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Groups and Teams Paper

In today??™s society it is the norm for people to function as teams or in groups, whether it pertains to business activities, personal ventures, educational goals, or recreational enjoyment. I t has also become common practice to utilize teams since they have been proven a more productive force in successfully accomplishing organization objective in contrast to individual efforts. Teamwork is an important factor when dealing with globalized competition enhanced by innovating technologies. To remain economically worthy opponents / competitors, business entities must demonstrate creativity, while constantly striving to elevate moral levels amongst their workforces. More frequently companies are realizing that though challenging, this is not an impossible task. When they take advantage of their most valued assets; its diverse staff formulated into teams and groups The catch words of these new approaches to teamwork are empowerment, participation, and involvement, and the setting is increasingly described as a reorganization that looks and acts much more lateral or horizontal than vertical (Schermerhorn, Hunt, Osborn 2008 p. 203)
One might assume that there is little to no difference between teams and groups since the terms are used interchangeably. Let??™s clarify the difference. Teams are groups of people who work actively together to achieve a purpose for which they are all accountable (Schermerhorn, Hunt, Osborn 2008, p 192). In contrast groups involve tow or more people working together regularly to achieve common goals. Teams are interdependent regarding their general performance and while groups are easier to form they only qualify as teams if its members focus on helping one another to fulfill organizational goals. A random group of individuals can be structured to become a highly effective team which can deliver much more than the sum simply by identifying the personality type of the members. Professionals today must work closely with more people than ever before. On the job, teams are more widespread these days, and getting results is a challenge, especially when the team is diverse. As a team member, you??™re often charged with satisfying your customers, ensuring that the deadlines are met, and that the results meet certain standards coupled with maintaining a healthy and constructive work environment between team members. To reach this point you need to understand the dimensions of teamwork, the advantage and disadvantage and the various types of teams.

Team Dynamics
It is a fact that we each have different morals, values and cultures which may differ from those of other people, which is why it is necessary to create positive team dynamics in diverse groups. Valuing those individual differences become relevant because we know that each individual has something unique that they can contribute to the team environment. Bear in mind that the advantages of membership diversity can be turned into enhance performance potential (Robbins & Judge, 2009, p. 177)

The types of teams are as diverse as the composition of teams (in the area of variety) There are cross-functional, management, problem solving, functional and virtual teams to mention a few. Member of a have the opportunity to learn from on another therefore share job skills, information and knowledge (Robbins & Judge 2009 p172). Team and/or groups need values and understanding and acceptance of the final decision. Team values are the beliefs that are important to all members. Values are rules that can dictate the behavior of individuals. Once the individual value of the team has been identified, you compile a concise list the team values. (Suzanna Laurent). Motivation and commitment to the project, team functionality, planning, and any other creative methods is established through the team-building process.

Members need to know what others expect of them as well as what they can expect from others. Being overly aggressive towards others, refusing to cooperate, horsing around, trying to compete for attention or recognition are a few disruptive behavioral reasons it is necessary to designate leadership and roles in a team atmosphere. The leader must be aware of way to increase or decrease team/group cohesiveness.

When ever there are a variety of personalities, there will surely be a mixture of ideas, viewpoints, methods, and opinions so conflict is eminent. Where there is the possibility of disagreements there stems the need for conflict resolution. In corporate America team leaders and managers can spend substantial amounts of time handling parties that disagree on important issues form which hostility may arise. The key to conflict resolutions is to recognize situations that have the potential of escalating in to conflict and defuse them in productive manner that is acceptable for all parties involved. An effective manager will be able to determine which of the five direct conflict management approaches to use that best suits the situation at hand be it accommodation, authoritative, avoidance, collaborations or compromise.(Schermerhorn, Hunt, & Osborn , 2003, p. 386). Team/groups are also susceptible to this same intrinsic dysfunctional behavior due to the assorted characteristic of its members. Teams due to their targeted goals and deadlines need to have a full understanding of how and when to apply the three most often used conflict resolution strategies; arbitration, mediation and negotiation. Each has a unique trait that attribute to its effectiveness. The Negotiations strategy offers a quality agreement that is wise and satisfactory to all sides, is harmonious and fosters rather than inhibits good interpersonal relations and is no more time consuming or costly than absolutely necessary(Schermerhorn, Hunt, Osborn p. 353). In arbitration a neutral third party acts as judge with the power to issue a decision binding on all parties and in mediation a neutral third party tires to engage the parties in a negotiated solution through persuasion and rational argument (Schermerhorn, Hunt, Osborn p. 359).

As we consider how all of this information applies to us today, the stage is set for teams to fill the gap left by change, including restructuring and downsizing. Teams have more responsibility than ever before to contribute to the success of the organization. Much of this responsibility falls on the shoulders of the individual team members who must work together. As a team member, you are responsible for ensuring that you clearly understand the goals of the team, as well as your own role and standard of performance. You must also make an effort to build relationships that support positive team dynamics (Suzanna Laurent).


Robbins, S. P., & Judge, T. A. (2009). Organizational Behavior. Upper Saddle River, New Jersey: Pearson Prentice
Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2003). Organizational Behavior (8th ed.). : John Wiley & Sons, Inc.
Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational Behavior (10th ed.). : John Wiley & Sons, Inc.
Suzanna, L. (). www.Pages Prodigy.net. Retrieved from http://www.pagesrodigy.net