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  • 1. Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
  • 2. Chapter 11 Team Leadership
  • 3. Team
    • a group of people who are committed to achieving common objectives.
  • 4. General Kinds of Teams
    • special-purpose teams
    • departmental teams
    • the greater team.
  • 5. Special Purpose Teams
    • Groups assembled for a specific purpose, as:
      • Ad hoc, assembled for a specific purpose and disbanded when that purpose is served
      • ongoing with permanent or rotating membership handling a certain kind of business on a regular basis.
  • 6. Departmental Team
    • A group of employees and the single supervisor to whom they report.
  • 7. The “health care team”
    • essentially all those involved in designing and delivering and paying for health care; the greater team.
  • 8. Project or Employee Team
    • a number of people with the appropriate knowledge, skills, or experience to undertake some specific task as a group
  • 9. With Some Employee Teams:
    • There is a constant risk that a given employee team could be considered an illegal labor organization under the National Labor Relations Act (NLRA).
  • 10. Benefits of Teams
          • Greater total expertise
          • Synergy
          • Improved morale
          • Improved personnel retention
          • Improved personnel retention
  • 11. Disadvantages of Teams
    • Teams are not always needed
    • Team building requires start-up time
    • Teams may become bureaucratic
    • When fast action is required, someone must take charge and get things rolling
  • 12. Team Failure
    • Poor leadership is the most common problem leading to team failure.
  • 13. Other Reasons for Failure
          • Domination by some members
          • Lack of organizational support
          • Internal politics, hidden agendas, etc.
          • Cliques within the team
  • 14. Other Reasons for Failure (more)
          • Destructive competition among
          • Unrealistic expectations
          • Disapproval of a team’s output
          • Lack of progress
  • 15. Team Dynamics
    • The interactive forces brought to bear by individuals singly or collectively in a group activity
  • 16. Stages in Team Formation
            • Stage 1: Confusion
            • Stage 2: Dissatisfaction
            • Stage 3: Resolution
            • Stage 4: Maturation
  • 17. Group Norms
    • Functional
    • or
    • Dysfunctional
  • 18. Team Rituals
    • Primarily expressions of appreciation such as, trophies, awards, parties, picnics, and special dinners.
  • 19. Team Leadership
    • The team leader must plan--make the team effective and efficient, encouraging them to work smart.
  • 20. Team Leadership
    • Effective team leadership is always strongly customer oriented.
  • 21. Leadership Style
    • The ideal leadership style for team building is based on the perception that personal power is having power with people, not over people. Situational leadership fits that perception.
  • 22. The Inherited Team
    • In taking over an inherited team you have the disadvantage of having had no voice in member selection. An important early step consists of getting to know your team members.
  • 23. Rewarding Team Performance
    • Can be difficult because most present reward systems are based on recognizing individuals, not groups.