Journal Entry Two
Journal Entry Two
Journal Entry Two
One of the prime strengths of the Public Health sector is the increased fiscal resources released by the central government. The monetary resources go to improve resource acquisition and distribution resulting in overall improvements in health care quality (Louis, 2014). There are also the various reforms that promote equity and solidarity across different health departments. In this, there are greater levels of standardization and shared best practices.
However, there continued to be the weaknesses in group marginalization and denied access to insurance services. For instance, the American system records more African American and Hispanic casualties when compared to White due to lack of quality health care (Louis, 2014). For the same marginalized groups, there is unstable financing meaning mitigated resource distribution. Marginalization equally increases conflict in the work setting given modern doctrines in public health champion for workforce diversity regarding backgrounds, beliefs, and values.
Many of the limitations can be resolved through reforms in health service delivery and organizational management facilitated through transformational leadership. Policy makers, managers, and corporate leaders require a better understanding of the health engine to incorporate suitable incentive strategies, improve resource distribution, and overall service quality (Louis, 2014).
However, slow infrastructure development and aging workforces put positive progression at risk of work slowdowns or complete termination in adverse cases. Moreover, the present global economy has elevated demographic dynamicity and its associative implications on health care (Louis, 2014). Health care providers need to perform frequent evaluations of the patient populations meaning elevated operational costs.
Required Talents and Qualities in Team Selection
Present scholarly literature in Human Resource Management (HRM) teaches that hiring of the best employees is not sufficient for overall team strength (Sutcliffe, 2013). An organization has to incorporate strategic education and training of the acquired workforce. However, these are the initial basic competencies that I would apply to source team members.
Proficiency in communication is imperative in each team member. The competency must be exhibited in both oral and written form. Secondly, the team member needs to highlight superior listening, consideration and speaking up attributes about communication (Sutcliffe, 2013). Under such, the employee does not shy from making relevant points or criticizing ineffective practices.
Team members that depict the quality of leadership are beneficial to overall productivity as they highlight the ability to perform with little or no supervision. Moreover, the competency means the employee is able to make decisions and stand by them (Sutcliffe, 2013). In this, they can motivate fellow employees to perform equally better.
Intelligence is a cognitive attribute that extends beyond book-acquired knowledge. The intelligent team member is street smart, sensitive and of high integrity (Sutcliffe, 2013). Intelligence is a beneficial quality in problematic situations that require rapid response.
People skills in an employee mean that the individual is able to operate in a team environment with minimal conflict. The individual does not shy away from volunteer activities, extra social responsibility, or learning opportunities meaning an elevated rate of gaining experience. People skills mean the team member can evaluate problems, its solutions, alternatives, and put in place the most utilitarian response mechanism (Sutcliffe, 2013). In meaning, the individual always operates under the criterion to effect or maximize social good.
Technical competencies refer to expertise revolving around process automation and hand operations. Employees with technical skills exhibit superior reasoning and rationale attributes (Sutcliffe, 2013). In this, the entire team benefits from improved problems solving capabilities. The individual acts as a mechanical problem solver.
Importance of the Talents and Qualities
The main objective of using the various skills and talents in team selection was to ascertain that the acquired group exhibits cultural and behavioral diversity. Variance in personalities is crucial to management as it improves system flexibility when managed appropriately. Team diversity facilitates self-supervision and critique of poor team member and manager behaviors. Employees need to understand the manager’s leadership style and complement it instead of duplicate it (Richards, 2013). In this, there is balance in the establishment of organizational values and culture that goes to determine overall performance.
Intelligence is crucial in establishing team autonomy, tenacity and tactical capabilities (Richards, 2013). The degree of sensitivity in intelligent employees enables them to consider and understand cultural divergences across the team facilitating healthy interactions. Tolerance ascertains operational continuity even in the event of failure, as team members are not easily discouraged. When a tactical capability is combined with technical skills, there is improved service quality because of strategic and maximized application of machines (Richards, 2013). In this, the team also benefits from lower operational expenses through fewer team members and time used per activity.
Communication and people skills combine in the development of healthy relationships between team members, which extend beyond the workplace setting. Healthy relationships are beneficial as they improve operational flexibility, workflow, and conflict resolution capacities (Richards, 2013). Employees depict trust and loyalty amongst each other and to the team improving organizational commitment and work motivation (Richards, 2013). Despite communication ascertain role clarity, relationships mean employees have some degree of interchangeability. This is elevated in turn by leadership skills, which improve adaptability.
Louis, R. (2014). Public Health Leadership: Putting Principles into Practice, (3rd Edition). Burlington, MA: Jones & Barlett Learning.
Richards, David. (2013). Competent Team Members. Gotten from Building Effective Teams. Organizational Development Portal. Retrieved From http://www.odportal.com/teams/effective/chapter7.htm
Sutcliffe, J. (2013). The Eight Qualities of Successful School Leaders: The Desert Island School Challenge. Burlington, MA: Jones & Barlett Learning.
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