The Directing Process in Nursing Management

What is the team ?

◾  It is a group of people who are linked by the responsibility of working to achieve a known and unified goal

◾  Small number of people , integrated skills

◾  There are performance goals

◾  Participation in accounting

◾  If a team member fails to perform the assigned duty, he is considered an obstacle to achieving the goal

What is the team

•        small number of people

•        Integrated skills

•        Loyalty to a known goal

•        There are performance goals

•        There are directions to work

•        Participation in accounting

Team Definition

A team is a group of individuals who share in performing a unified task, and each individual bears certain partial responsibilities and tasks in this work Team members have sympathy and belonging that helps them to perform easily and be satisfied with this work

Team definition

- It is a number of individuals who cooperate to carry out a common task, but the most important thing in their work is the success of the goal that the members set together and unanimously They also support each other, cooperate freely, and discuss frankly and clearly

Team members

• leader
• goal
• Members

Why Team Work?

• Leveraging the multiple talents of individuals
• Increase communication between members
• Develop a sense of unity and friendship
• Create an atmosphere of cooperation to increase production
• To reach collective solutions
• Reducing burdens and distributing roles
• Exchange of information and experiences   
• Effectiveness in solving problems due to the availability of experience
• Balancing individual productivity and member needs
• Providing the latest and most accurate information
• Giving everyone the opportunity to participate in decision-making and bear responsibility for its implementation

• Producing new leaders

Team building definition

• It is a planned process that aims to form an integrated group capable of performing specific tasks and achieving specific goals through cooperative activities

Team building goals

•        Building a spirit of trust and cooperation among individuals

•        Developing individuals' skills and increasing their awareness

•        Developing managers' skills in improving relationships within the organization between superiors and subordinates

•        Developing skills to resolve conflicts and disputes between individuals and groups

•         Providing open communication between parts of the organization, leading to greater transparency and clarity in addressing issues and problems

•        Giving managers more time to focus on planning and goal setting

•        Optimal use of available resources and capabilities to achieve efficient performance

Why do we build a team ?  

•        Unifying and pooling integrated skills and expertise

•        Create communication channels that help solve real problems and also use creativity in the process

•        The need for development and innovation

•        The existence of specific goals requires collective thinking and creativity

•        Having a problem​ You need different skills and experiences to solve them

Team formation requirements

1- Team building should stem from the satisfaction, conviction and desire of the employees and not from a decision imposed by management
2- There should be a strong reason for forming the team 3- The relationship between team members should be mutually dependent 4- Members should be equal in importance within the team 5- Members should understand their roles and the roles of others 6- The leader and individuals should have a strong desire to make the team's tasks successful 7- There should be a reasonable level of trust, connection, respect, desire to cooperate and the ability to tolerate others and accept different points of view

Effective team building specifications

•        Fellowship

•        Respect

•        good climate

•        cooperation

•        Consistency

•        interconnectedness

•        Initiative

•        clear goals

•        Roles are defined

•        Mistakes are identified without being pinned on others

•        The ability to create

Team building problems

•        Lack of leadership and leadership skills

•        bad planning

•        bad training

•        Bad behavior

•        Having conflicts

•        There are no incentive and encouragement programs

Communication problems

•        There is no understanding between team members

•        They don't listen to each other

•        They waste time in useless meetings

•        The dates are incompatible and conflicting

•        There is jealousy and competition among members

•        There are personal conflicts

Team types

There are 3 types of team

work team

• It is formed to achieve a specific goal, through a clear plan, and specific and known roles for the members

• The success of the team depends on the commitment and desire of the members At work, the extent to which they respond to work requirements, and the extent to which each member is aware of the roles expected of him

Problem solving team

• It is formed to solve a specific problem, each member puts his expertise to work on it, and his efforts are integrated with the efforts of the others

• The success of this type of team depends on the members’ conviction of the problem and their desire to solve it, mutual trust, and the team’s belief in the possibility of solving the problem by pooling and coordinating their efforts

Development Team "Innovation"

• It is formed to discover new horizons and opportunities, and its mission is to improve, renew and develop

• Its success depends on the existence of innovative capabilities and unconventional thinking among the members, the desire to develop and aspire to the best, the belief that there is always something better, and the existence of competitiveness and enthusiasm among the members

Types of individuals in the group

1 The quarrelsome type

Be calm, don't let them get you into trouble

2 Positive type

They help you a lot in discussions

Accept their contributions and ideas and use them often

3 The Know-It-All Type

Let group members engage with this person's theories

4 The talkative type

Intervene and interrupt them politely, setting a time limit for them when they start talking

5 The shy type

Give them questions, try to build their confidence and give them encouragement whenever possible

6 The rejecting type

•        Address their ambitions, appreciate their knowledge and experience and use them

7 The indifferent type

•        Ask them about their work, and let them give you examples of their experiences or things they find interesting

8 Transcendental type

•        Don't criticize them, say yes to them as a way to get rid of them

9 The questioner who is determined to get answers to his questions

•        This type tries to catch the mistakes of the session leader, try to bring their questions back to the group to think about and answer

Team Leader

•        He is responsible for achieving coordination, integration and interaction between team members

•         There is a great deal of trust, respect and cooperation between him and the members

•         Be convinced of the team's goals, sincere in achieving them, and serious in leading the members to reach them

•         He must have a mature personality and appropriate practical experience

•        The leader acts as a team advisor, facilitating the members' tasks, guiding and teaching the members, and providing advice and counsel 

Team Leader Responsibilities

•        Transfers information and skills to other team members

•        Interpret policies and work orders

•        How to manage work effectively and evaluate results

•        Encourage members to perform work in innovative ways

•        Behaviorally, he is a role model

•        Transferring team achievements to management

•        Acts as a mediator when conflicts arise

Leadership skills

An effective leader is

1- A person who has the ability to gather people around him to make a collective decision

2- The person who can achieve the strength of unity for the team by

            - Gather them together for a common goal

            - Gather them on the work unit

            - Convince them that responsibility is shared

3- The person who makes good use of the resources (material - human) that he has

4- The leader is not just a coordinator between the team members, but he works to achieve the goal by directing the efforts of others who cooperate and work together

Nine elements determine the group's results

1.     Individual background of each group member

2.     Status and position of each member of the group

3.     Emotional attachment of each member to the topic

4.     Interrelationships between group members

5.     The position of the leader in relation to the members

6.     Relative amount of leader and group involvement

7.     Relative cost and type of member participation

8.     The impact of leadership methods and tools

Team building stages

 1   Formation stage This stage is a mixture of feelings that arise from the individual’s role changing from intensity to participation, where feelings of pride are mixed with fear and anxiety

2  Conflict stage A conflict of viewpoints arises among team members in an attempt to reach a way to achieve the goal and for each member to play his role in performance and success  

3  Performance stage Conflict decreases , cooperation begins to achieve the goal, steps towards progress and success begin, and members feel satisfied and accomplished

4  Finishing stage It depends on the duration, either success or failure, and the team’s feelings differ in both cases In the case of success, the team discusses its reasons and exchanges congratulations, while in the case of failure , they blame each other for the failure

Reasons for the failure of work teams

•        Team structure does not match the organization's structure

•        - Senior management abandons support for the team

•        - Focus on work and neglect relationships between members

•        - Lack of discipline among members and their evasion of responsibility for what they do

•        - Increasing the size of the team and disorganizing the relationships between members

•        - Lack of understanding of the stages of team development

•        - Weak internal or external leadership

•        - The organization failed to exploit the team's efforts

•        - Members do not receive sufficient training

With the activation and formation of the team

 Not convinced of development

 Lack of belonging and lack of experience

-        Not following up on the work of the teams

-        Not following up on the work of the teams

-        Emergency matters

Barriers to Team Performance

•        Team dysfunction

•        conflict

•        lack of time

•        Lack of coordination and follow-up

•        Lack of information sharing

•        Defensiveness and making excuses

•        traditional thinking

•        Intertwining and mixing of communication channels

•        Task load

•        Lack of clear and precise understanding of the role of the member

•        Misunderstanding the basic issues

•        Lack of clear definition of each person's role

•        Laziness and inactivity

Problems in team meetings

- Starting meetings late

· Not setting meeting objectives before the session

· Lack of agenda

· Some members try to dominate the meeting and monopolize the discussion

- Limiting the meeting to exchanging information and solving problems

· Members constantly interrupt each other

· Failure to achieve results, lack of follow-up, and dispersion of members’ responsibilities