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are groups the same with teams or are two different? how did you say so? explain in essay for

are groups the same with teams or are two different? how did you say so? explain in essay for

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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are groups the same with teams or are two different? how did you say so? explain in essay form

report to the same supervisor or work in the same department. The purpose becomes the focus of the weeks establishing the reason for their existence, an activity that builds strong identification and fosters 237 s of lly, team, which makes all decisions and takes all actions in pursuit of the goal. Teams often spend days or Commitment to the team. T his process also helps team members develop trust in one another." Usualy, making guides for decision making, to maintain the focus on action, to differentiate this team from defining purpose comes first, followed by development of specific performance goals. For example, a team of local citizens, teachers, and parents may come together for the purpose o the local schools the best in the state. Then the team establishes specific performance goals to ms: and serve as groups who One study looked at more than thirty teams and found that demanding, high-performance goals other may want to improve schools, and to challenge people to commit themselves to the are ally ple nan ce" team. often challenge members to create a real team-as opposed to being merely a group-because when goals are ise the appropriate skills, and take a common approach to reach the goals." Agrecing on a common approach is especially important for teams because it is often the approach that differentiates one team from others. The team's approach usually covers how work will be done, social norms regarding dress, attendance at meetings, tardiness, norms of fairness and ethical behavior, nd what will and will not be included in the team activities. Finally, the definition states that teams hold themselves mutually accountable for results rather than merely meeting a manager's demands for results, as in the traditional approach. If the members translate accountability to an external manager into internal, or mutual, accountability, the group moves toward acting like a team. Mutual accountability is essentially a promise that members make to each other to do everything possible to achieve their goals, and it requires the commitment and trust of all members. It is the promise of each member to hold herself or himself accountable for the team's goals that earns each individual the right to express her or his views and expect them to get a fair and constructive hearing. With this promise, members maintain and strengthen the trust necessary for the team to succeed. The clearly stated high-performance goals and the common approach serve as the standards to which the team holds itself. Because teams are mutually accountable for meeting performance goals, three other differences between groups and teams become important: job categories, authority, and reward systems. The differences for traditional work groups and work teams are shown in Table 10.1. truly demanding, members must pull together, find resources within themselves, develop and or ach not ger s in In om ete o a ally Few cur ing ves ng, ing JOB CATEGORIES ills nal be The work of conventional groups is usually described in terms of highly specialized jobs that require minimal training and moderate effort. Tens or even hundreds of people may have similar job descriptions and see little relationship between their effort and the end result or finished product. In teams, on the other hand, members have many different skills that fit into one or two broad job to ake age ize ally ws, Table 10.1 DIFFERENCES BETWEEN TEAMS AND TRADITIONAL WORK GROUPS Teams Issue Conventional Work Groups Many narrow categories Supervisor directly controls daily activities Depends on the type of job, individual performance, and seniority One or two broad categories Team controls daily activities Based on team performance and individual breadth of skills JOB CATEGORIES am. ely AUTHORITY REWARD SYSTEM
Transcribed Image Text:report to the same supervisor or work in the same department. The purpose becomes the focus of the weeks establishing the reason for their existence, an activity that builds strong identification and fosters 237 s of lly, team, which makes all decisions and takes all actions in pursuit of the goal. Teams often spend days or Commitment to the team. T his process also helps team members develop trust in one another." Usualy, making guides for decision making, to maintain the focus on action, to differentiate this team from defining purpose comes first, followed by development of specific performance goals. For example, a team of local citizens, teachers, and parents may come together for the purpose o the local schools the best in the state. Then the team establishes specific performance goals to ms: and serve as groups who One study looked at more than thirty teams and found that demanding, high-performance goals other may want to improve schools, and to challenge people to commit themselves to the are ally ple nan ce" team. often challenge members to create a real team-as opposed to being merely a group-because when goals are ise the appropriate skills, and take a common approach to reach the goals." Agrecing on a common approach is especially important for teams because it is often the approach that differentiates one team from others. The team's approach usually covers how work will be done, social norms regarding dress, attendance at meetings, tardiness, norms of fairness and ethical behavior, nd what will and will not be included in the team activities. Finally, the definition states that teams hold themselves mutually accountable for results rather than merely meeting a manager's demands for results, as in the traditional approach. If the members translate accountability to an external manager into internal, or mutual, accountability, the group moves toward acting like a team. Mutual accountability is essentially a promise that members make to each other to do everything possible to achieve their goals, and it requires the commitment and trust of all members. It is the promise of each member to hold herself or himself accountable for the team's goals that earns each individual the right to express her or his views and expect them to get a fair and constructive hearing. With this promise, members maintain and strengthen the trust necessary for the team to succeed. The clearly stated high-performance goals and the common approach serve as the standards to which the team holds itself. Because teams are mutually accountable for meeting performance goals, three other differences between groups and teams become important: job categories, authority, and reward systems. The differences for traditional work groups and work teams are shown in Table 10.1. truly demanding, members must pull together, find resources within themselves, develop and or ach not ger s in In om ete o a ally Few cur ing ves ng, ing JOB CATEGORIES ills nal be The work of conventional groups is usually described in terms of highly specialized jobs that require minimal training and moderate effort. Tens or even hundreds of people may have similar job descriptions and see little relationship between their effort and the end result or finished product. In teams, on the other hand, members have many different skills that fit into one or two broad job to ake age ize ally ws, Table 10.1 DIFFERENCES BETWEEN TEAMS AND TRADITIONAL WORK GROUPS Teams Issue Conventional Work Groups Many narrow categories Supervisor directly controls daily activities Depends on the type of job, individual performance, and seniority One or two broad categories Team controls daily activities Based on team performance and individual breadth of skills JOB CATEGORIES am. ely AUTHORITY REWARD SYSTEM
refers to an assemblage of people or objects gathered together whereas "team" usually refers to peoi the interests of all members of the team. Not all members will have all of the required skills, especialy e describe six type 236 re te we take a brief look at two essential issues that must be addressed. DIFFERENTIATING TEAMS FROM GROUPS program Teams have been used, written about, and studied under many names and organızational many other labels. Groups and teams are not the same thing, however, althougn the two words or animals organized to work together. Thus, a "team" places more emphasis on concerted action a "group" does. In common, everyday usage, however, "committee," "group," "team," and "task foro are often used interchangeably. In organizations, teams and groups are quite different. As we noted in Chapter 9, a group is two more persons who interact with one another such that each person influences and is influenced bye other person. We specifically noted that individuals interacting and influencing each other need have a common goal. The collection of people who happen to report to the same supervisor or manage in an organization can be called a "work group." Group members may be satisfying their own needs the group and have little concern for a common objective. This is where a team and a group differ, a team, all team members are committed to a common goal. We could therefore simply say that a team is a group with a common goal. But teams differ from groups in other ways, too, and most experts are a bit more specific in defining teams. A more complet definition is "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutuly accountable." Several facets of this definition need further explanation. A team typically includes fev people because the interaction and influence processes needed for the team to function can only occu when the number of members is small. When many people are involved, they have difficulty interacting and influencing each other, utilizing their complementary skills, meeting goals, and holding themselve accountable. Regardless of the name, by our definition, mature, fully developed teams are self-directing self-managing, and autonomous. If they are not, then someone from outside the group must be giving directions, so the group cannot be considered a true team. Teams include pcople with a mix of skills appropriate to the tasks to be done. Three types of skil are usually required in a team. First, the team needs to have members with the technical or functionil skills to do the jobs. Some types of engineering, scientific, technological, legal, or business skills may e necessary. Second, some team members need to have problem-solving and decision-making skills t help the team identify problems, determine priorities, evaluate alternatives, analyze tradeoffs, and mai decisions about the direction of the team. Third, members need interpersonal skills to manag communication flow, resolve conflict, direct questions and discussion, provide support, and recogni when the team first convenes; different members will have different skills. However, as the team grow develops, and matures, team members will come to have more of the necessary skills. Having a common purpose and common performance goals sets the tone and direction of the tean A team comes together to take action to pursue a goal, unlike a work group, in which members mere
Transcribed Image Text:refers to an assemblage of people or objects gathered together whereas "team" usually refers to peoi the interests of all members of the team. Not all members will have all of the required skills, especialy e describe six type 236 re te we take a brief look at two essential issues that must be addressed. DIFFERENTIATING TEAMS FROM GROUPS program Teams have been used, written about, and studied under many names and organızational many other labels. Groups and teams are not the same thing, however, althougn the two words or animals organized to work together. Thus, a "team" places more emphasis on concerted action a "group" does. In common, everyday usage, however, "committee," "group," "team," and "task foro are often used interchangeably. In organizations, teams and groups are quite different. As we noted in Chapter 9, a group is two more persons who interact with one another such that each person influences and is influenced bye other person. We specifically noted that individuals interacting and influencing each other need have a common goal. The collection of people who happen to report to the same supervisor or manage in an organization can be called a "work group." Group members may be satisfying their own needs the group and have little concern for a common objective. This is where a team and a group differ, a team, all team members are committed to a common goal. We could therefore simply say that a team is a group with a common goal. But teams differ from groups in other ways, too, and most experts are a bit more specific in defining teams. A more complet definition is "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutuly accountable." Several facets of this definition need further explanation. A team typically includes fev people because the interaction and influence processes needed for the team to function can only occu when the number of members is small. When many people are involved, they have difficulty interacting and influencing each other, utilizing their complementary skills, meeting goals, and holding themselve accountable. Regardless of the name, by our definition, mature, fully developed teams are self-directing self-managing, and autonomous. If they are not, then someone from outside the group must be giving directions, so the group cannot be considered a true team. Teams include pcople with a mix of skills appropriate to the tasks to be done. Three types of skil are usually required in a team. First, the team needs to have members with the technical or functionil skills to do the jobs. Some types of engineering, scientific, technological, legal, or business skills may e necessary. Second, some team members need to have problem-solving and decision-making skills t help the team identify problems, determine priorities, evaluate alternatives, analyze tradeoffs, and mai decisions about the direction of the team. Third, members need interpersonal skills to manag communication flow, resolve conflict, direct questions and discussion, provide support, and recogni when the team first convenes; different members will have different skills. However, as the team grow develops, and matures, team members will come to have more of the necessary skills. Having a common purpose and common performance goals sets the tone and direction of the tean A team comes together to take action to pursue a goal, unlike a work group, in which members mere
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