Differences between groups and teams

Differences between groups and teams Many organizations comprise of both groups and teams as part of workplace dynamics. A group consists of a number of individuals assembled together with a unifying objective of attaining a certain goal (Katzenbach Smith, 1993, p. 1).Advertising We will write a custom assessment sample on Differences between groups and teams specifically for you for only $16.05 $11/page Learn More On the other hand, a team is a group of people which differs from the group in terms of design features and characteristics. (Armstrong, 2010, p. 1). Most organization managers use these two tools to distinguish matters relating to delegation, roles and responsibilities. Teams and groups differ in a number of aspects: Age Usually, teams have a relatively small number of people while a group comprises of a bigger number. According to Katzenbach Smith (1993, p. 1), a team cannot be naturally big and therefore, the definable membership number is 12 persons at maximum and 2 at minimum. Groups consist of more than 12 persons. Pool of Skills A team pools together complementary but varying skills that could not be done on an individual level (Katzenbach Smith, 1993, p. 1). The different skills, knowledge, perspectives and strengths of each member in the team are identified and utilized. On the other hand, group members usually have an array of similar knowledge and skills in a certain field such as marketing. Roles and Responsibilities Team members are very flexible while performing their tasks in that they have an open platform that allows them to contribute in various aspects of duties and responsibilities. Roles and tasks keep on changing depending on the expertise and experience pertinent to the work being performed. Group members are assigned roles and tasks that do not change hence making them rigid. Relationships Members of a team normally have close relationships since their interaction is fairly open, more relaxed and less formal. Group members are conform ed to professional and laid down company ethical guidelines. This brings about strict professional interactions among members. Performance Goals and Objectives Team members usually share a common task which is of a limited scope and has clear defined objectives and timelines for which every member is individually and collectively accountable (Robbins and Judge, 2009). In a group, the members work towards a greater objective such as a mission statement for the organization which is not specific on timelines.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Approach to the Purpose A sense of shared purpose is a main objective which is guided by the team’s mission. The members identify what they have to achieve and then set the norms and values to guide them through their assignment and tasks. Groups work in line with the rules, norms, values and guidelines already set by the organization and cannot alter them. Accountability The outcome of team members is as a result of collective effort. In a group, the contribution of each member is what matters at the outcome level. (Armstrong, 2010, p.1). Members of a group are individually accountable whereas team members help each other out in accomplishing the purpose for which they joined the group. Synergy This is a term that is consistently and often used by team leaders. It conforms to the collective effort and combination of team members’ skills to yield greater results as opposed to individual efforts. Group members, on the other hand, have already set roles and hence they have no platform to perform other tasks. Leadership and Hierarchical Structures In a team, the members share and take turns in leadership positions. Team managers in a team are referred to as team leaders. This helps in performance because each task requires certain skills thereby giving a member who is most experienced and hol ds quality expertise in the field, the responsibility to spear-head the task. This assists in growth of members, both socially and professionally, since it gives room for each member to continue developing and sharpening their presentation and communication skills. In a work group, a leader is regarded as the most powerful with the responsibility of directing activities, assigning tasks, establishing schedules and monitoring the quality and contributions of each member of the group. This limits the other members’ room for development of leadership skills. Workplace diversity The diversity contained within teams and groups in any organization represents a pool of human resources and capability of the organization. Workplace diversity presents a platform of creating effective and dynamic teams for particular projects (Armstrong, 2010, p.1). Teams create room for brainstorming, creativity and innovation coupled with collaborative commitment, result orientation and cooperation wh ich are inherent in groups’ results to the development of ideas and solutions. This means that team dynamics are essential to any organization’s productivity. On the other hand, organizational culture and philosophies contribute a great length to the team dynamics.Advertising We will write a custom assessment sample on Differences between groups and teams specifically for you for only $16.05 $11/page Learn More An organization that recognizes the knowledge and potential of its employees stands a better chance of creating a strong team for any given project. Organizational management that seeks to know the diversity and styles of work habits (Katzenbach Smith, 1993, p. 1) coupled with similarity of values, extensive skill and experiences of its employees, has additional advantage of creating an efficient team. In conclusion, any organizational culture in any working environment always has an impact to its success or failure. This, therefore, r epresents a direct intersection of groups and neither teams in any organization in that neither group nor team can work exclusively in any successful organization. Reference List Armstrong, T. (June 18, 2010). Teams in the Workplace. Helium. Web. Katzenbach, J. Smith, D. (1993). Team Tactics: The Critical Difference between Groups and Teams. Harper Business. Retrieved from excellerate.co.nz/ Robbins, S. P. and Judge, T.A. (2009). Organizational behavior: understanding work teams. (13th edition). Prentice Hall.