Essay on level 5 unit 10

Teams are when people working together in a group to perform efforts and communicate with each other to combine efforts.

Kreitner and Kinicki (2013, pp. 307, 323) also wrote that effective teamwork depends on clear purpose, informality, members’ participation, listening, civilized disagreement, consensus decisions, open communication, clear roles and responsibilities, shared leadership, effective external relations, style diversity, and self-assessment, while high-performance teams are created through participative and shared leadership, alignment on purpose, effective communication, future-orientation, task-focus, creative talents, and rapid response. In addition, some industry articles suggested the following criteria for effective teams: diversity, clear goal, effective communication, trust, ownership, job competencies, leadership competencies, morale, and operations metrics (“Characteristics,” n.d.; “Evaluation criteria,” n.d.).

1. Describe in depth the characteristics that enable a high-performance team to excel at teamwork.

“Team Structure is a multi-team system that must work together effectively to ensure patient safety” (>>>>>>). The multi-team system is a infrastructure of administration, ancillary & support services, coordinating teams, and a core team that surrounds a patient. But what makes an efficient team within a healthcare

Kreitner and Kinicki (2013, pp. 307, 323) also wrote that effective teamwork depends on clear purpose, informality, members’ participation, listening, civilized disagreement, consensus decisions, open communication, clear roles and responsibilities, shared leadership, effective external relations, style diversity, and self-assessment, while high-performance teams are created through participative and shared leadership, alignment on purpose, effective communication, future-orientation, task-focus, creative talents, and rapid response. In addition, some industry articles suggested the following criteria for effective teams: diversity, clear goal, effective communication, trust, ownership, job competencies, leadership competencies, morale, and operations metrics (“Characteristics,” n.d.; “Evaluation criteria,” n.d.).

Teams exist because of the productivity of the whole team is greater than that which can be achieved by the individual contributions of its members. Establishing the team’s purpose, its role and responsibilities is key to achieving the development of a real team as everyone identifies their purpose within the group known and each individual becomes accountable for their contribution to the productivity of the team. Team members usually have complementary skills that the team leverage, creating synergy by maximising an individual’s strengths and minimising the impact of weakness.

Communication needs to be genuinely interactive, with the team members building on each others comments and suggestions adding fresh perspective in order to move things forward. Everybody within the team needs to develop their own interactive and communication skills, they will need to know how to talk with, explain to, agree with, disagree with, listen to and convince. As humans we are dependant, independent and interdependent on others within our environment.

• The right mix of skills. Team effectiveness depends in part on bringing together people who have different skills that somehow complement each other. This can mean different technical abilities or communication skills. In fact, teaming up people who share the exact same characteristics is often a recipe for disaster. Team effectiveness depends on people taking on different roles in a group setting. If there is no agreement on who does what in the group, it is unlikely that the team will

The assessment of a high performing team has come to pass and acknowledged. The leadership responsibility develops progressively into work that is conducted remotely, traditional company boundaries are becoming more permeable and collaborations are essential. Developing a team remains as challenge. Enthusiastic, striving, and proficient individuals are always an advantage, but they often signify different purposes, products, and can compete for influence, resources, and advancement. Katzenbach and Smith identify three types of teams. These teams consist of task forces or project groups. Slide 10-3 illustrates their components and functions. Katzenbach and Smith use a triangle to categorize the basics of teams: performance results, personal growth, and collective work. The outer perimeter focuses on skills, accountability and commitment (Barrett, D., 2014). Substantial performance encounters motivate teams unrelatedly of where they are in an organization. However, teams cannot arise s without a routine challenges that is significant to those engaged. Teams that work towards the goals and objectives of a project will encounter different undertakings as part of the action process. To improve communication and involvement, teams use methods that are intended to inspire teamwork, such as outcome-oriented meetings and regular clusters. Teams correspondingly analyze data to make guarantee improvement exertions

Effective communication is best when the team shares a clear common mission and goals. Without effective communication resources are wasted through duplicate ordering, and unclear direction. With effective communication there is a clear understanding of the mission and goals for the team. This minimizes waste through the healthcare process.

These eight strategies include the following establish clear and inspiring team goals, maintain a results-oriented team structure, assemble competent team members, strive for unified commitment, provide a collaborative climate, encourage standards of excellence, furnish external support and recognition and apply principled leadership. The first of these eight strategies is to establish clear and inspiring team goals. Larson and LaFasto believe that effective teams are clearly focused on specific goals that seek to maximize team outcomes. These goals are meant to inspire the team to perform to their fullest potential. The next strategy of effective team performance is to maintain a results-oriented team structure. In order to maintain effective team performance team members needs to understand their role in the overall success and functioning of the group. They understand what is expected of them and they take responsibility for making sure they complete tasks

These problems ultimately result in incomplete work and a policy that is not to a high quality of standard. To remove these problems the team members need to improve their communication with each other, to do so they need to be more aware of their listening, verbal and non-verbal listening skills. It is recommended that management give training to the members on the different communication types, how to demonstrate effective interpersonal skills through their verbal communication and through gestures and expressions that are made when in a conversation with another member, leading to better understanding and respect for each other (Rasmussen, Mylonas and Beck, 2012). The company should promote healthy intrapersonal skills and self-awareness of their behaviours towards others. By completing these recommendations the team will work together efficiently and respectfully leading to the overall success in the task at hand. The success of the team also depends upon the team leader and each of its members. (Rasmussen, Mylonas and Beck, 2009)

Team effectiveness is often referred to as group effectiveness, it is the capacity a team has to accomplish the objectives administered by their management staff. A team is a group of individuals who are interdependent in their tasks, share responsibility for outcomes, and view themselves as a unit embedded in an organizational system which operates within the established boundaries of that system. Teams have established a synonymous relationship within the confines of processes and research relating to their effectiveness or group cohesiveness. Teams and their members are independent of each other's role, skill, knowledge or purpose versus teams and their members, who are interdependent upon each other's role, skill, knowledge and purpose.

Communication within high-performing teams requires the free flow of information, a shared agreement that no topic is off-limits, and frequent, respectful interactions among team members and other individuals in the organization. The HR team can work with team members to provide communication skills training to help members stay in close contact with each other through transparent transactions. (SHRM, 2015). This will allow team members to feel that

A team is formed when a group of people come together to cooperatively, and collectively work together to accomplish a task or a goal. All members of the team are encouraged to contribute, and participate fully as each plays a crucial role to successfully accomplish