R/650/1138 Working in Partnership in Health and Social Care Assignment Sample

Master partnership working, conflict management and innovation strategies through this R/650/1138 guide to elevate your health and social care assignments and professional collaboration skills.

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Introduction

Health and social care is one of most responsible field and it highly contributes to the welfare of society. A health and social care organisation is become able to provide better treatment and care with the help of their doctors, healthcare workers and other people. Partnership working in health and social care is important factors to enhance the patient’s outcomes Assignment help In Uk. The essay is going to explain about the working in partnership in healthcare organisations. Further, it will explain about the establishing and maintaining working relationship with others.

R/650/1138 Working in Partnership in Health and Social Care Assignment Sample
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1. Features Of Partnership Working

1.1 Description of key elements of partnership working with:

External organisations: Health and social care professional such as; doctor, nurses etc. work with the other organisations on common goal to improve the patient’s health. Each party who are involved in the partnership must openly communicate to make sure that both the partners are on the same page. While working external organisations, resources must be shared to obtain partnership’s goals.

Other practitioners: In healthcare care settings, a doctor or any healthcare provider needs to work with other practitioners. While working with other practitioners, someone must value the knowledge, competencies and skills of other professionals. Effective communication is also important to share information and updates. In partnership, healthcare workers learn from each other and become effective in own role.

Colleagues: While working with colleague’s teamwork is essential to accomplish the common objectives (Alderwick et al, 2021). Open communication and mutual support are also the major factors of partnership with colleagues. It is crucial to share ideas, convey relevant message, concerns as well as feedback honestly. Working with co-workers motivates the professional development.

The individual: It involves major factors such as; include an individual in decision-making procedure and goal-setting as it ensures that their requirements and preferences are taking into account. Respect self-sufficiency and offers clear information are also crucial elements of working with individual.

Families: Main elements involve inclusion, respect, open communication and support. Doctor must involve families in decision-making process and other member should respect their opinions.

1.2 Evaluation of importance of partnership working with:

External organisations: Working with external organisations is highly beneficial in terms of enhancing efficiency and quality of service provision. When a doctor works with external organisations, it increases the access to expertise and extra resources which contribute in sharing the best approaches and practices.

Other practitioners: When in the healthcare organisation, a doctor and nurse work with other practitioners which help in promoting the multidisciplinary co-ordination. Partnership is important as it nurtures more interrelated and combined support system for people. It enables for pooling of different skills, competencies and perspectives.

Colleagues: Working partnership between doctors and their colleagues is useful to boost combined approach in the organisation. It supports wisdom and consistency in the service delivery (King et al, 2021). Further, it supports professional growth by shared learning as well as experiences.

The individual: Working with individuals is useful as it empowers an individual through including them in process of decision-making. It boosts the trust and communication among people who are working in partnership.

Families: Partnership working with families is equally important in terms of sharing ideas and experiences. Families actively take part in decision-making which help to make sure that services are developed or modified to meet the particular needs.

1.3 Ways to overcome obstacles to partnership working

Partnership working is a kind of collaboration among the various organisations, healthcare professionals and other people. Although, there can be different obstacles which hinders effective partnerships. Establishing clear channels of communication and make sure that all members in partnership have equal access to relevant information are the best ways to reduce barriers. Communication channels involve regular meetings, video conferencing and emails. It is crucial to create goals and vision in partnership working as it facilitates to align efforts. Also, it makes sure that doctor and their partners are working in the direction of common purpose. Establishing trust and define clear roles and responsibilities are beneficial in reducing barriers to partnership working (Ocloo et al, 2021). When healthcare professionals, who are working in partnership, respect the different perspectives and shows reliability then it contributes in overcoming the challenges that adversely impact partnership. Moreover, it clearly defines duties and responsibilities of all partners which avoid confusion as well as duplication of practices and efforts. It promotes liability and makes sure that each person understands their involvement to partnership. Strong and effective leadership approach can be helpful to reduce obstacles by directing partnership. It makes sure that all partners are dedicated and motivated towards their work which also helps to promote optimistic working environment in the healthcare organisation.

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1.4 Dealing with conflict that may rise in partnership working

Health and social care is complex system and when professionals are working in partnership, there is a high chance of raising conflicts. But, it is must for the doctors, nurses etc. when they work with others to deal with the conflicts so that they can provide better services. Conflicts in partnership working can be managed by communicate openly with partners. If one partner has any issues then they must talk with their other partners whether they are senior doctors instead of jumping direct to the conclusion. By honest communication, both partners can solve the issues and it can reduce the chances of increasing conflicts (Wade, 2021). Face-to-face meetings are one of the most useful communication method because it gives chance to each person to express their opinions. It is crucial to find the root of conflicts as it will make easy for the healthcare professionals to solve issues as soon as possible before it getting worse. Active listening can play a valuable role in dealing with the conflicts. It is crucial for partners to listen carefully to the distresses and viewpoints of partners without any interruption. When any conflicts happen then giving enough time to discuss the issues with partner can be useful. A good discussion allows partners to understand each other’s opinions and thoughts. Overall, it is crucial to have mutual understanding especially when healthcare workers working in partnership.

2. Establishing And Maintaining Working Relationships With Others

2.1 Evaluation of processes for effective working relationships with others

Partnership is important in health and social care field in order to give better care, treatment and support to the patients. There are different aspects that are beneficial to evaluate the procedure for efficient relationships with others. Communication is most important aspect which is beneficial in making effective working relationship with other people. Evaluation of clarity and different channels of communication in the procedures is crucial. It is also important to evaluate whether the communication channels ensures honest and transparent communication (Tembo et al, 2021). Evaluation of processes for addressing disputes along with the disagreements is the most helpful in maintaining relations with others. Moreover, it is vital to evaluate how the procedure promote and encourage group work and collaboration. Collaboration with the other professionals in the healthcare organisation helps to share ideas, thoughts, responsibilities as well as resources. Taking account into presence of feedback approach in the procedure for efficient working relationships with other professionals can be ensured. It allows for productive feedback along with continuous improvement.

2.2 Common objectives utilised when working with others within boundaries

It is essential to have common goals or objectives while working with other professionals or people within the boundaries of own role.

Teamwork: When two professionals work with each other or one healthcare professional works with families and friends, they aim to work as a team. It needs eagerness to listen ideas as well as share own ideas.

Develop relationships: When professionals working together each other then there common goal is to make strong relationship with each other. Establishing relationships makes the partnership working procedure smooth (Anderson et al, 2021).

Professional development: It is another common objective of both partners while working together. Healthcare professionals always want to perform the activities and tasks that contribute to their professional growth. By working with others, an individual has chance to learn from their expertise and experiences and improve own knowledge.

Improve productivity: The most common goal while working with others is to enhance productivity. It is obvious when people work together they want to become capable enough so that they can produce high standard work and benefit the organisation.

3. Evaluate Partnership Working

3.1 Contribution of learners to improve the partnership working

In the partnership working, learners can contribute considerably so that they can improve partnership. Learners can enhance working through fresh perspectives and ideas. They can bring unique and novel ideas to solve any tasks. It can facilitate to increase innovation in the partnerships. Additionally, learners can share their experiences, knowledge and insights, elevating the shared knowledge base of the working partnerships. Learners can also offer constructive and valuable feedback regarding work. Feedback approach helps to find out the areas of improvements (Markowski et al, 2021). By knowing the areas of improvement, someone can make strategies to improve weak areas. Learners who belongs to diverse culture and backgrounds can contribute in partnership by promoting diversity as well as inclusivity. It can facilitates to make decision-making process more effective. Moreover, by active involvement, a learner can build valuable skills like leadership, active listening, communication and teamwork that eventually contribute to overall efficacy of working partnerships.

3.2 Own strengths and weaknesses related to the partnership working

I am a responsible healthcare worker and I always try to perform better when I am working with other professionals. From my past partnership working experience, I evaluated that I am an excellent communicator that helped me to share information, ideas and opinions in confident manner. I can work well in team and compromise when I did not agree with other’s opinions. It helped to reduce the chances of conflicts and make working environment more optimistic. I have good problem-solving skills which facilitated me to solve the complex tasks in partnership working and achieve common goals. However, I also possess some weaknesses that impact working (Aunger et al, 2021). I am weak in managing time and sometimes I missed the deadlines. Due to this issues, I always remained behind in working partnership. I have lack of decision-making skills that prevent me to make informed decisions. Because of poor decision-making ability, I always felt difficulties to make appropriate decisions regarding work that adversely impact my overall work.

3.3 Ways to enhance own practice relating to partnership working

As a healthcare worker, it is important for me to utilise different strategies and ways to enhance my own practice to perform better in partnership working. I will try to closely work with others and learn their ways how they manage their time. Time table will be also useful for me to improve my own practices. I will divide daily tasks into different sections according to priority. It will help me to save my time and complete essential tasks on time. I will also work on my decision-making skills by weighing the pros and cons of decisions (Sinnott et al, 2021). Considering different aspects and factors is also good way to make appropriate decisions which are beneficial for all partners. Apart from my weaknesses, I will focus on active listening ability. I will actively listening to other member’s opinions and perspectives. It could be useful to foster mutual respect and understanding between partners.

3.4 Ways to review effectiveness of partnership in accomplishing agreed outcomes

There are different ways to review the efficiency of partnership in obtaining the agreed outcomes. It is crucial to make sure that agreed outcomes related to partnerships are well-defined as well as measurable. It offers the foundation for measuring the effectiveness and increase success chances. Maintaining consistent and honest communication with each partner is most beneficial way (Skivington et al, 2021). By communication, partners can discuss about the progress, issues along with the successes. It can be performed by group discussions, meetings and reports. Further, key performance must be utilised to measure the efficiency of partnership in obtaining goals. Healthcare worker and their partner can identify specific KPIs which align with settled outcomes. It can help to track and examine the overall performance.

4. Work With Others To Support Organisational Innovation And Growth 186

4.1 Aspects of an organisation that are no longer effective in person-centred care 36

There are some aspects of an NHS which are no longer effective in person-centred care:

Outdated policies and procedures: Old policies and rules are not utilised by the healthcare organisation. Moreover, if they will use old approaches then it can impact patient’s health. Now, organisation is using the new working ways, approaches and procedures.

Focus on task completion: Previously organisation focused on task completion. But it is no longer of use and now organisation concentrates on individual care over focus on completion of task (Knezevic et al, 2022). Organisation focuses on the needs of a patient and provides care accordingly.

Stereotypical attitudes from workers: Nowadays, stereotype behaviours are no longer effective in offering person-centred care. All healthcare professionals treat all patients as well as their families equally. Organisation does not show discrimination while offering care and support.

Lack of empowerment: This aspect is no longer effective in person-centred care. Now, organisation involves the service users along with their families in decision-making procedure and care planning.

4.2 Work with others to identify opportunities for growth

Team collaboration: When workers with diverse perspectives and knowledge work as a team, it highly helps to find opportunities for development in healthcare organisation. Doctors, nurses and other workers have chance to give different ideas that help organisation to achieve growth.

Internal analysis: By performing internal analysis, an organisation can know their capabilities as well as areas of improvement (Grailey et al, 2021). SWOT is one of the best tool for internal analysis. By knowing opportunities, the organisation can make strategies how to use it and offer more effective services to patient.

Market research: By market research, NHs can collect industry and market insights as well as feedback of patients and other people. It could be helpful to understand the growing needs and demands which further facilitate in redesigning the healthcare services.

Feedback approach: It is most crucial way that help in finding the growth and development opportunities. An organisation can establish a robust feedback system. It can be used to collect input from workers, service users, families and other stakeholders. The collected information would help to modify process or integrate nee methods to improve patient outcome and achieve organisational growth.

4.3 Maintenance of culture that supports innovation, change and development

In healthcare organisation like NHS, it is essential to focus on upholding the organisational culture. If the organisation pays attention on this aspect then it would support the innovation, transformation and growth. An organisation can offer the training and learning opportunities to workers. By involving in training sessions at the workplace, employees can improve their existing skills and learn new skills and software. After that, employees can use innovative and creative ideas to do their job (Flessa and Huebner, 2021). It is also crucial to nurture a culture of experimentation as well as risk-taking. In this kind of culture, healthcare workers can feel free to experiment new ideas to do tasks and also learn from their mistakes. An organisation can encourage feedback and recommendations from others, including workers and service users. They would tell about issues they faced while giving or receiving treatment and can also offer suggestions. The opinions of the others must be taken seriously in order to increase innovation and obtain growth.

4.4 Maintenance of culture which recognises available resources in expertise

An organisation can utilise numerous strategies in order to preserve the culture which recognises the resources available in expertise. Strong communication is first strategy which can motivate workers to share their ideas without any difficulties. By communication, a healthcare organisation could be able to know the proficiency level of their workers. Offering appreciation to the healthcare employees when they complete tasks is also good way to uphold culture. The senior doctors can acknowledge and praise the contribution of workers in front of other people and tell about the values that workers bring to the service. Further, shared decision-making procedure is useful to leverage the worker’s expertise (Sheikh et al, 2021). But, it is important for the organisation to make sure that their insights and point of views are considered. It will help to build a trustworthy work environment. Construct mentorship programs is another strategy in which staff members can share their knowledge with other workers. It could help to build a culture of learning. Through applying all these approaches and strategies in an appropriate manner, an organisation maintains culture which recognises expertise of workers working in service.

4.5 Significance of entrepreneurial skills

Health and social care industry is growing rapidly so, it is crucial to understand the importance of entrepreneurial skills to make sure the market is capable to meet the future demand related to adult care. Entrepreneurs possess a set of valuable skills and they have capability to do things in unique way. They can introduce innovative and novel care services as well as techniques so that healthcare sector can fulfil changing requirements of adult patients. Entrepreneurial skills allow people to adapt to shifting market demands and changes in people’s preferences (Martínez-Peláez et al, 2023). It will make sure that the adult care facilities remain effective and pertinent. Entrepreneurs have an ability to streamline procedures and operations in the adult care field. It can facilitate to enhance operational efficiency as well as cost-effectiveness in delivery of healthcare services. Entrepreneurial skills also help in making the informed decisions for the ageing population who need extra care. Overall,

Conclusion

As per above analysis, it is concluded that partnership play vital role within healthcare organisations. As responsible healthcare workers, they need to be worked with other professionals, organisations, co-workers and families to provide better services. It has identified that while working in partnership; both partners require communicating openly. Honest and regular communication with partners would be useful to improve partnership working.

References

Books and Journals

  • Alderwick, H., Hutchings, A., Briggs, A. and Mays, N., 2021. The impacts of collaboration between local health care and non-health care organizations and factors shaping how they work: a systematic review of reviews. BMC Public Health, 21, pp.1-16.
  • Anderson, M., O'Neill, C., Clark, J.M., Street, A., Woods, M., Johnston-Webber, C., Charlesworth, A., Whyte, M., Foster, M., Majeed, A. and Pitchforth, E., 2021. Securing a sustainable and fit-for-purpose UK health and care workforce. The Lancet, 397(10288), pp.1992-2011.
  • Aunger, J.A., Millar, R., Greenhalgh, J., Mannion, R., Rafferty, A.M. and McLeod, H., 2021. Why do some inter-organisational collaborations in healthcare work when others do not? A realist review. Systematic reviews, 10, pp.1-22.
  • Flessa, S. and Huebner, C., 2021. Innovations in health care—a conceptual framework. International journal of environmental research and public health, 18(19), p.10026.
  • Grailey, K.E., Murray, E., Reader, T. and Brett, S.J., 2021. The presence and potential impact of psychological safety in the healthcare setting: an evidence synthesis. BMC health services research, 21, pp.1-15.
  • King, R., Taylor, B., Talpur, A., Jackson, C., Manley, K., Ashby, N., Tod, A., Ryan, T., Wood, E., Senek, M. and Robertson, S., 2021. Factors that optimise the impact of continuing professional development in nursing: A rapid evidence review. Nurse education today, 98, p.104652.
  • Knezevic, B., Lewandowski, R.A., Goncharuk, A. and Vajagic, M., 2022. Studying the Impact of Human Resources on the Efficiency of Healthcare Systems and Person-Centred Care. In Intelligent Systems for Sustainable Person-Centered Healthcare (pp. 145-164). Cham: Springer International Publishing.
  • Markowski, M., Bower, H., Essex, R. and Yearley, C., 2021. Peer learning and collaborative placement models in health care: a systematic review and qualitative synthesis of the literature. Journal of Clinical Nursing, 30(11-12), pp.1519-1541.
  • Martínez-Peláez, R., Ochoa-Brust, A., Rivera, S., Félix, V.G., Ostos, R., Brito, H., Félix, R.A. and Mena, L.J., 2023. Role of digital transformation for achieving sustainability: mediated role of stakeholders, key capabilities, and technology. Sustainability, 15(14), p.11221.
  • Ocloo, J., Garfield, S., Franklin, B.D. and Dawson, S., 2021. Exploring the theory, barriers and enablers for patient and public involvement across health, social care and patient safety: a systematic review of reviews. Health research policy and systems, 19, pp.1-21.
  • Sheikh, A., Anderson, M., Albala, S., Casadei, B., Franklin, B.D., Richards, M., Taylor, D., Tibble, H. and Mossialos, E., 2021. Health information technology and digital innovation for national learning health and care systems. The Lancet Digital Health, 3(6), pp.e383-e396.
  • Sinnott, C., Moxey, J.M., Marjanovic, S., Leach, B., Hocking, L., Ball, S., Georgiadis, A., Lamé, G., Willars, J. and Dixon-Woods, M., 2021. Identifying how GPs spend their time and the obstacles they face: a mixed-methods study. British Journal of General Practice.
  • Skivington, K., Matthews, L., Simpson, S.A., Craig, P., Baird, J., Blazeby, J.M., Boyd, K.A., Craig, N., French, D.P., McIntosh, E. and Petticrew, M., 2021. Framework for the development and evaluation of complex interventions: gap analysis, workshop and consultation-informed update. Health technology assessment (Winchester, England), 25(57), p.1.
  • Tembo, D., Hickey, G., Montenegro, C., Chandler, D., Nelson, E., Porter, K., Dikomitis, L., Chambers, M., Chimbari, M., Mumba, N. and Beresford, P., 2021. Effective engagement and involvement with community stakeholders in the co-production of global health research. bmj, 372.
  • Wade, D.T., 2021. The future of rehabilitation in the United Kingdom National Health Service: Using the COVID-19 crisis to promote change, increasing efficiency and effectiveness. Clinical Rehabilitation, 35(4), pp.471-480.

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