You are the practice manager of a GP Surgery, with strategic and operational management and organisational leadership responsibilities
This unit is about being able to set, agree and monitor performance targets that will contribute to the achievement of organisational objectives. It is also about being able to improve performance, motivate the team and secure their commitment and recognise the impact of organisational politics and personal interests.
Delegates may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that you are not able to do so, please use the below scenario:
You are the practice manager of a GP Surgery, with strategic and operational management and organisational leadership responsibilities.
You have responsibility for all aspects of the performance management of your team and its contribution towards the achievement of business goals.
A strategic objective for the organisation is for the three members of the Data Team to optimise workflow to the doctors. The practice receives approximately 100 clinical letters per day from consultants, therapists etc. Previously all of these have been scanned into the clinical system and workflowed to the registered doctor to review, however there is often no action such as further tests, a change in prescription etc for the doctor to actually do. The doctors are spending an increasing amount of time reading letters that they really don’t need to see. The Data Team have been asked to read the letters and only workflow those that
• Pertain to anyone under the age of 18
• Have an action for the GP to complete
• Anything pertaining to cancer treatment
• Any letter requiring a change in prescription should be workflowed to the pharmacist
• All other letters should be filed directly into the patient record ensuring that diagnoses and surgical operations are correctly coded.
This is a significant change for the Data Team and training and guidance must be given and review processes need to be put in place to ensure doctors/pharmacist see the correct letters and that those that are filed straight to notes are correct so that patients do not come to harm.
National statistics suggest this workflow optimisation can reduce a GPs admin workload by approximately 75%
Task 1 — Performance Management.
Guideline Word Count: 1,000 Words +/- 10%
Describe a performance management process for ensuring that responsibility for delivering strategic objectives is shared throughout the organisation.
I v j Use a practical example to illustrate how team performance links to organisational objectives.
Identify a range of at least four different tools and techniques for setting team performance targets.
Evaluate these by comparing and contrasting them, using a table format if preferred, identifying the advantages and disadvantages of each.
Assess their value then in the ongoing measuring and monitoring of team performance during the year, using practical examples to illustrate what worked well and what did not work so well in different situations or with different teams and cultures.
Critically examine at least three methods you could use to agree performance targets for individuals within the team when compared with their current performance.
A.C. 1.1 — Assess the links between team performance and strategic objectives.
A.C. 1.2 Evaluate tools and techniques available to set team performance targets.
A C 1.3 —Assess the value of team performance tools to measure future team performance.
A.C. 2.1 — Determine required performance targets within teams against current performance.
Task 2 — Individual Commitment.
Guideline Word Count: 900 Words +/- 10%
Using work-based examples to illustrate where possible:
Discuss why it is important that each individual team member signs up to deliver team objectives, highlighting some of the implications where this is not the case.
Describe at least three different theories on motivation.
Relate motivational techniques and influencing and persuading methodologies to the encouragement of team members to commit to shared goals, by means of practical examples. Your examples should identify where this has worked well and where it has not worked so well, and why.
Describe how, in practice, individual personalities, self-interests and internal politics can impact on the level of personal commitment and reflect on the strategies a senior manager can take to overcome these.
A.C. 2.2 — Discuss the need to encourage individual commitment to team performance in achievement of organisational objectives.
A.C 4.1 — Determine influencing and persuading methodologies to gain the commitment of individuals to a course of action.
A.C. 4.2 — Discuss the impact of individual dynamics, interests and organisational politics on securing the commitment of individuals to a course of action.
Task 3 — Mentoring and Coaching.
Guideline Word Count: 320 Words +/- 10%
Providing practical examples wherever possible:
Separately define delegation, mentoring and coaching.
Describe the role of each technique in the achievement of organisational objectives, explaining how a departmental manager might deploy them in the management of team performance.
A.C 2.3 — Relate the application of delegation, mentoring and coaching to the achievement of the organisational objectives.
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