- 2.4 Reviewing available information and making valid decisions
- 2.3 Using factual data, recommendations, suggestions, and ideas in a logical and purposeful manner to inform decision making
- 1.4 Strategies for keeping aware of own stress levels and for maintaining wellbeing
- 1.1 Elements of management decision-making
- Unit 10- Decision Making in Adult Care NVQ Level 5
- 1.2 Values, belief systems, and experiences affecting working practice
- 2.4 Adapt communication in response to the emotional context and communication style of others
- 1.1 Emotions affecting own behavior and the behavior of others
- 2.2 Providing support to engage others in the decision-making process
- 2.1 Evaluating range, purpose, and situation for effective decision making
- 4.3 Prioritize own development goals and targets
- 4.4 Use personal and professional development planning
- 4.2 Establish own learning style
- 4.1 Evaluate own knowledge and performance
- 4.2 Ways in which team members are supported to understand their role in safeguarding children and young people from danger, harm, abuse, or exploitation.
- 4.1 Reasons adult care practitioners need to be aware of national and local requirements that seek to ensure the safety and wellbeing of children and young people.
- 3.7 Demonstrate ways of assessing the effectiveness of risk management practice
- 3.6 Demonstrate positive approaches to risk assessments
- 3.5 Revise plans to take account of changing circumstances
- 3.4 Delegating responsibilities to others
1.5 The role technology plays as a resource in service delivery and service management
Course: NVQ Level 5 Diploma In Leadership & Management for Adult Care
Unit 7: Resource Management in Adult Care
LO1: Understand principles of effective resource management.
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1.5 The role technology plays as a resource in service delivery and service management
Technology has a critical role to play in both service delivery and service management. In terms of service delivery, technology can be used to manage and monitor service delivery processes and systems, as well as to provide real-time information on the status of services. This helps ensure that services are delivered consistently and effectively and that problems or disruptions are identified and addressed quickly.
In terms of service management, technology can be used to manage customer interactions and track customer feedback. It can also be used to manage staff activities, schedules, and resources, as well as to automate routine tasks. This helps ensure that resources are allocated efficiently and that customers receive prompt, accurate, and consistent service.
Technology is also increasingly being used to engage customers – for example, via automated customer portals. Customers can use these portals to access real-time information on services and track their interactions with the organization. Technology is also being extensively used in back-office functions, such as accounts payable and procurement.
The extent to which technology is used in service delivery and service management depends largely on the nature of the business, as well as the needs and preferences of the customer. In some cases, for example, it may be more appropriate not to use technology at all – for instance, if a traditional face-to-face model works best. In other cases, using technology may be essential – for example, if there are large numbers of customers.
In fact, given the rise in social media and mobile technologies, it is becoming increasingly important to have a coherent social media strategy that engages customers through a variety of channels – including online chats and self-service portals. In this context, developing an overarching strategy that provides a framework for designing and deploying technology-based customer engagement solutions is critical.
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