A Plan to Build a Health Care Inc. Team

A Plan to Build a Health Care Inc. Team

My goal during the planning of a Health Care Inc. team is to have a well-designed team who will be able to manage their task strategies, monitor their performance, and assume collective responsibility. For the success of the team, I will concentrate on having strong team members rather than concentrating on strong leadership. The Health Care Inc. team will assist in the improvement of customer service, productivity, quality, and work experience of employees. The type of leadership that will be used in the team is a self-designing or self-directing team. 

Collaboration and cohesiveness are two important aspects of planning and implementing teamwork. According to Givray (2013), good teamwork results from individual behaviors and skills around, collaboration, cooperation, cohesion, efficient, effective processes, and eventually successful collective execution. Holton (2001) explains that collaboration and cohesiveness in any team mean working together in unity. Health Care Inc. team will comprise of individuals united in purpose, contains shared values, and with an common meaning resulting to multiplied results instead of summed results. Above all the requirements that are necessary for building collaboration and cohesiveness, the key ingredients of the team will be shared values and common purpose.

The team will be goal oriented where it will adopt goals that are simple and clear, with specifying ends and not means. The team will take high- learning orientations which as explained by Thompson (2013) will assist in identifying novel issues which increase competency. In respect to the type of leadership to be used- self-directing- the members will together determine the objectives of the group and the methods of achieving them. This kind of leadership will encourage both cohesiveness and collaboration of the team.


There are four types of team leadership: manager-led teams, self-managing or self-regulating teams, self-directing or self-designing teams, and self-governing teams. Thompson (2013) explains that manager-led teams are the traditional type of teams where the manager is the team leader and defines the goal, functions and the methods of the team allowing the members to only execute their assigned work. This type of leadership provides the greatest control in comparison to others. In a self-managing or self-regulating team, the leader or the manager overall determines the goal or purpose of the team but gives the team the liberty of managing the methods to use in achieving their goals.  

In self-governing teams, the board of directors executes the tasks, designs the group, manages their performance processes, and develops the context of the organization. Thompson (2013) explains that this type of team has an extensive responsibility and latitude of responsibility. The last type of leadership is self-directing or self-designing which will be the kind of leadership used by a Health Care Inc. team. These types of teams determine the core objectives and methods of achieving them giving the management the responsibility of organizational context of the team. 

Self-directing teams offer the greatest potential regarding innovation, enhances motivation and goal commitment, and offers an opportunity for organization changes and learning. This type of leadership is suitable for our ideal team in that it is best suited for ill-defined, ambiguous or complex problems as well as next generation planning. The organization will have “free time” policies that will assist the team members to pursue the novel project they passionately like. Using the said leadership, the team’s task will be tactical whereby they would be required to execute a definite plan. The team’s success will require it to have unambiguous role definition and a high degree of task clarity. The focus of the process will be accuracy, well-defined operations, and highly focused tasks. 


Givray, H. (2013). Building Cohesive Teams. Smith Bucklin Corporation. Retrieved from http://www.esopassociation.org/docs/default-source/midwest-conference/building-cohesive-teams.pdf?sfvrsn=0

Holton, J. A. (2001). Building trust and collaboration in a virtual team. Team performance management: an international journal, 7(3/4), 36-47.   

Thompson, L. (07/2013). Making the Team, 5th Edition. [Bookshelf Ambassadored]. Retrieved from https://ambassadored.vitalsource.com/#/books/9781323113950/ 

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