Team Work

Topics: Formal system, The A-Team, Formal Pages: 5 (1907 words) Published: April 5, 2013
Throughout our educational career and work career we learn to accommodate to the requirements of working in teams. Some of us are individualist while others enjoy collaboration with teamwork. While working in a health care environment I have noticed how teams and teamwork are a necessity. The workload required to work in a hospital is too complex and demanding for an individual to do the job. So each discipline is set up in teams, and managers run the different floors/units to have a successful facility. There are two forms of team structures that are used to construct and facilitate the type of team they desire. The formal structure is the literal structure of the organization chart. It uses a hierarchical reporting relationship and work process that allows workers to report to the chain of command. The informal structure is usually referred to as the “grapevine”. It allows relationships to develop in organizations and contribute strongly to work culture. There is no set chain of command and people establish leaders on their own. Utilizing both methods of structure helps teams run through their course of action set out. Both strategies have been researched and both have a positive outlook, the type of method that is chosen is based on the individual in charge of the hospital/organization.

The type of career path that the class and my self have decided to pursue is going to be dependent on working with teams. Training our team and providing them with effective management is going to be the primary focus on having quality initiatives. Dr. Hung states, “By formal teams, we refer to the curriculum in which learning might be characterized as focusing on structured content, extrinsic motivation, and strict assessments.” (Hung 2) Some of us may feel like a formal organizational team structure will better suit the type of team we want. As stated in the text, “a formal team is formally recognized, organizationally based, social system.” (Burns 126) This type of team is set up for a certain purpose. They are individuals with separate roles that work with each other to collaborate their thoughts and ideas. Formal teams take on numerous jobs/tasks at a time and finish with an extraordinary outcome. They work as a team within a team, consisted of members of one group that relays messages to another group higher up. Formal teams work in bases of a hierarchical standpoint. It helps the employees follow the chain/manager follow the chain of command to allow for the senior manager to concentrate on important issues in the company. The team all together is divided into sub teams with a structured leader, one that is put into position not voted. With this they sub teams answer to the team leader, once there is a concern it goes to the higher up team leader and so forth. Based on a journal article, research was conducted on formal and informal organizational teams. They found that, “formal teams focus on sociality learning of the contextual dimension in which productive learning occurs.” (Hung 9) Much of the formal curriculum is framed by the paradigm of intellectual and individual excellence. Although the team works together, much of the success is dependent on one individual in a sense. The manager/team leader is responsible for much of the team’s accomplishments, when the team fails to do work up to par. The outlook on the manager and the whole hierarchical system begins to suffer. However, since the structure rises from the bottom up, problems that are acquired usually get resolved quickly compared to the informal structure. As stated in a journal by Dr. Lawson, “Formal mechanisms are positively associated with higher levels of knowledge sharing within inter organizational development teams.” (Lawson 160) They are able to bounce back and move forward. When situations come up the formal and informal structures vary. The formal deals with things very systematically, there is less flexibility in knowledge exchange, and are mostly...

References: Burgers, J., & Jansen, J. (2009). Structural differentiation and corporate venturing: the moderating role of formal and informal and integration mechanisms. Journal of Business of Venturing, 1(24), 206-220. Retrieved from
Burns, Bradley, Weiner. Shortell and Kaluzny 's Healthcare Management, 6th Edition. Cengage Learning US, 01/28/2011. <vbk:9781435463950#outline(5.7.2)>.
Hung, D., & Lee, S. (2012). Authenticity in learning for the twenty first century: bridging the formal and informal. Education Tech Research Dev, 1(60), 1079-1091. Retrieved from
Lawson, B., & Peterson, K. (2009). Knowledge sharing in inter organizational product development teams: the effect of formal and informal socialization mechanisms. Product Innovation Mechanism, 1(26), 156-172. Retrieved from
Nitrel, N., & Schmidel, H. (1994). Formal and informal authority of hospital directors . Journal of Management in Medicine, 8(5), 37-48. Retrieved from
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