With reference to specific team development theories of choice, critically discuss the role and performance of teams in maintaining systems and structures designed to promote rights, responsibilities and diversity of service users in healthcare practice.

BUS6004 Quality Management in a Care Setting

Assignment Brief

As part of the formal assessment for the programme you are required to submit a Quality Management in a Care Setting essay.

Please refer to your Student Handbook for full details of the programme assessment scheme and general information on preparing and submitting assignments.

Learning Outcomes:

1. Critically analyse the need for their care setting to achieve the best possible outcomes for the service user.

2. Critically discuss the performance of teams.

3. Critically discuss the management of continuous quality improvement.

4. Reflect upon strategies that develop, maintain and evaluate systems and structures to promote the rights, responsibilities and diversity of service users in their setting.

Maximum word count: 4,000 words

Question 1

With reference to specific team development theories of choice, critically discuss the role and performance of teams in maintaining systems and structures designed to promote rights, responsibilities and diversity of service users in healthcare practice.

Question 2

Critically appraise the use of two Continuous Quality Improvement (CQI) tools used in managing quality care and improving outcomes for service users (outcome-based care).

Question 3

With reference to a relevant motivation theory, critically analyse the need for social care organisations and teams to achieve person-centred care for service users. 

By answering the first question, you must take first learning outcome critically analyse the need for their care setting to achieve the best possible outcomes for the service user into consideration to get best results and likewise for others too.

Sample Answer

Enhancing Quality Management in a Care Setting: A Critical Evaluation of Teams, Continuous Improvement, and Person-Centred Care

Introduction

Delivering high-quality care is essential in today’s health and social care environment. Achieving the best outcomes for service users depends on strong teamwork, effective quality improvement systems, and motivation strategies that centre on the individual. This essay critically explores three core areas in a care setting: the role and performance of teams in supporting systems that protect the rights and diversity of service users, the use of continuous quality improvement (CQI) tools to enhance care outcomes, and the importance of motivation in achieving person-centred care.

Question 1: The Role and Performance of Teams in Promoting Rights and Diversity

A well-functioning team is the backbone of quality care. In health and social care, teams consist of a variety of professionals, nurses, care assistants, social workers,who must collaborate to ensure service users receive respectful and individualised care. The success of these teams is often evaluated using development theories like Tuckman’s (1965) model of team development: Forming, Storming, Norming, Performing, and Adjourning.

During the Forming stage, members learn about each other and the goals of the care setting. This is where values around promoting diversity and protecting rights are introduced. In Storming, conflict may arise if team members have different views on care approaches, especially regarding sensitive matters like gender, culture, or religious needs. Effective leadership at this point is essential. In the Norming and Performing stages, the team begins to work well together, respecting each other’s strengths and putting service users at the centre of care planning.

Teams that reach the Performing stage are more likely to implement systems that ensure service users’ voices are heard. For instance, they may develop culturally sensitive care plans or provide translation services. Regular team reviews and meetings are crucial for reflecting on whether rights are being upheld and diversity embraced.

Systems and Structures that support these aims include care audits, feedback forms, complaints procedures, and service user involvement in planning. Teams that embrace inclusivity and regularly reflect on practice are better positioned to meet the needs of individuals from all backgrounds, thus achieving better outcomes.

Therefore, a team’s understanding of diversity and rights, and their ability to communicate effectively, play a critical role in supporting systems that uphold equality and inclusion in care delivery.

Question 2: Continuous Quality Improvement Tools

Continuous Quality Improvement (CQI) refers to ongoing efforts to improve service delivery and outcomes in a care setting. Two key tools used in CQI are the Plan-Do-Study-Act (PDSA) cycle and Root Cause Analysis (RCA).

The PDSA cycle is a four-step method used to test changes in care practices. In the Plan stage, the team identifies an area for improvement, such as reducing medication errors. In the Do stage, a small-scale test is run,for example, introducing double-check procedures. The Study phase analyses the results, and the Act phase either implements the change more widely or goes back to the planning stage.

This method is simple, flexible, and can be used repeatedly to bring about small, meaningful improvements. In my experience, using PDSA to improve hygiene practices in a dementia ward led to a noticeable decrease in infections.

Root Cause Analysis (RCA), on the other hand, is used to investigate serious incidents. For example, if a service user suffers a fall, RCA is used to understand all contributing factors: staffing levels, lighting, floor condition, or the service user’s medication. This detailed analysis prevents future incidents and improves safety for all.

These tools help promote outcome-based care, where the focus is on what matters most to the service user, such as maintaining independence, feeling safe, and being treated with respect. Effective CQI supports learning from mistakes and encourages a culture of openness, where feedback leads to action.

Continued...