IntroductionIn the recent years Health and social care services has changed intensely

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IntroductionIn the recent years Health and social care services has changed intensely and has become more intricate. Constant progress and improvements in health present a stable promise on effective and safe patient care. The predominant problem of health and social care is to nurture the principles that continuously provides excellent, safe and kind-hearted healthcare … Schall M, Sevin C, Wasson JH. Making High-Quality, Patient-Centred Care a Reality. TheJournal of Ambulatory Care Management 2009;32(1):3-710.1097/01.JAC.0000343118.23091.8a.137. Kotter J. Winning at change. Leader to Leader 1998;10(Fall):27……To guarantee high quality care, there has to be route, arrangement and obligation to a communal, holistic understanding of care that includes commitment to improving linkages with other providers and to achieving structure goals such as stability of care. This in turn implies alignment across different parts of healthcare, different providers and other groups. Ensuring the key cultural elements are in place also requires leadership that creates direction, alignment and commitment in relation to these cultural elements (Drath et al, 2008).Leadership Mary Dixon-Woods, Sarah McNicol, Graham Martin This composition is centred on the case study of negligence of a service user that was neglected, which has aggravated more complication to the service user. At best it creates a critical reflection of the activities and procedure of the care commenced by the management of a nursing home. Being aimed at understand the main causes of delays through an enquiry into the incident. This will accomplish an action plan to avoid future complaints. Leading improvement efforts collection is challenging and delicate, requiring a combination of Technical skills, facilitation skills and personal qualities. It needs to happen at multiple levels and needs to ensure alignment with staff priorities, and active work among staff to foster collaboration and engagement with improvement aims. Respected individuals can play a vital role in encouraging colleagues across different aspects of care. Key to success may be ‘quieter’ leadership, less about bombastic declarations and more about working to facilitate collaboration.Trying to secure improvement in situations where health and social care capacity is inadequate, and culture is adverse can result in emotional exhaustion and evaporation of support. Differences in morale, leadership and management in organisational settings may lead to variation in outcomes. Health worker cultures supportive of personal and professional development, and committed to improvement as a social care organisational priority, are, unsurprisingly, more likely to provide an environment where improvement efforts can flourish. However, some care staff may be actively hostile towards improvement efforts, or simply put little effort into their support. Some managers can be too busy to take an interest in improvement projects or may even feel threatened. Attempts to secure resources, such as budgets and release of time to support improvement, may sometimes be seen by managers as illegitimate or as political acts by care staff, and handled accordingly. The complexity of many interventions can also pose significant challenges for organisations.There are different models of reflection but for the purpose of this case study Gibb’s model of reflection will be explored Gibbs is based on several stages, during which you are required to answer several questions in order to go as deep as possible with your reflections. Gibbs suggests the following stages: description, feelings, evaluation, analysis, conclusions and action plan.The manager has speckled feelings on experiences/services within the nursing home. The service user was left for a while before he could be cared for as his needs required. On the similar period, healthcare staff toils hard to see the requirements and demands of service users and their family members. Nonetheless, the consequential effect was the unsatisfied family and service user excessively stressed healthcare workers. So many management and leadership issues within the unit have been acknowledged and an action plan to alleviate these matters has been explained on. A reflection evaluation on the use of diverse management and leadership theories, in addressing the main concerns in the healthcare sector centred on the case study is also involved.Leadership and Management overlap, the two activities are not synonymous, the degree of overlap is a point of disagreement. Leadership and management entail a unique set of activities or function.Leadership is often seen as a key element of management. To show how it relates to the whole administration, it associates to vision and strategy and go on to reference on leadership roles and styles. Visions refer to expectations and targets for the organisation over longer term, usually involving a clear value base. It should ideally be developed with staff and stakeholders and be recognised supported by them all. Hartley and Allison (2003) explore the role of leadership in the context of the modernisation and improvement of health and social care services. In defining leadership, they distinguish between three different aspects: the person, the position, and the processes Management in an organisation as being about the activities of planning, leading, organising, and controlling, while Leadership is pursuing operational management that gets the job done, an organisation needs an overall strategy or direction. It is obvious that any leader requires huge management skills. Over recent years there has been considerable investment in both management and leadership development. These gains must not be lost in the transition to a redesigned health system. There is a growing belief that the potential for leadership can be developed in a range of people and distributed throughout organisations, thereby fostering collaborative and integrative working to inform and contribute to an overall organisational vision (Ferlie and Shortell, 2001). This is mirrored in health and social care strategy in which the importance of identifying, nurturing and promoting talent and leadership at all levels is increasingly prioritised(Botting, 2011).The composition concludes with a conversation on several leadership styles that would toil better if used within the case study. Moreover, this composition stresses on the detailed that no single style of leadership would be effective in the workplace a combination of different leadership style need to be implemented centred on the setting.The Case StudyThe scenario of negligence took place in a Care Nursing Home in Surrey. The Care Home houses 50 residents. It is an incident that happened to one of the resident, Mr Smith while I was an agency staff contracted to work for Three month in the organisation. Whilst working at this location, I observed the negligence and abuse of Mr Smith, being one of those I was caring for at period. The failure of the Care Provider to amend his care plan for the service user tended to cause an irreparable damage to the operation system. This was due to lack of adequate communication between the career and the Nursing operative. Consequent upon these lapses, Mr Smith’s agony of ailments and bruises knew no end.Initially I was reporting the incidents to the team leader and the nurse without any serious response. According to the procedures and company policy, any such incidents had to be reported expressly to either the Nurse or the Team Leader, because the manager does not work at night. Besides, as an Agency staff, my duty does not overlap that of the Manager, who resumes work in the morning, only after I have finished. Care Workers are reduced at night for the fifty residents, for the period I was there, They had three carers of which two of them are Agency staff and a Nurse on duty. The nurse was always very busy administering medications, and other medical treatments to the residents. In most of the nights the .Nurse has to wake the residents up and attend to their needs as required. The condition of Mr Smith would have been enhanced by giving a one-to-one care support at the early stage especially at night in his room.Mr Smith, 87, has been residing in the care home for the past seven years. He came to the care home because he has mobility problems, and his incapability to live alone. Recently, Mr Smith have been very active and restless at night. At night, Mr Smith is restless, and he is all over the whole place in his room. But during the day, he is calm and very cooperative with the careers. In most nights, he is found on the floor wet and cold. Every week Mr Smith will be hospitalised for bruises and treatment for falling. During a couple of weeks I was caring for Him with other residents, I observed that the service user particularly needs one-to-one care especially at the nights. I have severally documented the various incidents that transpired concerning the client at nights. In spite of all complaints, nothing was done by the authority by the authority to effect a change.Smith’s children raised concerns on account of their frequents visits to their dad at the hospital; having noticed his frequent falls, and avoidable bruises? None of the staff was able to say anything valuable. For two full weeks, the children had visited at several occasions. They remained with their Dad for so many hours; sometime they even put him to bed by themselves. Hardly could they realise that the issues occur only at night after they had left.In other to ensure that the manager is aware of the incident I had to for the resumption of the manager in the morning. I strive to explain the problems to the manager verbally, highlighting the urgency which the situation demands. Having spoken to the manager, she was very pleased for the information. She did replied that she was not aware of the incident. She quickly summoned the staff meeting to have more insight to the issue. At this stage, the service user as incurred many bruises before the manager stepped in to redeem the situation. The negligence was addressed by supporting the service user on one to one. But before then the service user has incurred a serious fracture in his ribs. He remained in serious pains and stress. He died two months after. The manager was informed about his death, and the root cause of the incident. Although the family has raised concerns about their Dad’s frequently being in and out of the hospital. Upon evaluating them, it was noted that the complaints were mostly regarding the insufficient care which the service user receives at night. A Detoreriating condition of the service user was as a result of lack of communication between Team leader, nurse and the manager. This has made the service user to suffer many pains. Inadequate permanent staffing deploying of agency staff has equally made it impossible for her to contact the manager to relate the issues at work. To ascertain the real cause of the concerns, the agency staff took it upon herself to spend more time after works to wait for the manager to inform her about the social and health condition of Mr. Smith.Critical Analysis through using Reflective Model. The idea of this model is to systematise reflections and isolate feelings. The different stages usually help to slow down our thought processes so that we don’t jump to conclusion. In healthcare sector reflection hassles on the significant of reactions that is nonstop linked. The manager lacks competence workers to ensure of adequate structures to support improvement activities often means creating new systems and processes from. Team instability—arising, for example, from lack of succession planning, rotating staff, shift patterns and use of agency staff—can result in stalled progress or make it difficult to sustain collective knowledge and enthusiasm. Outer contexts, including shifting policy agendas and regulatory requirements, can be a major barrier, because of their effects of organisational turbulence and staff distraction and instability of structures and teams. Problems can occur when improvement efforts run counter to centrally driven national pushes and pressures or are introduced into environments already suffering Social care stress from mandated requirements. At senior management level, interventions that fit with strategic goals and organisational aspirations are more likely to be met with active enthusiasm. Involving service users in organisational change may increase its legitimacy and its chances of success, ensure that improvements are focused on service user’ priorities, and assist in dissemination activities. However, evidence that user involvement improves quality and outcomes remains limited and many challenges still remain. External support from professional societies or consultants may also be important in overcoming limitations. However, the extent to which external support can compensate for major structural and resource deficits or adverse organisational cultures is unclear. Mary Dixon-Woods, Sarah McNicol, Graham Martin Reflective practice is a way of studying your own experiences to improve the way you work. It is very useful for health professionals who want to carry on learning throughout their lives. Reflection is part of this progression and the development of reflective skills assists with the process of knowing how to learn, and the acceptance of the individual’s centrality to their own learning (Brockbank and McGill, 1998; Maudsley and Strivens, 2000). Reflecting on learning achievements can empower the learner to make intelligent decisions about how to move ahead with their learning needs. Working towards becoming a reflective practitioner enhances what a worker can bring to their job role, as well as the development of their future career plans (Schon, 1983).Engaging in reflective practice should help to improve the quality of care you give and close the gap between theory and practice. It has also become a key strand of approaches to the broader field of continuing professional development, work-based learning and lifelong learning (Eby, 2000; HPC, 2006)One of the most important and enduring contributions were to identify two types of reflection: reflection-on-action (after-the-event thinking) and reflection-in-action (thinking while doing). In the case of reflection-on-action, are approved by professionals consciously to examine, describe, analyse and evaluate their past practice with a view to gaining insight to improve future practice. With reflection-in-action, individuals are seen as examining their knowledges and responses as they occur. In both types of reflection, health care practitioners aim to connect with their feelings and attend to relevant theory. They seek to build new understandings to shape their action in the unfolding situation. In Schon’s words: Gibbs’ model is a more proper model that is generally cited by healthcare professionals. The model is unique, emphasising the role of reactions and accepts its importance in reflection