Mindmap for citycare plan and issues
- Created by: Sibcyg
- Created on: 15-11-22 12:22
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- Nottingham City Care-Scenario 2.....
- Things tried/in place
- 'Sparkle Book' of appreciation for staff members
- BUT- this is only ONE team
- Most team leaders are unaware of its existence (input from Sara)
- Intrinsic motivation (Need more of this)
- More sparkle books, appreciation boards
- BUT- this is only ONE team
- Patient feedback forms
- Often leads to team bonding as is an opportunity to praise fellow team members
- Intrinsic motivation (Need more of this)
- More sparkle books, appreciation boards
- Intrinsic motivation (Need more of this)
- Often leads to team bonding as is an opportunity to praise fellow team members
- XMAS bonus and/or half a day off
- 'Networking'
- Staff well-being sessions
- In-person training
- Staff group chats (i.e., on Microsoft teams/Outlook
- BUT- very much on team leaders to organise
- Team leaders are already overworked too much on plate
- Nothing across the whole organisation
- BUT- very much on team leaders to organise
- Self determination theory
- Retention for new employees
- 'Sparkle Book' of appreciation for staff members
- Insight from Sara (Team leader)
- Colleagues and team spirit are a key incentive
- Chief executive of organisation is very approachable
- Team leader ethos
- Aim to be approachable and friendly showing staff they care
- BUT- is this team leader specific? This is one team leader experience
- Trying to be inclusive (especially if new to the team)
- BUT- is this team leader specific? This is one team leader experience
- Creating a culture of 'ask anything'
- Not psychologicall theory but....
- Team 'away day' t discuss 'vision' or 'input' for the upcoming year
- BUT- one team leaders experience and completely off own back (budget issues?)
- More bonding outside of work
- More awareness of support network (i.e., picture or family tree
- Social support
- Team 'away day' t discuss 'vision' or 'input' for the upcoming year
- Aim to be approachable and friendly showing staff they care
- Team 'away day' t discuss 'vision' or 'input' for the upcoming year
- BUT- one team leaders experience and completely off own back (budget issues?)
- Explicit issues
- Maintaining a well functioning team
- A lot is down to the team leader who also have a lot on their plate
- Staff retention
- Older staff stay but newer staff are often agency/undertrained/no incentive to stay
- Especially in care homes
- Psychological contract
- More self-efficacy/awareness of realness of job
- Psychological contract
- Maintaining a well functioning team
- Implicit issues
- No organisation wide network/communication
- Companies are unique to each care home
- IDEA: NEXT model. To create a community across care homes and across the organisation (i.e., facebook)
- NEXT: have a network called 'yapster' with smaller community groups (i.e., women, women with menopause, seasonal chat, SAD and dealing with depression)
- Job satisfaction
- Service provision/quality of service
- Control theory
- Control over breaks may provide more efficiency and satisfaction
- Well functioning team
- Staff satisfaction
- Control theory
- No organisation wide network/communication
- Things tried/in place
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