Working With A Multi-Disciplinary Team Assignment Sample

Introduction Of Working With A Multi-Disciplinary Team

Task 1

Roles and Responsibilities of Key Professionals

“Quality Assurance managers” allow the company to “establish quality regulations” for effective employees and service engagement. “Quality Assurance managers” analyze data to manage documents of the service, verification and employee encouragement while striving in order to improve service processes and their quality. As opined by Parker et al. (2020), “Quality assurance managers” look for the best that is suited for the company and therefore help in building and maintaining cross-disciplinary working relationships. To meet the integrity of the service, “Quality Assurance managers” ensure the services, employees, and products, to meet the client's needs. According to Leue et al. (2020), "Quality Assurance managers" responsibility includes "designing, "implementing" followed by improving the quality standards of the company, analyzing data to find the growth of a specific area. Assist recruiting process, providing motivation, training, and coaching which is followed by correcting employees to meet the standards of quality delivery. Create reports to maintain and track progress. Formulate strategies in order to enhance productivity and reviewing processes to ensure engagement that aligns with current trends. "Quality Assurance managers" help in designing quality control to maintain the company standards. It helps in establishing communication and provides quality delivery of the service. "Quality assurance managers" must impose excellent communication to build and motivate therefore lead effective multi-disciplinary teams.

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Strengths and Weaknesses of multi-disciplinary Teams in the Delivery of an integrated service

Strength

A multidisciplinary team refers to a different group of healthcare professionals that impose specialization in specific disciplines. The multidisciplinary team includes a psychiatrist, “primary care physician”, healthcare professionals and even social workers associated with the healthcare organisation. These teams allow patients to provide specific services to maintain “an independent life”. As mentioned by Leue et al. (2020), a multidisciplinary team is critically significant to build and maintaining cross-disciplinary working relationships. The strength of the multi-disciplinary team is it gives access to the patient to meet the entire expert team, “improves service coordination” in integrated service delivery, “expedites the referral process”, and new avenues creation for “service implementation” that allows patients to set “goals for themselves”.

Weaknesses

Multidisciplinary team each person is responsible for providing services provision in which health professionals specialize. This makes the patients able to develop a care plan on “the same page”. In most multidisciplinary teams the key worker who is assigned to the patient therefore serves person “the primary contact” for the others. As referred by Williams and Radnor (2022), a multidisciplinary team has been associated with weaknesses that hinder individuals to adapted effective multi-disciplinary teams. The weakness that is linked with a multidisciplinary team includes requires time pressure which is involved the delivery of services, different types of team members with different specialisation coming from “unique backgrounds”, requires frequent and effective collaboration, the available resource highly dependent on incomplete decisions that lead to incompletion of information.

Multi-disciplinary teams in integrated service delivery

Multi-disciplinary teams enable healthcare professionals to deliver service to patients by collaboration through better roles and responsibilities. As suggested by McCarthy et al. (2020), Multi-disciplinary teams involve in constructing criticism to meet the patient's needs through alternative perspectives. It facilitates care planning through effective care planning and effective decision-making. According to the research evidence, it is analysed that Multi-disciplinary teams have been effectively used and benefitted a patient having complex and long-term conditions and needs through holistic care. This helps in building and maintaining cross-disciplinary working relationships. As stated by Ding et al. (2020), interpersonal collaboration is an adaptable condition through a whole range of patient care. Multi-disciplinary teams provide patient care thereby allow to operate through performance metrics. The poor implication of the multi-disciplinary teams leads to develop “poor collaborator practices” in patient-centred care. Therefore building, motivating and leading multi-disciplinary teams is significant for developing an opportunity based on strong evidence (Narbaev et al. 2020). Evidence-based practice depicts that a multidisciplinary team has a positive impact on the delivery of high-quality care with an increased survival rate and reduces the risk associated with the patient suffering from the complexities. However, the overall well-being increased by implementing a multidiscipline team.

Task 2

Practical Communication

Communication plays a significant role in developing and building relationships within healthcare. “Practical communication theory” allow individuals to analyse the problem and issue, therefore, develop an effective solution to the real-world problem through verification, and testing. As opined by Koomson (2022), communication gap within healthcare settings leads to the deterioration of the patient's condition. This is effective in healthcare settings for the patients to deal with patient-centred care. Practical communication develops a passage within communication issues that enable the population to deal with effective communication skills through active listening, and presentation, therefore, delivering the giving feedback which may occur in multi-disciplinary teams. According to Horn et al. (2020), practical communication improves skills through implementation into the practical aspects. This leads to the development of the relationship through the building and maintenance for a long period of time. With the implication of the multidiscipline teams, the effective implication of the “practical communication theory” can be incorporated which allows to build an effective communication among the healthcare professionals to deal with the patient's care. It allows the effective delivery and fulfilment of quality care for the patient which leads to the patient developing a better outcome. It helps in meeting the responsibilities towards patient care.

Effective Communication

Effective communication refers to the exchanging of ideas that helps in developing clear communication through both individuals feeling satisfied. As referred by Ibrahim et al. (2022), communication issues reflect when an individual is unable to understand other opinions and ideas. It hinders the patient to draft a clear and accurate diagnosis and treatment. The elements of effective communication include resolution, trust, respect, understanding and empathy. All these elements help in establishing clear and concise statements which enable the task to be completed with high quality. Effective communication within multi-disciplinary teams enables understanding of the patient's condition thereby allowing summarising the delivery of the effective treatment for the patient. Quality assurance managers have a prime role in maintaining high-quality care. As stated by Georgiou et al. (2021), the multidisciplinary team includes a psychiatrist, "primary care physician", healthcare professionals and even social workers associated with the healthcare organisation. Therefore effective communication allows for mitigating miscommunication issues that help in reducing the potential conflict between healthcare professionals. Meeting high-quality standards in terms of care delivery, and treatment allocation is the ultimate goal. It allows the health care to build relationships not only with the patients but also with different healthcare professionals from different backgrounds.

Equal Opportunities

Patients of different backgrounds must get equal opportunities and facilities with respect to age, racism and religion. Healthcare professionals with high income and low income must be treated well within a community. As mentioned by Ainsworth (2021), healthcare settings must be free from biased approaches and must promote equality within healthcare. Equal opportunities within healthcare among the professionals, staff and patients help in delivering high-quality care with increased patient outcomes. A communication gap has been identified that leads to mistreating the patient. Multi-disciplinary teams involve in constructing criticism to meet the patient's needs through alternative perspectives. It facilitates care planning through effective care planning and effective decision-making. It is even promoted in service delivery by multi-disciplinary teams. According to Khurana et al. (2022), Quality assurance managers in this aspect ensure that each patient must get proper treatment, and intervention as required through reviewing health assessments. The inequalities attitude must not interfere with the treatment process. Multi-disciplinary teams have been effectively used and benefitted a patient having complex and long-term conditions and needs through holistic care. Equal opportunities within health care help improve cross-disciplinary working relationships. It simultaneously helps in meeting healthcare objectives in delivering high-quality care to patients.

Stakeholders

Communication is emphasised in meeting effective communication leads to building a strong engagement through cross-professional within organisational boundaries and professional between the patients and professionals. Stakeholders in delivery services play a crucial role, therefore drafting the patient treatment outcome. Healthcare professionals lead to the development of an effective and progressive manner through strategic delivery of care. As suggested by Li et al. (2023), stakeholder within a hospital plays a crucial role in managing the multidiscipline team. Stakeholders include patients, “hospital healthcare professionals”, suppliers, pharmacists, “community healthcare professionals”, social workers, and registered nurses engaged with the work of multi-disciplinary teams. As mentioned by Secinaro et al. (2021), “Quality Assurance managers” help in designing quality control to maintain the company standards. It helps in establishing communication and provides quality delivery of the service. Therefore stakeholders within the multi-disciple teams allow them to reorganize and reintegrate into patient-level care. “Quality assurance managers” must impose excellent communication to build and motivate therefore lead effective multi-disciplinary teams. Therefore communication and the involvement of the stakeholder lead to the development of professional healthcare. It is analyzed through data to find the growth of a specific area. Assist recruiting process, providing motivation, training, and coaching which is followed by correcting employees to meet the standards of quality delivery.

Reference list

• Ainsworth, J., 2021. Exploring medical students’ early experiences of interacting with the multi-disciplinary team (MDT): A qualitative study.MedEdPublish,10(30), p.30.
• Ding, Y., Pulford, J. and Bates, I., 2020. Practical actions for fostering cross-disciplinary global health research: lessons from a narrative literature review.BMJ Global Health,5(4), p.e002293.
• Georgiou, M.K., Merkouris, A., Hadjibalassi, M. and Sarafis, P., 2021. Contribution of healthcare professionals in issues that relate to quality management.Materia Socio-medica,33(1), p.45.
• Horn, D., Randle, N.W. and McNeil, S.R., 2020. A Cross-Disciplinary Framework to Measure Workplace Wellness Program Success.SAM Advanced Management Journal,85(1), pp.4-12.
• Ibrahim, H., Harhara, T., Athar, S., Nair, S.C. and Kamour, A.M., 2022. Multi-disciplinary discharge coordination team to overcome discharge barriers and address the risk of delayed discharges.Risk management and healthcare policy, pp.141-149.
• Khurana, P., Jitpakdee, P. and Thatsaeng, B., 2022. -INTEGRATING PRINCIPLES OF SERVICE MARKETING AND SERVICE OPERATION MANAGEMENT IN LONG TERM CARE: THAILAND CONTEXT.Suthiparithat,36(4), pp.1-19.
• Koomson, S., 2022. A mediation moderation conceptual model of inclusive leadership, psychological contract fulfilment and government support on total quality management–patient safety relationship.Journal of Psychological Perspective,4(1), pp.35-40.
• Leue, C., van Schijndel, M.A., Keszthelyi, D., van Koeveringe, G., Ponds, R.W., Kathol, R.G. and Rutten, B.P., 2020. The multi-disciplinary arena of psychosomatic medicine–time for a transitional network approach.The European Journal of Psychiatry,34(2), pp.63-73.
• Li, H.Y., Hsu, T.C., Huang, C.Y., Kuo, C.L. and Cheng, S.F., 2023. The effectiveness of World Café-based flipped classroom to optimal interprofessional education among interprofessional healthcare workers: A quasi-experimental study.
• McCarthy, S., O’Raghallaigh, P., Woodworth, S., Lim, Y.Y., Kenny, L.C. and Adam, F., 2020. The “Integrated Patient Journey Map”: A design tool for embedding the pillars of quality in health information technology solutions.JMIR Hum Factors.
• Narbaev, T., De Marco, A. and Orazalin, N., 2020. A multi-disciplinary meta-review of the public–private partnerships research.Construction management and economics,38(2), pp.109-125.
• Parker, M., Fang, X. and Bradlyn, A., 2020. Costs and effectiveness of a culturally tailored communication training program to increase cultural competence among multi-disciplinary care management teams.BMC Health Services Research,20, pp.1-7.
• Secinaro, S., Calandra, D., Secinaro, A., Muthurangu, V. and Biancone, P., 2021. The role of artificial intelligence in healthcare: a structured literature review.BMC medical informatics and decision making,21, pp.1-23.
• Williams, S.J. and Radnor, Z.J., 2022. Moving from service to sustainable services: a healthcare case study.International Journal of Productivity and Performance Management,71(4), pp.1126-1148.