Professional Documents
Culture Documents
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UVOD
ORKESTAR
Grupa ljudi, svaki sa individualnim vještinama i znanjem
Dirigent – njihov vođa osigurava okvir djelovanja
Moraju naučiti međusobno surađivati i oslanjati se jedni na
druge kao tim
TIM U ZDRAVSTVU
Veoma slično
RAZLIKA TIMA I GRUPE
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VRSTE GRUPA
• organizirane privremeno ili trajno od strane organizacije za izvršavanje
FORMALNE GRUPE određenih zadataka
• nekolicina osoba koje rade zajedno, sa ili bez odabranog vođe, vođeni
RADNE SKUPINE obavljanjem zadataka u određenom vremenskom roku
prenošenje
članovi vođa vještina
članova
izmjenjivanje
cilj koordinacija
ideja
razumijevanje
prema drugim
članovima
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UČINKOVITOST TIMA U ZDRAVSTVU
problem
funkcinalnosti
tima
nedostatak
sposobnosti
postizanje smišljanja plana,
ravnoteže – organizaciju,
najteži i najbitniji motivacije i
posao vođe
VOĐA usmjeravanje tima
nedostatak vještine
međuljudski odnosi –
u riješavanju
favoriziranje ili
konflikata unutar
isključivanje osobe
tima
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UTJECAJ TIMSKOG RADA NA PACIJENTE I ZAPOSLENIKE
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GRUPNI I TIMSKI ZADATCI
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PROCES NASTANKA GRUPE
Formalne i neformalne grupe imaju tipične faze razvoja tijekom nastanka
KOMUNIKACIJA
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UTJECAJ GRUPE NA POJEDINCA
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povezana sa
zajedničkim
interesima,
vrijednostima,
predstavlja stavovima
koliko je svaki “mi” je bitnije
član voljan nego “ja”
pridonjeti timu
dovode do većeg
stupanj
stupnja suradnje
povezanosti KOHEZIVNOST i međusobne
člana sa
potpore među
grupom
članovima grupe
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GRUPNA KOHEZIVNOST
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PROCJENJIVANJE UČINKA TIMA
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5 Tips to Evaluate Team Performance
The process of evaluating team performance after a project is often overlooked – especially after success. After working hard to complete the project, the
last thing a team leader wants to do is go back through each detail. Unfortunately, evaluation is a crucial part of moving forward and ensuring that the
processes can run even better the next time around. The following tips will help you to evaluate team performance effectively, and provide valuable
insight into how to approach future projects.
1. Revisit project goals
Before delving into the evaluation processes, it is important to revisit the original goals of the project. By taking a step back, this allows you to be better
informed and puts you in the right frame of mind to draw realistic conclusions. If you constantly have a view of the final outcomes in mind, your
evaluation may be skewed.
2. Interview each team member
Evaluation interviews should be conducted in both a group environment as well as individually. You may find that group members hold back their
thoughts in the group interview setting therefore it is important to conduct both so comparisons can be made. Try to discover each group member’s
feelings, how they thought the dynamics in the group worked, any of their concerns and what they felt worked well. This provides an opportunity for
both the manager and the individual employee to provide constructive feedback in an informal setting.
3. Listen carefully
As a manager you must pay careful attention to what each employee says during these debriefing interviews. Some employees may be apprehensive to
be honest and it is in your best interests to seek the truth out of them. Make each employee feel comfortable in providing confidential feedback, and if
you feel that they are holding back, try to approach the question in a different way.
4. Identify key challenges
After conducting the interviews, sit down and extract the key challenges that were faced throughout the project. There may be both obvious and very
subtle problems that occurred but it is important to analyse each one. Areas of analysis could include deadlines that were not met, the quality of the
work, and whether staff were assigned the correct tasks based on their skillsets.
5. Plan for next time
Many teamwork projects can go wasted without proper analysis and forward planning. Following up the results of the project is just as important as the
project itself. Use your findings from the interviews to plan for the next time that you engage in a team environment. This will be of assistance in areas
such as delegation and the setting of deadlines in future projects.
VOĐENJE RADNE SKUPINE - GRUPE
Generalno stalne
Članstvo u komisiji
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PRIPREMA
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SMJERNICE ZA PROVOĐENJE SASTANKA
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SMJERNICE ZA PROVOĐENJE SASTANKA
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HVALA NA PAŽNJI!
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