Structure of Work Teams

Work Group vs. Work Team

Within the dynamics of organizations, it is imperative to establish a clear distinction between what constitutes a group of employees and a true coordinated team.

A work group is defined as a formal unit of at least two employees who interact to accomplish assigned tasks, but where the outcome of one member is not strictly dependent on the work of the others.

In this configuration, each member operates independently; for example, in an educational institution, each teacher teaches his or her lessons without the absence of one member preventing the others from completing their workday.

In contrast, a work team requires intrinsic cooperation to achieve a final product.

In a team, effort is intertwined: the work of each subject directly affects the ability of the others to complete their functions, similar to an assembly line where if one operator is missing, the process stops.

This distinction is vital to the organizational psychologist, as methods of motivation and metrics of effectiveness vary according to the level of interdependence.

While groups can function with basic coordination, teams require deep synergy and a sense of shared responsibility for the success or failure of the common project.

Tuchman's Stages of Group Development

Every human group goes through an evolutionary process before reaching its maximum productivity. Classical theory identifies five critical phases.

The first is the formative stage, where members get to know each other in an atmosphere of courtesy and caution.

This is followed by storming, characterized by disagreement and conflict as members question roles and procedures.

Then comes normalization, where unity is established, clear standards are defined and mutual trust increases.

The fourth stage is performance, the moment of greatest effectiveness where the team is totally focused on achieving organizational goals with a high task orientation.

Finally, the dissolution or closure phase occurs when the project ends, which weakens relationships and often generates states of tension or melancholy at the end of the bond.

Understanding this cycle allows leaders to intervene assertively at each stage to accelerate the transition to operational maturity.

Types of teams: production, management, service and project teams

Modern organizations employ various team structures depending on their purpose.

Production teams are made up of operational personnel who generate tangible goods, such as brigades in a refinery or food factories.

Management teams include executive levels responsible for strategic direction.

Service teams are oriented toward satisfying direct user demands, such as airline personnel or retail sales representatives.

Project teams, on the other hand, have a limited duration and are created specifically to solve a specific technical or administrative challenge, such as the implementation of new software.

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