Team to Achieve Milennium

CASE STUDY ANALYSIS OF USING TEAMS to ACHIEVE MILLENNIUM discipline GOALS CASE STUDY FOR HCA 6225-01 California State University East Bay Hayward 02/21/13 1. One feature of the police squad in this case is browse derangement among team appendages. How might upset among team members affect team performance? What arisees evoke team leaders to take to minimize voltage negative impacts of swage and gain advantages, if any? Employee/team member turnover whitethorn be mostly a negative issue, yet it arse become positive if only controlled by the government coifly and appropriately.Turnover is oft utilized as an indicator of the organization performance and it merchant ship easy be observed negatively towards the organizations efficiency and effectiveness. Also, turnover is a natural outcome of an organization which is why it has to be unploughed to a minimum. In hunting lodge to minimize the impact of turnover is to offset address and understand the issue and bring fort h of the turnover. The purpose of knowing is to ascent alertness as to investigate for the why.Once the organization finds out the reasons and take a shit of turnover, there atomic number 18 variety of actions that the organizations and leadership peck execute in order to prevent the effects and impacts of turnover. By ensuring that management learns the ca expenditure of turnover and act accordingly, turnover may be reduces or controlled. Lyman Coleman (1989) offers ideas on how to correct and prevent turnovers. His recommendation includes institution of exit interviews and separate methods of finding reasons for mountain turnover. Also the side by side(p) * Get acceptd in finding our the cause of turnover Bring attention to bottom line figures and how turnover affects every oneness * abide an open door policy style of managing to allow members to comment on what might be bothering them intimately their job and business offices. * Realize there is more than that one prob lem and pay attention to all. Stay alert * fare periodic audits of job mirth * Have strict hiring standards * Develop and eternal training strategies * Conduct member meetings One of the best recommendation is to apply open door policy that will allows the team leaders/organization to hear of issues prior to escalating.Finding and reading close the member job satisfaction and exhaustion early can eliminate turnover. But on the other hand, turnover can be beneficial to the organization by learning which team member to elimination/terminating poor performances that affect the organizations performance, this allowing for internal publicity and hiring new team members with innovative ideas. New team members can practically bring positive input into the organization that can help manage turnover (Cintron, p4) In class lectures, team characteristics are discuss which are the following * Team size, composition, and diversity Too few or in like manner umpteen members may reduce p erformance * Diversity affects way individuals behold each other and how advantageously they work together * Status differences * whitethorn motivate others or act as source of conflict and tautness * Psychological safety * Perceptions about consequences of inter in-person risks in work surroundings * Team norms * Standard shared by team members regulating member look * Team cohesiveness * Extent members are committed to mathematical stem toil As a result it will follow into the mold of team effectiveness. (HCA 6225, CH5) 2.Consumers or patients are some clips involved in tint reformment teams, but in this role, they may know that their voices are delusive or that small-armicipation is symbolic rather than substantive. Do you think that consumers should be involved in the improvement teams in this case? Why or why non? If consumer involved, how can team leaders and members most efficaciously utilize their knowledge and insights? Consumers or patients can play an impo rtant role in shaping managed care by expressing their voice on issues by participating in governance, management or otherwise through representatives or by some combination of these.So I suggest yes that they should be involve on the team improvement teams. Their Participation refers to active involvement on implementation. They can participate in oversight, governance, operations, opinion surveys, and complaints. Also according to Rodwin, the aims of early Health Maintenance Organizations (HMOs) parallel those of consumer/ patient movements. Managed care offers many benefits. It can increase access to primary and preventive care (with minimal or no out of pocket costs). It can withal monitor and improve the practices of physicians and other health care providers and coordinate and rationalize the services of specialists.It can also control spending. Consumer involvement can put managers in take on with the experience and desires of customers. It can provide balance and perspecti ve. Although they are being part of the team performance, their voice should be limited and watch over. Consumer voice, participation and representation programs, however, need to be viewed critically because they might demand too many services and can become divided and polarize issues, leading to increase conflict. So therefore, future challenge is to foster balanced, appropriate and effective use of consumer voice. 3.Even when team improvement efforts achieve change, the sustainability of change remains a permeative challenge. In fact, sustainability of the teams may be problematic. What are the particular obstacles to sustaining the improvements achieved by teams in this case? Similarly, what factors might lead to the profligacy of the improvement teams over prison term? As a team leader, what strategic might be utilize to sustain change and to uphold the vitality of the team over time? Although teams gift the capability to boost productivity and improve quality, they can a lso have the potential to increase costs and stress.As a result it can lead to lack of discourse and motivation that can lead to the dissolution of the improvement of the teams over time. Team leadership should have skills pertaining to conflict resolution, overcoming communication obstacles, and effective structure techniques. Understanding the five typifys of team development, which are the following confront 1 Forming In the Forming stage, personal relations are characterized by dependence. sort out members rely on safe, patterned behavior and look to the assembly leader for guidance and direction.Group members have a desire for acceptance by the gathering and a need to know that the radical is safe. They set about gathering impressions and info about the similarities and differences among them and forming preferences for future subgrouping. Rules of behavior seem to be to keep things simple and to avoid controversy. Serious topics and feelings are avoided. The major t get hold of conk outs also concern orientation. Members attempt to become oriented to the tasks as well as to one another. Discussion centers around defining the scope of the task, how to approach it, and similar concerns.To grow from this stage to the next, each member must leave office the comfort of non-threatening topics and risk the possibility of conflict. Stage 2 Storming The next stage, called Storming, is characterized by competition and conflict in the personal- relations dimension an organization in the task-functions dimension. As the group members attempt to organize for the task, conflict inevitably results in their personal relations. Individuals have to bend and mold their feelings, ideas, attitudes, and beliefs to suit the group organization.Because of affright of exposure or fear of failure, there will be an increase desire for structural clarification and commitment. Although conflicts may or may not surface as group issues, they do exist. Questions will arise abo ut who is going to be responsible for what, what the rules are, what the reward system is, and what criteria for evaluation are. These deliberate conflicts over leadership, structure, power, and authority. on that point may be wide swings in members behavior based on emerging issues of competition and hostilities.Because of the discomfort generated during this stage, some members may remain completely silent while others attempt to dominate. In order to progress to the next stage, group members must move from a scrutiny and proving mentality to a problem-solving mentality. The most important trait in circumstances groups to move on to the next stage seems to be the ability to listen. Stage 3 Norming In the Norming stage, interpersonal relations are characterized by tackiness. Group members are engaged in active acknowledgment of all members contributions, union building and maintenance, and solving of group issues.Members are willing to change their preconceived ideas or opin ions on the basis of facts presented by other members, and they actively ask questions of one another. Leadership is shared, and cliques dissolve. When members begin to know-and identify with-one another, the level of trust in their personal relations contributes to the development of group cohesion. It is during this stage of development (assuming the group gets this far) that people begin to experience a sense of group be and a feeling of relief as a result of closure interpersonal conflicts.The major task function of stage three is the data flow between group members They share feelings and ideas, solicit and give feedback to one another, and explore actions related to the task. Creativity is high. If this stage of data flow and cohesion is attained by the group members, their interactions are characterized by openness and share-out of information on both a personal and task level. They feel good about being part of an effective group. The major drawback of the norming stage is that members may begin to fear the inevit equal to(p) future breakup of the group they may resist change of any sort.Stage 4 do The Performing stage is not reached by all groups. If group members are able to evolve to stage four, their capacity, range, and depth of personal relations expand to admittedly interdependence. In this stage, people can work independently, in subgroups, or as a total unit with equal facility. Their roles and authorities dynamically typeset to the changing needs of the group and individuals. Stage four is marked by interdependence in personal relations and problem solving in the realm of task functions. By now, the group should be most productive.Individual members have become self-assuring, and the need for group approval is past. Members are both extremely task oriented and highly people oriented. There is unity group identity is complete, group morale is high, and group loyalty is intense. The task function becomes genuine problem solving, leading t oward optimal solutions and optimum group development. There is support for experimentation in solving problems and an emphasis on achievement. The general goal is productivity through problem solving and work. Stage 5 AdjourningThe final stage, Adjourning, involves the termination of task behaviors and disengagement from relationships. A planned finding usually includes recognition for participation and achievement and an opportunity for members to say personal goodbyes. Concluding a group can create some hint in effect, a minor crisis. The termination of the group is a regressive movement from giving up control to giving up cellular inclusion in the group. The most effective interventions in this stage are those that still task termination and the disengagement process. Reference Burns, L. Bradley, E. , and Weiner, B. (2012). Shortell & Kaluznys Health Care perplexity Organization Design Behavior, (6th Edition), Clifton Park, New York Delmar Cengage Learning. Cintron, Rene. Employee Turnover Causes, Effects, and Prevention. Retrieved on February 09, 2013 from www. renecintron. com/files/Employee_Turnover. doc Coleman, L. G (1989, December 4) Human Resources Management An Experimental Approach )2nd custom edition) focal ratio Saddle River, NJ Prentice Hall. HCA 6225-01. Chapter 05 powerpoint. Retrieved on February 08,2013 from https//bb. csueastbay. du/webapps/portal/frameset. jsp? tab_tab_group_id=_30_1url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D%20_396854_1%26url%3D Marc A. Rodwin, May 1998. Address comments to Marc A. Rodwin, Associate Professor, School of Public and environmental Affairs, Indiana University, Bloomington, IN. 47405 Tuckman, B. (1965) Developmental Sequence in handsome Groups. Psychological Bulletin, 63, 384-399.? Tuckman, B. Jensen, M. (1977) Stages of Small Group Development. Group and Organizational Studies, 2, 419- 427. http//www. drexel. edu/oca/l/tipsheets/Group_Development. pdf