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Continuing education is all the learning activities METHODS OF DELIVERING STAFF DEVELOPMENT
that occurs after an individual has completed his
basic education PROGRAM
INDUCTI JOB IN- CONTINUI TRAININ
ORIENTATI SERVICE NG G FOR
PURPOSE CONTINUING EDUCATION ON
ON EDUCATIO EDUCATIO SPECIFIC
Enable a worker to move from satisfactory to N N FUNCTIO
N
excellent performance Physical Orientatio Orientati Lecture Demons
Demonstra
Provides exposure to new concepts, procedural tour of n on
tion tration
the Seminar Skill Seminar Discussi
refinements, innovative product applications, or Debate
facilities Discussion training on
Journal
acquisition of increased expertise Group Hand out Continui club
Role-
or book ng Book
discussi
Ensure professional development and educatio review play
on pamphlet n Correspon
dence method
Increase ability in order to solve the problem in a Seminar
Leadershi course
Handb
p Formal
clinical teaching/ administrative area. ook
training course
and
Clinical
Improve the ability to communicate or pamphl
research
et
participate in research work.
3
5. Lack of trust - Participating agencies may have a 8. Costs and benefits are viewed as unsatisfactory - Staff
history of poor relations leading them to see each other of some organisations think the costs of coordination
as threats, competitors and/or untrustworthy or the program costs will be higher than the benefits.
6. Cost/benefit perceived as unsatisfactory- - Staff of 9. Resources are not available - Some organisations
some organisations think the costs of coordination or the which may want to participate in a coordinated effort
program costs will be higher than the benefits have inadequate resources to contribute to the effort
7. Unilateral donor actions and agendas- When donors 10. Diffusion of "credit" - Sometimes recognition is the
act unilaterally, politicize aid, or earmark funds for only form of personal reward that members of
specific populations; they may undermine the efforts of organisations receive. In a coordinated effort,
established international coordinating mechanisms however, "credit" for or acknowledgement of
8. Rapid staff turnover - Frequent staff turnover individual contributions may get lost or diffused.
threatens policy continuity, coordination agreements 11. Lack of trust - Participating agencies may have a
and institutional memory. Trust often depends on history of poor relations leading them to see each
increased levels of familiarity and contact among parties, other as threats, competitors and/or untrustworthy.
which is lost with high turnover rates 12. Fragmentation - The diversity of mandates, policies
9. Lack of coordination skills, knowledge and and procedures as well ideologies, values and vested
experience - Organisations that do not understand the interests among all of the international organisations
preconditions and dynamic nature of coordination or leads to a fragmentation within the humanitarian
that field representatives without proper training or skills response system
will frustrate and be frustrated by coordination efforts 13. Highly centralized bureaucratic organisations -
Coordination will be hindered by agencies that must
generally seek approval from their headquarters prior
1. Threat to autonomy (real or perceived) - Members of to approving inter-organizational goals or making
organizations fear that coordination will reduce their commitments of time and resources.
freedom to make decisions and run programs. 14. Lack of coordination skills, knowledge and
2. Professional staff fears - Professionals fear loss of experience - Organisations that do not understand
freedomcoordination agreements may require ways the preconditions and dynamic nature of
of working that are different from staff preferences. coordination or that field representatives without
3. Disagreement among resource providers - People or proper training or skills will frustrate and be
groups providing resources disagree about needs to frustrated by coordination efforts.
be met, services to be provided, and programming 15. Staff turnover - Frequent staff turnover threatens
approaches. policy continuity, coordination agreements and
4. Multiple local government, private sector and non- institutional memory. Trust often depends on
governmental organizations - Coordination is increased levels of familiarity and contact among
complicated by the presence of too many actors, parties, which is lost with high turnover rates.
slowing the process and losing focus. 16. Unilateral donor actions - When donors act
5. Absence of consensus among participants - unilaterally, politicize aid, or earmark funds for
Disagreements among organizations regarding: specific populations, they may undermine the efforts
The right of one or more organizations to be of established international coordinating mechanisms.
involved 17. Ineffectual or inappropriate coordination leadership -
Which organisation should function in which Participation in coordination may break down if the
geographic area leadership is autocratic, imposing their decisions and
Which organisation should provide which services agenda on the body. Lack of leadership skills or
Which affected populations are to be served by resources will diminish the value and quality of the
each organisation coordination effort.
6. Different expectations of different levels of the
government hierarchy - Different expectations about Skills Needed to Achieve Effective
which populations should be provided with which
servicesthis may become complicated by differing
Collaboration
and/or changing political interests 1. Team focused
7. Coordination viewed as low priority - Members of A team-focused (Team Player) individual thinks about
some organisations think that coordination is not "we" rather than "I". He/she makes sure to keep the team
really necessary and do not follow through with focused on group goals and group success rather than
commitments. individual agendas.
5
REFERENCES
2. Generous
A great collaborator is willing to take the first step and
pitch in, even if they won't get the spotlight. Generosity Marquis B.L. ,Hutson C.J . Leadership roles and
is also an incredibly desirable leadership characteristic. management functions in nursing Theory and
3. Curious application. 5th ed. Philadelphia: Lippincott Williams
Theyre good at asking the right questions. A great and Wilkins; 2006.
collaborator is always looking for the root of the issue.
They dont interrogate; they simply follow their natural
curiosity because they want to understand. Douglass L M. The effective nurse- leader and manager.
4. Appreciative 5th ed. Mosby: St. Louis; 2006
The best collaborators express sincere appreciation for all COORDINATION AS A MANAGEMENT FUNCTION.
that team members have contributed. Theyre not shy
about expressing this appreciation to the entire team and February 16, 2011
they give credit where credit is due.
10. Diplomatic
The best collaborators are diplomats. They know that
relationships are built on mutual respect, and that being
liked is not always the most important thing.