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Work Environment Assessment Assignment
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Work Environment Assessment Assignment
Part 1: Work Environment Assessment
The work environment assessment I completed showed that the workplace had a below-average score of 42. The score indicated that my workplace was unhealthy and significant changes need to be made to restore the health of the workplace environment. The results indicated that the workplace is experiencing a staff shortage and undergoing numerous changes disrupting civility. One of the things that surprised me from the assessment was just how unhealthy the workplace was. Initially, I always thought and rated our workplace as mildly unhealthy. However, the assessment results showed that the workplace was far unhealthier than I had always thought. The second thing that surprised me from the assessment was that there were numerous things that I believed were healthy practices in the workplace before; however, after the assessment, I realized such things represented an unhealthy workplace.
One thing that I believed before conducting the assessment, which turned out to be true, was that our workplace lacked well-established communication channels that individuals could use to communicate effectively. After the assessment, it was confirmed that the workplace lacked effective communication channels, which was one of the reasons the place lacked civility or was unhealthy. The assessment clearly showed that the workplace was below average regarding civility. The workplace had numerous issues that made it unhealthy such as poor communication channels, hostility, and widespread insubordination. These issues resulted in a toxic workplace environment that increased employee turnover rates.
Part 2: Reviewing the Literature
The theory presented by the articles that were selected for this discussion was the authentic leadership theory. The theory involves a set of qualities, values, and abilities or skills that a leader should have to achieve success in their organization. There are four main components of authentic leadership: self-awareness, relational transparency, a strong moral code, and balanced processing (Griffin, & Clark, 2014). Authentic leadership means that a leader should lead by example through his actions and behavior that he would want his team to practice. Authentic leaders always examine theory strengths and weaknesses and reflect on them without bias to improve themselves and their teams. The theory of authentic leadership is related to unhealthy practices in our workplace (Iszatt‐White, & Kempster, 2019). The leaders do not lead by example and demand the employees act or behave in a certain way, but they act or behave oppositely. For instance, the leaders expect the employees to be honest and loyal to their leaders, but they create a hostile environment that makes such qualities difficult to follow. The leaders in the organization need to be more authentic in what they do, which creates issues when it comes to the employees who follow them as they are disordered.
The organization can apply the authentic leadership theory to improve organizational health and/or create stronger work teams by ensuring that the leaders focus on engaging and supporting the employees. The organization’s leadership should focus on improving their relationship with their employees by helping them achieve their goals and mission (Conner Black, 2019). The leadership in the organization should start leading by example through their actions and behaviors, as the employees will follow their direction. The leaders should focus on promoting more vital collaboration and establishing good communication channels that allow effective communication between teams and all employees (Conner Black, 2019). Promoting collaboration and effective communication will create a positive work environment where employees can express themselves and easily access the leadership to solve any issue or problem. This will ensure an improvement in the health and civility of the organization. The leaders should learn to be realistic, honest, and trustworthy and set clear objectives that employees can follow and commit to achieving. The leadership in the organization plan for workshop training and a leadership program that help promote good and authentic leadership skills such as trustworthiness, accountability, and civility (Conner Black, 2019). This will ensure that everyone in the organization understands the importance of authenticity in dealing with others.
Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams
In any organization, high-performance interpersonal teams do not just occur but are created through effective leadership strategies. A leader must recognize and emphasize the importance of teamwork to achieve the set objectives or goals of the organization (Salcinovic et al., 2022). There are numerous strategies that an organization can apply to create a high-performance interprofessional team. One of the most effective ways of creating such teams involves the setting of clear team goals that every team member can work towards achieving. Second, the team leader should ensure each team member has a clear and defined role or contribution they will play in the team (Salcinovic et al., 2022). The team should also have a clear and open way of communicating with each other. The team leaders should also engage every team member in completing the team’s work. The team should also appreciate diversity in teams of culture, thinking, and generation of the team members. Another way to set up an effective high-performance team is to ensure clear and effective methods of conflict management. Trust and cooperation between the team members will also ensure success. Lastly, the team should ensure participative leadership where everyone can freely present their ideas or criticism without ill-treatment (Salcinovic et al., 2022). Achieving these strategies will ensure that there is a creation of high-performance interprofessional teams in the organization that will improve the productivity of each member.
References
Conner Black, A. (2019). Promoting Civility in Healthcare Settings.
International Journal of Childbirth Education,
34(2).
Griffin, M., & Clark, C. M. (2014). Revisiting cognitive rehearsal as an intervention against incivility and lateral violence in nursing:10 years later. The Journal of Continuing Education in Nursing,45(12), 535-542.
Iszatt‐White, M., & Kempster, S. (2019). Authentic leadership: Getting back to the roots of the ‘root construct’?
International Journal of Management Reviews,
21(3), 356-369.
Salcinovic, B., Drew, M., Dijkstra, P., Waddington, G., & Serpell, B. G. (2022). Factors influencing team performance: what can support teams in high-performance sport learn from other industries? A systematic scoping reviews.
Sports Medicine-Open,
8(1), 1-18.
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