Chapter 9 - Committees and Teams

committees are

fact of life in any modern organization

participation is expected for

any chief of service, department head, or manager

committee structure overcomes

problems stemming from specialization and departmentation

committees are essential in healthcare to

to merge the dual authority tracks of medical mission and administration/support structure

definition of a committee

• a group of people in an organization who function collectively on an organized basis to perform some administrative activity

• may be temporary or permanent

types of committees

• standing

• Ad hoc

• plural executive

• task force

standing committee

• relatively permanent that focus on recurring matters

• the individual members may change, but the committee continues

typical healthcare standing committees

• credentials, infection control, policy and procedures, etc

Ad hoc committee

• created to deal with one issue

• work is limited to that issue

• has committee authorization

if the problem assigned to ad hoc becomes recurring,

then a new standing committee may be created

ad hoc examples

• cost containment compliance

plural executive committee

• has managerial authority and undertakes some/all of the traditional functions of a manager

• created as a result of policy decisions

• ex. exec board of a national professional association

task force committee

• temporary organizational unit

• created to carry out a specific project/assignment and present the findings to a person/committee that has line authority

a task force

analyzes the question, completes the research, and makes recommendations

when a task is completed,

task force ceases to function

purposes of a committee

• gain advantage of group deliberation

• offset decentralization & consolidate authority

• counterbalance authority

• provide representation of interest groups

• protect due process

• promote coordination and cooperation

• promote/avoid action

• train members

gain advantage of group deliberation

• problems are best assessed through group deliberation and decision making

• this way no one manager bears burden of decision

offset decentralization & consolidate authority

• since manager has limited authority, committee can provide additional organizational structure

• provides an acceptable means of augmenting the normal organizational make-up

counterbalance authority

in an organization with multiple sites, there may be an executive committee to finalize all major decisions

provide representation of interest groups

• certain groups may have vested interest

• patient care policies

a hospital that wants to expand may want a community based committee to

• better determine local sentiment

• assess probable responses to changes

• gain tangible financial support

• create goodwill

protect due process

provide most well rounded analysis of a situation to determine the most correct response

promote coordination and cooperation

• when individuals are affected by a decision, having participated in that decision makes them more likely to accept

avoid action

• when u wish to avoid/postpone an action, send it to a committee with a long agenda, who may send it to another committee

• action is slow

• can be positive

train members

• membership may be used as part of an executive training process

• potential manager is assessed by other members of executive team

• may want to start on a task force

committee interaction with its emphasis on deliberation is

slow

committee structure is not the proper area for

quick decisions

• most meet no more than once a month

because of time pressures,

deliberations may be cut short

member’s lack of preparation

• members fail to review distributed material

• members fail to complete a pre-assigned task

• material arrives at the meeting and not distributed prior

  • cannot review/reflect

• absenteeism/tardiness

• obstructionist behavior

committees are enhanced by

• legitimization of committee activity

• logistical support

• scope, function, authority

• committee size and composition

• periodic review of purpose and function

legitimization of committee activity

• senior leadership must create a climate of committee work being valued

• ideally committee work should be one aspect of merit raises and promotions

• job descriptions should include committee work as a necessary component

• work hours should be allocated for participation

logistical support

• necessary staff assistance should be available for chairperson and members

• senior leadership should require that committees be regularly scheduled and be drawn from several organizational components

scope function and authority

• all three must be clearly articulated

• clarity as to who the committee reports to

committee size and composition

• committee should be small enough to permit discussion

• also large enough to represent various interests

• can be dictated by policy

if quorum and attendance is lacking,

then size may need to be increased

composition is vital, criteria:

• have a group mentatlity

• stay on point

• practical vs theoretical

• group vs individual thinking

• assess a topic in an orderly yet flexible way

• members should be of equal rank

periodic review of purpose and function

• has essential reasons been achieved, if so then the committee has reached its conclusion

• at the early stages of a business’s life cycle more committees may be needed to to resolve issues

committee chairperson

• selection and duties

• chairing the meeting

• follow-up activity

selection of committee chairsperson

• may be by mandate of a specific authority

• self-appointment

• rotated among members, especially if it is a standing committee

duties of committee chairsperson

• coordinate schedules of members

• correlating activity with the work of related committees/departments

• meeting deadlines

• obtaining meeting space

• issuing meeting

chairing the meeting for committee chairsperson

• sets the tone by controlling agenda

• provides/denied members opportunity to express themselves

• remain in control

follow-up activity for committee chairperson

• provide periodic reports to senior leadership

• reach out to special guests

• represent the committee to other groups

• determine of committee is on target

• review minutes

minutes and proceedings

• permanent record of committee proceedings

• required by TJC/DPH

minutes and proceedings summarize

• business transacted

• matters that require follow-up

• matters on which there is agreement/disagreement

• issues that remain open

preparation of minutes

• summary of discussion action on an agenda topic is documented, including follow-up action with date

• all attendees and non-attendees are listed

• distributed in a timely manner

content of minutes

• Name of committee

• Date, time, place of meeting

• Regular or special meeting

• Name of members who attended

• Name of members absent

• Names of guests

proceedings are summarized as

• Item discussed and formal motion made

• Item discussed with consensus; +/-

• Item discussed and tabled until another time

• Item discussed and tabled permanently

• Item not discussed

employee teams

• The value of including employees in problem-solving is undeniable

• No one knows the job better than the frontline staff

• Also provides opportunity for “buy-in” regarding the solution.

• Promotes staff to contribute to the discussion

• Scheduling Committee @ TMC