Healthcare

This document discusses various aspects of healthcare, including the role of supervision, performance management, and conflict resolution. It explores the importance of supervision in identifying training needs and developing relationships between supervisors and supervisees. The document also highlights the role of performance management in motivating employees and improving service standards. Additionally, it addresses the issue of power imbalance in supervision and provides strategies for handling conflicts in the workplace. Overall, this document provides valuable insights into the field of healthcare and its related practices.

Running Head: HEALTHCARE 0
Healthcare

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1.1) In my opinion, the principal of supervision refers to a set of questions and statements
examined by the supervisor to supervise.
In terms of purpose, it helps supervisor to find the gap between present training needs
including any good or bad practice.
In addition, supervision scope is extended towards developing relationships between
the supervisee and supervisor and enables trust with new members of staff (Black,
2008). Various assumptions are also present underpinning supervision such as
supervision I related with reflection, action, superior standards, bringing out change
and so on.
1.2) Supervisor function is described by Palanski, Avey, and Jiraporn (2014) with the help
of a triangle where each aspect are connected to a nod. 1) Organisation policies and
procedures, 2) Managing service delivery, 3) Quality or quantity of work decisions
and priorities.
Palanski, Avey, and Jiraporn (2014), the researchers have described the important of
modification of relationships to fulfil the requirements of supervisee as per the current
developmental level. Supervisors need to incorporate a growth approach to
supervision so that they can effectively recognises the current stage of development
and gives feedback in according to that growth stage and also at the same time
supporting supervisee to the next stage.
MacNamara, Button and Collins (2010), for example, it can be seen that supervisee at
the beginning stage can be expected to have lower skills, while more skills and
confidence can be seen in supervisor at middle stage. Moreover, in later stage, good
problem-solving skills can be reflect in supervisee.
1.3) In requirement of CQC, various practices have influenced the supervision, necessary
codes of practices are followed, and employees are assisted within the organisation
(Carpenter et al, 2012). Moreover, as per the workers contract, there is required to be
4 supervisions yearly, however, new recruit should give much support as possible.
The onsite super vision will also be beneficial while doing office based supervision as
one can pick up and address training requirements and issues. As an organisation, we
are inspected by councils, which we hold contracts for, and also by CQC. Later on,
supervision on workers can be evidence and thus addressed any potential needs which
may have been recognised.

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1.4) As serious safeguarding, findings from research and reviews are used within
professional supervision, where focusing on supervision more towards learning
lessons and enhancing practice (Bas and Beyhab, 2017). Moreover, workers are needs
to be given a sort of flexibility where they can build relationship and talk with one
another towards any issue. Fox example, an undercover footage by the BBC by staff
to residents related to learning disabilities shows that there is failing in giving due
importance to reporting. For ensuring safety of clients and staff, one can address by
setting up a clear set of questions and within these, policies and procedures need to be
adhered so as to include all aspects.
1.5) Supervision helps in protection of organisation, worker and service users. It is concern
about coaching specialised accountability and by avoiding risk with raising
supervision to workforce (Beddoe, 2010).
Individual is supported by supervision with reflection on their current practice and
improve it wherever it could. It also supports supervisee by embracing and fulfilling
training or gaps so as to prevent any errors or necessary occurrence. Towards any
further errors, it also makes both supervisor and supervisee accountable, as either
individual is not carrying out any procedures from preceding supervision.
2.1) For implementing motivation at workplace, performance management cycle plays an
significant role. The below are the five respective stages in this cycle (Fryer, Antony
and Ogden, 2009) –
 Planning – Involve with the employees to monitor necessary expectations
with in a set period of time. It also involves employee current performance and
role as this will provide management an initial idea about the areas of
improvements.
 Manage –Implementing the first stage and provide support to the employees
at every step and ensure that necessary systems and tools are accessible for
raising performance expectations.
 Review – Contacting with employees in mid-way of performance cycle to
tweak their goals as per external factors.
 Reward – Reward employees after meeting up all goals. This things needs to
be discussed while declaration of objectives.
 Renew – Analysing previous goals and try to improve them for planning next
cycle.

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2.2) It will help employees to attain their respective goals and by supporting them
recognise effective practice and performance providing help in areas where they are
facing issues to achieve. Moreover, recognising training needs and gives better
outlook of their responsibilities. Raising higher standards of service with rewarding of
good performance.
2.3) Performance indicator analyse the goals set out by the company and evaluate progress
among them (Estampe et al, 2013). This provides appropriate measures in areas of
work. For instance, within the organisations, yearly questionnaires are delivered to
clients where they can evaluate continuity and quality as per organisation compliance
and this data can be used by us to enhance the services. Moreover, a set of
questionnaire also sent out to staff to ensure whether they are happy or not or any new
changes wants to made in organisation. As an organisation, we also request staff to fill
questionnaire at the time of leaving which will help us to frame staff retention policy
deliberately and also makes us to ask correct question at the time of interviewing.
3.1) The first factor is related with assigned authority in the relationship. At any point, if
supervisee not responds to the assigned authority involved may be politically risky at
best and identified as insubordinate at worst. The supervisor is also frequently
responsible for the formal appraisal of staff. Professional supervision can have major
impact on the employees continued employment and chances for promotion.
In response with structure of power, supervision that is primarily authorisation or
power coercive will create disempowerment for staff. The feeling of disempowerment
often indicates feeling of disappointment in the supervisee.
3.2) There are various ways to address power imbalance (Cuadrado-Gordillo, 2012)–
 Proving opportunity for a fair start with help of orientation.
 Go for right thing, not always best thing.
 Proving consistent and unified evaluations of practice.
 Ensure that given task is matched with the required skills in employees.
 Using of agenda in supervision.
 Building a learning diagnosis for each supervisee.
5.1) it is important that line managers have regular informal one-to-one conversations and
ma managers need to be proactive and initiate informal discussions if the issue is large. There
are many reasons for the respective conflicts such as In-effective communication, different

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values, scarcity of resources, variation in interests, and poor performances. If conflicts are not
treated appropriately, it may cause huge losses.
5.2) Handling conflicts is termed to be as routine part of daily management. Conflict can be
dissimilar in severity and the responses necessary to deal conflicts must be evaluated and
applied accordingly (Geiger, 2009). As per my reflection, a conflict was occurred in the
workplace between a junior management and myself. It was reported that the work is not
performed as per the necessary standards and also often reported late for work. I had
counselled him various time but continuously, his performance was deteriorating. This forced
me to give a formal warning and when I approach this issue to senior management, the
accused employee denied. However, I calmly deal with the situation by sticking clearly with
the facts and this makes me satisfied.

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