The success of a company depends on many factors: the quality of the products and services it offers, the speed and agility with which it reaches its customers, the versatility to generate new and better products, the ability to market penetration, of the intellectual capital it has, 3 so we could name various factors but in all of them human capital will be present and with it their individual, industrial and social psychological behavior.
Therefore, the interest of this article in analyzing why the traditional management model, despite the fact that it is still in force, is constantly changing its focus and one of the stages is the study of people within the organization and the new models of directors, managers and bosses, using this concept with caution, of key areas of the company.
management-of-groups-formal-informal-workCompetitive pressures on companies continue to mount, and savvy managers seek to strengthen their firms' operational efficiency and competitive advantage. The efficiency in the deployment by the administration of the technological resources of its firms and its strategic initiatives always depend on the quality and motivation of its workforce.
Due to this situation, it is currently sought that traditional bosses adequately interpret the different organizational processes and events in terms of human behavior and that brings with it the proper management of the groups that are formed in the organization in which it has evolved from being a supervisor to a facilitator, a facilitator who collaborates widely in achieving the goals of the company.
Organizational behavior
Organizational behavior is the study of the performance and attitudes of people within organizations. This field focuses its analysis on how the work of employees contributes or decreases the efficiency and productivity of the organization. The field comprises three units of analysis: the individual, the group and the organization (competitive advantage again). The two 4The first units of analysis focus on a micro aspect (at the individual level of the employee) about this field and highlight issues such as personality traits (differences between people), the attitudes of employees and their motivation for work and leadership, group formation and group decision-making. The “macro” or global perspective starts from the organization as the primary unit of analysis. This is called organizational theory, which focuses on issues of organization design and organizational structure (Champoux, 2011)
Organizational behavior (often abbreviated as CO) is a field of study that investigates the effect that individuals, groups and structure have on behavior within organizations, with the purpose of applying this knowledge to improve the effectiveness of organizations. (Robbins & Judge, Organizational Behavior, 2009)
Study three determinants of behavior in organizations: individuals, groups and structure. In addition, OC applies the knowledge obtained about individuals, groups and the effect of structure on behavior, to make organizations work more effectively.
The OC deals with the study of what people do in an organization and how their behavior affects its performance. And since the OC specifically studies employment-related situations, it is not surprising that it emphasizes that behavior is related to positions, work, absenteeism, employee turnover, productivity, human performance, and management. There is growing agreement on the components or themes that constitute the OC's field of study. Although there is still much debate about the relative importance of each one, it seems that OC includes the fundamental themes of motivation, behavior and power of the leader, interpersonal communication, group structure and processes, learning, the development and perception of attitudes, processes of change, conflict,job design and job stress.
The Management approach within organizational behavior
The traditional management field is defined as the process of planning, organizing, leading and controlling the material, financial and human resources of an organization. Managers are people who achieve the intended organizational objectives, selecting and implementing the processes mentioned above at the right time and place. The traditional and highly repetitive responsibilities of managers have been to supervise and motivate subordinates and report results to the next higher level in the chain of command. The newer definitions of management de-emphasize recurring processes and highlight the importance of the manager as an "enabler (facilitator) of employee performance" rather than the much more traditional "activities" mentioned above. (Dailey, 2012)
Supervisors and managers are responsible for the organization's day-to-day work. They do not directly produce specific goods and services. Instead, they supervise the work of their subordinates, who do produce goods and services. In this context, managers are responsible for supporting operational efficiency or production optimization and providing goods and services. By its nature, operational effectiveness examines the performance of the firm against its own standard and against rival standards (to the extent known). On a day-to-day basis, managers may try to create products faster, use fewer inputs, or reduce defect rates (or some combination of the three).
A manager's responsibilities for operational effectiveness boil down to three components:
- A technical component, which deals with the efficient use of resources and the application of technology to achieve productivity goals
established.
- A conceptual component, which deals with the development of new operating systems and methods. An example would be the creation of an application for Smartphones that gives the seller the most current prices of the products of rival firms. A human component, related to the workforce and the well-being of the employees. Examples in this area are launching a support program for employees in distress or designing a healthcare program for employees, with the aim of reducing the cost of insurance.
The amount of time a manager spends on these activities is a function of his level within the organizational hierarchy. In general, it can be said that first-line supervisors mainly deal with jobs of a technical nature. They spend much less time on conceptual or human tasks. At the middle management level, it generally happens that the conceptual and human workload increases, while the technical workload decreases. Top-level managers spend most of their time on conceptual and human work. An example of your conceptual work would be strategic planning (building and having competitive advantage and sustaining operational efficiency). The human components of executives' work would be managing pay and benefits for the workforce,and authorize training and development.
We have come to understand that technical skills are necessary, but not sufficient, to succeed in management. In today's increasingly competitive and demanding work environment, managers cannot be successful on technical skills alone. They also need to have good people skills. (Robbins & Judge, Organizational Behavior, 2009)
Roles of management in organizational behavior
We take for granted that most of the errors made by administrators are those in which common sense was obvious, others those that could be solved with better knowledge or the proper use of a technique, so it is important to observe what kind of roles they fulfill in certain situations according to Mintzberg.
In the late 1960s, he undertook a careful study of five executives to determine what they did at their jobs. Based on her observations, Mintzberg concluded that managers performed ten different and highly interrelated roles - or sets of behaviors - attributable to their jobs.
Interpersonal roles
All managers are required to fulfill duties of a ceremonial and symbolic nature. For example, when a university president presents diplomas at graduation or a factory supervisor takes a tour of the plant with a group of high school students, he or she is performing.
in his role as representative. All managers also play a leadership role. This includes hiring, training, motivating and disciplining employees
The third role of the interpersonal group is that of liaison. Mintzberg described this activity as making contact with external personnel who provide information to the manager. These are individuals or groups inside or outside the organization. The sales manager who gets information from the quality control manager in the company itself has an internal relationship. When that sales manager contacts other sales executives through a trade association, he or she has an outside relationship
Informational roles
All managers, to some extent, obtain information from outside organizations and institutions. It is common for them to inform themselves through reading magazines and conversations with other people about changes in public opinion, what perhaps competitors plan and other similar issues. Mintzberg called this the vigilante role. Managers also act as a conduit that conveys information to members of the organization. This is the role of the diffuser. In addition, they play the role of spokesperson when they represent the organization to outsiders.
Decision-making roles
Lastly, Mintzberg identified four roles that revolve around making choices. In the entrepreneur role, managers initiate and oversee new projects that will improve the performance of their organization. As trouble managers, they take corrective actions in response to unforeseen problems. As resource allocators, they are responsible for allocating human, physical, and monetary resources. Finally, managers play the role of negotiator, in which they analyze issues and negotiate with other units in order to achieve advantages for their own unit.
Disciplines involved in the field of OC
Psychology
Psychology is the science that measures, explains, and sometimes changes the behavior of humans and other animals. Psychologists are concerned with studying and trying to understand individual behavior. Those who have contributed and continue to increase the knowledge of OC are learning theorists, personality theorists, clinical psychologists, and, above all, industrial and organizational psychologists. The first industrial or organizational psychologists were involved in problems of fatigue, boredom and other factors relevant to working conditions that could impede efficient performance. In more recent times, their contributions have expanded into learning, perception, personality, emotions, empowerment, leadership effectiveness, motivational needs and forces,job satisfaction, decision-making processes, performance evaluations, attitude measurement, personnel selection techniques, job design, and job stress.
Social psychology
Social psychology takes concepts from both psychology and sociology, although it is generally considered a branch of psychology. It focuses on the influence of people on each other. A primary area on which social psychologists focus their research is change - how to implement it and reduce the obstacles to its acceptance. In addition, social psychologists make significant contributions in the areas of measuring, understanding and changing attitudes; communication patterns and trust building.
Finally, social psychologists have made momentous contributions to the study of group behavior, power, and conflict.
Sociology
While psychology focuses on the individual, sociology studies people in relation to their social environment or culture. Sociologists have contributed to OC by studying group behavior in organizations, particularly those that are formal and complex. Perhaps most importantly, sociology has contributed to research on organizational culture, theory and structure of formal organization, organizational technology, communications, power, and conflict.
Anthropology
Anthropology is the study of societies, and it aims to learn about human beings and their activities. For example, the work of anthropologists on cultures and environments has helped to understand differences in fundamental values, attitudes, and behaviors between people in different countries and in different organizations. Much of our current understanding of organizational culture, organizational environments, and differences between national cultures is the result of the work of anthropologists or other specialists who apply their methods.
Disciplines and organizational behavior
Source: (Robbins & Judge, Organizational Behavior, 2009)
Fundamentals of group behavior
A group is defined as two or more individuals who interact, who are interdependent, and come together to achieve particular goals.
Formal and non-formal groups
Formal groups are understood to be those that define the structure of the organization, with designated jobs that establish tasks. In formal groups, the behaviors that someone must have are stipulated by the organizational goals and are directed to the fulfillment of these. An example of
Formal group is the crew of a commercial airplane that consists of six members. Unlike these, non-formal groups are alliances that are not formally structured or determined by the organization. These groups are spontaneous formations in the work environment that appear in response to the need for social contact. An example of a non-formal group is the three employees from different departments who eat lunch together on a regular basis. These types of interactions of individuals, even when they are informal, greatly affect their behavior and performance.
It is possible to make finer classifications of groups such as command, task, interest, and friendlies.
Command and task groups
Command and task groups are imposed by the formal organization, while interest and friendly groups are non-formal alliances. A command group is determined by the organization chart of the company. It is made up of individuals who report directly to an assigned manager. The principal of a primary school and her teachers form a command group, as do the postal audit director and his inspectors.
Task groups are also determined by the organization, they represent those who work together to carry out a task included in their duties. However, the boundaries of a task force are not limited to those of the immediate superior in the hierarchy, but have cross-command relationships. For example, if a student is accused of having committed a crime on campus, communication and coordination may be required between the Director of Academic Affairs, Student Affairs, Enrollment, Director of Security, and the student's advisor. that training would constitute a task force. It should be noted that all command groups are also task forces but not vice versa, because task groups come across the organizational structure.
Interest group
The people who belong or not to common command or task groups, may coincide in the achievement of a common objective that interests them. That would be an interest group. Employees who plan to modify their vacation schedules, support a co-worker who has been laid off, or seek better working conditions represent the formation of a united body that seeks the common interest.
Friendly group
Groups often develop because their individual members have one or more common characteristics, and these formations are called friendly groups. Social alliances, which often extend outside of work, are based on similar age or ethnic group, support for the Notre Dame football team, interest in the same alternative rock ensemble, or similar political views, to name a few. features. There is no single reason why individuals gather in groups. Since most people belong to several groups, it is obvious that different groups provide their members with different benefits.
Reasons why people gather in groups
Security.
By meeting in a group individuals reduce the insecurity of "being alone." When they are part of a group, people feel stronger, have less self-doubt and are more resistant to threats.
Status.
Inclusion in a group that is appreciated as important by others gives its members recognition and status.
Self esteem.
Groups give people feelings of worth. That is, in addition to investing them with status in front of people outside the group, belonging to it also increases the feeling of well-being for its members.
Belonging.
The groups cover social needs. People enjoy the regular interaction that comes from membership, and for many of them such interactions at work are the primary source of meeting their membership needs.
Power.
What cannot be accomplished individually can often be accomplished through group action. In number there is power.
Achievement of goals.
There are times when it takes more than one person to achieve a particular goal - there is a need to gather talents, knowledge, or power to get a job done. In such cases, the administration will use a formal group.
Stages of group development
In their evolution, groups usually go through a standardized sequence, called the five-stage model of group development. 15 Although research indicates that not all groups follow this pattern, 3 it is a useful theoretical framework for understanding their development. This section describes this general model and an alternative one for time groups with completion dates.
Five-stage model
The five-stage development model states that groups go through five distinct stages: formation, storm, normalization, development, and completion.
The first stage, formation, is characterized by a great deal of uncertainty about the group's purpose, structure, and leadership. Its members "test the water" to determine what kinds of behavior are acceptable. This stage ends when the members think of themselves as part of a group.
The storm stage is that of 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.
The third stage is in which close relationships develop and the group demonstrates cohesion. There is a strong sense of identity and camaraderie in the group. 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.
The fourth stage is performance. At this point, the structure is functional and fully accepted. The energy of the group has been transferred from knowing and understanding each other, to carrying out the task at hand.
For permanent working groups, performance is the last stage of development. However, for temporary committees, teams, task forces, and similar groups that have specific work 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 the group members vary, some are praising the achievements of the group, others are depressed by the loss of camaraderie and friendship gained during the life of the group.
Group properties
Workgroups are not disorganized mobs, they have properties that shape the behavior of their members and make it possible to explain and predict much of individual behavior within the group, as well as its performance. What are some of those properties? Among them, the roles, the norms, the status, the size of the group and the degree of cohesion of the group.
Groups first property: Roles.
This term designates a set of expected behavior patterns attributed to someone who occupies a given position in a social unit. Understanding behavior in a role would be much easier if each person chose one and "played" it regularly and consistently. Unfortunately, we are required to play several different roles, both at work and outside of it. As we will see, one of the tasks to understand behavior is to determine the role that the person plays at a certain moment.
Role identity.
There are certain real attitudes and behaviors compatible with a role, which create the identity of the role. People have the ability to change roles quickly when they recognize that the situation and its demands clearly require major changes. For example, when unionized flight attendants were promoted to supervisory positions, their attitudes were seen to change from being union-friendly to company-friendly within a few months of their promotion. When these promotions had to be canceled later due to financial difficulties in the company, the demoted supervisors were found to again adopt pro-union attitudes.
Role perception.
Our view of how you are supposed to act in a given situation is what is known as role perception. We develop certain types of behavior based on the interpretation of our beliefs about how we should behave. Where do we get these insights from? From the stimuli that come from everything around us: friends, books, movies, television, etc. For example, we get an impression of the work of doctors when we watch Grey's Anatomy. Of course, the main reason there are apprenticeships in many trades and professions is to allow beginners to observe an “expert” to learn how to act as they are supposed to.
Expectations of the role.
Role expectations are defined as the way in which others believe that someone should act in a given situation, which is largely determined by the role defined in the context in which they act. For example, the role of a United States federal judge is seen as possessing property and dignity, while a soccer coach is seen as aggressive, dynamic, and inspiring to his players.
Second and third properties of groups: Norms and status.
Have you noticed that golfers don't speak while their teammates prepare on the course or that employees don't criticize their bosses in public? Why? The answer is: the rules.
The rules
All groups have established norms that are acceptable standards of behavior shared by group members. The rules tell them what in certain circumstances to expect and what not. From an individual's point of view, they communicate to him what is expected of him in given situations. When by agreement and accepted by the group, the norms act as a means of influencing the behavior of its members with a minimum of external controls. Norms differ between groups, communities, and societies, but everyone has them. The standards cover virtually all aspects of group behavior.
Probably the most common is the performance standard. It is not uncommon for workgroups to give their key members specifics of how hard to work, how to do the work, what level of output to achieve, the appropriate level of delay, etc. These standards are extremely powerful and affect the performance of individual employees: they are capable of significantly modifying a performance forecast that is based solely on the worker's ability and level of motivation. Although they are likely to be the most important, performance standards are not the only ones. Other types include presentation norms (for example, dress and non-explicit rules about when to appear busy), norms of social agreement (for example,which members of the group to have lunch with or make friends with at or outside of work), and resource allocation rules (for example, allocation of difficult jobs and allocation of resources such as salary or equipment).
Status.
Status - that is, a defined social position or rank that others give to groups or members of some - exists in every society. Despite many attempts, there has been little progress towards a classless society. Even the smallest group will develop roles, rights, and rituals to differentiate its members. Status is an important factor for understanding human behavior because it is a significant motivator and has 19 significant behavioral consequences when individuals perceive a disparity between the status they believe they have and that perceived by others.
What determines status? According to the theory of status characteristics, differences in status characteristics generate hierarchies within groups.
The power that one person exercises over others.
Because they are likely to control group resources, people who control the results of a group through their power tend to be perceived as having high status.
The ability of a person to contribute to the achievement of group goals.
People whose contributions are critical to the success of the group also often have high status. For example, NBA star Kobe Bryant is thought to have a lot more to say about a player's choice than his coaches.
Personal characteristics.
Someone with personal characteristics that the group values as positive - such as good presentation, intelligence, money, or friendly personality - will have a higher status than someone with lower attributes.
Fourth property of the groups: Size
Does the size of a group affect its general behavior? The answer is yes, in short, but the effect depends on the variables considered.
For example, evidence indicates that small groups are quicker than large groups to complete tasks, and that individuals perform better in small groups. However, if it is about solving problems, groups 20Big ones do better than their smaller counterparts, consistently. Translating these results to specific numbers is more difficult, but there are some parameters. Large groups - made up of twelve or more members - are good at making varied contributions, so they are more effective if the goal is to make discoveries. On the other hand, small groups are better at getting something productive with one input, which makes those with approximately seven members more effective in taking action. One of the most important discoveries related to group size is called social laziness, which is the tendency that individuals make less effort when working collectively than individually. This contradicts the logic that the productivity of the group as a whole should,at least equal the sum of the productivity of each of the individuals that constitute it.
What is the cause of social laziness?
Perhaps it is due to the belief that the rest of the group does not work what is fair: if you perceive others as inept or lazy, you will reestablish fairness by reducing your effort. Another explanation is the dispersion of responsibility: as the results of the group are not attributed to a particular person, the relationship between what an individual contributes and the production of the group is obscured. In such situations, people are tempted to become "bandits" and advance on the group effort. In other words, when individuals think that their contribution cannot be measured there will be a reduction in efficiency.
Fifth property of groups: Cohesion
Groups differ in their cohesion, that is, the degree to which their members are attracted to each other and are motivated to stay in the group. For example, certain work groups have cohesion because their members spend a lot of time together, or the small size of the group facilitates a lot of interaction, or the group faces external threats that bring its members closer together. Cohesion is important because it has been found to be related to group productivity.
Studies consistently show that the relationship between cohesion and productivity depends on performance-related standards set by the group. If these are high (eg, high production, quality of work, cooperation with individuals outside the group, etc.), a cohesive group will be more productive than one that is less so. But if cohesion is high and performance standards low, productivity will be low. If cohesion is low and performance standards are high, productivity increases but less than in the situation where both cohesion and standards are high.
When cohesion and standards for performance are low in both cases, productivity will tend to decline in the low to moderate range. What can be done to stimulate group cohesion? It is suggested to follow one or more of the recommendations presented below:
(1) Make the group smaller. (2) Encourage agreement with group goals. (3) Increase the time members spend together. (4) Increase the status of the group and the perceived difficulty in entering it. (5) Stimulate competition with other groups. (6) Reward the group, more than individual members. (7) Physically isolate the group.
In short, groups provide an excellent vehicle for carrying out many of the stages of the decision-making process. They are a source of both encouragement and insight into gathering information. If the group is made up of individuals with diverse backgrounds, the alternatives generated are more extensive and the analysis more critical. In a group decision, when the final solution agreement is reached, more people are supporting and implementing it. However, these advantages are canceled out by the time consumed by group decisions, the internal conflicts they generate and the pressures for conformity. Therefore, it is to be expected that in certain cases individuals make better decisions than groups.
Differences between groups and teams
Groups and teams are not the same. A working group is one that interacts above all to share information and make decisions that help each of its members to carry out the object of their responsibility. Working groups have no need or opportunity to get involved in collective work that requires a joint effort. Its performance is therefore the sum of the individual contribution of each of its members. There is no positive synergy that generates a level of joint performance that is greater than the sum of the contributions.
A work team generates a positive synergy through coordinated effort. The efforts of its individuals result in a level of performance greater than the sum of individual contributions.
These definitions help clarify why so many organizations have recently restructured their work processes around teams. Management seeks positive synergy that allows its organizations to increase performance. Extensive use of equipment creates the potential for an organization to generate more results without increasing its inputs. However, notice that we said "potential." There is nothing magical about team building that guarantees that positive synergy is achieved. Calling a group a team also doesn't automatically increase its performance. As you will see later in this chapter, effective teams have certain characteristics in common. If management expects to obtain an increase in organizational performance through the use of teams,you will need them to have these characteristics.
Types of equipment
Teams are capable of doing various things, such as manufacturing products, providing services, closing deals, coordinating projects, giving advice and making decisions.
Teams to solve problems.
If we look back, around 20 years ago, we will see that the teams began to gain popularity and most of them had a similar shape. It was common for them to consist of 5 to 12 employees who worked part-time for the same department and who met every week for a couple of hours to analyze how to improve their quality, efficiency and work environment. These kinds of teams are called problem solving teams. In problem-solving teams, members share ideas or offer suggestions on how to improve work processes and methods, although they rarely have the authority to unilaterally implement any of the actions they recommend. For example,Merrill Lynch created a problem-solving team that specifically defined ways to reduce the number of days it took to open a new account to manage cash.5 By suggesting that the number of steps in the process be reduced from 46 to 36, the team was able to bring down the average number of days from 15 to 8.
Self-directed work teams
Problem-solving teams were heading in the right direction, but not far enough to get employees involved in work-related decisions and processes. This led to experimenting with teams that had true autonomy and could not only solve problems, but also implement the solutions and take full responsibility for the results.
Cross-functional teams.
They are an effective medium that allows people in different areas of an organization (or even other organizations) to exchange information, develop new ideas and solve problems, as well as coordinate complex projects. Of course, cross-functional teams are not easy to manage, as their early stages of development are often time-consuming as members learn to work with diversity and complexity. It takes time to build trust and teamwork, especially between people who come from different fields and who have different experiences and points of view.
Virtual teams
Previous types of teams do their work face to face. Virtual teams use computer technology to bring together members who are physically dispersed in order to achieve a common goal. They allow people to collaborate online - using media such as wide area networks, video conferencing, or email - whether separated by just one office or across continents. Virtual teams are so ubiquitous, and technology has advanced so far, that it may be a mistake to call them "virtual." Almost all teams today do at least some of their work remotely. Despite their ubiquity, virtual teams face special difficulties. It is easy for them to suffer from the fact that it has less social rapport and direct interaction between its members.They do not have the ability to replicate the give and take of analysis face to face. Especially when members do not meet in person, virtual teams tend to be more task-oriented and share less social and emotional information than face-to-face teams. Not surprisingly, members of virtual teams report less satisfaction with the group interaction process than teams that have personal contact.Not surprisingly, members of virtual teams report less satisfaction with the group interaction process than teams that have personal contact.Not surprisingly, members of virtual teams report less satisfaction with the group interaction process than teams that have personal contact.
Conflict management
The first approach posited that all conflict was bad, was viewed negatively and was synonymous with terms such as violence, destruction and irrationality to reinforce its negative connotation. By definition, the conflict was 25harmful and should be avoided. The traditional view of conflict was consistent with prevailing attitudes about group behavior in the 1930s and 1940s. Conflict was seen as a dysfunctional outcome arising from poor communication, lack of openness and trust between people, and the failure of managers in their responsibility to the needs and aspirations of their employees. The view that all conflict is negative certainly offers a simple approach to looking at the behavior of the people who create it. Since all conflict is to be avoided, we only need to direct our attention to its causes and correct what is wrong to improve the performance of the group and the organization.Although current studies and research provide strong evidence casting doubt that this approach to conflict reduction results in high group performance, many of us still assess conflict situations against this outdated standard.
Definition of conflict
Despite the divergent meanings of the term, there are several concepts common to most of them. The conflict must be perceived by the parties involved; whether it exists or not is a matter of perception. If no one sees a conflict, then it is generally agreed that it does not exist. Other aspects in common that the definitions have are opposition or incompatibility and some form of interaction. These factors establish the conditions that determine the starting point of the conflict process. Then, conflict is defined as a process that begins when one of the parties perceives that the other has suffered a negative effect, or is about to do so, something that the former is concerned about. This definition is intentionally broad.Describe the point in any activity where interactions “cross over” to become a conflict between the parties. It groups together a wide range of conflicts that people experience in organizations: incompatibility of goals, different interpretations of events, disagreements based on behavioral expectations, etc. Finally, our definition is flexible enough to cover the full range of levels of conflict: from overt and violent acts to the most subtle forms of disagreement.our definition is flexible enough to cover the entire range of levels of conflict: from overt and violent acts to the most subtle forms of disagreement.our definition is flexible enough to cover the entire range of levels of conflict: from overt and violent acts to the most subtle forms of disagreement.
The Conflict Process: Conflict Resolution Techniques
Conclusions
Managing a team administration does not always respond to the needs of the company, since each administration determines the resources it has and currently operates, such as the expectations that the organization has of itself. The new capacities of administrators will go beyond the classical concepts, today it requires an involvement and an attitude of cooperation in its broadest conception.
The models of work teams, production, sales, decisions and cooperativity will be profitable for the company if it has the capacity to manage the interior of each group and its impact towards the exterior of the company.
Currently a company that does not have teamwork and the popularity that they created, is in some way considered obsolete in thought without this meaning deficient.
Teamwork and the ability to manage them consume resources that do not always occupy individual work and that is where we must analyze that the benefit of using teams exceeds the costs, since in the excitement of leading by teams some companies could fall into situations where Jobs would be better done by individual, considering the complexity of the activity and that these contribute significantly to the goal of the company.
The management of groups and their conflicts is also a skill that can be combined in a series of techniques that includes the capacity for negotiation, the intelligence to reach agreements and define a coherent path after the given conflict.
Thesis proposal.
The management and administration of groups in the educational area of the Orizaba school zones.
objective
Identify the challenges of the internal and external administration of the work groups made up of teachers in basic education and contribute to a measurable organizational growth that is comparable to world standards.
Bibliography
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