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Produce a plan to implement change in an area of care relating to Batley Avenue Health and Social Care

Assignment Brief

Part 2 

Learning zutcomes (LOs)

By the end of this unit, you will be able to:

  1. Describe the competencies required of an operational manager in healthcare practice.
  2. Apply theories of leadership to operational management in healthcare practice.
  3. Demonstrate leadership skills managing a team in healthcare practice.
  4. Produce a plan to improve an area of the provision in healthcare practice.

Assignment Guidance

This assessment comprises of  two tasks below:

  1. Group presentation includes a poster,  reflective account and speaker notes. Each student will upload their speaker notes and reflective account(1000 words). Each student will be questioned on the poster presented and a record maintained on questions posed and answers given. 
  1. A written report (2500 words) based on the case study scenario provided below.

TASK  A:

Group Poster Presentation (1500 words equivalent) activity 1-3 below plus 300 words relating to point 4 and speaker notes retaining to (1-4).

Activity :

  1. Produce a plan to implement change in an area of care relating to  Batley Avenue Health and Social Care.
  2. Describe the potential impact of the plan on service provision and outcomes for individuals in Batley Avenue Health and Social Care.
  3. Analyse the potential impact of the plan on service provision, practice and outcomes for individuals in Batley Avenue Health and Social Care healthcare.
  4. Reflect on the effectiveness of your plan to improve an area of provision assimilating different theories and models of leadership and team building concerning your operational leadership skills relating to. Batley Avenue Health and Social Care

NOTE: Present your work for task A as a poster format. Assessment will be undertaken in the classroom by all members of the identified group. Each student will be cross-questioned and recorded. Produce a plan to implement change in an area of care relating to  Batley Avenue Health and Social Care

Task B: A written report (2500 words long) relating to the given scenario above.

Your report must include a description of competencies as required of your chosen operational manager/s while demonstrating leadership skills in managing the team at Batley Avenue Health and Social Care. Application of leadership theories, the importance of effective team-building and strategies for resolving the conflict to be presented.

Case Study Scenario and Activity:

For the past four years, Batley Avenue Health and Social Care (BAHS) PLC has received a rating of outstanding from its internal audit and CQC. There is a residential unit on the ground floor for 25 people and a dementia care unit on the first floor for 25 people.

Upon closer examination, these results are due to a combination of factors, and these are due to:

  1. Excellent management and leadership and special recognition given to the Manager and her two deputies who have worked at Batley Avenue Health and Social Care.
  2. Effective team-working.
  3. A high level of clients’ participation in care delivery.
  4. The unit being regarded as a learning organisation.
  5. An effective staff development programme.

Mrs Robertson was the unit Manager and her deputies were Miss Johnson and  Mrs Baktaria.

Between 9 -11 months ago all three senior managers had left for promotional positions and replacement for their positions was made quickly and all 3 staff have been in their new jobs six months ago.

Miss Jones, the manager is knowledgeable, deemed to be an expert in nursing practice seems unsure about her managerial and leadership style.

Miss Brent, one of the deputy has been practising for 20 years is set in her ways. She does not like change and is regarded as an autocratic manager. She tends to dismiss new ideas for service improvement and unwilling to take risk to try new initiatives.

Mr Baktu the other deputy is a man in his early thirties is enthusiastic about his role and likes trying and testing new ideas. He enjoy inspiring the junior staff and spent considerable time guiding and empowering staff.  He is regarded as critical thinker and someone with vision. When he is frustrated he has a tendency to criticise both Miss Jones and Miss Brent for their management and leadership style. Each of these 3 senior staff tended to define their role, their work and work activities from their perspectives.

The care staff are mainly new arrival in the UK, mainly from Eastern Europe and Western Europe.

Two months ago Batley Avenue Health and Social Care internal unit has produced a confidential report.

Key findings:

  • Relatives were concerned that quality of care is deteriorating, and stated they have spoken to senior managers but did not want to specify who they spoke to. They have not received constructive feedback as yet.
  • There is a rise in staff sickness level.
  • Junior staff appear confused, and staff morale is low.
  • Lack of management effectiveness and leadership capabilities.
  • New staff are not able to fully perform their jobs either due to poor understanding of their role or lack of competence
  • New staff will require support and a strategy needs to be in place for staff training and development.
  • There appears a dysfunction at the Batley Avenue Health and Social Care operational management.
  • Collaborative team-work does not appear to be working.

J.Succaram, 2019

Based on the scenario, complete the following tasks below:

  1. Describe the roles and responsibilities of the operational manager in Batley Avenue Health and Social Care.
  2. Explain why different personal skills that are prioritised in leadership through various operational tasks Batley Avenue Health and Social Care.  
  3. Provide an analysis of competencies required in developing your own role as a leader and operational manager by choosing one of the managerial role given in the scenario.
  4. Evaluate different competencies for the role chosen above.
  5. Describe different theories of leadership in terms of their application to Batley Avenue Health and Social Care.
  6. Explain how management theories can support the different context of the working environment within Batley Avenue Health and Social Care.         
  7. Provide an assessment of the benefits of applying theories of leadership to the management of the team in Batley Avenue Health and Social Care.
  8. Describe the use of  theoretical models of leadership in  contributing towards he development and management of the Batley Avenue Health and Social Care               
  9. Outline different strategies used to resolve conflict arising between individuals in different contexts that may arise from Batley Avenue Health and Social Care.     
  10. Give an analysis of theories of team building that inform how teams are developed and managed to promote positive outcomes for individuals in both groups of users on the ground floor and the first floor.          

Sample Answer

Operational Management and Leadership in Batley Avenue Health and Social Care

Introduction

This report examines the role and competencies of operational management within Batley Avenue Health and Social Care (BAHS), applying relevant leadership and management theories to address current challenges. The scenario presents a care facility that has experienced a decline in quality following changes in senior leadership. By analysing leadership styles, team dynamics, and operational issues, this report aims to provide a comprehensive understanding of how effective operational management can restore high standards of service, improve staff morale, and promote positive outcomes for service users. The focus will be on the role of the Manager as a central operational leader, drawing on the case details to identify necessary competencies, leadership strategies, and conflict resolution approaches.

Roles and Responsibilities of the Operational Manager

At BAHS, the operational manager plays a pivotal role in ensuring the delivery of high-quality care, compliance with regulations, and effective team coordination. Key responsibilities include:

  • Strategic Planning and Implementation – Developing and executing plans for service improvement, such as staff training initiatives and enhanced dementia care strategies.

  • Regulatory Compliance – Ensuring adherence to Care Quality Commission (CQC) standards and internal policies.

  • Team Leadership and Supervision – Managing deputies, care staff, and support workers to ensure tasks are carried out effectively.

  • Staff Development – Designing and overseeing professional development programmes to address skills gaps, especially for newly recruited international staff.

  • Performance Monitoring – Using audits, feedback, and observation to measure service quality and address deficiencies.

  • Stakeholder Engagement – Communicating effectively with families, residents, regulatory bodies, and multidisciplinary teams.

  • Conflict Resolution – Mediating disputes between deputies and managing differences in leadership style to maintain team cohesion.

In the BAHS scenario, Miss Jones must navigate competing leadership styles from her deputies, address staff morale, and implement systems to improve clarity of roles and responsibilities.

Personal Skills Prioritised in Leadership for Operational Tasks

Operational managers in healthcare require a blend of interpersonal, technical, and strategic skills. Within BAHS, the following are critical:

  • Communication Skills – To address concerns from relatives and provide constructive feedback to staff.

  • Emotional Intelligence – Recognising and managing emotions in oneself and others to maintain harmony.

  • Decision-Making Skills – Balancing evidence-based practices with the flexibility to respond to unforeseen issues.

  • Adaptability – Navigating cultural differences within a diverse workforce.

  • Delegation and Empowerment – Ensuring deputies and care staff feel ownership of their roles.

  • Conflict Management – Applying techniques such as negotiation and mediation to address leadership clashes.

Given the current disunity at BAHS, these skills are essential for rebuilding trust and operational efficiency.

Continued...

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