DQ #1: What is the difference between a group and a team? Would your strategy be different for putting together a group than creating a team? Please explain your answer.
A group is a number of people who can be categorised together or who come together to form a cluster. On the other hand, a team consists of few people who forms a part of a competition and competes with the opponent. There are key differences between a group and a team. A group may not actually have a goal or a vision; however a team is always focussed to compete and achieve its goals and visions. A team has shared leadership goals and all members discuss, delegate and work together. On the other hand, a group has a leader who discusses, decides and delegates work. The accountability rests on the entire team whereas in a group the leader is accountable. We can hence conclude that a team believes in collective responsibility whereas a group believes in individual responsibility.
The strategy for putting together a team and a group will differ. A group will have a leader who has clear goals and visions to be achieved and has to drive all the members to attain these set goals and visions. On the other hand, a team should have members who are clearly aware of the goals and is collectively responsible for attaining them. The team members should be responsible and accountable for the work and should be driven to attain the goal. They do not need anyone to drive them to attain the vision. They are all likeminded people who have come together to attain a certain cause. Teams rather than workgroups are considered to be very important in an organizational structure. In fact, organizations have started putting greater responsibilities and autonomy on teams to attain flexibility in the constantly evolving marketplace (Ancona, 1990). In teams, every person is responsible for his or her actions and hence translates to greater dedication and commitment to attain the goal. Accordingly, the strategies for a team should be difference wherein there will be a general consensus about discussing, delegating and deciding on the work. Hence, it is very important that the strategy formulated for groups and teams are different.
DQ #2: How can understanding stages of group development and group properties help employees in a work group function more effectively? As a manager, how would you help employees come to that understanding?
It is essential for employees in a work group function to have a clear understanding of the group development stages – forming, storming, norming, performing and adjourning. It will help the group to have a clear idea of the goals to be established and the path to be taken in order to attain these goals (Miller, 2003). In the forming stage members come together to form a group. The second stage is that of storming wherein each individual presents ideas and concepts. The third stage is the norming stage wherein there is a general consensus about the goals to be achieved and the path to be followed to attain the goal. The fourth is the performing stage in which all members have to work hard to attain the goal. The last stage is that of adjourning wherein members disengage themselves from the group as the end result is attained.
The manager has to carefully guide the other members of the work group and be there to constantly monitor and ensure that the members have a clear understanding of the group goals and the stages of group functions and accordingly performs. In case of any disconnect, the manager has to discuss with the group or a particular member and solve conflicts. This is usually displayed in the storming stage. In the last stage, the manager has to effectively intervene in order to facilitate disengagement process and task termination.
Hence, it is very important that as a manager, the person is able to lead well and provide effective solutions to problems, resolve conflicts and steer the group towards success. This is only possible through effective communication which helps the manager to engage with the group to attain desired goals and objectives.
References:
Ancona, D.G. (1990). Outward bound: Strategies for team survival in an organization, Academy of Management Journal, 33(2), 334 -365.
Miller, D. L. (2003). The stages of group development: a retrospective study of dynamic team processes, Canadian Journal of Administrative Sciences, 20(2), 121 – 134.
