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Work Groups

A group is a collection of people who come together to achieve a common objective. Within the context of an organization, groups can either be formal or informal. Formal work groups are formed to serve a specific purpose of the organization and may be permanent or temporary. Informal workgroups on the other hand are formed based on personal attitudes, emotions and similar beliefs. A group should have an effective leader who understands basic management and leadership concepts in order to function as prescribed.

In light of this view, the essay discusses the functions of the infection control committee leader, the advantages as well as disadvantages of work groups. Furthermore, the types of teams found in a healthcare and types of disruptive group members will be described in detail. As a leader of the infection control committee, the principal function will be to plan meetings and prepare the agenda of the committee in order to discuss pressing issues. Furthermore, the duties that would be performed include communicating proposals to the committee members as well as arranging particular proposals for discussion or action.

Additionally, meetings ought to be conducted effectively and the committee members equally have to be motivated to discharge their duties. As

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a social leader, the major role would be to act as a father figure to the members whenever they need any consultation. Other roles will cover the coordination of committee as well as representing the interests of the committee members at higher levels of the organization. A group has several advantages, for instance it is a tool through which authority can be consolidated as interests of the members are represented.

On the same note, it also forms a facility for communication and consequently, makes it easy for coordinating activities. The fear of excess authority can be overcome through distributing the same in work groups. Groups are also good management development tools in which members participate in decision making, understand the objectives of the organization and thus they are better placed to solve problems. Knowledge and skills of individuals making up the groups are also pooled. Moreover, the social needs of the members are equally met through groups.

In addition, decisions made by a group are likely to be of high quality since they are highly acceptable by the group members who were involved in making those decisions. On the other hand, groups also possess some disadvantages, a case in point, decision making in a group can be time consuming since many alternatives are considered. The members may frequently disagree thus leading to delay in making decisions and also development of hard feelings towards each other. There is also a possibility that few people can dominate a discussion and many ideas may be left unattended to if they are not noted down.

Furthermore, poor decisions may also be formed as a result of compromise. Individual accountability for errors is not possible which may encourage laziness (Kanawaty & International Labour Office, 1992). A team constitutes a collection of people with a high degree of interdependence geared towards the achievement of a common goal. Primary work teams constitute the basic unit of an organizational structure that is based on teams. They perform most of the work of an organization because they are made up of a majority of the employees.

Members of these teams have skills and talents that help the team carry out its duties. Similarly, it is permanent in nature and its members do not possess another primary job. Formation of primary work teams calls for the application of a data driven design process and constant training as well as development. The type of work that is appropriate for primary work teams is mostly the basic work that is carried out in any organization. In a heath care set up the work could entail the offering of diagnostic, therapeutic or support services (Manion, Lorimer, & Leander, 1996).

An ad hoc team is formed to carry out a specific task after which it is disbanded when the task is completed. Members are usually selected considering the type of work at hand and they only do the work that is defined for them unlike executive management teams which define their work. Conversion to a team-based organization takes place after the employees from various departments or divisions in the organization are reorganized into work groups. Unlike the primary work teams, members of an ad hoc team can have more than one primary job.

The types of work that is appropriate for ad hoc teams are those that require problem solving, project development or those requiring integration and implementation of proposals. For instance, in a medical environment such jobs could include matters regarding the means of providing better treatment. Executive management and leadership teams are formed to lead and manage an organization. They show a higher degree of structural stability and permanency compared to ad hoc teams. In addition, their members may be of another team who may possess another primary job in the entity.

The types of work appropriate for these teams are those that involve managing and overseeing the departments in a health care unit like budget and finance supervision, establishing healthcare policies and procedures as well as performing public relation duties (Manion, Lorimer, & Leander, 1996). Team norms are the bridge between the rules that govern a team and its principles. It is advisable for team norms to be developed during the initial stages of team development and subsequently altered throughout the life of the team. This starts with communication from the leader on his expectations about the behaviour of members.

The norms are developed in a meeting where ideas are shared, sorted and agreed upon where the team leader acts as a process facilitator. This individual ought to be observant about the actions of group members and always prepared to manage operations that are aimed at disrupting the norm development process. Examples of team norms include, “only one person speaks at a time”, “We have respect when we listen without being defensive and speak without being offensive” and “every meeting has a designated facilitator and minute taker” (Huber, 2006).

Disruptive group members include compulsive talkers, non-talkers, interrupters and squashers. Compulsive talkers are those that overvalue their contributions. Such people should be identified and their behaviour managed. For instance, they should be thanked for their contribution and asked to hear from others on the same topic. Non-talkers do not speak at all. They can be asked to write their contributions and submit them or asked to hear their contribution at some other time. Interrupters show lack of self control and they should be controlled for they can derail the whole process.

Squashers on the other hand try to squash an idea even before its development. Suggestions about procedures or processes that have not been proven or tried can redirect their behaviour (Huber, 2006). It is evident that a group is very fundamental in any organization. Even in the absence of any formal group, informal groups come into place. A team is a special group and should have an effective leader who is responsible for facilitating the team operations and instilling good norms to all the members.

It is important that the dysfunctional team members should be identified and appropriate methods sought in an effort to manage their behaviour. Word Count 1218 References Huber, D. (2006). Leadership and nursing care management. Cambridge: Elsevier Health Sciences. Kanawaty, G. , & International Labor Office. (1992). Introduction to work study. Geneva: International Labour Organization. Manion, J. , Lorimer, W. , & Leander, W. J. (1996). Team-based health care organizations: blueprint for success. Massachusets: Jones & Bartlett Learning.

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