Formal and informal groups and teams

During the existence of man, the formation of groups and work teams has been essential for any area that one wishes to work. By nature man has always been sociable and has had the need to feel accepted by the other individuals around him

Likewise, all of us as human beings have objectives that need the concurrence of other people so that these objectives can be achieved. This is the raison d'être of human groups.

The same occurs in organizations that are made up of people with social needs and their goals. For this reason, there are also groups in organizations, whether formal or informal. Both types of groups are necessary so that both the organizations and the people that comprise them can achieve their goals and objectives.

groups-and-formal-teams-and-informal-work-1

The social, economic and technological changes of recent years have generated a new situation in which companies have the need to do more with less. Having the best human beings and knowing how to guide them towards achieving global objectives are fundamental challenges. that determine the success of an organization.

Teamwork is one of the answers to the challenge of productivity. The union of the work teams, the promotion of the cooperative spirit, the identification of people with the objectives of the company and the communion of interests and efforts towards the common goal, are fundamental aspects on which one must work to cement success..

But teamwork goes beyond an organizational technique and an operating philosophy that generates good results in all productive sectors and in companies of all sizes. Teamwork is a new way of understanding the company.

1.- WHAT ARE THE GROUPS?

A group is defined as two or more interacting and interdependent individuals, who have come together to achieve specific goals. The word interacting means exercising a reciprocal relationship between people and the word interdependent means that there must be an equal dependency.

There are different types of groups, however I will focus on groups in the administrative, economic and social sciences. Within the economic and administrative sciences we find two types of groups, which are the following:

1.1 GROUP OF COMPANIES

Group of companies, business group, industrial groups, business conglomerate or industrial conglomerate is the group of companies that all depend on a parent company, because it has a sufficient economic participation in its capital to make decisions.

Specifically, the word conglomerate usually refers to the combination of two or more companies that carry out completely different businesses. Conglomerates are usually large and can be formed by the merger of more than three companies.

Business concentration or industrial concentration, is the grouping through agreements, mergers or the dependence of shareholdings on a parent company. The concentration of companies in the same sector (or the same stage of a production process) is called horizontal concentration, while the concentration of companies in different sectors (linked by being clients of each other) is called vertical concentration. In itself, vertical concentration is the one that tries to group all or most of the phases of the same production process, which also applies to companies in the same industry but operating at different stages of the production process.

1.2 EXAMPLE OF A BUSINESS CONGLOMERATE

Large companies seek to increase their profits, grow and expand through the use of different strategies such as: mergers, strategic alliances, vertical integrations, horizontal integrations or the formation of conglomerates.

Having a multiple investment in sectors with a minimum of integration and diversification tends to reduce the risk coefficient, which causes that the occasional losses in some sectors are compensated with the gains of others.

An example of a Mexican business conglomerate is Grupo Salinas, which is a set of dynamic, fast-growing companies at the technological forefront, focused on creating value and improving society through a strong commitment to excellence..

It was created by businessman Ricardo B. Salinas. Grupo Salinas does not have equity positions, however, it operates as a forum for administrative development and decision-making for the leaders of the companies that make up the group. The companies are:

AztecaAzteca AmericaGroup Elektra v Banco AztecaSeguros AztecaAfore AztecaGroup IusacellAzteca InternetItalika

Grupo Salinas' resources allow all of its companies to quickly and cheaply implement the best of the group's collective thinking to optimize administrative practices, procedures and technologies.

He has an annual income of nearly six billion dollars. Its companies operate in Mexico, the US, Argentina, Brazil, Colombia, El Salvador, Guatemala, Honduras, Peru and Panama. In addition to its participation in the companies, Grupo Salinas created Fundación Azteca and similar organizations in the United States, Peru, Guatemala and El Salvador, as well as Fomento Cultural Salinas, non-profit institutions dedicated to improving health, education, the environment and disseminating the culture.

1.3 CHARACTERISTICS OF A GROUP

Broadly speaking, its characteristics are as follows:

They are made up of two or more people They share certain beliefs and feelings that form the common culture of the group They interact with each other to progress in their goals

In itself the group must be united by one or some common objectives, they can relate to each other accepting certain norms, sharing emotions and participating in a common feeling.

The essential characteristics of a group are:

Common objective: that defines and gives life to the group.

Norms: Group operating rules by which the behaviors and procedures are regulated, known and accepted by all team members.

The standards can be classified into two. Formal norms which are directed towards the achievement of the objective and informal norms oriented to the satisfaction of all members of the group personally and together.

1.4 GROUP CULTURE

Group culture is precisely the features, symbols, ideals, projections and the sense of belonging and collective identity that give cohesion to a social group, which in turn forms social groups that cohabit a certain geographical space. It is worth mentioning that the territory is also a determining factor in the adoption and birth of symbolism within any context.

1.5 ORGANIZATIONAL CLIMATE

It is the name given to the environment generated by the emotions of a group, which is related to the motivation of the employees. It refers to both the physical and emotional parts.

This concept is assimilated to that of group dynamics, when analyzing the forces that affect the work environment as resistance to change. The organizational climate shows a certain positive and negative level in the interactions of security or insecurity to express the feelings or speak about the concerns as well as the respect or lack of respect in the communication between the members of the group.

The components that offer a broad vision for the group are: physical environment which includes the physical space, the facilities, the installed equipment, the color of the walls, the temperature, the level of contamination, etc. Social environment which encompasses aspects such as camaraderie, conflicts between people or groups, communication and others. Structural characteristics: size of the organization, formal structure, management style etc. Personal characteristics such as aptitudes and attitudes, motivations, expectations, etc. And finally Organizational behavior It is which is made up of aspects such as productivity, absenteeism, turnover, job satisfaction, the level of tension, among others.

For there to be a good atmosphere within the group or organization, the following concepts must exist:

Communication: Stephen Covey establishes a correlation between trust and cooperation to characterize communication levels. A defensive communication is characterized by low trust and low cooperation between people, in it there is a self-protective attitude and often a legalistic language that qualifies the alternatives and stipulates clauses for flight in case things go wrong. Respectful communication is typical of mature people, they respect each other, but they want to avoid the possibility of unpleasant confrontations, so they communicate with diplomacy, although not with empathy. When there is high trust and high cooperation, union and agreement are achieved in the group thanks to effective communication and creativity is encouraged. Communication is a key element for a good organizational climate,in addition to influencing the achievement of the objectives proposed for the company.

Leadership: The leader's command style is the one that generates a certain atmosphere in the organization. The characteristic of the leader is to stimulate others to follow him, his specific function is to set in motion and incite action. In an authoritarian atmosphere the responsibility lies with the authority and nobody participates or initiates an action except when imposed by the leader. In an atmosphere of suspicion, there is fear of being ridiculed, rejected, or mocked. In an apathetic atmosphere there is no vitality, everyone expects someone else to do or say something. Individuals in a warm and democratic atmosphere are more productive, live more satisfied and less frustrated, there is camaraderie, warmth, cooperation, more individual thinking, creative faculty, and better motivation.

Identity-Belonging: Identity as the defined awareness of being united, leads individuals to feel an interest in what happens to other members of the group. The individual feels that he belongs to the group, that he is part of it and that he has a common interest in it. There is a relationship between identity with a group and participation in it, since greater identification stimulates participation. Participation in the process of analysis and concentration of decisions results in better resistance to change, less abandonment of functions by the members of the group and more productivity.

Motivation: motivation shows what moves group members in their work. When they are highly motivated, the climate rises and satisfactory relationships of animation, interest and collaboration are established. When motivation is low, whether due to frustration or impediments to meeting needs, the organizational climate tends to decrease and states of depression, disinterest, apathy, dissatisfaction ensue, leading to states of aggressiveness, agitation and nonconformity.

1.6 CLASSIFICATION OF GROUPS

Different classifications of groups can be made, for example, we can classify groups according to their number of members, which is as follows:

Small group: up to fifteen people Medium group: between sixteen and forty people Large group: more than forty-one people

Another classification can be according to relationships and is divided into two, these are as follows:

Primary: Where there are direct interpersonal relationships and great fluctuation of emotional tone.

Secondary: where there are abstract interpersonal relationships and generally seek external common interest.

Continuing with the classifications, groups can also be classified according to their composition, according to the following way:

Exclusives: When its members must meet a series of requirements to belong to that group.

Inclusive: When the members are open to receive any person, that is, they do not require requirements but they do accept the certain norms already established in the group.

In a simple way, exclusive groups are those in which the members of the group establish certain standards, which can be beauty, economic situation (high society), political party, religion, etc. On the contrary, in inclusive groups there is a certain openness to accept any type as long as it respects and accepts certain rules of coexistence that have been implemented in the group.

The following classification is according to the structure of roles, which can be:

Autocratic: it has a rigid and hierarchical structure, they are governed by explicit norms and a strong discipline since they have an authoritarian leader.

Democratic: in it its regulations are clear and accepted by all members, the leader is democratically elected and they have a flexible structure.

Anarchic: it does not have a structure or defined rules, there is not always a leader and finally they are.

The most important classification that is the central theme of this article is the following.

2.- FORMAL AND INFORMAL GROUPS

2.1.- CONCEPT OF FORMAL AND INFORMAL GROUPS

The formal groups are those that define the structure of the organization, certain work assignments fixing tasks. In these groups, the behavior of individuals is stipulated and directed towards the goals of the organization.

Consequently, informal groups are alliances that do not have a formal structure or are defined by the organization. These groups are natural formations of the work environment that arise in response to the need for social contact.

The reasons why working groups are formed are the following:

Common needs: Group members seek similar challenges.

Common interests: it is when the members of the group share the same interests.

Common goals: this is when the members come together to achieve common goals.

Physical proximity: This is when employees work in the same department or have the same type of job and often share the same social activities.

Cultural similarities: sometimes people who have just immigrated and enter a company, join people of the same nationality.

Security: By joining a group, people can reduce the insecurity of being isolated. Individuals feel stronger, have less self-doubt, and can better resist threats when we are part of a group.

Status: Being included in a group that is considered important by other people gives us recognition and status.

Self-esteem: groups can give people feelings of self-worth. That is, in addition to providing status, membership can also provide a greater sense of worth to members.

Power: What cannot be achieved individually is often likely to be obtained through group action.

2.2.- CLASSIFICATION OF FORMAL AND INFORMAL GROUPS

Formal groups are subdivided into two groups. Groups of control and groups of tasks, while informal are classified as interest groups and groups of friends. This is represented in the following figure:

Classification of Formal and Informal Groups

Task and command groups are linked to formal organization, on the other hand interest groups and friends are alliances within the category of informal groups.

The command group is made up of individuals who report directly to a certain boss, while task groups represent the association of those who come together to complete a work activity.

Informal groups provide a very important service since they satisfy the social needs of their members, due to the interactions that result from physical proximity when performing tasks. On many occasions, collaborators carry out joint activities, such as moving from work to home, having lunch, etc.

These types of relationships between people, although they are informal, have a major influence on their behavior and performance. When we belong to different groups, each one of them will provide us with different benefits.

According to their form of administration, groups can also be classified as follows:

Traditionally managed groups: This is the group where there is an official leader or administrator.

Self-directed groups: it is one where the collaborators share the responsibility of managing the work group.

For duration of existence, groups can be permanent or temporary.

Permanent groups: they are those that work for long periods of time.

Temporary groups: are those where certain people join for short periods of time, to carry out tasks or projects.

Finally, groups can also be classified according to the functions they perform, which are:

Groups of a function: They are those that have members that carry out only one function. For example auditors, engineers, etc.

Interfunctional or multidisciplinary groups : they are the groups where the members perform diverse functions.

3.- MODEL FIVE STAGES

The groups are led through five different stages, the stages are:

5-stage model

The first stage (formation) is characterized by great uncertainty about the group's purpose, structure, and leadership. Members tend to particularly explore what behaviors are acceptable. This stage ends when the members begin to consider themselves part of the group.

The next stage (conflict) occurs when there are internal differences that develop in conflicts. Usually they occur when different members want to control the group. This stage ends the group will have a relatively clear leadership hierarchy.

During the third stage (regulation) relations become close and the group tends to be united. When this happens it is because there is already a certain empathy, camaraderie and a high sense of identity. At the end of this stage, the structure of the group is solidified since all its members have a set of common expectations about what is believed to be the correct behavior.

In the fourth stage (performance) the group structure is fully functional and accepted. The members no longer focus on knowing or understanding each other, now they seek to carry out the task that occupies them by working together and at the same time so that together they seek high performance in their work. For permanent groups this is the last stage of development, while for temporary groups the disintegration phase remains.

Finally in the fifth stage (disintegration), the group goes to the concluding activities. Members may react in different ways, some may be cheering enjoying the achievements of the group, however others may be saddened by the loss of friends gained during the existence of the group.

4.- SCORED BALANCE MODEL

This model is more for temporary groups, since they have a singular succession of activities or inactivities. The stages of this model are as follows:

First meeting: in it the direction of the group is traced and it is when a reference framework of behavior guidelines arises through which the group approaches its project. These guidelines are long-lasting and may appear already in the first seconds of the group's existence.

First phase: Once the leadership of the group is finished, there is a period of inertia in which the group advances or lags behind in a fixed course of action. Of course, new knowledge can be acquired that calls into question the initial guidelines, in this first phase the group is unable to act.

Transition: in some cases it occurs half the time between the first meeting and the official termination deadline. At this point, all groups are experiencing a crisis, because they know that time is running out and they must move forward.

Changes: At this point the group discards the previous guidelines and adopts new points of view.

Second phase of inertia: in this phase there is again an inertia that is like a balance for the group. Here the group carries out the plans established in the transition stage.

Last group meeting: this last one is distinguished by a final burst of activity to conclude the work.

I want to remember that this model does not apply to all groups. Limited only to temporary task groups working with a restrictive completion deadline.

5.- FACTORS THAT AFFECT THE BEHAVIOR OF THE GROUPS

The main factors that affect the behavior of the groups (regardless of whether they are formal or informal) are seven and are described below:

Factors Affecting Group Behavior

Size: it can affect the leadership dimensions, tolerance between the members and the group processes.

Roles: is the set of expected behaviors associated with a particular job. The roles are divided into three categories:

Task roles: concentrate the fulfillment of tasks or goals, facilitate and coordinate decision-making tasks.

Maintenance roles: help maintain and enhance group performance.

Individual roles - Focus solely on the individual needs of members at the expense of the group. These tend to be destructive and dysfunctional for the group.

Norms: they are rules of behavior that have been accepted by the members of the group. These define the kind of behavior that members must have to achieve established goals. They may be:

Fundamental: which guide the essential behavior for the central mission of the organization.

Peripheral: they guide behaviors but are not essential to achieve the organization's goals or mission.

Goals: they are focused on performance and therefore help the organization advance its objectives. These can be:

Formal goals: they are specifically defined, in written form and frequently have a direct relationship with the goals and mission of the organization.

Informal goals: are those that are contained in the actions of group members, but are not explicitly defined, they can contribute to achieving the goals of the organization or prevent that contribution.

Cohesion: is the force that holds the group together. It is influenced by the degree of compatibility between the goals of both the group and the goals of each individual. For cohesion to occur there must be communication, similarity of interests, and interpersonal needs for affection, incorporation, and control.

Leadership: it is important that there is a minimum member who exercises a positive influence among the others so that they can achieve the proposed goals in this way.

External environment : this environment can influence each of the above factors, as well as directly affecting the behavior of group members. These are the conditions and factors outside the group over which there is no control. These factors are usually: technology, physical condition, rules, punishments defined by the organization, etc.

6.-WORK TEAMS

6.1.- TEAM CONCEPTS

A work team is a group of people who, coordinated by one or more of them, work with solidarity, mutual support and coordination to achieve a common objective.

The role that a person has within a work team is functional assigned to the task that he performs in relation to the other team members. In a work team each person takes charge of a different part of the total work and each of them assumes responsibility for the success of the whole.

Within the team there are also rules, the most important ones are those in the work environment, such as ways of addressing each other, of transmitting information both in verbal and unwritten messages.

6.2.- CLASSIFICATION OF TEAMS

They can be classified according to their internal or external structure, within the internal structure there is an affective and socio-emotional interaction which is about feelings, reactions to others and interactions between each other. The external structure is observable in the way of doing the task, activity and environment. They are the important working and equipment conditions, easily changeable but not always when modifying them will give an optimal result.

They can also be formal and informal, within formal work teams there must be a hierarchical, organized, functional and mandatory structure. And for informal teams there are no predetermined causes or imposed by someone, plus they arise spontaneously.

Within the teams we can find the common high performance team which is a highly organized team oriented towards obtaining a common task. This team is made up of a small number of people who adopt flexibility roles, and who have the skills to successfully manage their interpersonal relationships.

The most important characteristics of a high performance team are the following:

Existence of clear and explicit goals Coherence between the goals and purposes of the organization Recognition systems for a job well done established by the organization Considerable degree of autonomy Stability over time Integration in the organizational structure Capacity for self-dissolution if necessary

A high-performance team can occur in any human activity in which you work in a group. In other words, a high performance team we can all be.

You become an excellent team only if you continually work on the goals, tasks, procedures, and forms of interdependence. To form an excellent team there must be a change in the ways of perceiving, thinking, feeling, behaving of all its members. To transform a team involves a change in the way of exercising management by the person responsible for it.

6.3.- CHARACTERISTICS OF THE LEADERS OR TEAM LEADERS

A leader or team leader should carry out the following tasks to make his group an effective team. Those activities are as follows:

Get started: You should always take the initiative, either by giving a clear order, asking a question or affirming it so that a collaborative dynamic can begin.

Obtain information: all the members of a team must search for the necessary information to properly carry out the tasks. Those with more experience and knowledge should help the newer and inexperienced.

Give information: the team leader can have more information, which he should share with the other members. Knowledge is power when shared.

Classify: the information or data may not be clear enough from the team leader to the last member, it is necessary to work to have clarity of ideas. The question technique can be a good way to reach clarity. Elaborate: it is about analyzing the collected data, schematizing them, classifying them and anticipating the consequences.

Bequeath a decision: through the contributions of team members through debate, thinking and generating options, you can have a system to arrive at decisions in which everyone agrees.

In short: a team needs to know how far it has come, where it is and how it should get going and accelerate or abandon if necessary.

6.4.- CONDITIONS TO BE ABLE TO WORK AS A TEAM

In order to work as a team, four important conditions are required, these conditions are described below:

Team awareness: teamwork is meaningless if there is no attitude, it must be firmly believed that working as a team can have many more advantages than working individually. For this reason, it is necessary to be aware of the importance of giving opinions and enriching the work of others through their own contributions and to achieve this, the role of the leader is essential to lead the group towards being a team.

Watchful attitude: working with other people carries the risk of voluntarily or involuntarily causing communication distortions, misunderstandings, friction, conflicts, etc. Therefore, when working as a team, you must proceed with great care.

Adequate self-concept: participation in a work team requires a healthy vision of oneself. Personal attitude is clearly related to self-esteem and self-affirmation abilities.

Very often in the absence of self-control we react instead of acting. Given the differences with a member of the team, we are not able to calm down and analyze the situation rigorously and objectively, nor do we leave aside bitterness and aggressiveness.

Being socially effective is equivalent to being understood and respected, when working as a team members with an adequate self-concept will know how to present their opinions and arguments without colliding with the rest of the team, and what is more important to give and receive criticism is the basis of everything. teamwork.

To improve the self-concept of collaborators, a leader has to do the following:

Demonstrate verbal affection and through physical contact as long as it does not exceed the limits of physical contact. Practice well-measured and concrete flattery. Practice the expression of negative, correct and controlled emotions. Make constructive criticisms. Find solutions with your collaborators in the areas of opportunity. Negotiate, listening to points. View Propose possible and appropriate challenges to your collaborators Support your initiatives Make the collaborator feel important and valued It is also suggested to prevent the leader: Express negative emotions about him / her in the presence of other people Make comments that discredit or damage the collaborator's image Make Comparisons with other people on the same team Give everything done to the collaborator. Effort, if appropriate, increases personal perception of success

6.5.- FUNCTIONS FOR MAINTENANCE OF A TEAM

A team cannot function or maintain itself if each of its members does not participate in what some experts have called maintenance functions. Below I mention some of these functions.

Trust comes first: When people work together, a lot of sensitive and sensitive information is shared. A simple rule can be followed: "What is discussed in the room stays in the room." Let us discover what is good about our colleagues, do not criticize, we seek what unites us and not what separates us.

What counts is the success of the team: to do this you have to encourage and not frustrate. Full agreement is not necessary, but group spirit is. Group priorities should be supported, not individual priorities.

The collaborative style wins: each one has a responsibility and a task, we are all important in a team. Everyone's commitment to their task is what achieves optimal results.

Promote the climate of equal opportunities: all team members deserve to be treated equally.

Establish standards: in order for the team to remain optimal, it is necessary to establish standards that help us to stay united, for example, meetings or talks can be held where they expose what is good and what is bad in the sight of each member and together take new decisions that will help them move forward.

Encourage: It is necessary to encourage each other for the team to maintain unity. Feeling that someone cares about their partner helps people to have a greater self-concept.

7.- DIFFERENCE BETWEEN GROUPS AND WORK TEAMS

Finally, although we use these two words interchangeably, we can see that both words have different meanings. The main differences between a group and a work team are as follows.

GROUPS	TEAMS
Members work independently and are often not working toward the same goal.	Interdependent working members who work towards personal and team goals. They also understand that these goals are best accomplished through mutual support.
Members focus primarily on themselves because they are not involved in planning their group's goals and objectives.	Members feel a sense of belonging to their role in the group because they are committed to the goals they helped create.
Members have their homework and were told what to do, rarely asked for an opinion.	Members collaborate together and use their talent and experience to contribute to the success of the team's goals.
Members are very cautious in what they say and are afraid to ask questions. They may not	Members build their success on trust and encourage everyone members to express their opinions,
fully understand what is happening in your group.	different points of view and questions.
Members do not trust each other by not fully understanding the role each member plays in their group.	Each member makes a conscious effort to be honest, respectful, and listen to each person's point.
Members may have a lot to contribute, but they are held back by a close relationship with each member.	Members are encouraged to offer their skills and knowledge so that each member is able to contribute to the success of the group.
Members are uncomfortable with different opinions or disagreements because they consider it a threat. There is no support group to help solve problems.	Members see conflict as a part of human nature and react to it, treating it as an opportunity to learn new ideas and opinions. Everyone wants to solve problems constructively.
Members may not participate in collective decision-making, and compliance is valued more than positive results.	Members participate equally in decision-making, but each member understands that the leader may be the one who needs to make the final decision, if the team cannot reach a consensus agreement.

8.-CONCLUSIONS

From the beginning we observed that it has been essential for man to belong to work groups. From very ancient times man by nature has been and will be sociable..

Groups and work teams are the means to achieve goals and objectives both personal and the organization or organizations to which we belong. But for these groups and work teams to exist, there must be many qualities such as people, norms, objectives, good leaders, but above all communication.

Communication is the basis of all social relationships, as we saw in the first topic, organizational communication is the fundamental basis in any group or team we meet. There is no better way to start good communication than at home. Apart from communication, a true leader must find the correct way to ask his collaborators to do what he says. You can't get there and start commanding because that creates uncomfortable atmospheres within the work environment and the organizational level.

We have also seen the classification of the groups, however the work is focused on both formal and informal groups and teams. Formal groups are subdivided into two more categories which are command and tasks. The first are directed towards groups that must report to an immediate boss, while task groups are the union of different individuals to complete a work activity.

In the following way, informal groups are also subdivided into two groups, these groups are of interest and friendship. Both are born from the need to live inside and therefore outside the organization. We also realize that they are the ones that most influence people.

A work team is a group of people who, coordinated by one or more of them, work with solidarity, mutual support and coordination to achieve a common objective. A high-performance team can occur in any human activity in which you work in a group. In other words, a high performance team we can all be.

Finally there are the characteristics of the leaders or team leaders, the functions to maintain a team which are very important and the main differences between the groups and the teams. This is how we can identify these two words and give them the corresponding use.

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ACIMED.Salinas, G. (sf). 100 Years Grupo Salinas. Retrieved on April 5, 2013, from http://www.gruposalinas.com/contener.aspx?p=descriptionsTaller, AT (May 9, 2011). Slideshare. Retrieved on April 10, 2013, from http://www.slideshare.net/terralgan/el-grupo-y-sus-caracterticasMedia sphere. Retrieved on April 5, 2013, from http://mediosfera.wordpress.com/2010/10/07/el-grupo-salinas-un-conglomerado-mas/ Rotaractivillamaría. (April 2011). Retrieved on April 10, 2013, from http://rotaractvillamaria.blogspot.mx/2011/04/diferencia-entre-grupos-y-equipos.htmlSalazar, JG, Guerrero, JC, Machado, B., & Canedo, R. (2009). Climate and culture: Two essential components in labor productivity. ACIMED.Salinas, G. (sf). 100 Years Grupo Salinas. Retrieved on April 5, 2013, from http://www.gruposalinas.com/contener.aspx?p=descriptionsTaller, AT (May 9, 2011). Slideshare. Retrieved on April 10, 2013, from http://www.slideshare.net/terralgan/el-grupo-y-sus-caracterticasMedia sphere. Retrieved on April 5, 2013, from http://mediosfera.wordpress.com/2010/10/07/el-grupo-salinas-un-conglomerado-mas/ Rotaractivillamaría. (April 2011). Retrieved on April 10, 2013, from http://rotaractvillamaria.blogspot.mx/2011/04/diferencia-entre-grupos-y-equipos.htmlSalazar, JG, Guerrero, JC, Machado, B., & Canedo, R. (2009). Climate and culture: Two essential components in labor productivity. ACIMED.Salinas, G. (sf). 100 Years Grupo Salinas. Retrieved on April 5, 2013, from http://www.gruposalinas.com/contener.aspx?p=descriptionsTaller, AT (May 9, 2011). Slideshare. Retrieved on April 10, 2013, from http://www.slideshare.net/terralgan/el-grupo-y-sus-caracterticascom / 2010/10/07 / el-grupo-salinas-un-conglomerado-mas / Rotaractivillamaría. (April 2011). Retrieved on April 10, 2013, from http://rotaractvillamaria.blogspot.mx/2011/04/diferencia-entre-grupos-y-equipos.htmlSalazar, JG, Guerrero, JC, Machado, B., & Canedo, R. (2009). Climate and culture: Two essential components in labor productivity. ACIMED.Salinas, G. (sf). 100 Years Grupo Salinas. Retrieved on April 5, 2013, from http://www.gruposalinas.com/contener.aspx?p=descriptionsTaller, AT (May 9, 2011). Slideshare. Retrieved on April 10, 2013, from http://www.slideshare.net/terralgan/el-grupo-y-sus-caracterticascom / 2010/10/07 / el-grupo-salinas-un-conglomerado-mas / Rotaractivillamaría. (April 2011). Retrieved on April 10, 2013, from http://rotaractvillamaria.blogspot.mx/2011/04/diferencia-entre-grupos-y-equipos.htmlSalazar, JG, Guerrero, JC, Machado, B., & Canedo, R. (2009). Climate and culture: Two essential components in labor productivity. ACIMED.Salinas, G. (sf). 100 Years Grupo Salinas. Retrieved on April 5, 2013, from http://www.gruposalinas.com/contener.aspx?p=descriptionsTaller, AT (May 9, 2011). Slideshare. Retrieved on April 10, 2013, from http://www.slideshare.net/terralgan/el-grupo-y-sus-caracterticasCanedo, R. (2009). Climate and culture: Two essential components in labor productivity. ACIMED.Salinas, G. (sf). 100 Years Grupo Salinas. Retrieved on April 5, 2013, from http://www.gruposalinas.com/contener.aspx?p=descriptionsTaller, AT (May 9, 2011). Slideshare. Retrieved on April 10, 2013, from http://www.slideshare.net/terralgan/el-grupo-y-sus-caracterticasCanedo, R. (2009). Climate and culture: Two essential components in labor productivity. ACIMED.Salinas, G. (sf). 100 Years Grupo Salinas. Retrieved on April 5, 2013, from http://www.gruposalinas.com/contener.aspx?p=descriptionsTaller, AT (May 9, 2011). Slideshare. Retrieved on April 10, 2013, from

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