The man is a social being who needs to maintain contacts in the company, the groups and work teams increasingly replace the individual worker who makes decisions and orders, the groups make decisions with more risk and learn faster.
Organizations normally require multidisciplinary groups and work teams to develop production processes, which use technology that evolves at a rapid pace and are increasingly complex.
Teamwork has involved a broad organizational change, as it has influenced aspects such as management, motivation, communication and participation, in fact, it is one of the most widely used work motivation techniques.
The fear of rejection that some people have is one of the most frequent reasons for not participating in groups and teams and for not taking initiatives.
Work groups
A workgroup is two or more individuals who work independently to achieve a global goal and may or may not work side by side in the same department. (LosRecursosHumanos, 2009)
Formal Group
It is the one that defines the structure of the organization, through certain work assignments in which activities are established, in formal groups, the goals of the organization stipulate the behaviors that can be observed and are aimed at achieving them.
Formal groups are deliberately created by managers and are responsible for executing certain tasks to help the organization achieve its goals.
The most prevalent type of formal group in the organization is the command group, which includes the manager and his subordinates. The formal structure of organizations consists of a series of interlocking command groups. Managers belong to command groups made up of themselves and their subordinates, and simultaneously belong to command groups made up of their colleagues and senior executives.
Formal groups can be permanent or temporary. Permanent working groups, or command groups in the vertical structure, appear in the organizational charts as departments, divisions or teams, these groups are officially created in order to perform a specific continuous function. In contrast, temporary work groups are task groups created specifically to solve a problem or perform a defined task; they are undone once the assigned purpose has been fulfilled.
Informal Group
They are alliances that are not formally structured or determined by the organization. These are natural formations in a work environment and are presented in response to the need for social contact.
Informal groups arise every time people meet and interact on a regular basis. Such groups develop within the organizational structure.
They emerge without an official designation by the organization. They are formed spontaneously and are based on personal relationships or special interests, and without any specific organizational endorsement. They are normally found within most formal groups. Informal groups often help people do their jobs. Through their network of interpersonal relationships, they have the potential to streamline the flow of work, as people help each other in ways that formal lines of authority do not provide.
Group Characteristics
- They refer to certain factors that groups may or may not have. Some components of these antecedents are: the fact that a group meets for the first time or that it has met before; the clarity that the members have about the purposes of the group or of any meeting; the class of people that make up the group, their experience, their role, the type of hierarchy that prevails, etc.
- Scheme or pattern of participation. This property is determined by the direction of the relationships existing within the group and by the degree of participation of the members in group affairs. The aforementioned relationships can be unidirectional, that is, from authority to other members, bidirectional, that is, when the boss addresses the individuals in the group and they in turn communicate with the boss; or, also multidirectional, which occurs when all people communicate with each other. On the other hand, it is considered that the greater the participation of individuals towards the achievement of common objectives, there is a lesser degree of resistance to change and, also, greater productivity and personal satisfaction.
- Communication. It is the process through which the transmission of ideas, feelings or beliefs between people is possible; makes understanding possible not only between individuals, but also between groups, societies, nations, etc. Communication can be verbal and non-verbal: the first is determined with the use of oral or written language, and is the most frequently used; the second refers to the use of any other resource such as postures, silences, facial gestures, etc.
Group communication is divided into intergroup communication, when it is established between two or more groups and intragroup, which is the communication that prevails between members of the same group.
- Cohesion. It is the total field of motivating forces acting on the members to keep them in the group. This total field of motivating forces is determined by various human factors such as esteem for other members of the group, professional admiration, learning prospects, a sense of protectionism and many others.
- Atmosphere. Refers to the mood or feelings that are widespread within the group. It affects the spontaneity of the members since, generally, the individual's behavior is more or less determined by the way she perceives the atmosphere. The atmosphere of a group is less conditioned by internal and external factors. The former include communication, the emotional aspects of the members, the type of management, the organizational structure itself, etc. External factors include, among others, the image of the group, the opportunities for development and the acceptance of the group in society.
- Rules. They are the rules that govern the behavior of individuals, of the group that together form what is called code. The objective of the standards is to promote a stable structure for the achievement of the planned objectives. The rules can be implicit and explicit.
- Sociometric pattern. This can be defined as the relations of friendship or antipathy that exist between the members of the whole group. It has a great influence within group attitudes since it affects the atmosphere, communication, etc. The sociometric pattern is closely linked with the degree of cohesion between the members of the groups.
- Structure and organization. Every group has a structure for its visible organization and another for its invisible one. The first concerns the division of labor to the execution of special tasks. The second refers to unregulated or implicit agreements based on criteria such as influence, seniority, power, abilities and others.
- They are the means used to achieve the objectives. In selecting procedures, some flexibility should be taken into account to allow for action when certain unforeseen changes occur. On the other hand, these procedures must be adapted to the conditions and type of work of each group.
- Goals. They are the ends towards which the activities of the group are directed. Goals must be related, to some degree, to the needs of individual interests so that these and the needs of the group are reasonably met. The goals must be well defined and communicated to all members, so that they know where they are going.
- Papers or roles. Another property that can be included is that all members of a group perform roles or functions. (Poles, sf)
Stages of group development
1. Training
It is characterized by a large amount of uncertainty about the group's purpose, structure, and leadership. Its members "test the water" to determine what types of behavior are acceptable. This stage ends when the members think of themselves as part of a group.
2. Storm
It is the conflict within the group. Members accept the existence of the group but resist the limitations it imposes on individuality. Also, there is conflict about who will control the group. When this stage ends, there is a relatively clear hierarchy of leadership within the group.
3. Standardization
The third stage is in which close relationships develop and the group demonstrates cohesion. There is a strong sense of identity and group camaraderie. This normalization stage ends when the group structure solidifies and the group has assimilated a common set of expectations that defines what constitutes the correct behavior of its members.
4. Performance
At this point, the structure is fully accepted functional. The energy of the group has been transferred from knowing and understanding each other, to carrying out the task in question.
5. Termination
For permanent working groups, performance is the last stage of development. However, for temporary committees, teams, task forces, and similar groups that have a specific job to do, there is a completion stage. In this, the group prepares for the disbandment, the high performance in their work is no longer their main priority, but the attention is directed to finish the activities. At this stage the responses of group members vary, as we are being praised for the group's accomplishments, others are depressed at the loss of camaraderie and friendship gained during the life of the group. (Weebly, sf)
Work teams
It is a small group of people with complementary skills who are committed to a common goal and a way of working that holds each other accountable. The best measure of a team is between 7 and 12 individuals. Teams with more people require more structure and support, smaller teams often have difficulties when one of their members is absent.
Members have skills and competencies that complement the team's purpose. Not all members have the same abilities but together they are better than the sum of their parts.
In teams, members share roles and responsibilities and are constantly developing new skills to improve team performance.
The team identifies and reaches consensus on its objectives and how they will carry them out. The team identifies and reaches consensus on its objectives and how they will carry them out.
The team holds the responsibility of its members. When they experience conflict with one of their members, they speak directly to that individual instead of speaking to the supervisor. When a member does not work within the required level, the team fixes the problem. (LosRecursosHumanos, 2009)
Equipment Advantages
More motivation. The teams meet higher-ranking needs. Members of a work team have the opportunity to apply their knowledge and skills and be recognized for it, developing a feeling of self-efficacy and belonging to the group.
Greater commitment. Participating in analysis and decision-making commits to the team's goals and organizational objectives.
More ideas. The synergistic effect that occurs when people work together results in the production of more ideas than when a person works alone.
More creativity. Creativity is stimulated with the combination of the efforts of individuals, which helps to generate new paths for thought and reflection on problems, processes and systems.
Improve communication. Sharing ideas and points of view with others, in an environment that encourages open and positive communication, contributes to improving the functioning of the organization.
Best results. When people work in teams, it is indisputable that the results are improved. (Cervera, 2014)
Features of high performance teams
Leadership. Leaders must be coaches. Good leadership makes it possible for employees to do their jobs with pride. Leaders don't do things to their people; he does things with his people. They listen. They earn the respect of others. They have a deep understanding that allows them to lead. A proper leader must have a vision of where the organization is going. The leader must be able to communicate the goals of the organization to her team, so that efforts are directed in the right direction.
Specific, measurable goals. Without a goal, there is no team. Why is it important for a team to have a purpose, a goal? Because it helps its members know where they are going. Provide them with an address. A team will be more likely to achieve success to the extent that all its components know and understand its purpose and goals. If there is confusion or disagreement, the team's success will be more difficult to achieve.
Respect, commitment and loyalty. Mutual respect between team members and leaders is another characteristic of effective teams. There will also be a willingness to go the extra mile if loyalty and commitment to goals are present.
Efficient communication. Research has shown that this is the main problem perceived by employees today. The leader and team members should exchange information and feedback. They should ask: How am I doing it? What is correct and what is incorrect? How can I do better? What do you need to do the job better?
Learn along the way. Is there progress? How are we doing it? Feedback should be obtained on the result of the work done by the team. This feedback will allow rectification when it is detected that you are not going in the right direction. On the other hand, the team leader should acknowledge the efforts made, praise when one is working well and redirect when not.
Positive thinking. Allow ideas to flow freely. No idea should be criticized. New ideas are welcome and taking risks should be valued and encouraged. Mistakes should be seen as opportunities for growth and learning, not as occasions for censure and rebuke.
Recognition. Recognition is a key to motivation. The other is the challenge, the challenge. Recognition can be as simple as a verbal expression of the type: "Well done." Or have the opportunity to present the results to the management, or a mention of the work done by the team made to the rest of the organization, a letter of congratulations,… In short, the team must be recognized for its efforts and results. (Cervera, 2014)
Stages of team development
- Training. During this first phase, the members of the group “test” the team rules and try to define the limits of their tasks.
- Agitation. In this second stage, frictions and maneuvers appear to locate the position that each one will have in the team, which will provoke emotional responses.
- Standardization. The third moment represents a moment for change in which interdependence develops within the group, showing members willingness to express their opinions and ideas constructively.
- Realization. In the final stage, the group begins to apply their sense of unity in the execution of tasks, developing solutions and making real progress.
Difference between Team and Group
Equipment
- Shared leadership The team decides, discusses and performs a real joint work The purpose of the team is decided by the same team Shared individual and group responsibility The product of the work is group The measurement of performance is direct by the evaluation of the product of the work The team discusses and conducts meetings to solve problems
Group
- There is only one leader The leader decides, discusses and delegates The purpose of the group is the same as the mission of the organization Individual responsibility The product of the work is individual The effectiveness is measured indirectly (eg impact on the business of each individual, etc.) The meetings are proposed by the leader
Conflicts
Conflicts in any organization occur frequently, this is normal because where there are people who interact and exchange ideas there will always be discrepancies, we are all different and complex. Anyone who says that their organization does not have them, something is happening and the most probable thing is that their growth is slowing down because people are not involved in its development, or do not want to make contributions or exchange information with their colleagues. work to achieve the goals of the team and the organization.
Conflicts act as a catalyst to improve the performance of people and therefore of organizations. Modern administration should focus on making conflicts become positive driving forces, in conclusion, the objective is not to make them disappear in organizations, but rather to know how to manage them based on the knowledge of people in the environment, their motivations, perceptions, abilities and feelings that start from the knowledge of oneself. That is to say, based on the concepts of emotional intelligence, as part of the actions within work teams. (Amoros, sf)
conclusion
The idea of teamwork is an idea that exists from the moment that the human being began to live in societies and required the collaboration of all the members of a community. Currently, the concept is closely related to the dynamics of group work in different areas and areas such as work, students, even family. The importance of teamwork then arises from the fact that it is considered that the more people commit themselves to carrying out an activity, the better and more effective the results will be.
It is very common to find the idea of teamwork especially in work settings in which groups of several people can arm themselves with specific objectives, in some cases these groups are temporary and other times permanent. The goal of teamwork is to put more capabilities, intelligence, ideas and skills at the service of a task or activity, so that by the same fact of sharing that activity the results are given more quickly and solidly.
References
Amoros, E. (sf). Obtained from
Cervera, A. (2014). Obtained from
The Human Resources. (09 of 09 of 2009). Obtained from
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