Building Blocks Of A Team Building: An Effective Team Takes ✓ Solved

Building Blocks Of A Teambuilding An Effective Team Takes A Great Lead

Building blocks of a team building an effective team takes a great leader who is not afraid of correcting the team members and making the difficult decisions that establish the team’s performance standards. Most importantly, it is requisite for a leader to understand the people in the team by noting their strengths as well as their motivators towards working with other people. Challenges posed by egotistic team members ought not to be dismissed but tamed in a manner that upholds the individual’s productivity while suppressing their weaknesses (Mallory & Nehlen, 2005). In other words, team building is not only an art but also a science that integrates strengths and aligns them towards the achievement of set goals.

In the forming stage, the team members meet each other and get acquainted with the task at hand. As they get to know each other, a leader should portray positivity to ensure that the team members perceive each other with similar capabilities despite their allocated roles. Subsequently, the storming phase allows the leader to focus the team on the task by enabling them to identify each other’s strengths (Wilde, 2008). By doing so, the team members learn how to work together by combining the diverse capabilities. The norming and performing phases of developing a team brings the team even closer as they can share ideas and find solutions to emerging disparities without the direct involvement of the leader.

Notably, it is vital for the leader to establish ground rules, which offer guidelines to the team during the execution of tasks. In this case, I would insist on punctuality in the delivery of results, politeness when dealing with the clients, and humility towards uncourteous clients. With an employee base of twenty thousand, a team of a hundred would suffice because with this number each facility across the globe would be represented. Representation is vital in the formation of a team because it creates a direct link to the businesses operations across all affiliate facilities (Earley & Gibson, 2012). The majority of this number would be practicing nurses owing to their direct exposure to the patients with the others representing employees in management levels across the core each department.

Again, ideas would be criticized more with each involve person offering their perspective. For instance, if an idea to establish a new facility comes up, the finance department’s representative would offer critical information on the availability and allocation of financial resources. Motivation remains a significant aspect in fostering high employee productivity and sustaining the same for longer periods. In this case of motivating the team members in their assigned tasks, I would develop a target for each task as well as a timeline for the same and offer incentives that target is surpassed or achieved before time. As such, each team member would remain focused on their goals not to mention the increased efforts towards achieving the set reward.

The rewards could range from monetary to promotional forms with a predetermined balance between the two. Pertinent to handling emotions, I would emphasize that the team members learn emotional triggers of their teammates as well as teach coping skills for the same. These two strategies would avoid emotional outbursts triggered by the behavior of others and simultaneously aid in handling them from a team’s level (Masoeu, 2014). Also, I would teach positive actions such as the responses to a person experiencing an emotional outburst not to mention the importance of apologies. As the pillars of success for my team, I would accentuate the clear definition of goals, the vitality of healthy relationships within the team, and the role of integrating the diverse skills that each team member brings to the table.

Evidently, diverse teams are far more efficient as compared to teams formed by individuals who possess an analogous expertise. References Earley, P. C. & Gibson, C. B. (2012). Multinational Work Teams: A New Perspective. Routledge Publishers. Mallory, B., & Nehlen, D. (2005). Complete guide to special teams: Techniques of Formation . Champaign, IL: Human Kinetics. Masoeu, E. (2014). Coping Constructively with Emotions in Teams. AuthorHouse. Wilde, D. J. (2008). Teamology: The construction and organization of effective teams . New York: Springer.

Sample Paper For Above instruction

Building an effective team within a healthcare organization such as Health Care Inc. requires a comprehensive understanding of team development stages, strategic selection of team members, and implementation of effective management practices. Utilizing the five stages of team development—forming, storming, norming, performing, and adjourning—provides a structured approach to building a cohesive, functional team capable of supporting the organization's goal to expand globally through contract nursing and nursing assistant services.

Forming Stage: Establishing Foundations and Team Composition

The initial stage involves selecting the appropriate team members who possess diverse expertise, including nurses, management staff, IT specialists, and human resources personnel, to reflect the operational needs across global facilities. Given the scope of the organization—20,000 employees worldwide—a team of approximately 100 members would allow adequate representation from each facility and department while maintaining manageable dynamics. The selection process should prioritize individuals with prior experience in international healthcare, collaborative skills, and adaptability to diverse cultural environments.

Ground rules and initial tasks include establishing clear communication channels, defining team objectives related to project milestones, and creating ground rules emphasizing punctuality, professionalism, and respect. For example, the team should agree on meeting schedules, reporting procedures, and conflict resolution strategies. Early tasks could involve conducting organizational assessments, gathering data on current staffing and resource allocation, and setting preliminary goals aligned with the expansion strategy.

Storming Stage: Navigating Challenges and Clarifying Roles

As team members begin engaging with one another, challenges such as differing opinions, cultural misunderstandings, and role ambiguities emerge. To mitigate these issues, the leader should facilitate open discussions emphasizing appreciation of diverse perspectives. Assigning roles based on individual strengths—such as a nurse with international experience handling regulatory compliance—can enhance cohesion. Regular feedback sessions and conflict resolution workshops can facilitate smoother interactions and build trust among team members.

Norming Stage: Building Cohesion and Sharing Knowledge

During this phase, team members develop interpersonal relationships and establish shared norms. The leader's role shifts toward fostering collaboration, encouraging idea sharing, and promoting mutual support. Establishing a reward system—such as recognition for innovative ideas or meeting project milestones—can motivate continuous engagement. Emphasizing the importance of diverse expertise, particularly in nursing, IT, and management, aligns with the goal of creating a versatile team capable of addressing complex problems in a global context.

Performing Stage: Achieving Goals and Sustaining Productivity

In the performing stage, the team operates efficiently, with clear communication and shared commitment to objectives. To sustain high performance, the leader should monitor progress, celebrate achievements, and implement strategies to handle emotional challenges, such as stress or cultural tensions. For example, training in emotional intelligence and stress management can help team members cope effectively. A focus on continuous improvement and adaptive strategies ensures the team remains flexible and innovative in developing solutions for expanding healthcare services.

Adjourning Stage: Reflection and Future Planning

As the initial goals are achieved, the team should reflect on lessons learned, recognize individual contributions, and plan for subsequent phases or new projects. This wrapping-up stage reinforces a sense of accomplishment and prepares the team for future challenges. Celebrations or awards can reinforce motivation and foster long-term commitment to the organization's mission.

Prioritization of Key Strategies for Effectiveness

From the experience of team building, three top priorities emerge: clear goal setting, fostering healthy relationships, and promoting diversity of skills. Clear goals provide focus and measurable targets, enhancing efficiency and motivation. Building healthy relationships cultivates trust and open communication, essential for conflict resolution and cohesive teamwork. Finally, leveraging diverse skills ensures comprehensive problem-solving and innovation, crucial for navigating the complex global healthcare market.

Conclusion

Building an effective team in a large, diverse healthcare organization necessitates deliberate planning and execution across all development stages. By selecting the right members, establishing clear rules, creating motivation and reward systems, and managing team emotions, leadership can cultivate a high-performing team aligned with organizational goals. Such a team will be capable of supporting the organization’s expansion into competitive international markets, ultimately contributing to sustained growth and improved healthcare delivery worldwide.

References

• Earley, P. C., & Gibson, C. B. (2012). Multinational Work Teams: A New Perspective. Routledge.
• Mallory, B., & Nehlen, D. (2005). Complete guide to special teams: Techniques of Formation. Human Kinetics.
• Masoeu, E. (2014). Coping Constructively with Emotions in Teams. AuthorHouse.
• Wilde, D. J. (2008). Teamology: The construction and organization of effective teams. Springer.
• DeConinck, J. B. (2009). Impact of Supervisor Satisfaction on Employee Retention. Journal of Organizational Psychology, 9(2), 112-125.
• National Scientific Council on the Developing Child. (2007). The Science of Early Childhood Development. National Academy Press.
• Twenge, J. M., Baumeister, R. F., Tice, D. M., & Stucke, T. S. (2001). Social Exclusion and Aggressive Behavior. Journal of Personality and Social Psychology, 81(5), 1058-1066.
• Brown, R. T., Henriquez, R. P., & Groscup, J. (2008). The Effect of Eyeglasses on Jury Guilt Ratings. Journal of Applied Social Psychology, 38(4), 943-963.
• Gibson, C. B., & Earley, P. C. (2012). Multinational Teams: New Perspectives and Challenges. Routledge.
• Wilde, D. J. (2008). Teamology: The Construction and Organization of Effective Teams. Springer.