Category: DUC Excel Analytics & Forecasting Big Data & Advanced Data Analytics Worksheet

Help me study for my Health & Medical class . I’m stuck and don’t understand .
125 words with 1 reference eachOne There are various different factors that can be seen from high-performing teams . Communication and relationships are key factors when it comes to group success . High-performers will have open communication and are open to criticism . They listen to the views of every team member and are supportive . Group members know that they can express their views without the fear of negative reactions and are more willing to reach out with ideas . Each person feeds off of the group and everyone works collaboratively to get the tasks done . Each team member is actively participating and carrying their own weight when it comes to the task at hand . This helps even out the workload and increase relationships amongst the group . When everyone is working toward the same goal, then they all want to excel and ensure that they are successful . The environment is always better when everyone is doing their part and stress is not as high . Organization and time management are also key factors . When the team has set guidelines, then each team member knows what is expected of them . Each piece is coordinated and everything will be done to the best of their abilities . When there are no set guidelines or deadlines, then things could be left until the last minute, and then everyone is rushing to get it done . These are just a few factors that come into play when looking at high-performing teams . Each team project will always be different and members will need to adjust to bring their best work to the table . I will say that team projects can be challenging, but eventually one finds a way to manage it and be successful in the end . ReferencesBurns, L . , Bradley, E . , & Weiner, B . (2018) . Shortell and Kaluzny’s Health Care Management OrganizationFolkman, J . (2019, October 14) . 5 Ways To Build A High-Performance Team . Retrieved November 06, 2020, from https //www . forbes . com/sites/joefolkman/2016/04/13/are-you-on-the-team-from-hell-5-ways-to-create-a-high-performance-team/?sh=1f11949b7ee2Parisi, E . (2015) . 7 Characteristics of A High Performing Team . Retrieved November 06, 2020, from https //leadchangegroup . com/7-characteristics-of-a-high-performing-team/
Two Research studies show that there is a positive correlation with high performance work teams and organization performance . “A critical, but commonly undervalued means by which quality can be improved is through structured, formalized incentivization and development of teams, and the ability of individuals to work collectively and in collaboration” (Ezzaine, et al, 2012) . A high-performance work team is comprised of individuals that have specific skills or knowledge and have been identified to work together towards a specific goal . Each member of the team brings a unique characteristic that is needed within the team dynamics to be successful . In healthcare, teams are usually broken into work teams or process improvement teams . Through research and personal experience, factors that I’ve identified that contributes to high performance work teams are shared goals, clearly defined roles, accountability, effective communication, positive leadership and conflict management . “Authentic leadership is described as the root component of effective leadership required to build trust and a healthier work environments that promote patient safety and excellence in care and recruit and retain staff” (Wong, Laschinger & Cummings, 2010) . Leaders act as roles models, being open, genuine, and honest can reflect in team members attitudes and performance . Positive leadership and trust within a group fosters optimism which can push teams to overcome obstacles . It is important for high performance teams to have a shared goal . Without a shared goal, there is no team, it would be difficult to understand roles, identify individual strength and weakness and make meaningful contribution to the organization . Having clearly defined roles ensures that each team member understands what is expected of them and contributes to a positive work environment . Understanding what everyone can contribute to the team will assist with defining roles and assigning and/or delegating task to be completed . In any environment where human interaction is required to attain a goal, effective communication is a key component . Open, clear, and concise communication does not leave room for interpretation or confusion . An even exchange of information and constructive dialogue and problem-solving assist with producing quality work . Accountability is a major component of team success . All project management and process improvement teamwork models call for team member accountability . It is the responsibility of the leader and the team members to hold each other accountable for their contribution to team in the pursuit of success . The size of the team also plays an important role in accountability . If the team is too small members can be overburden and not complete assigned tasks on time or contribute poor quality work . If the team is too large, some individuals could have the opportunity to not contribute as much or at all and benefit from the work of others . ReferencesBurns, L . R . , Bradley, E . H . , & Weiner, B . J . (2018) . Shortell and Kaluzny’s health care management Organization design & behavior (7th ed . ) . Clifton Park, NY Delmar Cengage Learning . Ezziane, Z . , Maruthappu, M . , Gawn, L . , Thompson, E . A . , Athanasiou, T . , & Warren, O . J . (2012) . Building effective clinical teams in healthcare . Journal of Health Organization and Management, 26(4), 428–436 . Leggat, S . G . , Bartram, T . , & Stanton, P . (2011) . High performance work systems The gap between policy and practice in health care reform . Journal of Health Organization and Management, 25(3), 281-97 . Wong, A . C . , Laschinger, H, &Cummings, G . G . (2010) . Authentic leadership and nurse voice behavior and perceptions of quality care . Journal of Nursing Management (18), 889-900 . “
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