Introduction

Team management implies for the action, strategies and techniques which bring a group of persons with each other in order to work efficiently as a team and accomplish a common objective. In health & social care field, team management plays the most crucial role in performing daily care activities. Team management directly influences the patient outcomes, satisfaction and organisational efficiency. The report is going to explain about the team management in various health care settings such as Heathlands House (residential care home) and NHS.

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Task 1

1. Understanding the characteristics of effective teamwork

1.1 Evaluation of team development theories

Team development or building is an essential practice for manager of Heathlands House, a residential care home and contributes in enhancing unity and morale. Here are the two most useful team development theories which given below:

• Tuckman's theory: The theory involves five phases such as; forming, storming, norming, performing and adjourning (Tuckman’s Theory, 2024). As per the Tuckman’s model, the process of team development starts when team first get together and continue till the specific project completes and the team separates.
• Belbin's theory: The theory based on nine clusters of behaviour which shows how individuals work together in teams (The Nine Belbin Team Roles, 2025). The nine key roles include shaper, complete-finisher, implementer, plant, monitor-evaluator, specialist, team worker, resource investigator and coordinator.

1.2 Strategies to reduce the common team work challenges

Within healthcare organization, there are several common challenges that faced by the team which includes lack of clarity, conflicts, lack of communication, decreased engagement and cultural differences. There are numerous strategies that help in overcoming the challenges related to teamwork:

• Open communication: It is important for the manager to honestly communicate with the team members and listen to each other’s opinions.
• Understand team expectations: Before assigning role, it is crucial to know the team member’s expectations that facilitate proper allocation of task.
• Building positive work culture: By making workplace culture flexible where each team member can present views and meanwhile feel respected as well as valued. This helps in reduce challenges to the large extent (Zajac et al, 2021).
• Offer rewards: Manager should lay focus on offering rewards to the team members as it helps in reducing disengagement towards the work.
• Promote diversity: In a care home, it is important for all team members to respect the different culture and perspectives.

1.3 Analysis of influence of leadership styles on team

Leadership styles influence the team in different ways that are mentioned below:

• Democratic style: Leaders who adopt the democratic leadership style lays focus on involving all team members in the decision-making process. Democratic approach strengthens the relationship between team members. Moreover, with such leadership teams feel motivated when manager encourages them to give their opinions about the patient’s treatment and other related aspects.
• Autocratic style: These leaders solely focus on quick accomplishments and have results-centric mind-sets (Specchia et al, 2021). Leaders set the high standards which push the team members to raise their performance. It emphasises on one-way communication which in turn increased disengagement.
• Transformational style: Transformational leaders usually inspire team members through developing shared vision, increasing innovation and supporting growth. Team members feel engaged and encouraged to perform excellent.

1.4 Significance of accountability and trust within a team

Accountability and trust are recognized as two main factors behind the success of the teamwork, especially when team works for residential care home. Both accountability and trust are inter-reliant and affect each other. When members are responsible or accountable, then they more expected to fulfil their commitments that nurture a trustworthy culture in a team (Stewart, Snyder and Kou, 2023). The culture of trust promotes productivity and good performance. Moreover, team members are more prospective to co-ordinate and work together towards the attainment of common goals. It is obvious that team members hold themselves as responsible for their actions and choices which establishes trust between concerned individuals and manager. This trust needs to make focus on developing a safe and protected environment where team members such as nurses and care professionals can express their views without the fear of judgement.

1.5 Compare and contrast methods of handling conflict in a team

Conflicts are the common part of teamwork but it is crucial for the organisation to have knowledge how to handle it. Through adopting conflict management models, care home can reduce or avoid conflicts at workplace.

• Thomas Kilmann model: This model is used to evaluate the response of an individual involved in the conflicting situations (Benke, 2023). It entails five phases such as competing, avoiding, accommodating, collaborating and compromising.
• Wisinski’s AEIOU model: It is a method to communicate concerns, issues and suggest alternative solutions (A-E-I-O-U Model of Managing Conflict, 2025). It involves five elements such as; acknowledge, express, identify outcome and understanding.

Both model pays attention on handling conflicts among the team members but in a different way. Thomas Kilmann’s model focuses on behaviour of people in disputing situations, whereas; Wisinski’s model follows the step-by-step procedure and concentrates on the perspectives of both parties.

2. How to support positive culture in a team in health & social care

2.1 Description of components of a positive culture in a team

Positive culture within a team is important to offer excellent healthcare services to the patients. There is description of different components of positive team culture.

• Trust & confidence: Care workers and managers work well when relationships are firmly establish on trust and confidence.
• Professional growth: When care team sees that managers prioritise their professional development, then it directly helps in creating positive team culture (Jaroliya and Gyanchandani, 2022).
• Concrete support: For creating positive culture, focus is placed on providing support or guidance to the care workers team who are dealing with the patient having severe illness.
• Appreciation: Care home manager must provide appreciation to the care team so that they put more efforts in their next tasks.
• Involvement of team members: Including care team in making decisions regarding the patient’s care is important to build positive team culture.

2.2 How systems and procedures support a positive culture within a team

Systems and procedure both hold a valuable place in fostering a positive team culture through offering a structure, clarity regarding different roles and opportunities for development. The structure of Heathlands House establishes a clear communication channels like group meetings, in-person meetings and video conferencing that make sure that each care worker is informed and offer better treatment services (Bagga, Gera and Haque, 2023). Heathlands House also follows proper care procedure so that service users can get proper services and facilities. The residential care home also focuses on feedback approach where members of care team share their opinions and suggestions regarding treatment plans.

2.3 How to foster creative and innovative working ways within a team

Heathlands House provides full safety to the care team so that they can work without any issues and complete the tasks on time. They motivate all the team members to openly communicate in group meetings and share their creative and different ideas (Paulus, 2024). The care home provides enough resources and time to the team members so that they can research about the particular topics and find different ways to solve the problems. Through integrating technologies and encourages members to utilise tools & software to complete their work and supervise patients, the care home foster innovative working ways in a team.

Task 2

3. How to decide performance objectives with the team

3.1 Connection between individual, team and organisational objectives

Individual, team and organisational objectives all three aim to accomplish a common goal over a specific time period. The overall organisation objectives make sure that all the team members perform care activities in a proper manner and offer the best care and treatment service to the patients who require their service (Gilson, 2024). Personal development goals are impacted by objectives that developed by Heathlands House. The care home wants to guide their team members in a direction which must meet their organisational goals. Teams also set the common goals and makes sure each team member works towards the achievement of common goals, at the same time focus on own professional development.

3.2 Different factors that influence forward planning within a team

Heathlands House concentrates on forward planning procedure where they find out the future needs, develop goals and strategies to obtain them. Risk management, engagement of team members, performance measurement and DEI (diversity, equity & inclusion) are some factors that impact the forward planning. Resources, skills, knowledge and physical facilities also determine whether the care home will its future needs or not (Vekaria et al, 2021). Data collection and analysis methods also have significant influence on planning procedure. Forward planning is highly depends on quality and quantity included in the concerned process. The care home also takes into account possible challenges which can affect the forward planning.

3.3 Identification of areas of individual and team responsibility in attaining objectives

Determining areas of personal and team responsibility in attaining objectives is basically performed by the care home manager. Manager sets goals, objectives and work plans with team members However, it is essential to know that manager also should take accountability of their team members and handle them efficiently (Martínez-Peláez et al, 2023). Manager and their team members work collaboratively while deciding how to do the assigned tasks and roles. It ensures that the team members are getting work according to their capabilities. Manager needs to provide the opportunity to the team members to developing their skills while working.

3.4 How to identify and agree aims and objectives to promote shared vision in team

In order to promote the shared vision in own team, it is necessary to include all group members in the process. Through clearly communicate the vision and make sure the alignment between personal and common goals, the organisation can set goals and objectives. Manager should involve the team members in planning and establish a clear purpose (McLaney et al, 2022). In addition, it is crucial for care home’s manager to create a strategic plan so that each team member performance stays on track throughout the goal achievement process. Scheduling consistent evaluation and reviews of the goals, the care home makes sure they stay relevant and aligned with the changing needs.

3.5 How vision and strategic direction of a team impacts team practice

Vision and strategic direction of a team influences the team practice in many ways. A strategic vision offers a guidance and motivation through showing where a care home aims to be in future. Through getting strategic direction consistently, team members always stay on track and work hard regularly to achieve vision (Alderwick et al, 2021). Heathlands House vision focuses on the patient’s recovery through innovative solutions. The residential care house ensures that group members work hard and use their knowledge & skills to achieve the vision. Through well-defined vision and direction, the organisation guides decision-making processes and promotes sense of purpose.

4. Be capable to manage performance of team

4.1 Implementation of techniques to evaluate progress in accomplishing objectives

Heathlands House uses different methods to evaluate the progress of team in obtaining goals. The care home regularly conducts performance review in order to measure the progress of teams. Through performance evaluation, manager identifies the strengths and areas of improvements. After that manager changes the plans and strategies to reduce the obstacles and achieve goals on time (Zhou et al, 2023). The care home also utilises feedback approach where manager personally meets with the team members and tries to know their experience throughout the goal accomplishment process. By using feedback approach, manager also knows the individual strengths as well as weaknesses and thereby formulates strategies to improve weaknesses. Due to these methods, team members become able to accomplish objectives effectively.

4.2 Ways to offer constructive feedback while underperformance is identified

When manager identifies the underperformance, then it is essential for them to provide constructive feedback. First of all, it is important to find the actual problems and reasons as it helps in offering the relevant feedback. Manager chooses the right place and time where they can openly communicate with the team members and know the issues & problems faced by them (Ajjawi et al, 2023). After knowing the problems, manager finds and offers the alternative solutions to the problems. Manager creates a safe place where team members can ask the questions and get relevant answers. These methods are useful to improve the team performance and increase the chances of getting success in reaching the goals.

4.3 Ways to handle team members while performance does not meet requirements

It is the duty of the manager to manage the team members when their performance does not fulfil the requirements. Manager utilises a structured approach and communicate honestly to each team member personally or in group meetings. They discover a root causes and offers appropriate training to the group members so that they can enhance the areas where they are currently lacking (Jordan and Troth, 2021). Instead of blaming team members for poor performance, a manager puts efforts to identify alternate solutions. They offer support and guidance to the team members and motivates them share their issues. Manager needs to provide proper time to team members so that they can improve themselves and become productive that help to meet requirements.

Task 3

5. Understanding of recruitment & selection procedures within health care field

5.1 Impact of legislation and regulatory requirements on recruitment & selection in NHS

Legislative and regulatory requirements considerably influence a recruitment & selection procedure of National Health Service England. The organisation’s human resource management follows the different acts and laws.

• Equality Act 2010: The act developed to provide protection to the workers from discrimination in the workplace (GOV.UK, 2025). While developing the recruitment strategies, HR complies with the Equality Act to prepare the job description bias-free.
• Data Protection Act 2018: The law sets out in order to control how the personal information of a person is utilised by the organisations (GOV.UK, 2025). NHS England makes sure that data of each care professional and patient is used safely.
• Employment Rights Act 1996: The act covers the various topics such as; wages, unfair dismissal, termination, parental leave and many more (House of Commons Library, 2024). NHS adheres to this act and offers fair wages to all workers and does not terminate any worker unethically.

NHS England also follows the diversity and hires people with different cultural background. The organisation considers a qualifications, skills and experiences instead of religion, language and race. The healthcare organisation provides the training to new employees which are mandated by regulatory bodies. In addition to this, NHS follows the codes of practice and ethical standards in order to maintain the honesty in recruitment and selection procedures and increases the trust of workers towards organisation.

5.2 How serious case reviews and inquiries have contributed to establishment of policies

Serious case Reviews (SCRs) were developed under the Children Act, 2004 that evaluates cases in which a child has died abused. SCRs mainly aim to identify the bottlenecks and learn lessons to enhance the future healthcare practices. The serious case reviews usually show systemic failures and inadequacies within safeguarding practices, forcing to make amendments in existing policies or develop new policies (SCIE, 2025). SCRs helps in finding the areas of improvement in the current recruitment and hiring policies and processes, specifically related to protect vulnerable people. It highlights the improper hiring practices, lack of training arrangements or ineffective supervision of nurses and other care workers. After that, these findings utilised by the healthcare organisation to make the new recruitment rules and procedures (Kim et al, 2024). The organisation develops more robust screening and selection procedures, improves training programs and makes clear guidelines for the employers. Through showing the failures within safeguarding susceptible people, these serious case reviews and inquires strongly stressing on accountability in recruitment procedure. In addition, SCRs contribute to support the excellent practices like guidance on risk assessment, effective supervision and establishing safeguarding culture. SCRS allows the human resource management to improve its process to check background of each candidate to hire only suitable candidates.

5.3 Establishment of criteria that will be utilised in the recruitment & selection procedure

NHS follows a proper procedure to establish the criteria for recruiting the candidates for ‘Nurse’ job role. Firstly, NHS carries out the job analysis to know the empty vacancies along with the roles and responsibilities of nurse, required skills and education qualification. To get job as a nurse, it is mandatory for the candidates to meet the English language standards. The organisation also evaluates the strategic objectives of the organisation to align the criteria with the goals (NHS, 2025). The organisation identifies the necessary qualifications like certifications and particular skills which are needed for the nurse. For example: To get job in NHS, a candidate must have the full time degree in nursing. It is important for the candidate to have experience in nursing job. The organisation also involves some skills and qualifications which are not compulsory but would be advantageous to perform the nurse role more efficiently. In criteria, the organisation also involves the legal and ethical considerations that make sure the criteria comply with equality laws, promote diversity and equality in the workplace (Abbas, Shah and Othman, 2021). Proper documentation of job descriptions is crucial in the recruitment process. The organisation also communicates the criteria to the human resource managers to make sure the consistency in the procedure.

5.4 Explanation of how to involve others in the recruitment procedure

In health and social care organisations, recruitment processes is most crucial and human resource management put full efforts to hire potential candidates. NHS England’s involve the other people such as; HR personnel, recruitment agencies, workers in the same role, allied health care workers and team leaders/supervisors to make excellent recruitment strategies and help the organisation through bringing talented and skilled employees. The HRM can develop a committee comprising people from different departments like supervisors, team leaders and nurses in order to bring diverse perspectives to selection process (Krebs et al, 2021). The next step is to clearly define the roles and duties of each member of committee to make sure smooth processes. NHS also take help from recruitment agencies as they provide many benefits such as; faster hiring, access to larger pool of talented candidates and healthcare industry expertise. HRM involves the doctors from particular areas in interview panel as they can evaluate the candidate for particular department. Through involving others, an organisation can assess the candidates more efficiently and increased the possibility of getting best candidates.

Conclusion

As per above report, it is concluded that team management is one of the crucial tasks of manger of residential care home. It is important for the manager to use different team development theories, strategies to reduce team challenges and conflict management models to manage diverse team members in an effective way. Further, the report has identified that NHS England uses excellent recruitment and hiring strategies to recruit best and suitable candidates for organisation.

References

Books and Journals

Abbas, S.I., Shah, M.H. and Othman, Y.H., 2021. Critical review of recruitment and selection methods: understanding the current practices. Annals of Contemporary Developments in Management & HR (ACDMHR), 3(3), pp.46-52.

Ajjawi, R., Bearman, M., Molloy, E. and Noble, C., 2023. The role of feedback in supporting trainees who underperform in clinical environments. Frontiers in Medicine, 10, p.1121602.

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.

Bagga, S.K., Gera, S. and Haque, S.N., 2023. The mediating role of organizational culture: Transformational leadership and change management in virtual teams. Asia Pacific Management Review, 28(2), pp.120-131.

Benke, M., 2023. How to solve conflict situations better with the model of Thomas and Kilmann. Economic and Social Development: Book of Proceedings, pp.229-238.

Gilson, L.L., 2024. Why be creative: A review of the practical outcomes associated with creativity at the individual, group, and organizational levels. Handbook of organizational creativity, pp.303-322.

Jaroliya, D. and Gyanchandani, R., 2022. Transformational leadership style: a boost or hindrance to team performance in IT sector. Vilakshan-XIMB Journal of Management, 19(1), pp.87-105.

Jordan, P.J. and Troth, A.C., 2021. Managing emotions during team problem solving: Emotional intelligence and conflict resolution. In Emotion and performance (pp. 195-218). CRC Press.

Kim, Y., Park, C., Jeong, H., Chan, Y.S., Xu, X., McDuff, D., Lee, H., Ghassemi, M., Breazeal, C. and Park, H.W., 2024. Mdagents: An adaptive collaboration of llms for medical decision-making. Advances in Neural Information Processing Systems, 37, pp.79410-79452.

Krebs, F., Lorenz, L., Nawabi, F., Lück, I., Bau, A.M., Alayli, A. and Stock, S., 2021. Recruitment in health services research—A study on facilitators and barriers for the recruitment of community-based healthcare providers. International Journal of Environmental Research and Public Health, 18(19), p.10521.

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.

McLaney, E., Morassaei, S., Hughes, L., Davies, R., Campbell, M. and Di Prospero, L., 2022, March. A framework for interprofessional team collaboration in a hospital setting: Advancing team competencies and behaviours. In Healthcare management forum (Vol. 35, No. 2, pp. 112-117). Sage CA: Los Angeles, CA: SAGE Publications.

Paulus, P.B., 2024. Fostering creativity in groups and teams. In Handbook of organizational creativity (pp. 165-188). Psychology Press.

Specchia, M.L., Cozzolino, M.R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W. and Damiani, G., 2021. Leadership styles and nurses’ job satisfaction. Results of a systematic review. International journal of environmental research and public health, 18(4), p.1552.

Stewart, V.R., Snyder, D.G. and Kou, C.Y., 2023. We hold ourselves accountable: A relational view of team accountability. Journal of Business Ethics, pp.1-22.

Vekaria, B., Overton, C., Wiśniowski, A., Ahmad, S., Aparicio-Castro, A., Curran-Sebastian, J., Eddleston, J., Hanley, N.A., House, T., Kim, J. and Olsen, W., 2021. Hospital length of stay for COVID-19 patients: Data-driven methods for forward planning. BMC Infectious Diseases, 21, pp.1-15.

Zajac, S., Woods, A., Tannenbaum, S., Salas, E. and Holladay, C.L., 2021. Overcoming challenges to teamwork in healthcare: a team effectiveness framework and evidence-based guidance. Frontiers in Communication, 6, p.606445.

Zhou, H., Liu, F., Gu, B., Zou, X., Huang, J., Wu, J., Li, Y., Chen, S.S., Zhou, P., Liu, J. and Hua, Y., 2023. A survey of large language models in medicine: Progress, application, and challenge. arXiv preprint arXiv:2311.05112.

Online

A-E-I-O-U Model of Managing Conflict, 2025. Online. Available through < https://www.annmehl.com/a-e-i-o-u-model-of-managing-conflict/ >

GOV.UK, 2025. Data protection. Online. Available through < https://www.gov.uk/data-protection >

GOV.UK, 2025. Equality Act 2010: guidance. Online. Available through < https://www.gov.uk/guidance/equality-act-2010-guidance >

House of Commons Library, 2024. Key Employment Rights. Online. Available through < https://commonslibrary.parliament.uk/research-briefings/cbp-7245/ >

NHS, 2025. The application process. Online. Available through < https://www.healthcareers.nhs.uk/we-are-the-nhs/nursing-careers/international-recruitment/application-process >

SCIE, 2025. Learning from Serious Case Reviews for education. Online. Available through < https://www.scie.org.uk/safeguarding/children/education/serious-case-reviews/ >

The Nine Belbin Team Roles, 2025. Online. Available through < https://www.belbin.com/about/belbin-team-roles >

Tuckman’s Theory, 2024. Online. Online Available through < https://www.freshbooks.com/hub/other/tuckmans-theory?srsltid=AfmBOop6P_KMkKK5-2FCu1EvMSduzu8W8AkiI8pCVugL0zhzsF7l81I2 >