards of care Whilst some areas may have more detailed uniform standards which have been developed to meet the requirements of that particular area eg within the Laboratory or Theatres, these will complement the general dress standards expected of staff within NHS Shetland. 2.0 Clinically Based Staff All clinically based staff who undertake duties in clinical areas should be aware of, and follow, the standards set out below:• • • • • A clean and freshly laundered uniform should be worn each day. Uniform must be neat, clean, and appropriate to the area in which the staff member is working. Identity badges must be worn in a prominent position at all times. Footwear must be clean and in good repair and of a style that is not hazardous to either patient or staff member. Shoes should be soft soled and closed toe. Staff should not wear hand or wrist jewellery (other than a plain...
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...Changes in the National Health Service [pic]Accounting and Budgeting Practice [pic]Financial Framework[pic]Developments in NHS Budgeting[pic]Sources of Further Information October 2005 External Environment to Budgeting: NHS This section identifies the external factors and developments which influence budgeting in the national health service, summarising the main developments which have taken place in recent years. Introduction The information in this section refers to the NHS in England. There are substantial organisational differences in the NHS in Scotland and Wales The NHS is the biggest organisation in Europe in terms of the number of people it employs. At the top level of the structure is the Department of Health (DOH) the government department which makes decisions on the future direction of the NHS and secures funding. Further down the structure are Strategic Health Authorities (SHA’s) which oversee services on regional basis. At local level Primary Care Trusts (PCT’s) are responsible for assessing the needs of people in their area, commissioning the appropriate services and monitoring General Practitioners (GP’s). Actual delivery of services are carried out by Primary Care services (GP’s, Dentists, Opticians, pharmacists , NHS walk in centres) and Secondary Care Services ( Acute Hospitals, mental hospitals and ambulance trusts). The NHS operates on a purchaser/ provider split. On the purchasing side money from the taxpayer goes to the Department of Health...
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...Briefing Note on NHS Highland for New Staff Members National Health Service Highland (NHS Highland) is a public sector organisation and is classed as being in the Tertiary Sector as it provides a service to the public rather than producing a tangible product. NHS Highland serves a population of approximately 310,000 residents and provides a wide range of services across the largest land area (~40%) of any health authority in Scotland. NHS Highland is managed by a Board of Executive and Non-Executive Directors and is accountable to the Scottish Government through the Cabinet Secretary for Health and Wellbeing. The main services provided by NHS Highland are: Healthcare, in the form of General Practitioner Surgeries, Hospital services, Adult Social Care and Dentistry. The main customers (patients/service users) are the general public within the Highland Region and also to provide services to visitors to the region too. Additionally, NHS highland have internal customers to whom we provide services. NHS Highland’s purpose and goals are to place quality first to deliver better health, better care and better value. They have “The Blue Triangle” (see fig 1.) which captures the key elements of the Highland Quality Approach (HQA). “The Highland Quality Approach captures the spirit of how NHS Highland is working to improve care and outcomes for people in Highland Region. It describes ways of working, values and behaviour. It recognises how important it is to improve the...
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...(08/1501/94) Changing Management Cultures and Organisational Performance in the NHS (OC2) Research Report Produced for the National Institute for Health Research Service Delivery and Organisation programme April 2010 prepared by: Russell Mannion (University of Birmingham), Huw Davies (University of Dundee & St Andrews), Stephen Harrison (University of Manchester), Frederick Konteh (University of York), Ian Greener (University of Durham), Ruth McDonald (University of Nottingham), George Dowswell (University of Birmingham), Kieran Walshe (University of Manchester), Naomi Fulop (King’s College, London), Rhiannon Walters (King’s College, London), Rowena Jacobs (University of York), Paula Hyde (University of Manchester) Address for correspondence: Professor Russell Mannion Health Services Management Centre University of Birmingham Park House 40 Edgbaston Park Road Birmingham B15 2RT Queen’s Printer and Controller of HMSO 2010 1 SDO Project (08/1501/94) Contents Acknowledgements ....................................................8 1 Introduction .......................................................9 1.1 Aims and objectives of the study ..................................... 9 1.2 Research design and project overview .............................10 1.3 Structure of the report ..................................................11 2 Policy and Organisational Culture in the NHS: An Overview .............................................................12 2.1...
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...To work within a multidisciplinary team to provide care and support to adults with learning disabilities in a hospital environment. My duties include supporting the nursing staff with all aspects of patient care, including personal care. My main responsibility is to ensure and maintain the safety of all individuals within my care. To work within a team to ensure the factory/ warehouse was clean to the highest standard. My responsibilities included being the link first aider for the team and also one of the fire marshalls. My duties of a fire marshall were to ensure weekly checks were completed in preparation for a potential emergency. To work within the community with vulnerable adults in their own home. Duties included escorting on personal outings, personal care, safe handling of finances and administration of medication. I was responsible for the care and safety of a group of individuals whom I was a key worker. To sell products on behalf of providers and meet set targets. I was a team leader for a small group within the sales team and I was responsible for motivating and supporting these individuals to reach their own targets. This post would be of ultimate benefit to me because I have always had a drive to work with and care for individuals of all ages. I have had multiple posts of within varying types of care. The most recent is as a support worker in York, this post has enabled me to work with vulnerable adults within a hospital environment and allowed me to provide...
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...Everybody benefits Surrey and Sussex Healthcare NHS Trust Library and Information Service which consists of two libraries (Crawley and East Surrey - Redhill), is part of the Kent Surrey and Sussex Healthcare Libraries group. I have been working there for just over four years and have had the pleasure and opportunity to work and lead a partnership between a UK and an African library. The partnership is specifically between the Albert Cook Medical School Library, Makerere University, Kampala, Uganda and Kent Surrey and Sussex Healthcare Libraries (formally South Thames Library and Information Service). It has existed informally since about 1994. This was made formal in September 2000, under the guidance of the registered charity Partners in Health Information (PHI). The aim of the partnership is to encourage the free flow of health related knowledge between nations. For further details see: http://www.surreyandsussex.nhs.uk/lis/documents/Ugandaleaflet.pdf During the span of this partnership a number of visits have been made to UK and to Uganda. I have been specifically involved with the visit that took place in January 2005 to set up the website for the Albert Cook and more recently in March 2009 to update the site. The main aims of the latter visit was to change the site from a static Hyper Text Mark Up Language (HTML) to a dynamic website with the potential for added functionality. The improved website would also facilitate library staff updating...
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...where digitalisation has become a key priority in the quest to improving healthcare outcomes for patients. Market Overview The importance of technology and information technology (IT) systems in meeting the challenges placed on the health care system is becoming increasingly apparent. The NHS is currently driving a technological revolution with the vision of becoming paperless by 2018. As a result, there is an increase in demand for SME’s like PathWay to contribute to increasing efficiency and working systems in the NHS by providing technological solutions. Our aim is to launch our product one hospital at a time, beginning with UCLH. PathWay will address the problems faced in monitoring patient’s results in a busy healthcare setting. It will improve efficacy and resolve dependability on having to log on at selected terminals to receive patient results. As a result, it will allow healthcare professionals to provide immediate and timely care to patients at risk. This concept will be of great benefit not only to the product users, but also to patients as it improves healthcare outcomes by improving efficiency in the NHS. There is a great potential for growth for PathWay in the market of this NHS technological revolution. Product Overview PathWay is an integrated mobile phone application that will provide a platform for capturing real-time patient information and to live-stream patient data to a clinician, allowing them to interpret and respond to information remotely. As well...
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