The question required candidates to use examples from

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The question required candidates to use examples from the public services and demonstrate their understanding of the benefits to organisations of collaboration and integration, both within and across organisations. Candidates were also asked to discuss how public service leaders can manage the change process needed to move towards working in this way. Good answers covered a range of public service organisations and identified a number of benefits across a range of them. Many candidates had built on the pre-seen material and researched further examples of collaboration and integration, allowing them to demonstrate their breadth of knowledge of this area. When answering the second part of this question, some candidates were able to apply change management theory to their examples; again, good answers contained examples drawn from candidates’ additional research. Where candidates relied solely on the pre-seen material, their answers tended to display insufficient breadth. A small number of candidates used only one example of a public service organisation to illustrate their points; however, the question clearly states that candidates should use examples from the public services and therefore not rely on one organisation only.
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SL Examination Guide June 2015 Page 10 Marking scheme for question 2 1 mark per valid point and 1 mark per relevant example. Candidates must use a range of PSOs and give examples of both internal and external collaboration/integration to gain maximum marks: if not, marks will be capped at 12. The following is for illustrative purposes of how a candidate may answer. (a) Integration of health and social care services: challenges for the manager include justifying the rationale for integration and addressing the uncertainties of staff around their positions and job security. (1) Breaking up established staff groups and changing responsibilities, reporting lines, communications and working practices can be viewed with suspicion by many staff. (1) This could lead to a number of outcomes: staff may leave and the uncertainty about the future working arrangements could make it difficult to recruit replacements; productivity may fall as staff worry about what will happen in the future; staff may actively work against the change, sabotaging plans and withholding accurate information; relationships with clients and consumers may be damaged by staff attitude; rumours may circulate and damage relationships internally and also with clients, consumers, partner agencies and potential integration partners. (up to 4 marks for these points) Staff may be suspicious of the motives of management in moving towards integration and may not engage with the process, making successful integration less likely. (1) Coming from different backgrounds, there may be a lack of understanding of what the other organisation does and the skills and backgrounds of their staff. This can lead staff to dismiss the potential contribution that the other organisation can make to the integrated work and to ignore good practice. (1)
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