KEY WORDS Interpersonal communication / nurses / social interaction / work coordination / work quality
Work coordination, which here refers to organizing, planning, discussing, and negotiating work, is done through social interaction. Because coordination is essential to work quality and well-being at work, it is important to understand the processes that construct work coordination. This study aims to understand work coordination as a social interaction process by analyzing social interaction in nursing staff meetings of a Finnish hospital. Observations and approaches of inductive and descriptive qualitative analysis were used to examine eight sequential nursing staff meetings that took place in 2012. The results indicate that work coordination consisted of sense-making information, sense-making action, managing emotions, and managing positions of employees. Work coordination constructs the social reality of the workplace both on the task level and the relational level. Understanding that work coordination is not only a task-oriented process that deals with organizing practical tasks and duties but is also a process of constructing positions and relationships in work communities helps to identify and understand the possibilities that social interaction and its practices, such as workplace meetings, offer. The findings can be applied in the organizational context to evaluate and develop workplace interactions.
The role of responsibility in hospitals is undeniable. Although administrative groups are essential to organizational performance, previous group and team studies of responsibility in hospital organizations have concentrated mainly on healthcare teams. This study aims to describe and understand responsibility construction in the social interaction in hospital administrative group meetings, based on observation and analysis of seven administrative group meetings in a Finnish hospital. Categories generated by thematic content analysis were compared with responsibility types. The findings show that responsibility is constructed by creating co-responsibility, taking individual responsibility, and constructing non-responsibility. Action and role and task responsibilities emerged as types from the interaction. To support employee involvement in responsibility processes, they must also be provided with sufficient resources to deal with that responsibility and to manage its different dimensions. These insights can be utilized to improve administrative groups.
Sairaalaorganisaatiossa hoitohenkilöstön työhyvinvointi kohtaa monenlaisia haasteita, jotka kumpuavat sekä työn luonteesta että organisaation rakenteista ja hierarkiaverkostoista. Tämän artikkelin tavoitteena on ymmärtää työhyvinvoinnin rakentumista sairaalatyöyhteisön vuorovaikutuksessa jäsentämällä hoitohenkilöstön käsityksiä vuorovaikutuksen ja työhyvinvoinnin yhteyksistä. Tutkimusasetelma on laadullinen. Tutkimusaineistona oli yhdeksän hoitohenkilöstön jäsenen respondenttihaastattelua. Aineisto kerättiin erään suomalaissairaalan yhdestä työyksiköstä. Analyysin lähtökohtana käytettiin fenomenografisen lähestymistavan näkemystä käsityksestä: pyrkimyksenä oli ymmärtää merkityksenantojen moninaisuutta. Tutkimuksen tulokset osoittavat, että samat vuorovaikutuksen ilmiöt ja prosessit voivat rakentaa työhyvinvoinnin kokemusta kielteisen ja myönteisen ulottuvuuden näkökulmasta. Hoitohenkilöstö antaa vuorovaikutukselle erilaisia merkityksiä, ja käsitykset samoista prosesseista tai ilmiöistä voivat kytkeytyä niin hyvinvoinnin kuin pahoinvoinnin kokemuksen rakentumiseen esimerkiksi yksilön tai kontekstin mukaan. Työhyvinvoinnin rakentuminen työyhteisön vuorovaikutuksessa jäsentyykin erilaisiksi jatkumoiksi. Vuorovaikutusta ja työhyvinvointia työyhteisöissä johdettaessa ja kehitettäessä on tärkeää huomioida vuorovaikutuksessa rakentuvan työhyvinvoinnin dynaamisuus ja moniulotteisuus.
Meetings are ubiquitous in societies and organizations, and they are often taken for granted. Meetings are a key organizational practice by which organizations are talked into being. They include problem-solving, decision-making, and sensemaking through which organizational goals are achieved. However, meetings are an institution: They have a ritualistic function in the workplace. This chapter widens the everyday conception of meetings by showcasing their role as communicative practices to make things happen in organizations. The chapter specifies the key communicative processes that take place before, during, and after meetings, and points out the features of a good meeting. After building an understanding of the communicative phenomena in meetings, the chapter concludes by offering ways to improve meeting communication and the motivation of participating them.
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