Perspectives in Health and Social Care: S1 Presentation

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Perspectives in Health and Social care
S1: Present a mind mapping visual board to demonstrate health and social care
organisation
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Table of Contents
Introduction......................................................................................................................................3
Part 1................................................................................................................................................4
Part 2................................................................................................................................................5
Part 3................................................................................................................................................7
Part 4................................................................................................................................................8
Part 5..............................................................................................................................................10
Part 6..............................................................................................................................................11
Conclusion.....................................................................................................................................12
Reference List................................................................................................................................13
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Introduction
The health and social care (H&SC) sector of the UK society operates following certain
legislative and fundamental structure within its organisations. These aspects enable the
organisational functionality to operate successfully. The need for effective theoretical prospect in
H&SC is based on the various approaches that ensure the providence of services is authentic and
structured efficiently.
The following study focuses on the theoretical perspectives of H&SC approaches, managerial
and leadership concepts that help organisations in the sector to receive financial support in
operating their business in the business environment of the UK. Barnsley Hospital’s operational
and functional strategy would be evaluated in this study for a better understanding of the
influences these theoretical frameworks present to the working of the institution. Established in
1977, the institution provides HSC services to the population of the country and operates under
the NHS foundation trust (Barnsley Hospital, 2019).
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Part 1
The core tenet of functionality that the organisations within the HSC sector develop their
business on can be regarded as the tactics of providing services to individuals in need at an
effective pricing. In accordance to the core beliefs of providence, organisations design their
structural and operational fundamentals.
According to the factors identified by Joiner and Lusch (2016), there are three major approaches
to HSC services in the business environment of the UK economy. Psychological, Behaviourist
and Person-centred approaches enable the practitioners and officials to develop strategies within
the treatment and service providing departments of the organisation. The theoretical approaches
of psychodynamic, cognitive and humanistic approaches ensure the progress of treatment plans
for patients are developed considering holistic options in the business sector of the organisations.
Considering the opinion formed by Bercaw (2017), healthcare organisations follow the
transformational leadership pattern as it allows them to develop their operational functions
efficiently. Since the transformational leadership method ensures effective planning during every
situation within the organisation, HSC operators utilise the framework. As observed by Regan et
al. (2016), the implementation of authentic leadership technique in organisational framework for
HSC sector ensures the efficiency of the staffs within the institutions are achieved in a holistic
manner. This type of leadership technique helps the organisations to empower every employee
within the institution in providing accurate services to the consumers.
The notion of involving the employees within the organisational framework provides the
institutions with the ability to develop their working styles according to the capacity of the
teams. The leader-member exchange (LMX) theory of leadership ensures the communication
among the “in-group” members and the management enhances the functionality of the
organisation (Mostafa and El-Motalib, 2018). As per the findings developed by Ginter et al.
(2018), the application of management styles within the organisational framework for H&SC
operators, include the aspects of human relations and classical management techniques. These
aspects of management procedures within the HSC sector provide the management to develop
strategies that are in alliance with the benefit of the society.
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Part 2
The theoretical perspectives of psychodynamic, humanistic and cognitive approaches ensure the
ability of the employees within the H&SC organisation provide the consumers with an effective
treatment plan. The psychodynamic approaches present the scope of the HSC sector operators to
design customised treatment plans for the successful recovery of the patients. The application of
cognitive approach of H&SC in institutions provides the institutional framework to provide the
consumers with the opportunity to design better treatment plans. The approach allows the
employees to be aware regarding the patients’ demands and claims regarding the type of illness
and the treatment they desire from the institution. The humanistic approach in health and social
care organisations ensure that the operatives in the sector are able to develop skills that provide
effective services to the consumers. A culmination of these theoretical perspectives in the H&S
organisations proves beneficial for the consumers in gaining relevant services from the
organisations.
The leadership approaches of transformational and authentic ensure the management of the
organisations are able to evolve their operational tactics in accordance to the social and political
scenario of the UK H&SC sector. The leadership approaches within the sector are developed in
accordance to the external environment. The socio-political scenario of the country also plays a
role in the development of the managerial perspective within the organisational framework of the
H&SC sector. The application of human relations tactics devised by Schein and Mayo provide
the organisations to provide proper guidance to the employees regarding their job roles. It is also
evidenced that the implementation of classic management tactics as per the notions of Fayol are
effective in H&SC sector.
However, it can be observed that the implementation of LMX leadership within the
organisational framework reduces the efficiency of the employees as the presence of “in-groups”
and “out-groups” create segregation among the staffs. Considering the current structural
framework of the H&SC sector in the UK, the policies and legislative regulations enhance the
operational ability of the organisations in the business sector for H&SC organisations. The
current legislative regulations provide the employees and the consumers with an effective
environment in the health sector for fulfilling their expectations.
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The various approaches to healthcare as identified for the industry include the psychological,
person-centred and behaviourist approaches. The development of policies and frameworks is
based on the collaborative functioning of these concepts and theoretical frameworks. These
facets encourage the NHS to stress on the “quality of care” within their organisations.
Maintenance of “safety standards” within the organisation provides the management to practice
strategies that are beneficial for the safety of the patients as well as the employees.
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Part 3
The Barnsley Hospital operates in accordance to the policies and legislative frameworks relevant
to the H&SC sector in the business scenario. However, there have been certain situations within
the operation of the organisation that requires improvement. The hierarchical leadership structure
of the organisation reduces the scope of communication among the staffs and the management.
This increases the risk of malpractice among the staffs of the organisation. The situation of the
hospital’s operations could be improved by following the tenets of authentic and
transformational leadership structures. Barnsley Hospital would be able to empower their
employees through authentic leadership approach in their business operations.
The organisation could benefit from the utilisation of cognitive and humanistic theoretical
perspectives while providing the consumers with effective treatment. The combined effect of
applying relevant approaches and theoretical framework within the organisational operations
would improve the quality of services provided by the hospital. As per the outcomes devised by
Sharma (2016), the result of malpractice among the healthcare professionals arise from the
implementation of ineffective H&SC approaches in the functionality. Thus, it is essential for the
management of Barnsley Hospital to develop their leadership patterns as per the tenets of
authentic and transformational leadership practices. Implementation of cognitive and person-
centred treatment for the patients within the organisation would allow the hospital to provide
effective treatment to the patients in compliance with the policies of NHS and CQC.
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Part 4
The different types of leadership approaches and styles integrated within the functionality of a
H&S sector organisation is identified in order to develop a clear understanding of the best
approach that would suit the needs of an efficient H&SC organisation.
Transformational leadership ensures the leaders within the organisation are able to provide
“inspirational motivation” to the employees within the organisation for enhanced performance of
the employees. The form of leadership provides them to initiate an “intellectual stimulation”
among the staffs as well as develop “idealised influence” over their ability to perform quality
services towards the consumers (Banks et al., 2016). The guidance provided by the
transformational leaders develops “individualised consideration” among the members of the
organisational framework.
The authentic leadership form provides the management of the organisation in the H&S sector
to generate better results in empowering the staffs regarding the type of practice they perform in
their job roles (Leroy et al., 2015). This style of leadership encourages the notion of encouraging
the employees to be the better judge of situations while treating patients.
The managerial perspectives that enhance the efficiency of the organisation include application
of human relations concept of managerial perspective. The ability of the managers to
communicate with the staffs through effective teamwork ensures the successful operation of the
organisation in developing tactics that are beneficial for the organisation (Santandrea et al.,
2016). Communications among the staffs in H&S sector ensure the treatment received by the
patients are effective and appropriate.
The implementation of classical management theory devised by Fayol provides the managers to
divide the work among the employees efficiently while maintaining the responsibility and
authoritative figure of a manager in their operations (Liebler and McConnell, 2016). The
application of this management theory within the operations of the organisation ensures that the
employees are able to provide the consumers with the best quality of care and services in the
industry.
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However, the application of leader-member exchange (LMX) leadership theory reduces the
efficiency of the organisation in the H&SC sector as it encourages division among the “in-
groups” and “out-groups”. Such division affects the overall performance of the department and
the organisation. It is noted that the application of leadership patterns and management styles
within the organisation help the organisation to implement effective policies in the practice of
medicine and treatment services in the sector. Modifications in the leadership and management
style within the organisation would influence the organisational structure of the institution as
well. Hence, it is determined that the accurate application of leadership styles and managerial
perspectives would enhance the quality of services that the consumers receive from the
organisation.
Mind map
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Barnsley Hospital
Leadership
perspective
Management
perspectiveH&S approach
Theoretical
perspective
LMX theory Transformational Authentic
Human relations
Classical management
Humanistic
Cognitive
Psychodynamic
Psychological
Behaviourist
Person-centred
Part 5
The triads of theoretical frameworks, policies and administrative practice styles within the
organisational framework of the H&SC sector is based on the socio-cultural and political aspect
of the region. Considering the situation of the UK market scenario in relevance to H&SC sector,
the core concepts of cultural factors influence the policy-making tactics of the H&SC sector
(Smee, 2016). The recent cultural trends in the UK health sector provoked the NHS and
government authorities to develop policies that cater to the needs of disabled individuals,
immigrants as well as improvements in maternity health and children’s welfare are considered
with equal importance.
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Theories, policies and practice
Cultural
Social
Political
Development of policies
Framing leadership styles
Formulation of management styles
Political alignment of diversity
Improving policies
The socio-political framework of the country provides the UK health sector with the opportunity
to develop policies and practices in accordance to the demands of the public (Jones et al., 2017).
The need for maintaining the standard of practices within the H&SC organisations is developed
through the implementation of legislative policies. These legal formulations are drafted as per the
opinion of the public and are identified through the influence socio-political factors exhibit on
H&SC sector.
Extended mind map
Part 6
The role of diversity and equality within the H&SC sector promote the ability of the
organisations to cater to a wider range of population belonging to a variety of ethnic
backgrounds. The rationale for developing diversity in the HSC practices of the country ensures
the organisations are able to treat a wider range of consumers and employ variety of employees
within their organisation (Dawson et al., 2016). The tenets of Equality Act and tenets of
inclusive services within the organisational framework enable the staffs and the management to
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develop a work environment without any discriminatory behaviour against a particular race or
gender.
The role of a diverse work environment within the H&SC sector provide the organisation with
the opportunity to develop a varied workforce that successfully enhances the work ability of the
employees. A culturally diverse work environment would enable the consumers to receive proper
treatment and enhance the brand image of the organisation.
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