My organizational objective is to achieve a world leading centre of excellence in service delivery. Therefore, in having specific, measurable, achievable, relevant and timely objectives is important in assessing my personal development plan. Evaluating my areas for development will further shape and improve my skills, knowledge, and interests in spinal research coordination. When I was appointed the Spinal Research Coordinator by RNOH, my wish was to be effective in my career and adapt quickly to provide the best possible service for my patients. This evaluation would further help me assess my skills and competencies so that I can focus on areas that can be improved so that I can be a success.
However, I have realized that I cannot be able to achieve my personal development objectives in the RNOH as several issues have come up. During my appointment, I was prescribed on the roles I was to be involved in and this included: working as a spinal research coordinator that requires me to liaise and coordinate with different levels of staff - medical and non-medical - within the spinal deformity unit and across the hospital. The coordination of various research projects, managing elements of operational delivery of the spinal deformity unit, and resource planning and assessment, are all requirements of my role.
However, this is not the case since at the moment am required to look at a variety of areas in the organization besides the allocated duties by my consultant. My job description is clear but working in the outpatient and inpatient and coordinating multidisciplinary team meetings is not part of it. The variety of the jobs given to me has become a problem and this has forced me to do them hoping that it is part of gaining experience.
[...] Coles, R The moral intelligence of children: How to raise a moral child. New York: NAL/Dutton. Hass, A Doing the right thing: Cultivating your moral intelligence. New York: Hardcover. Mumford, A., (Ed.) Action Learning at Work, Gower Press: London. Parker, C Developing Management Skills for Leadership, Prentice Hall. [...]
[...] Critical Analysis Effective relationship management calls for effective leadership skills. It is the duty of the management to work in an effective manner in order to enhance high quality relationships with the employees. Nevertheless, an organization with good relationship management creates and sustains energy for individuals, enhancing the employees to do their work effectively, and doing it well. In this dynamic world, handling relationships effectively enhances personal development and being flexible in the workplace and in future changes (Parker 2003). [...]
[...] Relationship management at the workplace Introduction It is important to understand all the practitioners in the social work context. The management and the social work graduates are all vital in the organization and the NHS has defined roles for all the people involved in the social context and the skills required of them. Respect for the social work graduates is a “central” value in social work and the management should not see them as people to be overworked but rather are in the practice and need to achieve their set personal goals and objectives while serving their organization of choice (Parker 2003). [...]
[...] The coordination of various research projects, managing elements of operational delivery of the spinal deformity unit, and resource planning and assessment, are all requirements of my role. However, this is not the case since at the moment am required to look at a variety of areas in the organization besides the allocated duties by my consultant. My job description is clear but working in the outpatient and inpatient and coordinating multidisciplinary team meetings is not part of it. The variety of the jobs given to me has become a problem and this has forced me to do them hoping that it is part of gaining experience. [...]
[...] Situation Analysis theory In this theory, the leadership management can be described as a task or relationship oriented. Therefore, there is an independence of both relationship and the tasks an individual is supposed to do. This implies that a manager can exhibit low or high degrees of both situations (Blaike 2002). This kind of behavior however might suite or not suite the given situation. In my case, am in a position where I need to be able to show my leadership skills. [...]
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