Healthcare Professionals
There are various healthcare professionals I would add on a work team to staff the new office and support Dr. Smith. Receptionists, Registered Nurses (RNs), Healthcare Assistants (PCAs), Licensed Practical Nurses (LPNs), Physical Therapists (PTs), Medical Social Workers (MSWs), Speech Language Pathologists (STs), Home Health Aides (HHAs), and Occupational Therapists are among the professionals (OTs). These healthcare professionals will be able to deliver quality routine treatment to patients of all ages (Hernandez & O'Connor, 2010).
Defined Tasks and Teamwork
In the new ABC Neighborhood Care Center, each healthcare provider will have defined tasks. To give complete care to the patients, teamwork will be heavily encouraged. Each healthcare professional possesses a personality trait that may influence the interaction with other team members in the ABC Neighborhood Care Center. Therefore, each of the team members will be evaluated to identify the type of personality they have, and whether it will contribute positively towards the provision of quality health care. Those with personality traits that may bring negative influence at work will not be included in the team. Those with either rational or intuitive personality traits will be incorporated in the workforce. A rational will be able to solve complex problems as they arise, while an intuitive person will be able to understand the challenges facing the patients, and the specific measures required for treatment of those patients. Besides, pragmatists and doers will be included in the team. Doers will ensure that work is done accordingly and on time. Pragmatists are important in the workforce as they possess good emotional control, and are always realistic. People with the wanted personality traits are always enthusiastic about work, like providing solutions to emerging problems, and are major contributors to discussions and meetings. The personality traits that will be avoided include the controllers, conservators, and Feeders. These personality traits will be avoided since their contribution towards teamwork is limited. Most of these negative personalities have insecurity issues, and they lack the drive to work as part of a team. The ideal candidates for the unwanted personality traits do not give significant contributions in meeting, always want to do their job alone, and are always questioning commands from their superiors (Hernandez & O'Connor, 2010).
Effective Teamwork
If too many of the same personality are included in my team, hidden talents may not be identified, fresh thinking will lack, the quality of healthcare provided might turn out to be low, and the morale of working as a team might reduce since there are no new things from team members. Various factors should be introduced in the workforce to ensure the doctor and the new work team work efficiently. Each employee needs to understand their responsibilities correctly. There will be the need to promote individual accountability, positive interdependence, collaborative skills, group processing, and brainstorming practices. Communication between the team members should be improved by encouraging face-to-face interactions (Zaraket & Halawi, 2017).
Indicators of Ineffective Teamwork
When teamwork is becoming ineffective, several indicators will act as evidence to alert me that problems are developing within the team. Some of the indicators include friction and disagreements amongst team members, a drop in the level of productivity, frequent absenteeism and skipping of planned team meetings, working past deadlines, complaints from some of the employees, and lack of loyalty among team members. Also, team activities may be poorly coordinated, with a problematic handling of responsibilities (Hamric & Epstein, 2017).
References
Hamric, A. B., & Epstein, E. G. (2017). A Health System-wide Moral Distress Consultation Service: Development and Evaluation. In HEC Forum (pp. 1-17). Springer Netherlands.
Hernandez, S.R. & O’Connor, S.J. (2010) Strategic Human Resources Management in Health Services Organizations (3rd edition). New York: Delmar Cengage.
Zaraket, W. S., & Halawi, A. H. (2017). Leadership Types in the Middle Eastern Context. In Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy (pp. 461-472). Springer International Publishing.
