Nursing management
fargm
L26_GrpDynamicTeamwork_2018S1.pptxHS3202 MANAGEMENT & LEADERSHIP
L26 : GROUP DYNAMIC & TEAM WORK
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Define group and group dynamic.
Describe the characteristics of a group.
Discuss the phases of group development.
Define team and team work.
Describe the characteristics of a team.
Discuss the implications of leadership and management behaviours in group dynamic and team work.
LEARNING OUTCOMES
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WHAT IS A GROUP?
A group is an aggregate of individuals who interact and mutually influence each other; several individuals assembled together or who have some unifying relationship.
(Motacki & Burke, 2011)
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GROUP DYNAMIC
The influential actions, processes, and changes that occur within and between groups over time.
(Forsyth, 2010)
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TYPES OF GROUPS
| FORMAL GROUP | INFORMAL GROUP |
| Clusters of individual designated by an organisation to perform special organisational tasks. | Groups that evolve from social interactions that are not defined by an organisational tasks. |
| COMMAND GROUP | TASK GROUP |
| Groups that accomplish tasks in an organisation and are recognised as legitimate organisational entities. | Several individual who work together to accomplish specific timed-limited assignments |
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MANY TYPE OF GROUPS IN HEALTH CARE ORGANISATION:
Informal groups
Work group
Teams
Committees
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CHARACTERISTICS OF GROUP
Interaction
Goals
Interdependence
Structure
Unity
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PHASES OF GROUP DEVELOPMENT
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GROUP PROBLEMS
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GROUP PROBLEMS
Lack of qualified leader
Lack of participation
Poor group relationship
Lack of interest in programme
Disorderly meetings
Membership
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DISRUPTIVE GROUP MEMBERS
Compulsive talkers
Non-talkers
Interrupters
Squashers
Busy bodies
One of leadership role is to control disruptive group members.
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PURPOSE OF GROUP MEETINGS
Information dissemination
Opinion seeking
Problem-solving
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Leadership & Management Behaviours in
Group Dynamics
(Huber, 2010)
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LEADERSHIP BEHAVIOUR IN GROUP DYNAMICS
Encourage participation
Communicates enthusiasm & vision of group goals
Motivates followers
Models constructive group collaboration
Facilitates constructive group roles
Monitors group process
(Huber, 2010)
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MANAGEMENT BEHAVIOUR IN GROUP DYNAMICS
Plans committee agenda & task accomplishment
Enable group to participate
Organises a team
Delegates group work & assigns task
Arrange support services
Communicates through reporting structures
Handles conflict situations
Huber, 2010)
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A TEAM
A small number of people with complementary skills who share a common purpose and are committed to a set of performance goals and an approach to which they hold themselves accountable.
Clark, (2009)
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“Focuses on both task and relationship aspects of a group’s functioning and is intended to increase efficiency and productivity.”
Sullivan & Decker (2012)
TEAM WORK (OR TEAM BUILDING)
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TEAM BUILDING
There is no “I” in teamwork. Everyone works for the common good.
E.g. When team members have information that pertains to the team, they share it.
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A VISION
Gives a team an overall picture of what the final product will be, whether it means providing quality cost-effective health care for your setting or community or making your department the best in the field.
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HOW TO MAXIMISE A TEAM?
Building a vision
Establishing shared goals & expectations
Keeping team players (e.g. employees) well-informed
Promoting a caring environment that’s conducive to team work
Encouraging & modelling positive interactions
Teaching supportive behaviour
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STAGES OF TEAM BUILDING
Team usually pass through the 4 stages of development:
Forming
Storming
Norming
Performing
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WHAT ARE THE REASONS A TEAM FAIL?
Goals are not clear
Objectives keep changing
Inadequate management support
Ineffective team leadership
Ineffective team member priority
Lack of mutual accountability
Inadequately compensated
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HOW DOES THE LEADER MAXIMISE TEAM WORK?
Assessing & building self-esteem (own worth)
Encouraging stability
Listening
Setting an example
Accepting responsibility
Sharing the spotlight
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CONCLUSION
Groups come together, build cohesiveness, complete their task & disband or reform.
Leading teams requires good communication & conflict resolution skills as well as the ability to plan, organise, facilitate & evaluate performance.
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REFERENCES
Forsyth, D. (2010). Group Dynamics. (5th ed.). Belmont: Wadsworth Cengage Learning.
Huber, D. (2014). Leadership and nursing care management (5th ed.). St. Louis, Missouris: Elsevier Saunders.
Motacki, K. & Burke, K. (2011). Nursing delegation and management of patient care. St. Louis: Mosby Elsevier.
Sullivan, E.J., & Decker, P.J. (2012). Effective leadership and management nursing. (8thed.). New Jersey: Pearson Education, Inc.
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