In this article we will explain the differences between the groups and work teams, as well as their operation within the organization, this is important to understand their impact on the achievement of the objectives set by the organization and its managers.
BACKGROUND
Since many tasks, complex goals, and decisions are beyond the capabilities of a single person, groups and teams, rather than individual employees, constitute a fundamental foundation for building today's organizations (Hitt, 2006).
Diverse teams bring different sets of knowledge, skills, and attitudes to the decision-making process. They also take into account a wider range of information and have access to more resources that help them make more effective decisions. Such decisions often lead to more powerful competitive actions than those taken by more homogeneous senior management teams (Hitt, 2006).
The groups carry out a variety of activities, ranging, for example, from new product development, to car design, budgeting, and strategic planning. Even those individuals who are inclined to be independent entrepreneurs ultimately face this reality test: if an organization is not built on high-performing groups and teams, it may not be able to compete effectively in today's competitive scenarios. or future (Hitt, 2006).
Likewise, it is common for groups to become teams or not, those groups that become teams mean that they have created a high level of identification of their members with the group. In other words, the fact that they are part of a unit is important to members. A useful way to think about the relationship between groups and teams is to see them as a continuum. Individuals are placed - or they place themselves - within a group.
Degree Interdependence Collaboration - Group - Work Teams
Comparison Groups and Work Teams
It is important to differentiate between groups and teams. In certain circumstances they are the same, and they are not in others, therefore, it is important to know their characteristics and their main differences, as we will do next.
GROUPS
(Hitt, 2006) explains that a group is generally defined as a group of people, limited in number (usually from 3 to 20, or something like that), who have a certain degree of interaction and shared objectives.
According to (Palomo, 2010), groups constitute the basic labor unit of work in organizations, coexisting in the same circumstances, which can be classified at a theoretical level according to different criteria as shown below:
Types of Groups in Organizations Source: (Fernández, 1998; Gil & García, 1996; Palomo, 2010)
- Temporal dimension includes:
- Permanent groups: stable groups over time, allow the daily operation of organizations. Temporary groups: groups formed expressly to achieve a specific objective, dissolving once the goal for which they were created is reached.
- Formal: they are groups foreseen by the organization (they constitute its functional structure and are reflected in the organization charts), and are oriented towards the achievement of its objectives Informal: they are groups that arise spontaneously and with the purpose of satisfying personal needs and membership of its members and not covered by the formal structure.
- Production Decision making and problem solving Product and / or service development Conflict resolution and more.
- Vertical differentiation usually divided into:
- Strategic level: also known as General Management, formed by the managers in charge of defining the strategic objectives of the organization, as well as the plans to achieve these goals.Functional level: formed by the set of functional managers and middle managers who relate the strategic level to the operative. Its main function is to fulfill the objectives defined by the General Management, as well as to coordinate and supervise the operation of its unit.
- Operational level: formed by the employees who are located at the base of the organization chart, they develop the basic functions and tasks to ensure the production of goods and / or services.
In turn, these three levels can be:
- Line: They are directly involved in decision-making in the production of goods and / or services Staff: they are support units, advisers, and, therefore, do not have the capacity to make decisions directly about the production of goods and / or services.Horizontal differentiation, which includes: Specialized services: these are multidisciplinary groups normally formed by specialists in different subjects and whose basic function is to advise or support the organization.
FORMAL AND INFORMAL GROUPS
Formal groups are groups that the organization designs, creates, and regulates to get critical work done and contribute to its overall mission.
(Hitt, 2006) explains that within almost any organization it is common for there to be three classes of formal groups:
- Command (supervision): a command (supervision) group consists of a supervisor or manager and all those who report to this person. Such groups are generally considered the basic work units of an organization. However, depending on the nature of the tasks assigned to each individual, the level of interaction between its members varies considerably from one command group to another. Their duration is usually long, rather than temporary, and membership in these groups changes relatively slowly. These factors brought together affect the nature and quality of personal interaction between group members.Project / task force: these are groups that an organization brings together to achieve a specific objective, that crosses different organizational units.permanent or temporary (ad hoc) group, whose members meet only occasionally and report to different supervisors in the organization's structure. Thus, interaction is sporadic and for most members this is not the formal group in the organization with which they have the highest degree of commitment. However, the decisions of a committee could have relevant implications not only for its members, but also for the entire organization.the decisions of a committee could have relevant implications not only for its members, but also for the entire organization.the decisions of a committee could have relevant implications not only for its members, but also for the entire organization.
An informal group is one where its members choose to interact voluntarily. According to (Robbins, 2004), given that the informal group appears in response to the need for social contact and is not formally structured or determined by the organization, the author finds two types of informal groups that are the following:
- Interest Groups: these are groups formed by employees who work together to achieve a certain objective that concerns everyone. Groups of friends: they are groups formed by people who have one or more characteristics in common. Social alliances often go beyond the work context, are based on a similar age or background.
STAGES OF GROUP DEVELOPMENT
(Robbins, 2004) explains that in general, groups go through a basic sequence in their evolution that is called the “model of the five stages of group development”; made up of five states that are formation, conflict, regulation, performance and disintegration.
Stages in the development of groups Source: (Robbins, 2004)
- Formation stage: first stage of group development, characterized by much uncertainty about the purpose, structure and leadership of the group. The stage concludes when the members begin to consider themselves part of the group. Conflict Stage: Second stage of group development characterized by internal conflicts. The members accept the existence of the group, but resist the restrictions imposed by their individuality. At the end of the stage, the group has a relatively clear leadership hierarchy. Regulation stage: third stage of group development, characterized by close relationships and cohesion. A keen sense of identity and camaraderie is awakened. This stage is concluded when the group structure is solidified. Performance stage:fourth stage of the development of the groups, in which the association works fully. The structure at this point is fully functional and the energy of the members is directed to the performance of the tasks that occupy them. For permanent working groups, the performance stage is the last of their development. On the other hand, in commissions, teams and other groups that have a limited task, one more phase remains: Disintegration stage: last stage of the development of temporary groups, characterized by the completion of activities, rather than by the completion of tasks.the performance stage is the last of its development. On the other hand, in commissions, teams and other groups that have a limited task, one more phase remains: Disintegration stage: last stage of the development of temporary groups, characterized by the completion of activities, rather than by the completion of tasks.the performance stage is the last of its development. On the other hand, in commissions, teams and other groups that have a limited task, one more phase remains: Disintegration stage: last stage of the development of temporary groups, characterized by the completion of activities, rather than by the completion of tasks.
(Robbins, 2004) suggests another model for time groups with terms, since time groups do not follow the previous model, called the “punctuated equilibrium model”, where time groups go through transitions of inertia and activity.
Punctuated Equilibrium Model Source: (Robbins, 2004)
This model has a peculiar succession of activities (or inactivities):
- In the first meeting, the direction of the group is traced. In this first phase the activity of the group is inertial. At the end of the phase a transition occurs, exactly when the group has used up half its time. The transition brings about important changes. Transition follows a second phase of inertia. The last group meeting is one of intense activities.
In the equilibrium model scheme, groups show prolonged periods of inertia punctuated by brief revolutionary changes prompted mainly by members becoming aware of time and timing.
WORK TEAMS
(Hitt, 2006) explains that a team is a type or a form of group. Indeed, a team has additional characteristics beyond those of a mere group: a greater degree of coordinated interaction and, especially, a higher sense of individual responsibility of its members to achieve specific group results.
While (Robbins, 2004) argues that groups and teams are not the same, given that for Robbins; A working group is one that interacts to share information and make decisions to help each member to function within their area of responsibility, therefore its performance is merely the sum of the contribution of each member of the group, there is no synergy that could create a level of performance greater than the sum of your contributions; a work team generates positive synergy through a coordinated effort. Thus individual efforts result in a level of performance that is greater than the sum of those contributions. The extensive use of equipment creates the potential for the organization to generate higher returns without increasing inputs. Robbins clearly emphasizes that,calling a group a team will not automatically increase its performance.
Teams can do a variety of things like make products, provide services, negotiate deals, coordinate projects, offer advice, and make decisions. (Robbins, 2004) mentions that there are four types of teams within organizations, these are:
Types of Teams in Organizations Source: (Robbins, 2004)
- Problem Solving Team: these are groups of 5 to 12 employees from the same department who meet for a few hours each week to analyze ways to improve quality, efficiency and work environment Self-Directed Teams: groups of 10 to 15 people who take on the tasks responsibilities of your former supervisor. They carry out highly related or interdependent jobs Multidisciplinary Teams: groups of employees of a similar hierarchical level, but from different areas that come together to accomplish a task Virtual Teams: teams that use computer technology to link their physically dispersed members with in order to achieve a common goal. It also allows people to collaborate on the network, using communication connections such as wide area networks, video conferencing or email,whether a wall or a continent separates them. These teams can do the same things that other teams do, such as exchange information, make decisions, complete tasks, and also include members of the same organization or connect them with employees of other organizations. The 3 main differences between virtual teams and face-to-face are:
- The absence of paraverbal expressions (tone of voice, inflection, volume of voice) and non-verbal (eye movement, voice expression, gestures and other types of body language) A limited social context The ability to overcome the limitations of time and space.
DIFFERENCES BETWEEN TEAMS AND WORKING GROUPS
(Palomo, 2010) comments that sometimes two types of situations are confused that, however, respond to clearly different concepts "group" and "team". Thus, the people who form a group hardly interact with each other, while the objective they pursue will be different for each of them, therefore, there is no common goal.
| Groups | Teams |
| Task-focused leader | Shared leadership = people managers |
| The work is divided equally and each one takes full responsibility | The work is distributed according to their competency and motivational profile. The
responsibilities for results are shared |
| Does not imply mutual trust | They trust each other. |
| Individualism occurs | They support each other |
| Authority is accepted | Authority is granted |
| Self-motivation is not encouraged | Optimal conditions for self-motivation are created |
| Everyone is responsible for their results | They take responsibility for their results and those of the team |
| They have rules | They set standards |
| It does not imply pride of belonging | They are proud of their team |
| There are communication reservations | Communication and constructive criticism are encouraged |
| The result is individual | The result is collective |
| There is a common interest | There are defined and joint goals |
| They have a common goal | Show emotional commitment to the team's project |
| Participation in decision-making processes is not important | It is key that people know the processes and procedures to facilitate their participation in decision-making. |
Source: (Palomo, 2010)
One of the differences between a workgroup and a high-performance team is the need to develop and improve performance. A true team is made up of committed people, who share objectives and are clear that others are key to achieving these and the approach to be adopted by the team. To do this, it is necessary to go through several studies and evolve from the initial group stage to being a high-performance team.
ACKNOWLEDGMENTS AND THESIS TOPIC
I thank God for all his blessings, also for the opportunity to work in the process of improving myself. I thank my parents for supporting me at all times in this new adventure, the National Council of Science and Technology for their support in my postgraduate studies, the Orizaba Technological Institute, the Master of Administrative Engineering, as well as the subject of Fundamentals of Administrative Engineering, for providing me with the necessary bases to be better as a professional and a human being.
REFERENCES CONSULTED
- Fernández, AR (1998). Introduction to the psychology of work and organizations. Pyramid. Gil, FR, & García, MS (1996). Groups in organizations. Pyramid Hitt, MA (2006). Administration. Mexico, DF: Pearson Education Palomo, MTV (2010). Leadership and motivation of work teams. ESICEditorial.Robbins, SP (2004). Organizational behavior. Pearson Education.
