Introduction
Maintaining and developing a network of valuable contacts is a vital skill and duty in almost every industry, and is critically important in any business which relies on interprofessional connections to function at the top of its efficiency.
The importance of such connections is progressively recognized more and more in the healthcare industry, and as such, it needs people who are able to use their analytical and communication skills to research and develop new networks
In general, networking should be as much of a way of life as a focused effort, which means that it is advisable to constantly be on the lookout for new useful contacts (Santiago, 2015). However, some professions and situations require the conscious action of building a network that the business would then be able to use. This paper aims to study how to determine potential contacts using available information and tools, how to assess their use, and how such a relationship will improve upon the business.
Collecting Data
The first step in choosing future contacts is to analyzes the database and files our organization has, for the purpose of finding what companies do our company interacts with. By analyzing money and data transactions, as well as our dependencies and dependants, we will be able to determine three categories to divide the potential new networks. These include operational networking, which focuses on contacts that can help get the desired results in work, strategic networking, which allows the leader to manage their priorities and challenges, and personal networking, which enhances personal and career development. Based on the task given to us by the hypothetical manager, operational and strategic contacts would be of most use here. For operational networks, it is useful to establish communication among one’s own peers, as well as peer companies. Contacts from this industry mostly serve to fill in the current demands of the business. Examples from outside the company include board members of other companies, customers, and regulators.
A strategic network is vital for cooperation with other companies on the same level as our company and often involves building communication with other business unit managers. Strategic networks help determine the business’ niche in the local market and are often vital for organizational goals (Ibarra & Hunter, 2007). By knowing what the current needs of the company are, the networker will be able to better choose contacts.
Methodology
While personal meetings and contact information exchange are as relevant as they were ten and twenty years ago, nowadays the situation has been changed with the arrival of the internet, which creates many new opportunities for network research and development through data mining and communication using social networks and emails. However, the more personal is the method, the higher are the chances to leave positive impressions. This means that a personal meeting can be very effective at building a friendly relationship, which can be maintained through phone calls. Indebting these contacts can be very useful, for example by providing professional leads or information, introducing them to one’s own network, etc.
Reflection
A network for interprofessional collaboration is very useful, because it allows healthcare providers to provide all the care a patient might need, and effectively coordinate one’s actions with other businesses, for example with insurance businesses, banks, social and community services the media, etc.
The introduction of new philosophies, values, and beliefs from the other businesses can be a very positive experience, by enriching your business’ work culture, as well as contributing to the provisions of culturally relevant services for the clients. Additionally, networking gives participants varying levels of power over their contacts, and managers need to be aware of the power relations within their networks, which can be divided into personal power (internal), organizational power, and indirect power (network). Understanding these relationships allows for better influence within the network, for example by effectively using media or political contacts for lobbying aid (Zolkiewski, 2001).
References
Ibarra, H., & Hunter, M. L. (2007). How Leaders Create and Use Networks. Harvard Business Review. Web.
Santiago, A. C. (2015). 8 Professional Networking Tips for Healthcare Professionals. Web.
Zolkiewski, J. (2001). The complexity of power relationships within a network. Web.