Define group and group dynamic.
HS3202 MANAGEMENT & LEADERSHIP
L25 : eLecture
GROUP DYNAMIC AND TEAM WORK
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Define group and group dynamic.
2. Describe the characteristics of a group.
3. Discuss the phases of group development.
4. Define team and teamwork.
5. Describe the characteristics of a team.
6. Discuss the implications of leadership and management behaviours in group dynamic and teamwork.
LEARNING OUTCOMES
DEFINE A GROUP
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A group is a social community, consisting of two or more people who have something in common.
E.g. many sales “teams” are groups. A sales person wins commission based on his/her own sales, and is not affected by the performance of other sales people.
Groups
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THERE ARE MANY TYPES OF GROUPS IN HEALTHCARE ORGANISATIONS
Examples:
Informal groups
Work groups
Teams
committees
WHAT ARE GROUP DYNAMICS?
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Kurt Lewin, a social psychologist and change management expert, is credited with coining the term “group dynamics” in the early 1940s.
“Group dynamics” describes the effects of the roles and behaviors people often take on when they work in a group.
DEFINE A TEAM
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A team is a group in which the commonality is a shared goal. This in itself creates a dynamic between team members because they are dependent on each other for success.
Huber (2010)
Example: a sports team wins or loses as a whole.
WHAT ARE TEAM DYNAMICS?
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Team dynamics are the unconscious, psychological forces that influence the direction of a team’s behaviour and performance.
An effective facilitator manages team dynamics by encouraging the people to stay on the task and continue towards its objectives.
KEY DIFFERENCE BETWEEN A TEAM & A GROUP?
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A SPECIFIC GOAL
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List appropriate team members by job title (e.g. nurse, social worker, respiratory therapist) to form teams to handle these issues:-
Developing a school-based asthma management programme.
Working with patients to determine end-of-life decisions.
Develop a care plan for patients undergoing hip arthroplasty.
CRITICAL THINKING QUESTION
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Vital for competing in today’s global workplace.
Norm in any industry
Team building creates successful teams
IMPORTANCE OF TEAM WORK
SUCCESSFUL TEAMS SHARE SEVERAL DEFINING CHARACTERISTICS
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1. Everyone on the team talks and listens in roughly equal measure, keeping contributions short and sweet.
2. Members face one another, and their conversations and gestures are energetic.
3. Members connect directly with one another—not just with the team leader.
4. Members carry on back-channel or side conversations within the team.
5. Members periodically break, go exploring outside the team, and bring information back.
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PDCA cycle
Surveys
data collection
Milestone or Gantt charts
Cause and effect diagram
Incentive and rewards
TOOLS TO IMPROVE TEAM PERFORMANCE
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TOOLS TO IMPROVE TEAM PERFORMANCE
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TOOLS TO IMPROVE TEAM PERFORMANCE
SURVEY: Team effectiveness questionnaires
Simple questions are often the most productive – asking questions about actions & behaviours that all team members can readily recognise & comment about.
Here’s a short example:
What in your words are the aims & objectives of the team?
How well in your view is the team doing?
One thing the team should keep doing?
One thing the team should stop doing?
One thing the team should start doing?
GANTT CHART
| 2011 | 2012 | 2013 | |||||||||||||||||||||||
| Steps | Activities | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar |
| Plan | Identify problems | ||||||||||||||||||||||||
| Project selection | |||||||||||||||||||||||||
| Management approval | |||||||||||||||||||||||||
| Target setting | |||||||||||||||||||||||||
| Cause analysis | |||||||||||||||||||||||||
| Possible solutions | |||||||||||||||||||||||||
| Do | Implementation | ||||||||||||||||||||||||
| Check | Evaluate results | ||||||||||||||||||||||||
| Results achieved | |||||||||||||||||||||||||
| Action | Standardization & follow-up action | ||||||||||||||||||||||||
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Legend:
Plan
Actual
Man
Materials
Methods
Environment
Staff do not know the specific areas that students require supervision in clinical
Staff may not know these students
Staff are assigned to different clinical area by manager
Staff or clinical instructor may not be assigned to supervise the same group of students
Unable to provide appropriate supervision timely
Require more time to get to know the students work
Too much information in the weekly clinical report
Time consuming to read these reports
Staff do not remember who are the students requiring close supervision in clinical
Staff are too busy with other duties
Some of these information are irrelevant
Staff submit clinical reports to clinical manager weekly
Clinical manager disseminates reports to nursing staff
Staff do not keep or archive weekly clinical report after reading it
Staff handover verbal reports upon meeting on-coming lecturers
Insufficient time to prepare staff on the specific areas that students require help
Student are scheduled for clinical posting once or twice per semester
Students are not assigned to same staff
Student require close supervision may be ‘missed’ in subsequent posting
Students may not be posted to the same hospital in their subsequent posting
Monitoring and tracking of students require close supervision in clinical is difficult to be maintained continuously
CAUSE AND EFFECT DIAGRAM
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APPLY TEAMWORK IN THE WORKPLACE
Support: Teams create an environment of support, boosting the confidence of individuals, allowing people to do their best.
Helping someone: If one is weak, others can support or handle the work – so, it usually builds up power-resource for the organization.
Huber (2010)
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APPLY TEAMWORK IN THE WORKPLACE
Common goal: People work in harmony, create positive team environment, help and support each other and delegate tasks/duties; the more they learn and step away to become better workers in their own jobs.
Communication and cooperation: Teams can create better communication and respectful relationships among employees.
Huber (2010)
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CONCLUSION
True team require a great deal of developmental time and efforts but are capable of moving the collective performance of a group to a higher level.
Huber (2010)
REFERENCES
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Brooker, C., & Waugh, A. (2013). Foundations of nursing practice:
Fundamentals of holistic care (2nd ed.). Edinburgh: Mosby Elsevier.
Huber, D. (2014). Leadership and nursing care management (5th ed.). St.
Louis, Missouris: Elsevier Saunders.
Kelly, P. (2013). Nursing leadership and management (2nd ed.). Toronto: Nelson
Education.
Pentland, A.S. (2012). Harvard Business Review: The New Science of
Building Great Teams. Retrieved from
Rigolosi, E.L.M. (2013). Management and leadership in nursing and health
care: An experiential approach (3rd ed.). New York: Springer Publishing Company.
Sullivan, E. J., (2012). Effective leadership and management in nursing (8th ed.).
Boston, Mass: Pearson.
Whitehead, D.K., Weiss, S.A., & Tappen, R.M. (2010). Essentials of nursing
leadership and management (5th ed.). Philadelphia: F.A. Davis Company.