An interdisciplinary approach involves team members from different disciplines working collaboratively, with a common purpose, to set goals, make decisions and share resources and responsibilities.1 Show A team of clinicians from different disciplines, together with the patient, undertakes assessment, diagnosis, intervention, goal-setting and the creation of a care plan. The patient, their family and carers are involved in any discussions about their condition, prognosis and care plan.2 In contrast, a multidisciplinary approach involves team members working independently to create discipline-specific care plans that are implemented simultaneously, but without explicit regard to their interaction.3 Depending on the resources of the individual health service, a combination of the two approaches may be used when caring for older people. Why is it important?
How can you adopt an interdisciplinary approach to caring for older people?The care team need to work together, utilising an interdisciplinary approach, to provide and implement a care plan that meets the patient’s goals and needs. All health care professionals have a shared role in providing person-centred care for older people. Elements integral to a successful interdisciplinary approachLeadershipPositive leadership and management give clear direction and vision for the team through:
Person-centred practiceWell-integrated and coordinated care that is based on the needs of the patient can contribute to reducing delays to provision of care and duplicating assessment.1
TeamworkAn interdisciplinary approach relies on health professionals from different disciplines, along with the patient, working collaboratively as a team. The most effective teams share responsibilities and promote role interdependence while respecting individual members’ experience and autonomy.9
CommunicationCommunication across disciplines, care providers and with the patient and their family/carers, is essential to setting the goals that most accurately reflect the person’s desires and needs.
1. Department of Human Services 2008, Health independence programs guidelines, State Government, Melbourne. 2. Jessup RL 2007, ‘Interdisciplinary versus multidisciplinary care teams: do we understand the difference?’, Australian Health Review, 31(3):330-331. 3. Continuing Care Section, Programs Branch, Metropolitan Health and Aged Care Services Division, Department of Human Services 2003, Improving care for older people: a policy for health services, State Government of Victoria, Melbourne. . 4. Fewster-Thuente L & Velsor-Friedrich B 2008, ‘Interdisciplinary collaboration for healthcare professionals’, Nursing Administration Quarterly, 32(1):40-48. 5. Youngwerth J & Twaddle M 2011, ‘Cultures of Interdisciplinary Teams: How to Foster Good Dynamics’, Journal of Palliative Medicine, 14(5):650-654. 6. Curley C, McEachern JE & Speroff T 1998, ‘A firm trial of interdisciplinary rounds on the inpatient medical wards – An intervention designed using continuous quality improvement’, Medical Care, 36(8):AS4-AS12. 7. Curley C, McEachern JE & Speroff T 1998, ‘A firm trial of interdisciplinary rounds on the inpatient medical wards – An intervention designed using continuous quality improvement’, Medical Care, 36(8):AS4-AS12. 8. Jacob A, Roe D, Merrigan R & Brown T 2013, ‘The Casey Allied Health Model of Interdisciplinary Care (CAHMIC): Development and implementation’, International Journal of Therapy & Rehabilitation, 20(8):387-395. 9. Nancarrow SA, Booth A, Ariss S, Smith T, Enderby P & Roots A 2013, ‘Ten principles of good interdisciplinary team work. Human Resources for Health’, 11(1):1-11. doi:10.1186/1478-4491-11-19. 10. Xyrichis A & Lowton K 2008, ‘What fosters or prevents interprofessional teamworking in primary and community care? A literature review’, International Journal of Nursing Studies, 45:140-153. 11. Nazir A, Unroe K, Tegeler M, Khan B, Azar J & Boustani M, 2013, ‘Systematic Review of Interdisciplinary Interventions in Nursing Homes’, Journal of the American Medical Directors Association, 14(7):471-478. 12. Mansah M, Griffiths R, Fernandez R, Chang E & Thuy Tran D 2014, ‘Older folks in hospitals: the contributing factors and recommendations for incident prevention’, Journal of Patient Safety, 10(3):146-153. Introduction: Organizational behavior is an interdisciplinary field that includes sociology, psychology, communication, and management. (Ribbubs 2014) The academic field of study concerned with human behavior in organizations; also called organizational psychology. It covers topics such as motivation, group dynamics, leadership, organization structure, decision-making, careers, conflict resolution, and organizational development. When this subject is taught in business schools, it is called organizational behavior; when it is taught in psychology departments, it is called organizational psychology. (Reference). The aim of this diagnosis paper essay analyses the individual basis theoretical area covered by our teacher and Moodle and integrates with my own work experience. Later, I will analyze with the help of conflict management technique that helped me to resolve this issue. Organizational behavior is a concern with the study of the behavior of the people within an organizational setting. It helps to understand predict and to control human behavior. In a working environment, people meet with different ideas and characters. Therefore it is essential to understand how to cooperate with individual personalities to develop team-working skills in different environments. Organizational behavior analyses how people behave as individual and as a member of a group. Additionally, Spotless is a huge organization, which operates in a different area of businesses with more than
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1 The interdisciplinary field dedicated to understanding and managing people at work is called: • Management dynamics • Management theory • Organizational dynamics • Organizational behavior 2 The distinction between flexible and fixed individual differences: • Is that managers have little or no impact on flexible differences • Is that managers should hire people based on their attitudes and emotions • Is that managers have little or no impact on fixed differences • Has no practical value for managers 3 Regarding using personality testing as part of the hiring process, experts have concluded that: • The typical personality test is not a valid predictor of job performance • Only the Big Five should be used as predictors of job performance • The effects of personality on job performance are so large it cannot be ignored by managers • There are many valid instruments available to managers to test for personality types 4 In Ajzen’s theory of planned behavior, __ is (are) the key link between . • Intentions; attidtudes and planned behavior • Norms; intentions and planned behavior • Intentions; norms and attitudes •Attitudes; intentions and planned behavior 5 According to the Ajzen model, the strongest predictor of an employee’s behavior is (are): • The employee's intentions • The employee's attitudes • Social norms • The employee's values 6 The steps in the process of stereotype formation and maintenance in order are: • Expectations, categorization, inferences, maintenance. • Categorization, inferences, expectations, maintenance. • Inferences, categorization, expectations, maintenance. • Categorization, expectations, inferences, maintenance. 7 Janelle, one of Abdul’s employees, has performed poorly on many aspects of her job since she was hired four months ago. This is likely to be attributed to: • External causes • Fundamental bias • Internal causes • Self-serving bias 8 The potential to understand and regulate oneself is known as: • Naturalist intelligence • Intrapersonal intelligence • Kinesthetic intelligence • Interpersonal intelligence 9 Self-enhancement and self-transcendence are: • Personal attitudes • Endpoints of one of the dimensions of values • Workplace attitudes • Cognitions 10 Organizations with adhocracy cultures are described as: • Externally focused and valuing stability and control • Internally focused and valuing stability and control • Externally focused and valuing flexibility • Internally focused and valuing flexibility 11 Which of the following is the least fixed of a person’s individual differences? • Cognitive abilities • Attitudes • Emotions • Intelligence 12 Camilla, a manager, notes that while Wilhelm’s written reports are very thorough and accurate, his oral presentations are not effective. Camilla is looking at: • Explicit factors • Implicit factors • Distinctiveness • Consistency 13 Stimulation is in the ____ part of Schwartz’s model. • Conservation • Openness to change • Self-enhancement • Self-transcendence 14 The contingency approach suggests that: • A manager needs to learn a set of hard-and-fast rules. • There is one best way to manage. • OB theories apply to all situations. •The best answer depends on the situation. 15 Research shows that, in general: • Social capital increases group conflict. • Social capital decreases work group integration. • Social capital decreases organizational performance. • Social capital can improve operations. 16 The corporate staff in the accounting department at ABC Corporation went on 12-hour days during the holiday season, just like the regular retail employees do during that season. This is an example of a(n) _____ change. • Product • Radically innovative • Adaptive •Innovative 17 The extent to which an individual identifies with an organization and commits to its goals is called: • Organizational satisfaction • Organizational commitment • Job involvement • Perceived organizational support 18 Joyce finds that the members of the project team to which she has been assigned in her management class are all athletes on the college’s football and basketball teams. She immediately considers dropping the class because she thinks her experience with that team will be negative. Joyce is likely to be reacting to a: • Self-serving bias • Semantic memory • Negativity bias • Stereotype 19 The productive potential of an individual’s knowledge, skills, and experiences is known as: • Soft skills • Ethical capital • Human capital • Social capital 20 Chris, a manager, knows that one of his employees values achievement and power. Chris should assign the employee to a job that includes: • High self-direction • High security • High influence over others • High social value 21 When something is ___, it stands out from its context. • Semantic • Salient • A schema • Stereotypical 22 A person can build his/her social capital by: • Being trained in new skills • Shadowing a higher-level manager • Getting a mentor • Learning a new language 23 Performance on tests like the Scholastic Aptitude Test and the Graduate Management Admissions Test is likely to be most closely related to: • Logical-mathematical intelligence • Interpersonal intelligence • Intrapersonal intelligence • Naturalist intelligence
26 Sustainable businesses tend to be run by CEOs who are: • Intelligent • Controlling • Target-driven • People-centered 27 ___ is associated with success for managers and salespeople. • Introversion • Emotional stability • Agreeableness • Extraversion
The interdisciplinary field dedicated to understanding and managing people at work is called: Organizational Behavior |
What interdisciplinary field is dedicated to understanding and management of people at work?
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