What is the relationship between the team and other units in the organization?
On many tasks, interdependence is important. There are three kinds:
● Pooled interdependence, in which each individual contributes but no one contribution is dependent on any other (e.g., a committee discussion)
● Sequential interdependence, in which group members must coordinate their activities with others in some designated order (e.g., an assembly line)
● Reciprocal interdependence, in which members must coordinate their activities with every other individual in the group (e.g., team nursing)
Group Size and Composition Groups with 5 to 10 members tend to be optimal for most complex organizational tasks, which require diversity in knowledge, skills, and attitudes and allow full participation. In larger groups, members tend to contribute less of their individual potential while the leader is called on to take more corrective action, do more role clarification, manage more disruption, and make recogni- tion more explicit. Groups tend to perform better with competent individuals as members. How- ever, coordination of effort and proper utilization of abilities and task strategies must occur as well. Homogeneous groups tend to function more harmoniously, whereas heterogeneous groups may experience considerable conflict.
Productivity and Cohesiveness Productivity represents how well the work group or team uses the resources available to achieve its goals and produce its services. If patient care is satisfactorily completed at the end of each shift in relation to the levels of staffing, supplies, equipment, and support services used, the group has been productive. Productivity is influenced by work-group dynamics, especially a group’s cohesiveness and collaboration.
Cohesiveness is the degree to which the members are attracted to the group and how much they are willing to contribute. Cohesiveness is also related to homogeneity of interests, values, attitudes, and background factors. Strong group cohesiveness leads to a feeling of “we” as more important than “I” and ensures a higher degree of cooperation and interpersonal support among group members.
Group norms may support or subvert organizational objectives, depending on the level of group cohesiveness. High group cohesiveness may foster high or low individual performance, depending on the prevailing group norms for performance. When cohesiveness is low, productiv- ity may vary significantly. Although groups, in general, tend toward lower productivity, nursing
On many tasks, interdependence is important. There are three kinds:
● Pooled interdependence, in which each individual contributes but no one contribution is dependent on any other (e.g., a committee discussion)
● Sequential interdependence, in which group members must coordinate their activities with others in some designated order (e.g., an assembly line)
● Reciprocal interdependence, in which members must coordinate their activities with every other individual in the group (e.g., team nursing)
Group Size and Composition Groups with 5 to 10 members tend to be optimal for most complex organizational tasks, which require diversity in knowledge, skills, and attitudes and allow full participation. In larger groups, members tend to contribute less of their individual potential while the leader is called on to take more corrective action, do more role clarification, manage more disruption, and make recogni- tion more explicit. Groups tend to perform better with competent individuals as members. How- ever, coordination of effort and proper utilization of abilities and task strategies must occur as well. Homogeneous groups tend to function more harmoniously, whereas heterogeneous groups may experience considerable conflict.
Productivity and Cohesiveness Productivity represents how well the work group or team uses the resources available to achieve its goals and produce its services. If patient care is satisfactorily completed at the end of each shift in relation to the levels of staffing, supplies, equipment, and support services used, the group has been productive. Productivity is influenced by work-group dynamics, especially a group’s cohesiveness and collaboration.
Cohesiveness is the degree to which the members are attracted to the group and how much they are willing to contribute. Cohesiveness is also related to homogeneity of interests, values, attitudes, and background factors. Strong group cohesiveness leads to a feeling of “we” as more important than “I” and ensures a higher degree of cooperation and interpersonal support among group members.
Group norms may support or subvert organizational objectives, depending on the level of group cohesiveness. High group cohesiveness may foster high or low individual performance, depending on the prevailing group norms for performance. When cohesiveness is low, productiv- ity may vary significantly. Although groups, in general, tend toward lower productivity, nursing