Imagine that you have been charged with transforming the performance of a team at your workplace.? Specifically, it is under-performing, and your supervisor wants the team to be high

17 Sep Imagine that you have been charged with transforming the performance of a team at your workplace.? Specifically, it is under-performing, and your supervisor wants the team to be high

Posted at 23:11h in Applied Sciences by

Imagine that you have been charged with transforming the performance of a team at your workplace. Specifically, it is under-performing, and your supervisor wants the team to be high-performing within six months. Based on the information in Chapter 18 of Organizational Behavior in Health Care and your own research develop a presentation for your supervisor that addresses the following:

Discuss reasons that healthcare teams under-perform.
Outline best practices for team performance.
Discuss the various organizational barriers that exist in your organization that affect team effectiveness.
Describe motivational strategies that address team level performance.
Present your team performance improvement plan making sure to include specific time-bound goals.

Provide examples from the organization and from current research to support your comments and ideas. Your presentation should meet the following structural requirements:

Organized, using professional themes and transitions.
It should consist of 11 slides, not including the title and reference slides.
Each slide must provide detailed speaker’s notes, with a minimum of 150 words per slide. Notes must draw from and cite relevant reference materials.
Provide support for your statements with in-text citations from a minimum of 9 scholarly articles. Two of these sources may be from the class readings, textbook, or lectures, but the other 6 must be external. The Saudi Digital Library is a good place to find these references.
Follow APA 7th edition .
You are strongly encouraged to submit all assignments to the Turnitin Originality Check prior to submitting them to your instructor for grading. If you are unsure how to submit an assignment to the Originality Check tool, review the Turnitin Originality Check Student Guide.

Aloini, D., Ferraro, G., Iovanella, A., & Stefanini, A. (2022). Rethinking Healthcare Teams’ Practices Using Network Science: Implications, Challenges, and Benefits. Applied Sciences, 12(12), 5841. DOI: https://doi.org/10.3390/app12125841

Liu, H. Y., Chen, N. H., Wang, I. T., Wu, S. M., Han, C. Y., Hsu, D. Y., … & Huang, D. H. (2021). Predictors of individually perceived levels of team creativity for teams of nursing students in Taiwan: A cross-sectional study. Journal of Professional Nursing, 37(2), 272-280. Retrieved from:

https://www.sciencedirect.com/science/article/pii/S875572232100022

Groups

Chapter 17

Learning Outcomes

After completing this chapter, the student should be able to understand the:

Importance of a group’s size.

Three broad categories of groups.

Difference between informal and formal groups.

Learning Outcomes

Different types of task groups.

Five stages of group development.

Seven stages of group decision making.

Different methods for group decision making.

Group Size

Optimum size for a group = five members

Why?

Less than five members may lead to the inability to make decisions and lower levels of creativity.

More than five members may lead to social loafing, forming of subgroups distracting from the group’s goals, and more time used for functioning purposes.

Types of Groups

Reference Groups

Primary Groups

Secondary Groups

Group Structure

Informal

Organized based on the members’ common interests or goals.

Formal

Created by the organization as part of its structure:

Functional group

Command group

Task group

5 Stages of Group Development

Forming

Storming

Norming

Performing

Adjourning

Rational Group Decision-Making Process Model

Other Rational Decision-Making Techniques

Brainstorming

Nominal Group Technique

Delphi Technique

Garbage Can Model of Decision- Making Process

Reproduced from Daft, R. L. (2004). Organization theory and design (8th ed.). Mason, OH: Thomson South-Western.

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Work Teams and Team Building

Chapter 18

Learning Outcomes

After completing this chapter, the student should be able to understand:

Difference between stable teams and teaming

Various types of teams.

Difference of a virtual team as compared to conventional types of teams.

Learning Outcomes

Various approaches for building team performance.

Various organizational barriers to effective team building.

Common characteristics of successful teams.

Team Defined

Small group of people committed to a common purpose, who possess complimentary skills and who have agreed on specific performance goals for which the team members hold themselves mutually accountable.

(Katzenback & Smith, 1993)

Operating Room- Is this a team?

Teaming

When people with different skills come together quickly to solve a specific problem, then disband

“Teamwork on the fly”

Common in health care where clinicians work together on a specific case or patient, then form new configurations of clinicians for the next patient

Popularity of Teams

Teams are very popular in the workplace

Almost every organization uses some form of problem-solving team. The most common being the self-managing work teams, which are used in 78 percent of the Fortune 1000 companies.

Types of Teams

Work teams

Parallel teams

Project teams

Management teams

Virtual Teams

Because of advances in communication technologies, a new kind of team, the virtual team, has emerged.

Unlike conventional teams, a virtual team works across space, time, and organizational boundaries through various communication technologies.

70% of workers work remotely at least one day per week

(Lipnack & Stamps, 1997; Browne, 2018)

Building Team Performance

Eight steps to building team performance:

Establish urgency and direction

Select members based on skills and skill potential, not personality

Pay attention to first meetings and actions

Set clear rules of behavior

Building Team Performance

Set and seize upon a few immediate performance-oriented tasks and goals.

Challenge the group regularly with new information

Spend time together.

Use the power of positive feedback, recognition, and reward.

Barriers to Effective Teamwork

The barriers to effective teamwork fall within four categories:

Lack of management support

Lack of resources

Lack of leadership

Lack of training

Team Performance Curve

Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance organization (p. 84). Boston, MA: Harvard Business School Press. McKinsey & Company. Used with permission.

Effective Teaming

Modified from Edmondson, A. C. (2012). Teamwork on the fly. Harvard Business Review, 90(4), 72–80.

Common Characteristics of Successful Teams

Clear goals

Defined roles

Open and clear communication

Effective decision making

Balanced participation

Common Characteristics of Successful Teams

Valued diversity

Managed conflict

Positive atmosphere

Cooperative relationships

Participative leadership

17 Sep Imagine that you have been charged with transforming the performance of a team at your workplace.? Specifically, it is under-performing, and your supervisor wants the team to be high

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