Team Management in Psychiatric Services

Extract

[...] Research Objectives The first objective of this thesis can be summarized as follows: identify which team management models are the most suitable for good nursing team management in psychiatric services. To do this, we will use the team management models taught during my curriculum, applying them to the studied field. 3. Organisation of the Study This thesis consists of six chapters. Chapter two, titled From vertical management to horizontal management, explores the importance of these two management concepts; it also details the necessary combination for our study. [...]

[...] - Organizing: This management function refers to the overall design of the organization or division, unit or service of which the manager is responsible. Furthermore, it means that the hierarchical relationships and intentional interaction patterns must be designated. The determination of positions, team work assignments, and the distribution of powers and responsibilities are essential elements of this function. - Personnel Dotation: This function refers to the acquisition and retention of human resources. It also refers to the development and maintenance of the workforce through various strategies and tactics. [...]

[...] These decisions, for example, concern the recruitment and development of staff, the acquisition of technologies, the addition and reduction of services, as well as the allocation and expenditure of financial resources. The decisions made by health care managers are not only aimed at ensuring that the patient receives the maximum. Managers implement six management functions within the process of establishing a clear organizational structure (Longest 2000): - Planning: This function requires the manager to establish a direction and determine what needs to be accomplished. It involves setting priorities and determining performance objectives. [...]

[...] The anti-group represents the aggression within and towards the group that is destructive. It can have latent and manifest properties and can occur at all levels of the group: individual, sub-group, whole group and external to the group. Rather than focusing on this negativity, Nitsun states: "If the negative and potentially destructive aspects of groups can be recognized, understood, and managed, the group is freed to focus on creative and collaborative work. One way in which the anti-group can manifest at the individual level is when a person avoids engaging closely with others due to negative representations of attachment (Pearce, 2009). [...]

[...] Not because of hardware or software problems, or fundamental limitations of the technologies used. But because they are based on false assumptions, they integrate problematic medical work models or they do not see 'implementation' as an organizational change. Another important cause of system failure is the omission of evaluation studies during system development. As Berg points out, failures are not just due to technical problems: in most cases, they are related to the lack of involvement of people in the project from the initial phase, the absence of communication and training plans, the lack of evaluation and monitoring tools. [...]