The article demonstrates the processes and procedures that must be put into consideration toward the formation of a team. The first section of the article demonstrates that effective teams are grounded on coherent goals and objectives, and that these goals and objectives must be rational, achievable, and oriented towards improving the status of the organization.
It is very clear from the article that the underlying goal of the team is to improve the care of hospitalized patients receiving antibiotics through setting out clear and coherent objectives, key among them implementing evidence-based practices and interventions to minimize the use and duration of intravenous antimicrobials.
Such bright and coherent goals and objectives function as the foundation for the establishment of effective and efficient work teams in organizational settings.
The second section of the article deals with some of the critical issues relating to team formation and development, including team composition, team size, roles and responsibilities of each team member, as well as the capabilities that each team member should demonstrate in order to be included in the team.
This section clearly captures the ongoing shift in organizational settings where work is no longer organized around individuals; rather, it is organized around team-based work structures and frameworks for optimal efficiencies and competitive advantage. The section clearly details the number of professionals to be included in the team, their exact functions, and responsibilities, as well as how these job roles are related to each other.
From the article, it is also very clear that organizational planners must put into consideration the capabilities and expertise of each team member to achieve maximum productivity. The team members should exposed to additional training if it is felt that such a need exists to make the team more functional and efficient.
The third section of the article deals with yet another critical component of an effective and efficient team – identity formation and development. The rule of the thumb here is that work teams in organizational settings are able to achieve successful results if they share common values, attitudes, and expectations.
It should be remembered that members who comprise a work team are not sourced from homogeneous groups, thus the importance and urgency to identify common values from the team members that could be used as building blocks in the process of identity formation and development. In this case scenario, for example, team members share the concern to enhance patient safety.
It is such values, attitudes, and expectations that organizational planners should use to ensure that team members not only stick together but also speak with one voice in attempts to solve the issues that made them to come together.
Lastly, in the final section, the article deals with two other very relevant factors in the development of work teams – remuneration, social identity, and support. Team members must be remunerated fairly and adequately for their work and effort. It is important to note that remuneration can be done using financial incentives or non-financial incentives such as mere recognition, time off, or paid holidays.
It is a well-known factor that differences in social identity certainly occasion problems in work teams; thus it is important for the relevant stakeholders to use various avenues, including harmonizing remuneration packages to iron out the differences. The article also highlights some of the ways that could be used by team leaders to support the team members and through this achieve optimal outcomes.
These methodologies include allocation of an executive sponsor, identifying a strategic goal for the team, communicating why change is needed, scheduling time to review progress, as well as resourcing and rewarding team members adequately.