The Impact of Team Management on the Organizational Performance in Bahrain Government Sector

Bahrain government sector organizations have started to realize the significance of team management and how it can be managed effectively and efficiently to ensure enhancing the organization's performance. The use of team management to enhance organizational performance in the Bahrain government sector has become a serious situation for the government in the Kingdom of Bahrain. However, in spite of the increasing number of studies relating to team management in developed countries, few studies have been made in the same context within gulf countries. The aim of this study is to determine how the factors of team management can affect the performance of government organizations in the Kingdom of Bahrain. The study adopted a quantitative method approach for the purpose of the study. The sample size of the study is selected from Bahrain government sector organizations, data were collected from 150 respondents, and the sample was selected based of those who were working for the government and semi-government organizations from the employees who are representing the basics of the organization to the managers who are the responsible persons of team’s formation. The generated data from the government and semi-government organizations were analyzed using many statistical tools, we used the Correlation analysis to test the relationship between our variables and Linear Regression was to test the hypothesis of the study. The results showed that only team decision has a significant positive influence on organizational performance in Bahrain government sector. However, the study result showed that there is no influence on organizational performance in the Bahrain government sector from team trust, team motivation, team cohesiveness, and job satisfaction. Finally, the study recommended the need for Bahrain government sector organizations to give full attention to team management in those organizations in which this will reflect the organizational performance positively.

Sense of Belonging and the Use of Social Digital Communication Platform: Nursing Staff Comparison between Pre and During COVID-19

In recent years use of digital social networks in the workplace has become the popular mode of team communications. The widespread use of different methods of interpersonal interaction and the availability of the user at any time and in any place have made the boundaries between the personal space and the professional space distorted. Aim: To investigate nurses’ perceptions of the use of digital application communication, level of belonging and stress before and during COVID-19 pandemic. Design: Quasi-experimental, prospective convenience sample correlational study. Method: Team cohesiveness, level of Belongingness and demographic questionnaire was distributed to five hospital departments in pre and during COVID-19 pandemic. Results: A total 178 nurses (83.3% females), average age 34.40 y/o; a significant positive correlation found between nurse seniority and level belongingness (β=.28, p<.01). Significant differences were found between during COVID-19 and pre-pandemic group in using digital platform for solving professional problems (χ² (1) = 7.74, p<.01). In addition, the more the respondents perceived the content of the digital application group for sharing personal experiences the greater their sense of belonging (β = .19, p=.03). Conclusion: This study examines nurses’ digital communication and sharing, deliberation, team cohesiveness and information exchange. The results demonstrate nurses’ interpersonal professional relationships expressed in this digital application as well comparison between two periods. The period of “normal” activity and during pandemic.

Building Cohesive Teams—The Role of Leaders’ Bottom-Line Mentality and Behavior

Team cohesiveness plays a crucial role in effective teamwork, innovation, and improved performance, and as such, its development among team members is an essential part of team management. However, it may be disregarded by leaders with a high bottom-line mentality (BLM; a single-minded focus on the bottom line at the expense of other values or priorities). These leaders may show little interest in other priorities, such as ethical, social, or environmental considerations, and may be tempted to push their followers to go above and beyond what is expected, even if it means bending the rules, cutting corners, or engaging in other ethically problematic behaviors. We argue that although a team leader’s BLM may motivate followers to come together around the pursuit of a common goal, it may come at the expense of nurturing healthy interpersonal relationships, trust, and other important social resources within the team. Specifically, we argue that the way leaders with a high BLM approach their goals may affect team cohesiveness, and that it is particularly negative for female leaders. Using a large multi-national study, we found that this happens through increased directive and lowered participative leader behaviors.

A quality improvement project (QIP) to address communication and safety concerns from the on-call team at the Bethlem Royal psychiatric hospital out-of-hours through the introduction of weekend safety huddles

AimsThere have been long-standing concerns about communication and safety on the Bethlem site out-of-hours due to its size, acuity and the number of specialist services; these issues were exacerbated by the COVID-19 pandemic. A Quality Improvement Project was designed to address communication and safety concerns from the on-call team at the Bethlem Royal psychiatric hospital out-of-hours through the introduction of weekend safety huddles.MethodDaily weekend safety huddles were introduced to improve communication regarding workload, acuity, new admissions, seclusion reviews, deteriorating patients; and to improve team cohesiveness and trainee support out-of-hours.The QIP team involved the deputy medical director, the associate director for speciality units, consultants, the college tutor, specialty registrars and core psychiatry trainees. Prior to initiating the huddles, the QIP team met to decide which specialties to involve, to agree on an agenda and liaise with other sites regarding existing huddles. Once the huddles began in April 2020, the team met periodically to agree next courses of action and to troubleshoot. The huddles initially involved acute services and eventually included CAMHS, Forensic, Older Adults, Specialist Units, all on-call consultants, the on-call registrar, two core trainees, the psychiatric liaison manager and the duty senior nurse.ResultData were gathered throughout the QIP using Likert scale surveys which were sent to all junior doctors on the out-of-hours rota. Paper surveys were used initially but were later replaced with Microsoft Forms to ensure anonymity.The percentage of respondents who answered “most of the time” or “all of the time” increased across all parameters when comparing data from before and after implementation of the safety huddles.These results included improvement in: understanding of workload and acuity (9% before vs 69% after), discussion of new admissions on site (4% before vs 90% after), discussion of patients with deteriorating mental health (35% before vs 90% after) and physical health (22% before vs 83% after), understanding of number of patients in seclusion (61% before vs 93% after) and feeling part of a cohesive “on-call” team (17% before vs 86% after). In addition, the results suggested a reduction in frequency of safety concerns on site (83% answered at least “sometimes” before vs 62% after).ConclusionThe results of the final survey demonstrated a measurable and positive impact on communications between the out-of-hours team, improved team cohesiveness and a reduction in safety concerns. The lessons learnt also influenced decisions made in formatting safety huddles at other trust sites.

Implementing out of hours MDT safety huddles at the Ladywell Unit, Lewisham, South London and the Maudsley (SLAM) NHS Foundation Trust

Aims•For 100% of patients admitted OOH (Friday 5pm – Sunday 9am) to have a multi-disciplinary review of their treatment•For 100% of patients with deteriorating physical and mental health to be discussed•To improve multi-disciplinary team (MDT) morale, working relationships and team cohesiveness OOHBackgroundIn most specialties, the standard of best practice is that patients admitted to the ward out of hours (OOH) receive a senior review over the weekend. However this does not usually take place in Psychiatry, and patients routinely wait until Monday to be seen by the ward team. This has been highlighted as problematic in cases where patients are agitated and not receiving any treatment for > 24 hours.We trialled a weekend teleconference safety huddle in Lewisham involving the on call consultant, registrar (SpR), core trainee (CT) and duty senior nurse (DSN).MethodThe weekend huddles were through a teleconference line, with participants dialling in at 9.45am.Issues discussed: 1)Management plan for newly admitted patients OOH.2)Plan for patients with deteriorating mental health or escalating level of aggression.3)Plan for patients with deteriorating physical health.Feedback was collected from CTs, SpRs and consultants focusing on whether the huddle made any difference to the speed of care, cohesiveness of the OOH team, and whether it was generally helpful or not.Result54% of CTs (n = 11) felt that patients admitted OOH had an MDT review, and 90% felt that patients with deteriorating mental and physical health were discussed and a plan put in place. 80% of CTs, 63% of SpRs (n = 8) and 67% of consultants (n = 6) agreed it improved team cohesiveness. 90% of DSNs felt safer and more supported in decision-making OOH.80% of CTs, 63% of SpRs and 83% of consultants found weekend huddles helpful.Data were also collected on violent incidents OOH, and there was a slight reduction in the number of violent incidents in the weeks following introduction of the huddle.ConclusionIntroducing safety huddles in Lewisham has facilitated the prompt discussion of the management of patients admitted OOH, and of those with deteriorating mental and physical health. It has also fostered a greater sense of cohesiveness in the MDT team.In light of this feedback, safety huddles have now been established as part of the weekend schedule in Lewisham, and are being rolled out to other boroughs within SLaM.

A united front: Coach and teammate motivational climate and team cohesion among female adolescent athletes

Based on theory and research on athlete motivation and sport cohesion, this study examined the concurrent association of perceived coach and peer motivational climates with team cohesion among female adolescent athletes. Participants ( N = 235) included 14- to 18-year-old competitive volleyball players who completed self-report measures of motivational climates and team cohesion in the latter part of the season. Canonical correlation analysis revealed that all coach and peer task-involving dimensions were positively related, and peer intra-team conflict (ego-involving dimension) was negatively related, to team cohesion. Task-involving dimensions of coach cooperative learning and peer effort and relatedness support contributed most strongly to the relationship as did task cohesion. Multiple regression analyses showed that elements of both coach and peer climates were related to task and social cohesion. Findings extend past research by simultaneously examining coaches and peers as social sources of team cohesion among female adolescent athletes. Specific strategies are offered for how coaches can enhance team cohesiveness by directly shaping a task-involving climate, minimizing an ego-involving climate, and fostering a teammate task-involving climate that promotes positive peer interactions and relationships.

Kinerja Pelayanan Publik di Kantor Camat Dumai Timur

The main role of the government towards the people is to provide services in order to meet the needs desired by the community. Likewise, Dumai Timur District office is demanded to provide quality services for the community. To meet these needs requires good and skilled employee performance in supporting the acceleration of service. In its implementation, there are still complaints from some people about convoluted procedures, the absence of certainty in-service time, and less responsive officers. The purpose of this study was to determine the factors that affect service performance at Dumai Timur District office. The theory used in this research is the theory (Ratminto & Winarsih, 2013)which states there are (13) factors that influence service performance, namely service strategies, client-oriented officers/officers, client-oriented service systems, management commitment, formulation of organizational goals, standardization of tasks, team cohesiveness, person-job suitability, technology-job suitability, control reality, role clarity, role conflict, management level. Respondents in the study were all 29 employees with the census sampling technique. Data analysis used descriptive statistics with the Rating Scale measurement scale. The results of the study in the factors that affect the performance of services at Dumai Timur District office are categorized as quite good, with an average of 2236 (65.90%).

The Role of Uncertainty in the Experiences of Nurses During the Covid-19 Pandemic: A Phenomenological Study

Background The novel coronavirus (Covid-19) has spread quickly to all corners of the globe and caused high rates of morbidity and mortality. Nurses have been at the centre of this experience managing the outbreak through direct bedside care, managing hospital units, providing Covid-19 testing, and contact tracing. Purpose The aim of this article is to examine the role that nurses played in the early stages of the Covid-19 pandemic through the voices of the participants. Methods Using a phenomenological methodology thirty-one interviews were completed via phone and thematic analysis was completed. Results The major themes that emerged from this phenomenological study were: emotional challenges, uncertainty, and protective factors. Emotional challenges included, stress, anxiety, exhaustion, frustration, guilt, and loneliness. These challenges were magnified by uncertainty through leadership and communication challenges, needs of the pandemic versus needs of the patient, and Covid-19 and best practice. In this study, emotional challenges were mitigated by the protective factors of: education, ability to contribute, team cohesiveness, and community support. Conclusions Nurses are challenged during this time but by limiting uncertainty and providing protective factors, nurses can be less affected by emotional challenges and able to provide nursing care and manage the outbreak effectively.

Group Cohesiveness and Organizational Commitment: Moderated by Transformational Leadership

This study investigated to what extent group cohesiveness is related to organizational commitment and transformational leadership. In the advent of generational transformation, it is impossible to achieve organizational goals and create win-win partnerships between supervisors and subordinates merely by resorting to organizational discipline or role behavior. This study, based on a quality interview survey, explored the influence of team cohesiveness on organizational commitment with transformational leadership as a moderating variable. Literature related to the real estate agency industry was firstly reviewed and compiled for overall understanding. In-depth onsite expert interviews were conducted for inducing internal and external affecting factors. Actual cases were analyzed. The influence of team behavior and group cohesiveness on organizational commitment was verified. It was found. Additionally, supervisors' positive transformational leadership and supportive behavior could lead to positive organizational cohesiveness. This is regarded as one of the key success factors of management. Transformational leadership behaviors that can boost positive group cohesiveness should be encouraged. Such behaviors can not only boost group cohesiveness but also enable the team to achieve the team goal efficiently.