Introduction
In describing the effective means of organizing a productive project usually, the term teamwork is used. In some cases, the term group could substitute the term team, which implies some confusion between the two terms. Both terms imply a similar meaning, however, if referring to management and organizational work they can deliver different interpretations, meanings, and accordingly different realizations. This paper discusses the difference between the two meanings of those words along with providing the prescriptions that have been put forward for the development of effective work teams.
Analysis
Since the early times, people always have made attempts to unite into groups, e.g. a group – as the foundation of family life. When united, it is easier to defend, wage war, create governments, rest, and work. The result of working as a group could be a complete chaos and an impressive success. True, it can be stated with full confidence that the groups reach maximum success when turning into more productive units, called teams.
In general, a business team differs from a simple group of managers by a more permanent structure, clear distribution of roles, clear purpose. To create an effective project a purposeful work of the team leader and all potential team members is required. “The way today’s organisations work involve constantly creating and breaking up teams.” (Thomas, 1997, pp. 134)
If establishing the definition of a team, it is “a small group of people with complementary skills and abilities who are committed to a common goal and approach for which they hold each other accountable” and in the same manner a group is a “group of people with complementary skills and abilities who are committed to a leader’s goal and approach and are willing to be held accountable by the leader” (Mackin)
The first general difference between the team and the group is shaped like the common goal – the leader’s goal and held accountable by the leader-hold each other accountable. Therefore, it is obvious that it is easier to form a group than a team as in forming a group, the leader search for commonality in its members whereas “Members of a team may be selected for their complementary skills.” (Pollick)
As it is referred in the book “Crisp: Team Building” by Robert B. Maddux other distinctions between a team and a group could lie in the following comparisons:
- Group members believe that they have been joined together for administration convenience only whereas team members are aware of their interdependence.
- Group members pertain to their project as ordinary employees whereas team members feel like owners of their project, they are committed to the objectives of the company, which they have helped define and formulate.
- Group members are told what to do whereas each team member contributes to the success of the case.
- Members of the group pertain with suspicion among the colleagues because they do not understand the role of the rest whereas team members work in an atmosphere of trust.
- Group members even very well trained can not fully utilize their skills in the work since they are limited by the leaders or other members of the group whereas team members are encouraged to acquire new skills and use them in their work. (Muddox, 2003)
It should be noted that this distinction is not general and can not be taken as a rule, however, a specific pattern can be recognized through the reliance of the members either on each other, thus raising confidence and output, or on the leader, thus limiting the skills of each other. However, it should not be assumed that the role of the leader is absent in the case of the team.
To create an effective project team it is necessary to begin from the estimation, how it is prepared for reaching the tasks assigned to it. For leaders, it is necessary to know the strong and the weak sides of team members, what behavior they must demonstrate to achieve their purposes, and what behavior is especially characteristic to them. In the administrative groups, managers who know the specific features of their behavior and the role that suits them best succeed in reaching considerably higher effectiveness of interaction and thus achieve success.
To bring a successful team together, the formation could go through different stages.
The first stage is characterized as the direct management by the leader of the team or a formation. The team is assembled and the purposes and the tasks are identified. This stage is also characterized by the high enthusiasm of participants. An external consultant can help to select the composition of the team to explain the purposes and expectations of participants.
The second stage is somewhat a disappointment. In the process of the starting joint activity, the group encounters the incorrect self-appraisal of participants, goes “the rubbing” of inside the group communications and distribution of roles. Production effectiveness in this stage is low, moral climate falls. The support of participants and direct control is required from the leader and conflicts might arise.
The third stage is an integration or the normalization of the inside team climate. Redistribution of intra-command roles and an increase in the reciprocal confidence of participants are some of the many attributes of that stage. The productivity of work begins to grow and the energy of the team accumulates. This stage is the most claimed for team builders and for the leader it could be considered as a check for maturity as he/she must reduce the volume of the direct control over the group.
The fourth stage – Performing. The team grew into an independent confident group, capable to effectively achieve its goals. The team’s main value is saving the time of the leader without the loss of the quality of the solved problems. At this stage, the leader must support the self-esteem of the team and minimally interfere in the working process.
If providing an analogy between a project team and a football team, the team should «review past actions, learn from mistakes, plan new strategies, and build up team morale and spirit.” (Thomas, 1997, p.p. 135).
Conclusion
The overviewed differences between the team and the group and the principles and the stages of their work, do not necessarily imply that one is more important than the other. If the project is not considered large, short-termed and the goals are already identified forming a group could be considered a faster, cheaper option. However, the advantages of a fully formed team are undeniable when “you need broad buy-in for the best results, when no one person has the answer and when shared responsibility is important to the success of the goal.” (Mackin)
Therefore it can be said that the results are worth the efforts building a team.
Works Cited
Thomas, Mark. 1997, Mastering People Management: Build a Successful Team : Motivate, Empower and Lead People. London: Thorogood.
Mackin, D. 2005, The Difference Between A Team And A Group, .
Pollick, M. 2008, What is the Difference Between a Team and a Group?, , Wiley.
Maddux, R.B. 2003, Crisp: Team Building, Fourth Edition: An Exercise in Leadership, , Crisp Learning.
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