INTRODUCTION
One of the factors that undoubtedly afflict organizations is the difficulty of working among members to achieve a common goal, the constant rivalry and individualism that usually occurs in the multiple tasks that are carried out in a company is well known.
The intention of this article is to analyze group behavior, through team building. Organizations are responsible for assertively communicating institutional objectives so that their fulfillment is gradually integrated into work teams, often due to the lack or inability of communication, leadership, in that sense, egos and rivalries begin to be promoted almost unconsciously interdepartmental and intergroup, which causes delays, conflicts, power struggles, selfishness, and other emotions that obviously cause the company's productivity not to be as expected.
Not to mention, the rarefied work environment due to tensions, envy, sabotage and whatever results, this being of course one of the most important tasks of a CEO.
DEVELOPING
In every organization there must be a social exchange, it is important that the individuals that make it up, cooperate in carrying out the tasks, the absence of this causes problems and deficiencies in the fulfillment of the objectives, according to the author the positive effects of cooperation They are:
- Each person is a necessary part of the whole Each one feels responsible for the results of the whole Everyone feels accepted and valued Increases the feeling of belonging to the group and commitment Tensions and problems are more easily solved Increases security, trust and personal self-esteem Objectives and goals proposed are more effectively achieved. (Castro, 2008)
It is important to start by defining the terms to identify the stages of evolution from group to team:
A group is two or more individuals who interact and are interdependent, and who have come together to achieve particular objectives.
Classification of groups:
- Formal: Working group defined by the structure of the organization Informal: Group that is not formally structured or determined by the organization, appears in response to the need for social contact (Robbins, 1999) Subclassification of groups. (Robbins, 1999)
It is very important that organizations can identify and differentiate the type of groups that compose them, since from there they can design actions to form functional and successful work teams. For this, the following models are distinguished according to (Robbins, 1999):
| Group | Definition | Example |
| Command | It is determined by the organization chart of the company, composed of subordinates who report to a given manager | School principal and his teachers |
| Homework | Determined by the organization, they are those workers in charge of a certain job task, can cross command relationships | A football team athlete, who suffers an injury requires: doctor, therapist, nutritionist, psychologist, not only depends on the coach. |
| Of interest | They work together to achieve a specific goal in which each is interested. | Support in situations that do not agree regardless of the department to which they belong |
| Of friendship | They are formed because they share one or more common characteristics | Sports, reading, cultural teams |
Stages of group development
Precursor I. The individuals are totally misaligned.
Stage I Training. They begin to group by affinity
Stage II Storm. They communicate by integrating into specific areas.
Stage III Regulations. Leadership is distinguished and roles are distributed.
Stage IV Performance. They work integrating activities, it can be measured.
Stage V Movement. There is constant exchange of information, even roles, progress is noticeable.
This way of identifying the training sequences allows the organization to identify the phase in which it may be, which will allow it to recognize related elements and use the relevant communication, motivation and leadership strategies, since regardless of what motivates one It is not the same as the others, common patterns can be found where an enriched model of these elements can be achieved for the achievement of group objectives.
Interrupted equilibrium model
It is based on the fact that the groups do not develop from a universal sequence, however the time between training and the change in the way of working is very constant. (Robbins, 1999)
Interrupted Equilibrium Model
According to this model, groups are characterized by long periods of inertia distributed at intervals with brief changes, mainly due to the interest of the members in time and due dates, when they meet for the first time, agreements are made, schedules are established. leader, meetings continue to be generated and discussions begin to take place, it is time to make adjustments, changes, if they are correct the group will be on track to achieve the objective, otherwise it may disperse.
To avoid confusion between a group and a team, the following table is presented:
| GROUP | EQUIPMENT |
| · There is only one leader, he decides, discusses and delegates.
· The purpose of the group is the same as the mission of the organization. · Responsibility and product of work, is individual. · Effectiveness is measured indirectly. |
Leadership is shared
· The team decides, discusses and carries out a joint work. · Shared individual and group responsibility. Product of the work is group · Performance measurement is direct by evaluating the work product. · The team meets to solve problems. |
Differences between group and team. (Mackin, 2009)
You can distinguish the remarkable individualism in group work, with totally unique results and direct pressure from the leader, in the team the results are shared but well-defined activities and communication channels are always open.
In turn, knowing the key factors of the work unit allows the team to function correctly, since carrying out actions that achieve unity will always favor the development of the team, however it is precisely there where the management of the conflict, since there may be internal singularities that can hinder the development of team tasks (Guillén, 2012)
10 keys to teamwork
- Build confidence. Promote environments where all participants know the skills of others. Set common goals. Communicate the mission of the company and pursue the same goals. Create a sense of belonging. Being part of something, defining what identifies them, setting values. Involve your people in decisions. Promote the generation of ideas, constant feedback. Make there an understanding between the parties. Perform rotation exercises, create empathy. Motivates responsibility and mutual growth. Shared problems and successes. Boost communication. Define adequate communication channels.Take advantage of diversity. Ensure that there are different personalities and interests, to promote innovation, share values and commitment to the company. Celebrate group successes. Highlight the role of each one to highlight the group result. Be a leader. Reach consensus and make decisions, based on the ideas or opinions of the team (Pereira, 2014)
Means to solve problems:
How one of the biggest challenges in an organization was raised at the beginning is getting employees to work together, but what happens when things don't go well? Josée Jacques presents a simple methodology in his book: How to work in a team: a practical guide.
- First stage. Determine the problem, here it is essential to have sufficient and objective information to be able to find the cause and not wander with the symptoms. Second stage. Asking the opinion of others, how important it is to open communication channels to other perspectives that allow removing the "workshop blindness" that many times surrounds a member of the team. Third stage. Reformulate the problem. Once you have the necessary information, it is analyzed to rethink the problem, approach it in a different way and thus achieve a much more direct and straightforward intervention. Fourth stage.Search for solutions, at this point you have the ability to choose strategies that, according to the above, allow you to solve the problem in an efficient way, minimizing uncertainty. Fifth stage. Plan the application of the solution, once the solution is found, the action or actions to be taken should be planned according to the order of priority, in this way, the results are monitored and evaluated (Josée Jacques, 2007).
Therefore, teamwork is not exempt from problems arising, but the way to solve them is objective and choosing the best alternative, since the maturity and empathy of the collaborators allows support to be carried out in any area.
CONCLUSION
Teamwork is one of the most important tools in organizations, although it is true that due to its human nature, it could represent some complexity for some companies that still show old management systems, today companies show great openness to investment in human capital, they know the consequences in increases in productivity, climate and organizational culture, having communication channels always open, consistent motivational strategies, empathic and clear leadership, favors that by combining and complementing the skills of each of the members, the results are exceptional.
To say of Juan Carlos Cuevas:
A group becomes a team through the collaboration of its members. All team members voluntarily decide to offer part of their freedom, effort and energy to a maximum objective: working as a team. (Cuevas, 2010)
So the challenge is to align the organizational objectives with the personal objectives, at the moment that the collaborator "feels" the company as his, his efforts will be directed to the common objective.
