TEAM MANAGEMENT IN POST PANDEMIC TIMES IN HEALTHCARE ORGANIZATIONS
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Abstract:
Healthcare organizations have been reshaped in terms of team management following the challenges encountered during the COVID-19 pandemic and even more after it. The use of remote work and the transformation of traditional teams into virtual teams are more present than before. The management of virtual teams in healthcare organizations has certain particularities compared to those in traditional teams, being influenced by the conditions of the environment in which the activity is carried out, the VUCA type environment, but also by the characteristics of the team and the type of managers. The analysis of differences allows us to adapt the management style according to the challenges and obstacles we encounter in these organizations, but also to identify success factors that lead to team performance and the motivation of its members. The theoretical concepts support our research through the interview method and the obtained data, in turn, support the theoretical concepts. The conclusions obtained are beneficial and useful to virtual team managers in healthcare organizations and confirm that there are peculiarities of virtual team management in these types of organizations.Keywords:
Pandemic
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Team management
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The context given by the COVID-19 pandemic has led to the implementation of the mandatory work from home (MWFH), a concept well known nowadays. The teams had to adapt and to become 100% virtual in a really short period of time in order to ensure the continuity of the activities for the businesses. Team leaders suddenly became team leaders of virtual teams; thus, this had implied the shift from team leadership to virtual team leadership. The effectiveness of virtual team leaders remains a desideratum for companies, taking into account that now team leaders work in a unique context given by the COVID-19 pandemic situation. The purpose of this research is to analyse the way of working of a 100% virtual team, from a Shared Service Centre located in Cluj-Napoca, Romania, for the time frame March 2020 – March 2021. The case study was performed based on quantitative and qualitative empirical research; the primary data being collected from the targeted virtual team. Firstly, the focus is on presenting the organizational context based on the influence of the COVID-19 pandemic and secondly, the decisions taken by the management during this period in order to maintain the 100% virtual team performance are analysed. Several aspects at the analysed team level are identified, based on the perception of its team members, such as the level of connection, the sense of belonging to the team, engagement, cohesion, team coordination level, individual productivity in the MWFH environment and last, but not least, the team productivity level in the pandemic period versus the period before the COVID-19 pandemic. The main conclusions of this case study are reflecting that the level of individual productivity and also the level of the team productivity have remained at a constant level, which is indicating that the effectiveness of team leadership has been maintained at a high level. However, some of the analysed aspects such as, level of connection, team cohesion and the sense of belonging to the team, were negatively influenced by the virtual way of working despite the management decisions taken in order to support the virtual team environment.
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Psychological Safety
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Pandemic
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Virtual team
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Psychological Safety
Virtual team
Team management
Team leader
Team development
Team learning
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This paper studies the types of management teams and identifies the essential characteristics of organizational models applied in management practice: work group – team – self-managed work team and virtual team. The focus is put on virtual teams. The key prerequisites, regularities and processes associated with the design and functioning of highly effective virtual teams are analyzed. The indicators of team effectiveness are specified and the factors influencing immediate results are analyzed. The multilateral relationships in the integrative models most cited in the last 20 years are explored not only at the input, but in the process of interaction, as well as the ways to achieve balance and good teamwork between team members. The aim is to find a common theoretical and methodological basis that brings together the fundamental models of virtual team effectiveness.
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The article analyses the management of a virtual project team in international companies. It provides a theoretical overview of virtual project team management, and the results of the research are presented. A qualitative study was carried out in which a structured interview was used to interview managers working in international companies who lead virtual project teams. The study involved nine informants, working in Lithuania, the United Kingdom, the United States, Bangladesh, France, Malaysia and Poland. The results of the study revealed the influence of information and communication technologies in managing a virtual project team, how emotional and motivational processes are managed, the importance of trust to a virtual project team, and how team management is improving. To summarise the research, the results provide a virtual project team management model that benefits companies and virtual project team managers who strive for the productive management of these teams.
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In economics era , the problem of knowledge management has arisen , and the traditional team cannot solve it because its competence is distributed in many departments , however the virtual team has more advantages than disadvantages . As to this , this article interprets the definition of the team firstly , then it compares the traditional team with the virtual team in their behavior , and as to the virtual team's disadvantages such as insufficient communication , the inadequate information , this article gives some advice about it and provides new ideas for knowledge management in virtual team .
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Firstly,this paper interprets the definition of the team;then it compares the traditional team with the virtual team,and analyses the virtual team's advantages and disadvantages;finally,this paper gives some advice on the management of virtual team.
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2019-20 coronavirus outbreak
Coronavirus
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Coronavirus Infections
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