Effective Communication is the Most Essential Element of Successful Partnership Working - Essay Example

? Effective communication is the most essential element of successful partnership working Introduction Several managers and the committee that deals with management, and who are beginners in the field of management are only able to accomplish a successful partnership, when they get the chance to understand and gain skills in their sector through practice of effective communication. Effective communication has long been a greater hand to people who practice it frequently within their relationships with other people. Those who adhered to the basic good practice of effective communication in management and governance have been able to get senior positions in larger voluntary organisations or in the commercial or public sector (Adonirack, 2006). This has made it to be a significant asset that has to be well incorporated in the working environment for better final results to be achieved. But when it is regarded in other ways, as to how it can be well integrated in the system, it is found that, it is extremely difficult for partnerships to work effectively and achieve results. According to the current researches, it has been documented that, this is one of the toughest challenges that the public managers do face. Successful partnership come about to deliver services to individuals in coordinated packages, minimise the impact of firm breakdown, be able to locate to new resources easily, and meet up with the legislative prerequisite. There are other factors and elements that may bring about a successful partnership. This paper is going to analyze ways in which effective communication is an essential factor (Andrew 1988). Effective communication gives people clearer comprehension of situations and enables people to come up with resolutions to their differences, which in turn create a flourishing environment in terms of creative ideas and solving problems. PART A After the discussion in the meeting and within the group, together with ideas from the module, I have learned that for any individual or an organisation to be successful, it greatly depends on the way they can engage in effective communication. I felt that, with any faulty form of communication in any firm, it can mostly lead to inefficiency and lower effectiveness in their routines and other processes that they undertake. For the management to be successful, then the mode of communication has to function in a well organised manner. After the study of the module, I view that, within many establishments and conjoined systems; communication has to the highest degree led to a better form of management, which has led to a better society (Audit Commission 1998). First, they observe patients that are discharged from hospitals and they have needs that continue following their clearance, which are well taken care of by the health and social care services. The patients end up getting a better shift if the arrangements are well set. This is well executed due to the government emphasising on the importance of understanding the value of partnership working system (Hen wood 2006). Second example is seen in the learning environment where the methods of training need to persuade the students to share their own view and understanding with others and also be able to familiarise themselves with other different careers and accept the importance of other professionals (Rose 2005). Through this effective way of communication, I see a better way of the working relationship being promoted between the practitioners from undergraduate education, to post graduate courses. This is clearly seen when it helps in nurturing great motivation, giving facts for decision making and serving to satisfy the needs of the society. I have also found out that when effective communication is practised more often within the working environment, employers and employees get to enjoy the more positive environment and they all the time feel encouraged. This reduces frustration and anxiety that they may be experiencing, and in turn, raises their production and self-confidence (Glasby and Dickinson 2008). Most of the businesses that have productive employees who have a positive and direct impact on its production always succeed. If most of the companies decide to integrate this element in their partnership working, they are in the right track of achieving a successful relationship that will give a positive output to the society (Hudson 2002b). I also felt that I could have changed the environment that people work in. This can be well achieved by setting up an open surrounding, where every individual shall be at ease to put forward their uncertainties and concerns to the rest of the group, having the occasions to be grateful for the efforts made by others, ensuring that the regulations are well comprehended and lucid (Andrew 1988). In my future work, I would wish to be able to understand other people because this is the basis of a good communication. The most important thing that I shall do is to be attentive and listen both to my superiors and the ones that work under me. I shall also be friendly and try to do regular practise that shall help me learn more about the skills of fostering better communication, which shall improve my relationship with other partners (Fletcher 2006). PART B Review of the theory, policy and ethical issues At the time, when very many organisations decide to work simultaneously to a requirement that has been identified is when a partnership is created. This system of operation helps in destroying the hindrances in polarized sections, encouraging the sharing of proficiency, limit service replication and, help an incorporated advancement to the development of policy and delivery of services (Henwood 2006). Nevertheless, not all joint venture lead to accomplishments, some are unsuccessful for a variety of reasons. Factors that promote partnership working When the partnerships are formed, the issues, agenda or mandate of the two or more parties coming together have to be clearly defined and set in order to unite the partnership, limit the likelihood for disagreement and avoid confusions (Hudson 2002a). In the end, it will make sure that the standards of their commitment and motivation can be maintained as the whole process is taking place (Hudson 1998). The basic organizational frameworks that make the partnership to be of great effect includes: networking, coordinating, cooperating, collaborating, recruiting partners, stating the partnership formation, and evaluating the initiative’s development and productivity. These are clearly depicted in health and social care services, where the counselors that deal with abuse of drug and substance together with the mental health care specialists convene at a seminar, and here they are able to share and exchange information regarding sympathy exhaustion in the place of work (Fletcher 2006). When partner organizations decide to work on a definitive assignment, some of the organisations assets can be collectively used together, and there shall be limited threat and low-to-medium venture by the organisations that are participating in the partnership (Leathard 2003). In a substance abuse establishment, psychological health care centre, and communal accommodation organization come to an accord to mutually work together to support a day’s short course on consideration fatigue and exhaustion. It clearly comes out that one agency can be able to provide some space and drinks while the other group does oversee registration and responsibilities that deal with the management (Ross King and Firth 2005). If there is a third and fourth agency, one can offer proficiency to arguments in question and the other soothes the progress of the proficiency that is offered (Lymbery 2006). Sometimes, some relationships need a longer period in terms of their top level of obligation from the organisations that are associated. This mode of cooperation, gives organisations a good framework where they are able to share their know-how, space and facts. Impact of professional codes and organisational frameworks Service users have put down the importance of being able to work together with each other in ways that they improve the kind of life that people are living and make a great difference (Leathard 1994). Within the health care, organisations that are in place, their plans of succeeding in what they are planning will mostly depend on the help from the stakeholder. This structure can be well put into place not exactly by the government by collectively pulling effort by different other organizations (Fletcher 2006). The main plan is to be able to make the weak to be able to be cared for, and increase the chances of other people to be able to improve their own lives. This has been functional so far after undergraduate, and postgraduate training have been involved in working with other trained bodies, in addition to doing their activities, with other health care service to make sure that National Occupational standard and national workforce competencies reflect the need for health care professionals to comprehend the importance of working for patients (Lymbery 2006). The best way for them to be able to work well in the community is by either setting up an act in the parliament, which will oversee heights and opportunities of the disabled. This increases the opportunities of these disabled people to be able to find employment. This sees that the disabled people can be able to move around and be helpful to the society and also be well taken care of (Ross, King and Firth 2005). The Secretary Of State, who deals with pensions and Health decided to push this system forward. They have established a joint ministerial group, supported by a joint senior Officials Unit from both departments and the HSE. This unit will work very close with Devolved Administrations in Scotland and Wales and other departments of the governments. This is mostly to: improve access to services for the management of common mental issues and engage with relevant stakeholders for each initiative (Meads and Ashcroft 2005). Very many partnerships have been formed during the past decades. Some did last for a short time, while others have been on operation for a long period of time. During their time in which they are trying to grow, they face several obstacles: by being very difficult to maintain and require lots of resources and their results do not appeared at one moment (Leathard 2003). Central concept of partnership The society as per today has fallen short of the good solutions that may seem satisfying to the public by well tackling the ever-growing problems. Policy framework has to be enacted to control and implement certain systems that will be able to set into place, good ways of solving issues in the community (Ovretveit, Mattias and Thompson 1997). When these structures are set, partnership can be of great help to the community by improving the performance. Partnerships would be able to set up a good mechanism for local organisation to work in harmony and become accustomed their policies to better reflect the needs of the people and the economy at the community level (Sullivan and Skelcher 2002). In most of the collaborations, partners should understand what to expect from the other partners. When principles of collaboration are set, they help in controlling the expectations of the stakeholder and set their agreed roles and responsibility and to make sure accountability is brought out through the process. Operating a partnership is a very delicate process that requires individuals to understand and work with diverse organizations and their requirements. Main mission of partnerships is to locate ways, in which organizations – with their diverse tasks, duties and approaches – can co-operate in the ever changing societies. It is essential to become accustomed to methods and ways of working accordingly. Therefore, there has to be a steady framework, and on the other side a definite level of litheness, to permit all the necessary and immediate changes and adaptations. In addition, there has to be a strong communication, among the partners so that there is utmost clearness both inside and outside of the partnership (Adonirack 2006). In most cases, partnerships position themselves as ordinary targets and they become accountable with making sure those targets are reached. As a result, they are in agreement to monitor and evaluate the key principles (Tuckman and Jensen 1977). This is very vital to be done from the very start, so that questions concerning the result of the partnership and the finances involved can be answered and the worth added to the partnership’s labor be made noticeable. Partners will need to demonstrate where and how they are thriving, and if they are not, they have to point out how their approach is to be altered. A partnership is an accord to do inspiring things jointly that will profit all involved parties, bringing outcome that could not be achieved by a solitary partner operating single-handedly, and reducing replication of efforts. A flourishing partnership enhances the impact and efficiency of action through collective and more proficient use of assets; promotes improvement; and is notable by a strong commitment from each collaborator. To achieve continued victory, it is necessary that, fundamental local parameters be shaped and decided upon; evenly crucial are political force, resourcing, and the appropriation of money (Adonirack 2006). Teamwork within a partnership is two-way; it will be successful if the associates share a planned vision, pursue well-matched targets, and are all equal members in a prearranged executive structure (Richardson and Asthana 2006). As a result, the partnership should be able to get together dissimilar actors in mutual action as well as in joint hard work to effect change. To be well-organized, a partnership should have identifiable and independent structure to help set up its uniqueness. The arrangement should have firmness and solidity as well as flexibility, and it is supportive. The partnerships do enjoy political and public reception; they demonstrate willpower and accept the reasonableness of their political tasks. Most of their agreement are based on particular responsibilities, joint privileges and obligations and are signed by all appropriate associates. Strong assurance from each of the associates is reflected in the certainty that all collaborator organizations are similarly present and, where probable, represented by skilled personnel who have control within their association (Adonirack 2006). There exist different legal aspects to partnerships: the generally juridical framework, which forms their context, and the lawful setting within (Sprung and Harness 2012). In a number of countries, there exist particular laws on the subject of partnerships that clearly lay down fundamental necessities for their acknowledgment, support, access to financial support, and rights. In a number of cases, an apparent role is assigned to partnerships surrounded by the institutional set of local growth. Policy may as far shape definite necessities relative to association and structures. Such circumstances are often stated within support schemes using economic incentives to generate corporation principles (Tait and Shah 2007). Partnerships are also enabled or guarded by exterior laws and policy defining joint action as such: presence of a definite restriction to collaboration with reverence to rivalry regulations, adding up to restrictions on the privileges of community institutions to enter into authorized entities with private companies or NGOs. Owing to the actual potential for assembly and fastening partners and being a vibrant partner for socioeconomic enlargement in a region or community, partnerships can become known as essential players in the areas of policy setting up or action setting up and execution. The fact that they are both planned and action-oriented often creates a strong point for partnerships in relation to local, state or sometimes even global authorities. Acknowledgment of the potency and worth of these partnerships can even be different in an immense deal depending on their degree for action and established accountability. In the Flemish case, the administration did chose to recognize lawfully the partnerships (and their officially permitted bodies) that systematized the socio-economic regional development committees and councils (Sullivan and Skelcher 2002). In other occasions, partnerships may barely be known in relation to some degree of particular set of goals, responsibilities and procedures, which are worked on in an approved time frame. Conclusion Gratitude by governmental body will afterward hinge on confirmed success and accountability. It is imperative that the gratitude of partnerships does not rely too deeply on the integrity of just one or a small number of the participating partners. The partnership as a whole has to turn out its credibility; or else, sooner or later on its vigor will be diminished. 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