|SituationMaintaining the administrative and marketing goals of a community portal with in excess of 40,000 members, meant the E-health division must run at maximum efficiency. Furthermore, as the site grew in popularity, it became apparent to Mr. Gurczynski that his division needed to expand to support additional chronic diseases. This called for somewhat drastic measures, one being a restructuring of the department.
- Restructure the culture of the department and shift from individualistic approaches of success to teamwork centric successes.
- Educate the employees on team building.
- Clearly define goals and objectives of the department.
- Ascertain the team was empowered and new exactly what power of decision they had.
- Help the team to learn to manage diversity.
- Assist the new in managing team dynamics.
- Educate the team on the difference between constructive and destructive arguments.
- Educate the team on strategies for avoiding team stagnation.
- Let go of some of the control incrementally over time, shifting control amongst the team.
The approach Mr. Gurczynski elected was to move his team to a self-directed team approach, empowered and responsible with making the sites efficient and ascertaining they continued to drive anticipated revenue. Through his direction, and with minimal departmental growth, Mr. Gurczynski foster a team of internal professionals whose diversity and ability to transition to a mindset of teamwork, made it possible to realize maximum efficiency, improve the quality of care and support to the membership and achieve targeted revenue goals.