Healthcare Systems

Prepared by: Maripel M. Bulfa, PTRP, MBA

• Also referred as health system

• the organization of people, institutions, and resources that deliver

health care services to meet the health needs of target populations

• The primary intent is to promote, restore, or maintain health. This

includes efforts to influence determinants of health as well as more
direct health-improving activities. (World Health Organization)

• Varies from country to country in accordance with their needs and

resources, such that it reflects the history, culture, and economics of
the states in which they evolve.
4 Basic Models of Healthcare Systems
❖The Beveridge Model
❖The Bismarck Model
❖The National Health Insurance Model
❖The Out-of-Pocket Model
The Beveridge Model
• Named after William Beveridge - designed Britain’s National Health Service
• health care is provided and financed by the government through tax payments
• Many, but not all, hospitals and clinics are owned by the government; some doctors are
government employees, but there are also private doctors who collect their fees from
the government.
• Free at point of service
• Examples: Great Britain, Spain, most of Scandinavia and New Zealand.
• Cuba represents the extreme application of the Beveridge approach; it is probably the
world’s purest example of total government control.
The Bismarck Model
• Named for the Prussian Chancellor Otto von Bismarck - who invented the welfare state
as part of the unification of Germany in the 19th century.
• Employees and employers pay premiums to insurance companies, termed “sickness
funds,” through mandatory payroll deductions. Those sickness funds then reimburse the
facilities that deliver care. Under this system, both the financing and delivery of
healthcare are privately funded.
• The Bismarck model is found in Germany, France, Belgium, the Netherlands, Japan,
Switzerland, and, to a degree, in Latin America.
The National Health Insurance
• Has elements of both Beveridge and Bismarck
• Uses private-sector providers, but payment comes come from a gov’t-run insurance
program that every citizen pays into
• No need for marketing, no financial motive to deny claims & non-profit
• Tend to be cheaper and much simple to administer
• NHI plans also control costs by limiting the medical services they will pay for, or by
making patients wait to be treated
• Classic NHI system: Canada, Taiwan, South Korea
The Out-of-Pocket Model
• Health care paid for by consumers to public and private care providers
• Little to no insurance coverage
• This model is used by most low- and middle-income countries
• Examples: Chad, India, Rwanda​
 According to PNHP
❖The Beveridge Model: single payer national health
4 Basic service
❖The Bismarck Model: non-profit “sickness funds”;
Models of social insurance model
❖The National Health Insurance Model: single payer
Healthcare national health insurance
❖The Out-of-Pocket Model: “market driven” health care
Systems
ORGANIZATIONAL SYSTEMS
 Organizational Systems

Open system: coalition of

Rational system: collectivity Natural system: participants are shifting interest groups that
oriented to the pursuit of less affected by the formal develop goals by negotiation;
relatively specific goals and structure but share a common the structure of the coalition, its
exhibiting a relatively high interest in the survival of the activities, & its outcomes are
formalized social structure system strongly influenced by
environmental factors
Systems
Typical system design in a hospital

input throughput output

Tests
Less ill or well
Individual patient Procedures
individuals
Therapeutic intervention
Typical system design in a hospital

input throughput output

Tests
Less ill or well
Individual patient Procedures
individuals
Therapeutic intervention

Quality assessment & improvement activities, reimbursement

 Theoretically, the organizational structure is critical for several
reasons. Some of them might be:

Definition of roles within Goals alignment that makes

the organization, so that groups of people work in Culture development based
each employee knows its coordination to achieve on the shape of the
place and where she common business organization.
belongs. objectives.

Better decision-
Productivity via a system
Efficiency in the use and making process by allowing
meant to use the people
allocation of resources the flow of information
part of the organization in
within the organization. within and across several
the best possible way.
departments.
Hierarchical • Pyramid-shaped
Organizational • Most common
structure • Chain of command is top to bottom
Pros & Cons of the Hierarchical Org Structure
Better defines levels of authority and Can slow down innovation or
responsibility important changes due to increased
bureaucracy
Shows who each person reports to or Can cause employees to act in interest
who to talk to about specific projects of the department instead of the
company as a whole
Motivates employees with clear career Can make lower-level employees feel
paths and chances for promotion like they have less ownership and can’t
express their ideas for the company

Gives each employee a specialty

Creates camaraderie between
employees within the same department
 • Similar to hierarchical organizational structure
Functional • Positions of highest level of responsibility is at the top
and goes down from there
Org. Structure • Employees are organized according to their skills and
function
Pros & Cons of the Functional Org Structure
Allows employees to focus on their Can create silos within an
role organization

Encourages specialization Hampers interdepartmental

communication

Help teams and departments feel Obscures processes and strategies

self-determined for different markets or products in a
company

Is easily scalable in any sized

company
 • Horizontal organizational structure
Flat Org. • Common among start-up companies

Structure • Encourage less supervision & more involvement from

employees
Pros & Cons of the Horizontal Org Structure
Gives employees more Can create confusion since
responsibility employees do not have a clear
supervisor to report to

Fosters more open communication Can produce employees with more

generalized skills and knowledge

Improves coordination and speed of Can be difficult to maintain once the

implementing new ideas company grows beyond start-up
status
 • Works well for big or large companies
Divisional Org. • A company’s division have control over their resources

Structure • Division can be based on product, geographical location or

market-based
Pros & Cons of the Divisional Org Structure
Helps large companies stay flexible Can easily lead to duplicate
resources

Allows for a quicker response to Can mean muddled or insufficient

industry changes or customer needs communication between the
headquarters and its divisions

Promotes independence, autonomy, Can result in a company competing

and a customized approach with itself
Matrix Org. • Looks like a grid
• Shows cross-functional teams that form for special projects
Structure • the matrix accounts for the roles and reporting relationship
 Pros & Cons of the Matrix Org Structure
Allows supervisors to easily choose Presents a conflict between
individuals by the needs of a project department managers and project
managers
Gives a more dynamic view of the Can change more frequently than
organization other organizational chart types

Encourages employees to use their

skills in various capacities aside from
their original roles
Organizational structures
can be categorized as:
• Vertical: functional and
divisional
• Vertical-Horizontal: matrix
• Boundary-less: open systems

❖Managerial Centralization or
decentralization
 Key elements of Organizational Structure:

job design

Departmentation: refers to the way an organization structures its jobs to coordinate work

Delegation

span of control: the number of individuals who report to a manager

chain of command: refers to a line of authority

Creating an Organizational Chart
1. Identify the functions of the positions and levels by naming job
functions, not people.
2. For positions that represent function which supports another
position, use a horizontal line between 2 functions.
3. For those positions that represent a function which is subordinate
to another function, use a vertical line.
4. When more than 1 position represents functions that are
subordinate to another, use a combination of vertical and horizontal
lines.
Creating an Organizational Chart
5. When functions within the organizational chart are equal, place
them on the same organizational level.
6. When a function is not equal to others on the same level, but not
subordinate to another function on that level, place that function
below the other functions.
7. Organizational charts may be represented vertically. When
represented vertically, the levels descend from left to right.
8. One form of organizational chart shorthand may be employed using
a wider and longer box to suggest a number of individuals within one
category.
References
• Cuofano, G. (2023). Organizational Structure: The Complete Guide to Organizational Structures.
FourWeek MBA. Retrieved from: https://fourweekmba.com/organizational-structure/
• Health care systems – four basic models. Physicians for a National health Program. Retrieved from:
https://www.pnhp.org/single_payer_resources/health_care_systems_four_basic_models.php
• Types of health systems. Columbia Mailman School of Public Health. Retrieved from:
https://www.publichealth.columbia.edu/research/comparative-health-policy-library/types-health-
systems-0
• Walter, J. (1993). Physical Therapy Management An Integrated Science. Mosby-Year Book, Inc.
• Williams, S. (2023). 7 types of organizational structure. Retrieved from:
https://www.lucidchart.com/blog/types-of-organizational-structures
Human
Resource
Management
Presented by: Maripel M. Bulfa, PTRP

PT 46
(Leadership, Organization, Administration)
 Security guards
Who do Secretary/clerk
you see Janitors

working in Physical therapists

the Nurses

Doctors
healthcare PT assistants, nurse assistants
facility? Accountants, cashiers
Personnel Management -
definition
"Personnel management is that phase of
management which deals with the effective control
and use of man power as distinguished from other
sources of power.“ – Dale Yoder

“Personnel management is that part of the

management process which is primarily concerned with
the human constituents of an organisation.” – E.F.L.
Brech

https://www.economicsdiscussion.net/personnel-management/personnel-
management/31803
Personnel Management -
definition
“It is concerned with the planning, organising, directing and
controlling of the procurement, development, compensation,
integration of people for the purpose of contributing to
organisational, individual and social goals.” – Flippo, Edward
B. Principles of P.M. McGraw Hill Kogakusha Tokyo, 1976.
Personnel Management - definition
According to Institute of Personnel Management (U.K.) –
“Personnel Management is integral but distinctive part of management, concerned with
people at work and their relationship within the enterprise, seeking to bring together into
an effective organisation the men and women who staff the enterprise, enabling each to
make his/her best contribution to its success, both as a member of a working group and as
an individual. It seeks to provide relationships within the enterprise that are conducive
both to effective work and human satisfaction.”

https://www.economicsdiscussion.net/personnel-management/personnel-management/31803
From personnel to human resource management
From personnel to human resource management
From personnel to human resource management
From personnel to human resource management -1990 to early 2000s
Personnel Management vs Human Resource Management
1. Personnel Management is a specialized branch of
Management in general. Therefore, all the principles of general
Management must apply to this branch of Management.
2. Over and above the general principles, there are definite
principles and policies of personnel management which help in
development of human force.
3. Personnel management is the management of human
resources in the industry. Best results are secured by managing
this source of power.

Nature or characteristic of Personnel Management

4. Personnel management involves inter-personal
relationships. Personnel management defines the
relationship between employer and employee as well as
employee and employee.

5. The whole philosophy of personnel management is

based on the assumption that labour is a human being.
Humanly treatment should be given to him so that he is
motivated to the best interest of the organisation.

Nature or characteristic of Personnel Management

 An approach

A point of view
Personnel
Management A technique of thinking
is …
A philosophy of management

concerned with the overall

development of man at work
Functions of Personnel Management

MANAGERIAL OPERATING FUNCTIONS ADVISORY FUNCTIONS

FUNCTIONS
Managerial
functions
Managerial function

Planning: establishing objectives & priorities, developing policies, determining methods

and procedures, scheduling implementation, towards the goal

Organizing: subdividing the total work to be done into jobs, duties, groups &
relationships, & delegating authority & responsibility

Directing: guiding, instructing, establishing work standards, making work assignments

Controlling: regulation of activities according to the plan; observation and comparison of

results with the target and correcting the deviation that may have occurred.
Operating functions

Employment or Development Compensation Integration motivation

procurement
 Employment or procurement: employment of proper kind and number of
persons necessary to achieve the objectives of the organization; man power
planning, recruitment selection, placement etc.

Development: After placement, the personnel management is concerned with

giving them proper training to develop their work efficiency. Proper
development of personnel is necessary to increase their productivity and skill.

Operating Compensation: concerned with the determination of adequate and equitable

remuneration to the people in the organization for their contribution in
achieving the organizational goals.
functions
Integration:to reconcile the interest of the personnel with the objective of the
organisation. The main barrier of integration is communication the personal
manager must provide an efficient system of communication.

Motivation: The personnel manager must develop a system of financial and non-
financial rewards to motivate the employees.
 Personnel Manager has specialised education and training in
managing human relations He is an expert in his area and so
can give advise on matters relating to human resources of
the organisation. He offers his advice to:

(a) Top Management: top management is advised in the

Advisory formulation and evaluation of personnel programmes,
policies and procedures; advises for achieving and
functions maintaining good human relations and high employee
morale.

(b) Departmental Heads: advises the heads of various

departments on matters such as manpower planning, job
analysis and design, recruitment and selection, training
performance appraisal, etc.
5 Theories in Human Resource Management

Frederick Herzberg’s Motivation-Hygiene Theory

Adam’s Equity Theory

Expectancy theory

Reinforcement theory

Goal-setting theory
• the factors that lead to positive job attitudes (and thus motivation were different from
the factors that lead to negative job attitudes (and thus demotivation)
Adam’s INPUTS OUTPUTS

Equity Theory Effort Enthusiasm Financial rewards

Loyalty Flexibility Intangibles like:

• Built on the belief that Hardwork Tolerance Recognition praise
employees become de-
commitment determination Reputation stimulus
motivated, both in relation to
their job and their employer, Skill Trust in superiors Responsibility Job
if they feel as though their security
inputs are greater than the Ability Support of Sense of Sense of
outputs. colleagues achievement growth
• Managers should seek to find Adaptability Personal sacrifice
balance between the input
the employee gives & the
outputs received
Expectancy Theory
Reinforcement Theory
References:
• Cavus, M.F. & Kapusuz, A.G. (2021). Contemporary Business Techniques. Egitim Publishing House.
• https://www.businessmanagementideas.com/personnel-management/3-main-functions-of-
personnel-management/2043
• https://www.academia.edu/13368503/Five_Theories_in_Human_Resource_Management
HRM Functions
& Policies
Recruitment and Selection

• Recruitment is the process that

provides the organization with a pool
of qualified job candidates from which
to choose.

• It means attracting applicants from

outside the organization (Hickok, 1982)
Recruitment and Selection

✓Passive recruitment: applicants are already attracted by the possibility of

employment
✓Active recruitment: consists of advertising; contacting the educational
institutions; participating in the clinical education affiliation program; or joining in
job fairs
✓Aggressive recruitment: going after particular individuals because of known
expertise and reputation
https://intromagic.io/internal-and-external-recruitment-methods/
Internal Recruitment
External Recruitment
• Before the recruitment process, the organization or company must
implement proper staffing plans and forecasting to determine how
many people they will need.

• Forecasting is based on the annual budget and the short- and long-
term plans of the organization.

• Forecasting is also based internal factors:

▪ Budget constraints
▪ Expected or trend of employee separations
▪ Production levels
▪ Sales increases or decreases
▪ Global expansion plans
• Forecasting can also be based on the following external factors:
▪ Changes in technology
▪ Changes in laws
▪ Unemployment rates
▪ Shifts in population
▪ Shifts in urban, suburban, and rural areas
▪ Competition
 • Job description lists the components of the job
Job Description and • Job specifications lists the requirements to perform the job
Job Specifications
• Sample of a JD for a PT supervisor
• Sample JD of a clinic manager
❖Selection is to fill positions with the best
candidates from among persons who are
qualified for those positions
 Steps of the
Employee
Selection Process

Steps of the Employee Selection Process (Attribution: Copyright Rice University, OpenStax, under CC BY 4.0 license.)
 Retention is keeping enough competent
employees for long periods of time to assure a
reasonable degree of effectiveness and
efficiency in carrying out the department’s
work and achieving its goals.
Retention &
Development Staff Development is an investment in people.
Those who stay with the organization provide
a direct return on investment. Those who
leave take the investment with them, but this
does not necessarily represent an absolute
loss. Indirect returns may also come to the
organization in other means
Training & Development

Training refers to a systematic setup where employees are

instructed and taught matters of technical knowledge related to
their jobs. It focuses on teaching employees how to use particular
machines or how to do specific tasks to increase efficiency.

Development refers to the overall holistic and educational growth

and maturity of people in managerial positions. The process of
development is in relation to insights, attitudes, adaptability,
leadership and human relations.
Training & Development Programmes
• Designed according to the requirements of the organization, the type
and skills of employees being trained, the end goals of the training
and the job profile of the employees.
• Two types:
a. on the job programmes
b. off the job programmes
Training Programmes
Technical training: how to use new technology or machine

Skills training: how to perform a particular job or task

Quality training: for production companies

Soft skills: includes personality development

Professional training: for professions that are constantly chainging and evolving
Team training: establishes a level of trust and synchronicity between team
members for increased efficiency
 Personnel Policy

• “Personnel policies constitute guide to action. They give

the general standard or basis which could give the
decisions. Their genesis lies in values, philosophy, concepts
and principles of an organisation”. (R.P. Kalhoon)
• Personnel policies refer to principles and rules of conduct
which “formulate, redefine, break into details and decide a
number of actions” that govern the relationship with
employees in the attainment of the organisation objectives.
 • are the statements of organisations overall
personnel matters -commencing from their
scientific selection to their discharge from
work. They help the management in dealing
Personnel with the ‘man’ of organisation. They are the
Policies best guide to management as to what kind
of work is to be done by whom and how
they all to deal with their fellow workers and
how good industrial relations can be
maintained within the organisation.
 • Recruitment and interview
• Orientation
• Probationary period
Personnel • Transfer & promotions
Policies • Salary
(example) • Hours of work
• Dress code
• Filing of leave: vacation, sick leave,
authorized leave
Performance
Appraisal
• Hickok, R.J. (1982). Physical Therapy Administration. 2nd Ed. C & E Publishing Co.
• https://open.lib.umn.edu/humanresourcemanagement/chapter/4-1-the-recruitment-process/
• https://courses.lumenlearning.com/suny-osintrobus/chapter/employee-selection/
• https://www.educba.com/performance-appraisal/
• https://www.toppr.com/guides/business-management-and-entrepreneurship/human-resource-management/training-
and-development/
• https://www.economicsdiscussion.net/human-resource-management/personnel-policies/personnel-policies/32440
 Department Planning,
Design and Construction
Prepared by: Maripel M Bulfa, PTRP, MBA
for: PT46/PT17

Reference: Hickok, J. (1982) Physical Therapy Administration and Management. (2nd Ed.)
Williams and Wilkins.
Early Considerations
❖Planning
✓important yet difficult aspects of any construction project
✓Started long before construction begun
✓To conceptualize a program before it exists and to envision the
type of facility required to meet the program needs
✓Investigate on pertinent information to prevent or minimize
errors in designing the new department or construction
Early Considerations
Type and Size of Hospital

✓Consider the services offered by the hospital

-is it a specialty hospital for orthopaedic problems or is it
heart/lung center
-is it a general hospital (not <10% on in-patients will require PT)
-consider the volume of in-patients or out-patients that will be
served/catered to
-is it a primary or tertiary hospital
-consider future expansion
Early Considerations
Population Characteristics

✓Location: industrialized area, suburban communities

✓If industrialized area – more outpatients
✓Suburban area – more in-patients
✓Percentage of population over 65 years old – more medical use and
more chronic cases
✓Younger population – acute injuries from accidents are more likely
✓Economics of the people/area
✓Is there a seasonal shift in population
Early Considerations
Existing Services

✓Existing PT services or clinics in the area

✓Enhance or decrease utilization of the developing program
✓Review of all facilities and agencies providing similar services
✓Evaluate effectiveness of existing programs & their level of activity in
realistic terms
Early Considerations
Referral Sources

✓Number, types, and referring characteristics of physicians

✓Referring agencies
Early Considerations
Changes in Delivery and Practice

✓Be informed of the recent and potential changes in the delivery of

healthcare services, in general and the delivery of PT services, in
particular
✓Innovate
✓Changes are a result of new methods, new equipment, special
expertise
✓Conduct of research, possible extension or community work
Early Considerations
Services and Activities

Will the department provide mostly

• short-term care for acute problems?
• Long-term rehabilitative care for severe disabilities?
• Or a combination of both?

For long-term care, consider the size and type of gymnasium,

an area to conduct ADL, proximity to OT dep’t
 Early Considerations
Services and Activities
Will the department provide mostly in-patient, out-patient care or both?
▪ Space planning to accommodate wheelchairs, wheeled stretchers,
ambulatory waiting space

Will the department be used as a clinical affiliation center for students?

▪ Provide space for charting, lockers and private study or discussion

Will the department conduct or participate in clinical research?

▪ Provide space for special equipment, isolation from noise & traffic of the
rest of the department, data reduction facilities
FIRST REQUIREMENTS
Accessibility

✓Convenient location if serving in-/out-patients

✓Proximity to elevators for in-patient transport
✓First floor location, reserved parking for out-patient
✓Clustering services to share common areas: waiting area, restrooms,
receptionist
✓Consider establishing small ancillary PT units on nursing floors esp.
for facilities with burn, orthopaedic or cardio/heart units in giving
bedside treatment programs
FIRST REQUIREMENTS
Functional Areas
Minimum required functional areas:
✓Hydrotherapy area
✓Gymnasium
✓Treatment cubicle
✓Admin/support

❖Space allocated will be dependent on type of patients to be treated,

anticipated utilization, costs, architectural barriers.
FIRST REQUIREMENTS
Staffing

✓Number and types of professional and support staff

✓Considerations in staffing:
-number of personnel
-clerical demands
-personnel costs
✓Maximize staff productivity to maintain reasonable personnel costs
Narrative and Schematic Presentation
Narrative Proposal

✓Outlines specific detail of the planned program & how it functions

✓Types of patients, accessibility, functional areas, services and
activities, staffing and future expansion
✓These decisions may still be reversible
✓Communicated to the architect
✓Bases for the architect’s schematic drawing
Samples of Narrative Proposal
• https://www.wbdg.org/FFC/DOD/MHSSC/spaceplanning_healthfac_3
90_2017.pdf?fbclid=IwAR3zl_ewTFlS0s2Mk6J16Uf-
elvsqJlpk0yPRSyZbXym_nzx08N6Vi9EpWI

• https://eservices.dha.gov.ae/CapacityPlan/HealthFacilityGuidelines/G
uidelines/FileContent/Preview/DHAHFG/DHA_part_b_rehabilitation_
allied_health
Narrative and Schematic Presentation
Schematic drawing

✓Diagram or scheme, not drawn to scale

✓Shows relationship and traffic flow among various functional areas
✓Not detailed yet

❖Arrange various areas within the department so that traffic flow is orderly and
cross-traffic are kept to a minimum. These areas must be connected by means of
a circulation system so arranged that when connections are completed, the
department will function with maximum efficiency.
Functional Relationship
Diagram
example 1

Reference:
DHA Health Facility Guidelines 2019
Part B – Health Facility Briefing & Design
390 – Rehabilitation – Allied Health
Functional Diagram
example 2

• The diagram below illustrates

intradepartmental relationships among
key areas / spaces within Physical
Therapy. The diagram is necessarily
generic. The planner shall use this as a
basis for design only and shall consider
project-specific requirements for each
Military Treatment Facility

Reference:
DOD SPACE PLANNING CRITERIA
CHAPTER 390: PHYSICAL THERAPY
JULY 1, 2017
 Hickok DHA

Space Requirement Cubicle Area

Areas and Elements
Square Feet Square Meters

Defining Functional Areas Treatment cubicle 80

100
Examination/special procedure room
Hydrotherapy Area 240
Small whirlpool 35
Extremity whirlpool 56
Hubbard tank 64
Hydrotherapy workstation 288
Gymnasium 80
Administrative/Support Services
waiting area 15
reception/business office 150 20
Director's office 120 12
Staff office 120 12
Staff lounge 180 20
Charting Area
conference room/library 180 25
patient restroom 42
staff restroom 30
janitor closet 20
staff lockers
Storage 2
-clean linen
-dirty linen
-supplies
-equipment
-charts/forms
-wheelchair/stretcher
Space Requirement
Number of Functional Areas

Dependent upon the anticipated use of the particular element

1. Determine average occupancy time, O, of a cubicle for treatment of one
patient. O is expressed in minutes, include time required for preparation,
undressing & dressing, and clean-up
2. Estimate the total number of patient treatments, T, per day that will
require cubicle space. A treatment: each occasion that a patient enters a
cubicle, received treatment in the cubicle and then leaves.
Space Requirement
Number of Functional Areas

Dependent upon the anticipated use of the particular element

3. Identify the total available time, A, per day that a cubicle could be used for
patient treatment. Total available, expressed in minutes, would not
ordinarily include lunch hour.
4. Determine the typical daily utilization ratio, U, of a cubicle. The utilization
ratio: proportion of daily available time (A) during which a cubicle is likely to
be occupied (in use, being prepared, and being cleaned). This ratio is usually
greater than 0.50 and less than 1.00 (treatment cubicle are rarely, if ever, in use
during all of the available time.)
Space Requirement
The Formula

O (occupancy time) = 30 minutes

A (available time) = 420 minutes
T (treatments) = 30 per day
U (utilization ratio) = 0.80

Example: E = 30 treatments x 30 minutes = 2.7 or 3 cubicles

0.80 x 420 minutes
Space Requirement
Space/area needed for the treatment cubicles

❖If each treatment cubicle requires 80 square feet then the total space
required for the treatment cubicles is:
3 cubicles x 80 square feet = 240 square feet
Occupancy Time and Space Requirements

• Can include treatment cubicles to occupancy of any treatment, evaluation,

research or other specific purpose space.
• Can also include preparation and clean-up time as well as attended and non-
attended time
preparation/clean-up time: prep of tx area & equipment, application of
equipment, removal of appliances & dressings, transportation of patient, etc.
attended time:
time required for constant attention with a patient by staff
non-attended time:
amount of time a patient spends receiving treatment exclusive of
staff attendance and preparation and clean up time
Available Time and Space

• depends upon the number or hours/day and the number of

days/week that the planned department will be operational
• Remember: space, equipment, furnishings means cost. The
availability of such is 24/7 or 168 hours/week
• 35-40hrs/week is less than 25% availability (costly investment)
• Increase availability: 8-10hrs/day for 6days/week (>30%)

❖Maximization of space and equipment

Available Time and Space

❖Maximization of space and equipment

❖Availability of PT services on weekends for inpatients
❖Availability of PT services for outpatients beyond regular working
hours
▪ Staggered hours of work
▪ 10-hour work day
▪ Use of part-time personnel
Space Requirement
The Formula

O (occupancy time) = ___ minutes (Refer to table)

A (available time) = ___ minutes
T (treatments) = ___ per day
U (utilization ratio) = 0.80

Example: E = T x O =
AxU
Gymnasium

• suggested space is approximately

1/3 of total space
• In long-term rehab: 2 of 3 patients
use the gym during the course of
patient visit
• High utilization area
Patient Waiting
Area
• Consider amount of space
used for an ambulatory
patient in a wheelchair or on
a stretcher
• 16 sq. ft. for average
ambulatory patient
• 25 sq. ft. for wheelchair or
litter patients
• 10 sq. ft average space for
seating
Patient Waiting Area

Number of pt. visits per week x 10 sq. ft. x number of escorts = space required for
5 days per week x number of peak treatment periods waiting
(6 hourly periods per working day or 3 peak periods)

Example: 100 x 10x 1.5 = 50 sq. feet

5x6
Storage Facilities
• Storage for equipment, linen, supplies, patient records, staff needs
• Quick access for routinely used materials
• Use alcoves/recesses to conserve space
Storage Area
Charting
Area
❖Record keeping is an important
function
❖Adequate and properly located
❖Should be close to treatment
area
❖If records are dictated: provide
sound-proofed area
 ❖ Support specific functional areas

Work Stations ❖ Dependent on the number of activities supported

Linen Storage
and Disposal
❖If transported in carts from laundry,
determine size of carts
❖Storage bins for clean linens are not
exposed/covered
❖Soiled linens should be disposed
using chutes or covered hampers
❖Avoid using unsanitary and
unsightly hampers
Construction Cost: are of paramount importance; precautions are taken
seriously to ensure safety regardless of expenses

Future Expansion: included already in the planning when estimating

space needs to reduce cost and minimize disruption of the service at the
time of expansion
Equipment

❖Consider type and amount of equipment needed

❖Classify if fixed or movable
examples of fixed equipment:
hydrotherapy tanks, parallel bars attached to the floor surfaces
Examples of Movable equipment:
treatment tables, furniture, ultrasound machine, treadmill
Equipment

❖Arrange whether
✓Contractor furnish and install equipment (CFCI)
✓Owner to furnish and install equipment (OFOI)
✓Owner to furnish and contractor to install the equipment (OFCI)
❖Consider equipment needs such as electrical & plumbing
requirements, ceiling moorings with maximum weight potential, wall
mounted equipment
Utilities: Electrical Systems
1. The PT should supply the architect with information on the electrical power
requirements of all electrically operated equipment to be used & its location in the
department. Helpful in the design of the department’s electrical subpanel.
2. Ideally, the electrical subpanel should be located somewhere within the
department to facilitate handling any problems related to overloaded circuits.
3. Generally, 110 volt and 220 volt lines will be adequate to handle equipment
needs.
Utilities: Electrical Systems
4. Any electrically operated equipment to be used within the department must be
grounded by means of a three-way plug, and all electrical outlets should receive
only the appropriate type of plug.

5. Be generous when planning for electrical outlets. (minor costs if installed during
construction, higher costs when installed after construction)

6. The PT must specify the number and location of all electrical outlets. Consider
safety in putting up outlets and abide with the standards. In PT treatment cubicle
areas, 40 inches from the floor is more convenient.
• Special considerations for
equipment
Utilities: Electrical Systems
7. Sources of electricity will also be required in many other areas of the
department for dictating equipment, clocks, electric treatment timers, pt. call light
systems, intercom, piped in music, specialized equipment like tilt tables, tx tables,
parallel bars.
Electrical needs in the receptionist office, also for janitorial needs like
vacuum cleaners and floor buffing machines
Utilities: Plumbing
1. A constant source of water pressure and an adequate supply of hot water is essential.
The architect or contractor must have knowledge of the maximum potential of water in the
department. (water capacity of all hydrotherapy equipment, central source of water and
boilers are adequate to sustain the needs)

2. The diameter of all plumbing lines to whirlpools should be ¾ inch. The length of time
needed to fill whirlpools will be significantly reduced when using pipes of this diameter.

3. The drainage of hydrotherapy tanks will be expedited by using waste lines of the largest
possible diameter. Sometimes it is advantageous to use electrically boosted pumps to
speed this process.
Utilities: Plumbing
4. Sometimes it is possible to cant or tilt hydrotherapy tanks towards the drain. To
assist quick drainage.

5. Floor drains should be provided in all whirlpool and tank areas and the floor
sloped slightly to permit adequate drainage of tank overflows.

6. Thermostatic mixing valves are generally recommended for hydrotherapy tanks.

7. A water hose for the proper cleaning of all hydrotherapy tanks is necessary.
These hoses should be located at the water source on wall surfaces for extremity
tanks, but should be overhead and retractable in the Hubbard tank area.
Hydrotherapy Room
Utilities: Plumbing
8. Whenever possible use stainless steel sinks.
9. Sinks are available in all shapes and sizes. Use the most suitable type according
to its use.
10. A source of water supply and drainage is desirable for hot pack machines and
mandatory for custom built units.
11. Drinking fountains or water dispenser are required.
Utilities: Plumbing
12. Shower areas should be accessible to disabled patient: adequate space and
seating space within the shower.
13. Temperature of water in patient restrooms must be kept at safe levels.
Plumbing fixtures should be convenient for patients in wheelchair.
14. Mop sink for the janitor’s closet.
Utilities: Lighting
❖ high intensity but diffused lighting
❖ Glare should be avoided
❖ Luminous ceiling panels produce the best results
❖ Consider having a rheostat in tx cubicle areas
Utilities: Heating
and Cooling
❖ climate control
❖ individual room temperature
control
❖ In hydrotherapy area, air
should be exhaust rather
than recirculate it.
❖ Supplementary
environmental systems could
be provided in Hubbard tank
rooms.
Communication

• Telephones
• Intercom
• Annunciator systems
• Pneumatic tube station
• CCTV
Floor Surfaces
❖ safety
❖ durability
❖ ease of maintenance
Decor
❖ imaginative use of color for furnishing
❖ pleasant atmosphere
❖ Durable and easily maintained
Architectural Drawings
❖ Preliminary drawings
• Requires accurate dimensions of the various components to be included in the
department
• Priorities for essential services and optimal department operation must be
established.
• Equipment (fixed or movable), cabinets, plumbing fixtures, furniture, and
anything else that requires floor space are already identified.
❖ Working drawings
Architectural Drawings
❖Working drawings
• Consists of a series of drawings that describe in great detail the floor plan
• Included: plumbing, lighting scheme, elevations or drawings of critical areas,
heating and cooling systems.
Construction
❖Once started, the PT shall be available for consultation with the
architect and the contractor.
❖Review work in progress at regular intervals to ensure all elements of
the plan are fulfilled.
❖The availability of the PT during installation of fixed equipment is
critical.
The Individual in the
Organization
Personality
▪ properties ofbehavior which are both enduring and set
the individual apart from others
▪A broad and integrating concept
1. Stability: behavior patterns that are consistent in
different contexts and over time
2. Distinctiveness: stable & distinct, does not change
frequently; and distinctive properties of ind’l
personality can be measured and compared with the
properties of others
Personality
Types &
Traits
Theorized by Hippocrates:
personality type or
“temperaments” was
determined by bodily humours
 Temperament Behaviors

Hippocrates Sanguine Confident, cheerful, optimistic, hopeful, active

theory of Choleric Aggressive, excitable, irritable

personality
Melancholic Depressed, sad, brooding, prone to ill-founded fears

Phlegmatic Sluggish, apathetic

William
Sheldon’s
Somatotype

“your personality
depends on your
biological individuality,
your size and shape”
 Somatotype Shape Character

William Ectomorph Thin & delicate Restrained, inhibited, cautious,

Sheldon’s (cerebrotonic) introverted & intellectual
Mesomorph Muscular, strong Energetic, physical, adventurous
Somatotype (somatotonic) & rectangular & assertive
Endomorph Fat, soft & round Sociable, relaxed, easy-going &
(viscerotonic) enjoys food
 Carl Jung’s
Theory

❖approach is based on
psychological preferences
for extraversion or introversion,
for sensation or intuition,
for thinking or feeling, &
for judging or perceiving
Jung’s personality type described
Sensation-Thinking (ST) Practical, down to earth, impersonal, interested in facts, wants
order, precision, no ambiguity, values efficiency & clear lines of
authority in an organization
Intuition-Thinking (NT) Conceptual & inventive, sees future possibilities through analysis,
is comfortable using flow charts & graphs, generates new ideas &
change, sparks enthusiasm in others
Sensation-Feeling (SF) Gregarious and sociable, interested in facts about people,
dislikes ambiguity, likes to establish settings in which people care
for and support each other, has no time for reflection
Intuition-Feeling (NF) Creative, values imagination & warmth, is enthusiastic, has
grandiose goals, dislikes rules, hierarchies & procedures, likes
flexibility & open communication, is persistent & committed, can
be seen as an idealistic dreamer
Myers-Briggs
Type Indicator
Made Jung’s theory
accessible and
practical, rating
personal preferences
on the four scales:
Trait: a relatively stable quality or attribute of an individual’s personality,
influencing behavior in a particular directions
Ex: shyness, excitability, reliability & moodiness.

Nomothetic approach to the study of personality: the identification of traits;

An approach that looks for systematic relationships between different
aspects of personality
Eysenck’s Trait Theories of Personality

Eysenck’s theory focused on temperament—innate, genetically based

personality differences. He believed personality is largely governed by biology,
and he viewed people as having two specific personality dimensions:
extroversion vs. introversion and neuroticism vs. stability
Emotional Intelligence
❖The ability to identify, integrate, understand and reflectively manage one’s own and other people’s
feelings.

❖Was first developed by Peter Salovey & John D. Mayer (1990) who argued that the concept of
“rational” intelligence ignores emotional competencies.

❖Emotional intelligence is more important to career success than technical skills or rational
intelligence; EI gives anyone an advantage at work & in social relationships (Goleman, 1995, 1998).
The 5 Dimensions of Emotional Intelligence
Dimension Definition Hallmarks

1. Self-awareness The ability to recognize and understand Self-confidence, realistic self-

your moods, emotions and drives as well assessment, self-deprecating sense of
as the effect you have on others humour
2. Regulating feelings The ability to control & to redirect your Trustworthiness & integrity, comfortable
disruptive moods & impulses; the with ambiguity, openness to change
propensity to suspend judgment, to think
before acting

3. Motivation A passion to work for reasons beyond High achievement need, optimism even
status and money; a propensity to pursue in the face of failure, organizational
goals with energy & persistence commitment

4. Empathy The ability to recognize & understand the Expertise in building & retaining talent;
emotional makeup of others; skill in cross-cultural sensitivity; service to
dealing with the emotional responses of clients and customers
others
5. Social skills Effectiveness in managing relationships & Effectiveness in leading change;
building networks; ability to find common persuasiveness; expertise in building &
ground, to build rapport leading teams
Emotional Intelligence
❖Regarded as a property of the individual but also operates at the group level according to
Vanessa Druskat & Steven Wolff (2001)

❖A series of norms, or “small acts that make a big difference

❖Lead to the development of high-performing teams,

❖Associated with terms such customer feedback, affirmative environment, networking

Behaviors prescribed
At the individual level:

❑Take time to get to know one another

❑Ask quiet members what they think

❑Let group members know that their contributions are valued

❑Tell teammates what you are thinking & feeling

❑Appoint a “devil’s aaaadvocate”

Behaviors prescribed
At the group level:

❑Make time to evaluate team effectiveness

❑Openly discuss the ‘group mood’

❑Discuss ‘difficult’ emotional issues

❑Create fun ways to relieve tension and stress

❑Create a positive, optimistic, affirmative environment

Behaviors prescribed
At the cross-boundary level:

❑ find out the concerns and needs of others in the organization

❑ Discuss the culture and politics of the organization

❑Create opportunities for networking

 ❖Trait clusters that appear consistently to
capture main personality traits: openness,
conscientiousness, extraversion,
agreeableness, & neuroticism.
The Big Five ❖These are set of factors, “super traits”,
(OCEAN) which describe common elements among
sub-factors identified as clustering together
looking for a heading
❖Research analysis was done to identify
which certain traits lead to success in
particular occupations.
The PRESERVER MODERATOR EXPLORER
(O-) (O+)
Big
FLEXIBLE BALANCED FOCUSED
Five (C-) (C+)

INTROVERT AMBIVERT EXTRAVERT

Trait (E+)
(E-)

Clusters
CHALLENGER NEGOTIATOR ADAPTER
(A-) (A+)

RESILIENT RESPONSIBLE REACTIVE

(N-) (N+)
Personality Types A & B
❖Meyer Friedman & Ray Rosenman (1974) identified two extreme “behavior
syndromes” which explained differences in stress levels
❖“stress prone” personality: Type A
❖ Type A personality: a combination of emotions & behaviors characterized by
ambition, hostility, impatience and a sense of constant time-pressure
❖ Type B personality: a combination of emotions & behaviors characterized by
relaxation, low focus on achievement and ability to take time to enjoy leisure
 Type A & Type B personality characteristics
Type A Type B
Competitive Able to take time out to enjoy leisure
High need for achievement Not preoccupied with achievement
Aggressive Easy-going
Works fast Works at a steady pace
Impatient Seldom impatient
Restless Not easily frustrated
Extremely alert Relaxed
Tense facial muscles Moves & speaks slowly
Constant feeling of time pressure Seldom lacks enough time

More likely to suffer stress-related illness Less likely to suffer stress-related illness
 Stress-related illnesses
❖Emotional stress is a major contributing factor to the six leading causes of death in the United
States:

▪cancer

▪ coronary heart disease

▪ accidental injuries

▪ respiratory disorders

▪ cirrhosis of the liver

▪ suicide
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3341916/
 Stress-related illnesses
1. Heart disease 6. Depression & anxiety
2. Asthma 7. GI problems (peptic ulcers)
3. Obesity 8. Alzheimer’s disease
4. Diabetes 9. Accelerated aging
5. Headaches 10. premature death

https://www.webmd.com/balance/stress-management/features/10-fixable-stress-related-health-problems
Stress has many causes other than personality. The pace of life, work & change in contemporary
society generates stress by increasing the range and intensity of the demands of our time.

Any condition that requires an adaptive response from the individual is known as a stressor
References:

Buchanan, D. & Huczynski, A. (2004). Organizational Behavior. An Introductory Text. (5th ed.)
Prentice Hall

https://open.baypath.edu/psy321book/chapter/c18p2/
Groups & Teams in the
Organization
Definition of Groups
• Group relations: the interactions within and between groups, and the
stable arrangements that results from them.
• Psychological group: two or more people in face-to-face interaction,
each aware of their membership in the group, each aware of the
others who belong to the group, and each aware of their positive
interdependence as they strive to achieve their goals
• Aggregate: a collection of unrelated people who happen to be in
close physical proximity for a short period of time
Which of the following is
considered a psychological
group?
Characteristics of a psychological group:
▪ A minimum membership of 2 people
▪ A communication network
▪ A shared sense of collective identity
▪ Complementary goals
▪ Group structure
Benefits of working in a group
according to Mohrman et al (1995)

• They allow organizations to develop and deliver products and services

quickly and cost-effectively while maintaining quality
• They enable organization to learn and retain that learning more
effectively.
• Cross-functional groups promote improved quality management.
• Cross-functional design groups can undertake effective process
reengineering.
• Productive time can be reduced if tasks performed concurrently by
individuals are performed concurrently by people in groups.
Benefits of working in a group
according to Mohrman et al (1995)

• Group-based organization promotes innovation because of the cross-

fertilization of ideas.
• Organization with flat structures can be monitored, co-ordinated and
directed more effectively if the functional unit is the group rather
than the individual.
• Groups can handle the rise in organization information-processing
requirements caused by increasing complexity better than individuals.
Types of group task

• Additive task: task whose accomplishment depends on the

sum of all group member’s efforts

• Conjunctive task: a task whose accomplishment depends on

the performance of the group’s least talented member

• Disjunctive task: a task whose accomplishment depends on

the performance of the group’s most talented member
Group versus Team
A GROUP is..

• A number of persons or things considered as a collective unit.

• Persons bound together by common social standards or interests

NOT all groups are TEAMS.

What is a TEAM?

“Number of persons associated

together to form a side in a
competitive game or to perform a
certain piece of work.”

-Webster’s Dictionary
TEAM
“A psychological group whose members share a
common goal which they pursue collaboratively.
Members can only succeed or fail as a whole,
and all share the benefits and costs of
collective success or failure.”

-Buchanan & Huczynski (2004)

To be a TEAM,
A GROUP must have…
• A reason to work together

• Members who need each other

• To accept that working together

provides better results

• To be accountable as a unit.
Types of teams

❖Advice Team

❖Action Team

❖Project Team

❖Production Team
ADVICE Team: a team created primarily to provide a flow of
information to management to be used in its own decision-making

Examples Degree of Degree of Degree of Work cycle/ Typical outputs

Differentiation coordination technical time frame
with other specialization
work units

Committees Low Low Low Work cycles can Decisions

Review panels & be brief or long; Selections
boards one cycle can Suggestions
QC Circles be a team life Proposals
Employee span Recommenda-
involvement tions
groups
Advisory councils
ACTION Team: a team that executes brief performances
which are repeated under new conditions.
Examples Degree of Degree of Degree of Work cycle/ Typical outputs
Differentiation coordination technical time frame
with other specialization
work units

Sports team High High High Work cycles Competitive

Entertainment brief, repeated events
groups under new Expeditions
Expeditions conditions Contracts
Surgical teams Lawsuits
Cockpit crews Concerts
Surgical
operations
flights
PROJECT Team: a collection of employees from different work
areas in an organization brought together to accomplish a specific
task within a finite time
Examples Degree of Degree of Degree of Work cycle/ Typical outputs
Differentiation coordination technical time frame
with other specialization
work units

Research groups High Low (for High Work cycles Plans

Planning teams traditional differ for each Designs
Architect teams units) or new project; Investigations
Engineering teams High (for one cycle can Prototypes
Development cross- be team’s life Reports
teams functional span Findings
Task forces teams)
Project Teams
https://www.csmonitor.com/World/Americas/2010/1014/Chile-mine-rescue-spurred-unprecedented-global-coordination
PRODUCTION Team: a stable number of individuals in a
relationship involving shared and recognized production goals, with
work status defined through a system of social roles & behavioral
norms supported by a set of incentives and sanctions
Examples Degree of Degree of Degree of Work cycle/ Typical outputs
Differentiation coordination technical time frame
with other specialization
work units

Assembly teams Low High High Work cycles Food

Manufacturing typically Chemicals
cells repeated or Components
Mining teams continuous Assemblies
Flight attendant process; cycles Retail sales
crews often briefer Customer
Data processing than team life service
groups span Equipment
Maintenance repairs
crews
The LAW of the NICHE
• All players have a place where they add the most value.
• Good things happen to a team when a player takes the place where
he adds the most value. Great things happen when all the players on
the team take the role that maximizes their strengths – their talent,
skill and experience.
• When people are not where they do things well, things don’t turn out
well.
• “Packing others’ parachutes” can mean the difference in the survival
of the team and individuals.
 A team’s dynamics
change according to
the placement of people.

wrong person in the wrong place = regression

wrong person in the right place = frustration
right person in the wrong place = confusion
right person in the right place = progression
right people in the right places = multiplication
START BY FINDING THE RIGHT PLACE FOR YOU
• BE SECURE: No amount of personal competency compensates for
personal insecurity.
• GET TO KNOW YOURSELF: We won’t be able to find our niche if we
don’t know our strengths and weaknesses
• TRUST THE LEADER: A good leader helps us start to move in the right
direction.
• SEE THE BIG PICTURE: If our motivation for finding our niche is
personal gain, our poor motives may prevent us from discovering
what we desire.
• RELY ON EXPERIENCE: Try what seems right and learn from failures
and successes that may come with it.
 To be able to put people in the
places that utilize their talents and
maximize the team’s potential,
you need 3 things:
1. YOU MUST KNOW THE TEAM: Vision, Purpose, Culture and History
2. YOU MUST KNOW THE SITUATION: For a young team, gather good
people. For a matured team, do fine-tuning and match the person
with the position.
3. YOU MUST KNOW THE PLAYER: Evaluate each person’s experience,
skills, temperament, attitude, passion, people skills, discipline,
emotional strength and potential
A Team Member’s Stages of Growth
 Member at this stage is like a HESITANT SWIMMER

• Anxious to have tasks clearly defined.

• Needs to know acceptable behavior

• Is dependent to the leader & other

team members.
 Like a NEW SWIMMER
who just jumped into the water, panicking.
• Feels free to disagree; enjoys arguments.

• Questions and challenges others’ ideas.

• Forms alliances resulting in subgroup

conflicts.
 Starts to work with other members.
Helps rather than compete.

• Displays constructive behavior, resolves

conflicts.

• Demonstrates increasing level of trust.

• Shares leadership and other information

in a more informal environment
 Level of comfort has grown. Works
harmoniously with everyone.

• Agrees on goals, roles and norms of the

team.

• Creatively confronts and solves problems.

• Takes initiative and responsibility without

waiting for direction from the team leader.
The LAW OF COUNTABILITY
• Teammates must be able to count on each other when it counts.
• In a successful team, members do not just work for each other; they
work with each other.
• An old saying goes: “Either we are pulling together or we are pulling
apart.”
• Without cohesion, a team is merely a group of individuals working for
the same organization.
• The greatest compliment we can receive is being counted on.
 FORMULA FOR COUNTABILITY

COUNTABLITY equals CHARACTER plus

COMPETENCE plus COMMITMENT plus
CONSISTENCY plus COHESION.

CHARACTER. Countability begins with character because it is

based on trust. Character makes trust possible. There is no
substitute for character. One can buy brains but one cannot
buy character.
 FORMULA FOR COUNTABILITY

COMPETENCE: Competence matters. What one does

or can do is important.

COMMITMENT: Teams succeed or fail based on teammates’

commitment to one another and the team.

CONSISTENCY: The key towards winning the confidence of the

other team members of the team.

COHESION: The ability to hold together as a team, no matter

how difficult the circumstances become.
The LAW OF IDENTITY
• Shared values define the team.
• Organizational values influence and guide the team’s behavior.
• Values can help a team to become more connected and more effective.
• Values help set the standards for a team’s performance.
• A team cannot share values if the values have not been shared with
them.

Mother Teresa: “You can do what I cannot do. I can do what you cannot
do. Together we can do great things.”
The LAW OF COMMUNICATION
• Interaction fuels action.
• Effective teams have teammates who are constantly talking and
listening to one another. Communication increases commitment and
connection.
• Standards for effective leader-to-teammates communication:
Consistency, Clarity, and Courtesy.
• Standards for effective teammates-to-leader communication:
Directness, Honesty, and Respect
• Standards for effective communication among teammates: being
supportive, stating current, and being vulnerable
✓No team works together unless it is communicating.
Communication increases connection.
The LAW OF THE EDGE
• The difference between two equally talented teams is leadership.
• Leadership is all about understanding players, bringing them together,
& getting them to work together as a team to reach their potential.
• What an effective leader does:
✓ Transfers ownership for work to those who execute the work.
✓ Creates an environment where each team member wants to be responsible
✓ Coaches the development of personal capabilities.
✓ Learns quickly & encourages others to learn rapidly.

❖Everything rises and falls on leadership

 Keypoints on Leadership

❑LEADERS DON’T PUSH, THEY PULL. They are out in front.

❑LEADERS DON’T COERCE, THEY PERSUADE. They talk with, not just to, the
teammates.

❑THE LEADERS WINS OR LOSES WITH THE TEAM. The success of the leader is
tied to the success of the team.

❑YOU EITHER LEAD OR YOU DON’T. You can’t be a bad leader. You are either a
leader or you’re not.
 Ten Keys to Motivating Team Members
1. Know each member’s abilities & give them assignments based on their abilities.
2. Give clear directions that are understood and accepted.
3. Allow members to make decisions related to their jobs
4. Be accessible. Listen actively and emphatically.
5. Give credit and praise for jobs well done.
6. Treat members fairly, and with respect & consideration.
7. Show interest and concern for each member as individual.
8. Make each person an integral member of the team.
9. Keep members challenged and excited by their work.
10. Support members in their efforts to perform well.
 The EFFECTIVE Team Member…
1. Demonstrates understanding of the team’s GOALS.
2. Supports the TEAM and THE TEAM LEADERSHIP.
3. Deals with CONFLICT openly.
4. Accepts OWNERSHIP of team’s decisions.
5. Knows role in the team and is willing to participate in DECISION-MAKING.
6. Respects individual DIFFERENCES; CRITICIZES IDEAS, NOT THE PEOPLE GIVING
THE IDEAS.
7. Sees others’ VALUES and CONTRIBUTIONS
8. Provides and accepts FEEDBACK.
 What EFFECTIVE Teams Do…
❖ Members trust each other
❖ Sharing sense of purpose and common goals.
❖ Members are aware of team’s own norms.
❖ Differences in opinion are managed and resolved.
❖ Learning encouraged.
❖ Conflicts from mistakes. Risks encouraged.
❖ Evaluates own performance.
❖ Being seen by members as a source of growth.
C’s THAT MAKE A TEAM WORK
COMMUNICATION

COLLABORATION

COMMITMENT

COACHING