Testing the Limits of Teams: How to Implement Self-Management in Health Care

Overview

Testing the Limits of Teams provides the framework for implementing self-managed work teams in a health care setting and is the perfect companion and follow-up to Becker-Reems' Self-Managed Work Teams in Health Care Organizations (AHA Press, 1994). This completely new book illustrates that through shared work and responsibility, employees and managers at all levels can devise, operate, and evaluate new systems for fulfilling organizational goals. The authors address and explain the opportunities and pitfalls ...
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Overview

Testing the Limits of Teams provides the framework for implementing self-managed work teams in a health care setting and is the perfect companion and follow-up to Becker-Reems' Self-Managed Work Teams in Health Care Organizations (AHA Press, 1994). This completely new book illustrates that through shared work and responsibility, employees and managers at all levels can devise, operate, and evaluate new systems for fulfilling organizational goals. The authors address and explain the opportunities and pitfalls along the road to self-management success and offer numerous cases and examples from teams throughout the health care industry.

The book contains black-and-white illustrations.

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Editorial Reviews

Daniel J. Pesut
If you are in charge of the design and successful implementation of a self-managed team in your organization, this is a useful resource. This practical how-to book describes the creation, development, and evaluation of self-managed teams in healthcare contexts. The purpose is to provide middle managers and staff members a road map for traveling in the re-engineering, redesign territory of team development. Middle managers and staff members seeking knowledge and clarification of how teams contribute to organizational effectiveness will find this a useful reference and resource. The processes and issues described are generic in nature and can be applied to any healthcare discipline. Specific features include real-life examples of self-managed teams in practice, and a discussion about the shifts in roles and behaviors before and after teams are introduced in an organization. For example the meaning and language shift from VP to mentor, director to coach, supervisor to team member, human resource staff to facilitator and clinical specialist to department specialist have profound implications for the ways in which people behave and interact with each other. Team design, time lines for development, and specific strategies for negotiating decisions, boundaries, conflicts, crises, and team building are explained and described. The book is illustrated with a variety of tables that organize and categorize information contained in the chapters. Finally, there are helpful resources organized around team building and lessons learned from a variety of developed self-managed teams in healthcare organizations around the country. This book complements nursing management texts focused on theadministration of units and divisions. However, it lacks a specific nursing care focus and orientation.
From The Critics
Reviewer: Daniel J. Pesut, PhD, RNCS, FAAN (Indiana University School of Nursing)
Description: If you are in charge of the design and successful implementation of a self-managed team in your organization, this is a useful resource. This practical how-to book describes the creation, development, and evaluation of self-managed teams in healthcare contexts.
Purpose: The purpose is to provide middle managers and staff members a road map for traveling in the re-engineering, redesign territory of team development.
Audience: Middle managers and staff members seeking knowledge and clarification of how teams contribute to organizational effectiveness will find this a useful reference and resource. The processes and issues described are generic in nature and can be applied to any healthcare discipline.
Features: Specific features include real-life examples of self-managed teams in practice, and a discussion about the shifts in roles and behaviors before and after teams are introduced in an organization. For example the meaning and language shift from VP to mentor, director to coach, supervisor to team member, human resource staff to facilitator and clinical specialist to department specialist have profound implications for the ways in which people behave and interact with each other. Team design, time lines for development, and specific strategies for negotiating decisions, boundaries, conflicts, crises, and team building are explained and described. The book is illustrated with a variety of tables that organize and categorize information contained in the chapters. Finally, there are helpful resources organized around team building and lessons learned from a variety of developed self-managed teams in healthcare organizations around the country.
Assessment: This book complements nursing management texts focused on the administration of units and divisions. However, it lacks a specific nursing care focus and orientation.
Booknews
Provides a framework for implementing self-managed work teams in a health care setting, showing how to devise, operate, and evaluate new systems for fulfilling organizational goals. Explains opportunities and pitfalls along the road to self-management success and offers numerous cases and examples from teams throughout the health care industry. Section I examines reasons for self-managed teams and changes in roles, and Section II looks at work design aspects such as holding meetings, measurement systems, and daily operations. Section III discusses team education and maintaining excellence. Annotation c. by Book News, Inc., Portland, Or.

2 Stars from Doody
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Product Details

  • ISBN-13: 9781556482151
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 4/29/1994
  • Series: J-B AHA Press Series , #95
  • Edition number: 1
  • Pages: 384
  • Product dimensions: 6.99 (w) x 9.94 (h) x 0.83 (d)

Table of Contents

About the Authors
Preface
Acknowledgments
Ch. 1 Introduction to Self-Managed Teams 2
Ch. 2 Reasons for Teams 17
Ch. 3 Development of Team Boundaries 31
Ch. 4 Transitions in Work Roles 48
Ch. 5 Introduction to Work Design 63
Ch. 6 The Design Team 76
Ch. 7 The Design Timeline 89
Ch. 8 Holding Effective Meetings 103
Ch. 9 Technical System Development 126
Ch. 10 Social Systems Design 145
Ch. 11 Team Roles 158
Ch. 12 Planning Systems 178
Ch. 13 Measurement Systems 198
Ch. 14 Human Resources Management Systems 216
Ch. 15 Team Communication Systems 230
Ch. 16 Daily Operations Systems 251
Ch. 17 The First Team Meeting 272
Ch. 18 Team Building 279
Ch. 19 Team Education 297
Ch. 20 Bumps in the Road 314
Ch. 21 Team Achievements and Celebrations 322
Ch. 22 Maintaining Team Excellence 331
Ch. 23 Beyond Teams: Adapting to the Future 345
App Facts about Actual Self-Managed Teams 354
Index 381
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