Discuss the concept of organizational culture
Question by professor:
What are the specific behavioral problems of multidisciplinary groups?
Discuss the concept of organizational culture.
How does this affect how the team does CQI?
Student 1: Linda Michel
A quality management multidisciplinary group is a conglomerate of healthcare workers who originate from different disciplines and have come together through a care plan that aims at improving healthcare attention to a patient. Each of the members of the team performs specific services depending on their field of specialization. Because the team comprises social beings, it is bound to face specific challenges associated with social groups, which can be illustrated below.
The behavioral problems that a multidisciplinary team is bound to face include poor communication. Citing that the professionals forming the multidisciplinary teams are specialized in different fields of knowledge, their communication often becomes a challenge since the healthcare terminologies used for every field are different from each other. Additionally, such groups are bound to experience severe and frequent conflicts associated with the formerly mentioned challenge, which is considered a significant challenge because the professionals have different fields of specialization. Resultantly, the team stands to face another challenge that can be termed as complex decision-making (Johnson & Sollecito, 2018).
The concept of organizational culture
In the aspirations to explore the concepts of quality management multidisciplinary groups, it would be essential to consider the concept of organizational culture as it is an essential one in the determination of the efficiency of quality management multidisciplinary. The concept, organizational culture is defined as a conglomerate of the values, beliefs, visions, myths, norms, and goals shared within an organization. As the above definition suggests, a culture is a profoundly bound aspect of an organization that cannot be changed or dropped quickly (Adams, 2018). When anyone identifies with a particular culture, they are bound to stick to it for as long as they remain in the organization. When teams come together to form the Quality Management Multidisciplinary Group, a particular culture emerges that defines the direction that the team would take. A team’s organizational culture comprises rituals, particular modes of communication, language, and unique reward systems and sanctions.
How the culture affects how a team does its CQI
Organizational culture has been identified as the fabric that brings together individuals through shared values and norms. It has further been identified that among the elements of a multidisciplinary group, which is said to have a subculture, a system of rewards comes first in priority for each. Usually, these rewards are distributed amongst members of a multidisciplinary group to recognize their efforts and commendation for the team’s good work. It thus follows that the reward system is such an important one when it comes to reinforcing desirable characteristics amongst individuals (Adams, 2018).
Adams, D. (2018). Quality improvement; part 1: introduction and overview. Bja Education, 18(3), 89.
Johnson, J. K., & Sollecito, W. A. (2018). McLaughlin & Kaluzny’s continuous quality improvement in health care. Jones & Bartlett Learning.
Student 2: Lindie-George Marianah
For any organization to be successful, teamwork is important and more so in Health Care, where there is so many different disciplines of study. It is imperative for multi-disciplinary approach to be utilized in healthcare in order to achieve the main goal of getting patients achieve their ultimate health of living a long and pain free life. The main purpose of multidisciplinary groups is for each specialist to use their expertise working together to come up with a solution for patient care. When these different teams work together for a common goal it makes patient care easier to deal with. It allows members to analyze and do research if there are any conflicting findings with the different groups working together, they can figure out what these findings are and work on coming up with solutions states (Riste et al., 2018).
The behavioral problems begin when there is no teamwork and no leader, and each member thinks they can do whatever they want to do, or they think their field of study is much more important than the other people within the team. This is an issue when there is lack of communication, resources between teams because no one knows who is responsible for what project within the team. If there are no set boundaries this can lead to specific behavioral problems within the multidisciplinary team. If there is a team lead for the group who assigns specific roles, and each team member knows their responsibility this can bring the team together and avoid problems which can lead to control of power. Another issue that may arise within the multidisciplinary team could be bias of teams and how each member practices within their own field of study (Roncaglia, 2016).
Badi (2019) states that the concept of organizational culture is what makes an organizational behavior, the ethics, the morals, values and what it was founded on, the beliefs of the organization, this can also include the quality of work within the organization. The common behaviors shared by a group of people for a common cause can also be considered an organizational culture. The common practices and organizational principles all contribute to the culture of an organization. Something as small as birthday celebrations for each team member can be a part of an organizational culture which in a way builds morale within the team and the organization. When people feel valued and appreciated as being part of the organization and its culture they will perform better.
Culture can affect the continuous quality improvement in so many different ways, when people are heard and listened to the CQI process becomes easier as culture and multidisciplinary teams all work hand in hand to support the CQI in any organization. Since the culture of any organization is based on the ethics of the organization, its values, beliefs, and morals, this influences CQI. According to Harris et al., (2011) culture influences CQI through trust and transparency of an organization; when teams work with people that they can trust this impacts the CQI positively as CQI seeks higher quality within an organization.
Riste, L. K., Coventry, P. A., Reilly, S. T., Bower, P., & Sanders, C. (2018). Enacting person‐centredness in integrated care: A qualitative study of practice and perspectives within multidisciplinary groups in the care of older people. Health Expectations, 21(6), 1066-1074. http://0624j9puc.mp01.y.http.dx.doi.org.prx-keiser.lirn.net/10.1111/hex.12803
Roncaglia, I. (2016). A Practitioner’s Perspective of Multidisciplinary Teams: Analysis of Potential Barriers and Key Factors for Success. Psychological Thought, 9(1), 15-23. http://0624j9puc.mp01.y.http.dx.doi.org.prx-keiser.lirn.net/10.5964/psyct.v9i1.145
Badi, K. A. (2019). Implementation of marketing concept and organizational culture in SMEs in Al Buraimi – Oman. Benchmarking, 26(7), 2401-2414. http://0624j9puc.mp01.y.http.dx.doi.org.prx-keiser.lirn.net/10.1108/BIJ-05-2018-0136
Harris, M. L., McDowell, W. C., & Gibson, S. G. (2011). Strategic Relationships in a Small Business Context: The Impact of Information Quality and Continuous Quality Improvement. New England Journal of Entrepreneurship, 14(2), 19-27. https://0624j9puc-mp01-y-https-www-proquest-com.prx-keiser.lirn.net/scholarly-journals/strategic-relationships-small-business-context/docview/922423285/se-2?accountid=35796