Groups vs teams
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Groups and teams are both defined as a set of people of two or more working together on a task, but the two gatherings differ from eachother on especially one point. The members of a group is individuals meaning that everyone works towards a seperate goal, and is only responsible for their own work. What unifies the groupmembers is only a common interest. On the other hand there is the team what is a collection of teammembers who share the same goal or is working to accomplish a shared purpose. Here the members of the team has mutual accountability. Furthermore the success of groups is measured individually where the team only can succeed or fail collectively. | Groups and teams are both defined as a set of people of two or more working together on a task, but the two gatherings differ from eachother on especially one point. The members of a group is individuals meaning that everyone works towards a seperate goal, and is only responsible for their own work. What unifies the groupmembers is only a common interest. On the other hand there is the team what is a collection of teammembers who share the same goal or is working to accomplish a shared purpose. Here the members of the team has mutual accountability. Furthermore the success of groups is measured individually where the team only can succeed or fail collectively. | ||
| − | === | + | === Types of groups and teams === |
| − | + | In this section, we will explore the different types of groups and teams that exist in organizations, their characteristics, and how they differ from one another. | |
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| − | + | Types of Groups: | |
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| − | + | Formal Groups: These are the groups that are formed within the formal structure of an organization. They are created to achieve specific organizational goals and are usually hierarchical in nature. Members of formal groups have specific roles and responsibilities to fulfill, and their performance is evaluated based on the achievement of organizational goals. | |
| − | + | ||
| − | + | Informal Groups: These are groups that are formed spontaneously and are not part of the formal structure of an organization. They are created based on common interests, personal relationships, or social needs. Informal groups can have a significant influence on the behavior and attitudes of their members, but they do not have a defined role or responsibility within the organization. | |
| − | + | ||
| − | + | Command Groups: These are the groups that are created by the organization to achieve specific tasks or projects. Command groups are typically temporary and disband once the task is completed. The leader of a command group has the authority to assign tasks and make decisions. | |
| − | + | ||
| + | Task Groups: These are the groups that are created to perform specific tasks or functions within the organization. Task groups can be permanent or temporary, depending on the nature of the task. The leader of a task group has the responsibility to ensure that the task is completed efficiently and effectively. | ||
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| + | Types of Teams: | ||
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| + | Functional Teams: These are the teams that are created within a functional area of the organization. They are responsible for performing specific tasks related to that area, such as marketing or finance. Members of functional teams have specific roles and responsibilities, and their performance is evaluated based on the achievement of functional goals. | ||
| + | |||
| + | Cross-Functional Teams: These are the teams that are created to achieve specific organizational goals that require the expertise of individuals from different functional areas. Cross-functional teams are often used for projects that are complex and require a diverse range of skills and knowledge. | ||
| + | |||
| + | Self-Managed Teams: These are the teams that are given the responsibility to manage their own work and performance. Self-managed teams are often used in organizations that value employee empowerment and engagement. | ||
| + | |||
| + | Virtual Teams: These are the teams that are created to work together remotely, using technology such as video conferencing, email, and instant messaging. Virtual teams are often used by organizations that have geographically dispersed employees or clients. | ||
| + | |||
| + | In summary, there are various types of groups and teams in organizations, each with its own characteristics and purposes. While groups are typically formal or informal and focus on achieving specific goals, teams are more collaborative and are often formed to achieve broader organizational goals that require diverse expertise. Understanding the differences between these two concepts is important for managers and leaders to create effective work structures and ensure that employees are working together effectively. | ||
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| + | In the next section, we will explore the application and use of groups and teams in organizations. | ||
| + | |||
| + | === How to make the group or team === | ||
== Application == | == Application == | ||
Revision as of 23:20, 19 February 2023
Written by Sofie Heide-Ottosen
Abstract
Groups and teams are important structures in organizational settings that can help individuals achieve shared goals. Although the terms are often used interchangeably, they have distinct differences that affect their effectiveness in achieving these goals. A group is a collection of individuals who come together based on shared interests, values, or goals. A team, on the other hand, is a specific type of group with a common purpose, shared responsibility for outcomes, and interdependence among members. Understanding these differences can help organizations determine which approach is best suited for their needs.
This article provides an overview of the different types of groups and teams, including formal and informal groups, command groups, interest groups, cross-functional teams, functional teams, problem-solving teams, project teams, self-managed teams, and virtual teams. We describe the characteristics of each type and provide examples of their applications in various settings.
Furthermore, we discuss the use of groups and teams in organizations, including the benefits and limitations of using these structures. We also examine the challenges associated with group work, such as groupthink, conflicts, and coordination challenges, and provide strategies for mitigating these challenges.
By understanding the differences between groups and teams, individuals and organizations can better leverage the strengths of these structures to achieve optimal outcomes. This article provides valuable insights into how to effectively use groups and teams in organizational settings.
Contents |
Introduction
Groups and teams are critical components of organizational success. While the two terms are often used interchangeably, they have distinct differences that affect their effectiveness in achieving shared goals. A group is a collection of individuals who come together based on shared interests, values, or goals. A team, on the other hand, is a specific type of group with a common purpose, shared responsibility for outcomes, and interdependence among members.
Understanding the differences between groups and teams can help organizations and individuals determine which approach is best suited for their needs. This article provides an overview of the different types of groups and teams, their characteristics, and applications. We also discuss the benefits and limitations of using groups and teams in organizational settings, and provide strategies for overcoming the challenges associated with group work.
By leveraging the strengths of these structures, individuals and organizations can better achieve their goals and maximize productivity. This article serves as a valuable resource for anyone looking to better understand the nuances of groups and teams in organizational settings.
Big Idea
Groups and teams are both defined as a set of people of two or more working together on a task, but the two gatherings differ from eachother on especially one point. The members of a group is individuals meaning that everyone works towards a seperate goal, and is only responsible for their own work. What unifies the groupmembers is only a common interest. On the other hand there is the team what is a collection of teammembers who share the same goal or is working to accomplish a shared purpose. Here the members of the team has mutual accountability. Furthermore the success of groups is measured individually where the team only can succeed or fail collectively.
Types of groups and teams
In this section, we will explore the different types of groups and teams that exist in organizations, their characteristics, and how they differ from one another.
Types of Groups:
Formal Groups: These are the groups that are formed within the formal structure of an organization. They are created to achieve specific organizational goals and are usually hierarchical in nature. Members of formal groups have specific roles and responsibilities to fulfill, and their performance is evaluated based on the achievement of organizational goals.
Informal Groups: These are groups that are formed spontaneously and are not part of the formal structure of an organization. They are created based on common interests, personal relationships, or social needs. Informal groups can have a significant influence on the behavior and attitudes of their members, but they do not have a defined role or responsibility within the organization.
Command Groups: These are the groups that are created by the organization to achieve specific tasks or projects. Command groups are typically temporary and disband once the task is completed. The leader of a command group has the authority to assign tasks and make decisions.
Task Groups: These are the groups that are created to perform specific tasks or functions within the organization. Task groups can be permanent or temporary, depending on the nature of the task. The leader of a task group has the responsibility to ensure that the task is completed efficiently and effectively.
Types of Teams:
Functional Teams: These are the teams that are created within a functional area of the organization. They are responsible for performing specific tasks related to that area, such as marketing or finance. Members of functional teams have specific roles and responsibilities, and their performance is evaluated based on the achievement of functional goals.
Cross-Functional Teams: These are the teams that are created to achieve specific organizational goals that require the expertise of individuals from different functional areas. Cross-functional teams are often used for projects that are complex and require a diverse range of skills and knowledge.
Self-Managed Teams: These are the teams that are given the responsibility to manage their own work and performance. Self-managed teams are often used in organizations that value employee empowerment and engagement.
Virtual Teams: These are the teams that are created to work together remotely, using technology such as video conferencing, email, and instant messaging. Virtual teams are often used by organizations that have geographically dispersed employees or clients.
In summary, there are various types of groups and teams in organizations, each with its own characteristics and purposes. While groups are typically formal or informal and focus on achieving specific goals, teams are more collaborative and are often formed to achieve broader organizational goals that require diverse expertise. Understanding the differences between these two concepts is important for managers and leaders to create effective work structures and ensure that employees are working together effectively.
In the next section, we will explore the application and use of groups and teams in organizations.
How to make the group or team
Application
When and why to use what?
Successfull project management
Discussion and limitations
Pros anf cons Biases and how to prevent
Annotated bibliography
Bibliography
Ramirez, Consuelo M. (2014). TEAMS - A competency-based approach. Routledge, 1. edition.
Wheelan, Susan A. (2013). Creating effective teams. Sage publications, 4. edition.
Thompson, Leigh (2012). Making the team: A guide for managers. Pearson/Prentice Hall, 4. edition.
Williams, Hank (1996). Essence of managing groups and teams. Pearson P T R, 1. edition.
Griffin, Ricky W. (2022). Management. Cengage, 13. edition.
Forsyth, Donelson R. (2019). Group Dynamics. Cengage, 7. edition.
Piercy, Cameron W. (2019). Problem solving in Teams and Groups. University of Kansas Libraries.
Levi, Daniel (2015). Group dynamics for teams. Sage Publications, 5. edition.
Beck, Stephenson J. & Co. (2022). The emerald handbook of group and team communication research. Emerald publishing limited, 1. edition
Brounstein, Marty (2009). Managing teams for dummies. Wiley publishing.
Wellington, Pat (2012). Managing successful teams. Kogan Page Limited.
