A group can be defined as a collection of persons who work in the same place or are put together to finish a given task. The performance of the group results from a coming together of people with an aim of sharing information, insights and views. The performance of the group results from the coming together of people to swap information. While all teams could be termed as groups, teams can be further defined as a subset of a special group. Its working definition is a select number of people who possess skills that complement each other, are committed to a shared purpose, performance goals and their approach, and consider themselves to be mutually accountable. Whereas groups do not require mutual and individual accountability, teams are built on this foundation. A common characteristic of both is accountability. However, the members of the group are measured by and concerned with individual accountability. Team members, on the other hand, consider themselves mutually accountable. Another common characteristic between groups and teams is their shared sense of purpose. However, while the group carries out the purpose of the organization, teams fulfil a purpose that is jointly planned and determined with the authority within the group. The Belbin model is a teamwork concept that seeks to achieve an accurate and coherent system to explain behaviours of individuals and how these behaviours aid in influencing the success of the team. The premise of this paper is to discuss the impact of Belbin team roles on leadership styles, conflict management, and theories of group development and to apply these theories in a survival game. 1. Introduction Every group has formal norms and rules. Group leaders are normally managers whose leadership is based on the position within the hierarchy (Hass, 2009 p112). Teams are committed to achievement of their desired and agreed goal and to working as one unit. This is achieved via collaborative work that entails respect of the other members of the team. The nature of this high-powered team results in collaboration by team members working on problems that have been agreed upon, thus on-going learning is achieved (Hass, 2009 p112). In achievement of their goals and production of joint outputs, the teams become very creative. While group members produce work output individually, teamwork output is collective and requires joint member contribution. Groups are useful in the completion of critical tasks, since they consider individual evaluation and performance as the basis for success determination (Knowledge, 2009 p110). Groups are therefore focused on the accomplishment of tasks imposed on them under the leadership of a strong supervisor. Teams on the other hand perform at levels that are much higher than a group. This is because of a synergy created by the collaboration and output produced jointly, rather than the pooling of output by individuals. The vitality of teams is enhanced by the team environment that is more informal and allows the development of communities of practice, resulting in creative applications and on-going learning (Knowledge, 2009 p110). There have been a few suggested differences in group and team working environments (McMahon & Leimon, 2009 p25). While the manager, in a work ...Show more
Why are groups and teams seen as central tocontemporary organizations and what are some of the problems associated with a team-based approach to work?
Importance of Groups and Team has become a major focus in the businessworld. Organizations have well realized that the evolution from individual toteam management approach is a priority in current time. The reality is thatmuch of the organizations work is accomplished directly or indirectly throughteams. Teams are used as means of growing effectiveness and efficiency inmany organizations. Group procedure and conflicts directly impact thechoice of team member selection and required results. Creating an effectiveteam is an art and a science. Any organization is constantly changing andevolving. "
Change is good and the ability of an organization to adapt and beflexible helps stimulate the organizations growth
" (Mukherjee andMukherjee, 2001). The use of teams to administer various undertakings andprojects are utilized increasingly by organizations with hopes that theperformance and creativity of these teams will take them to the next ladderto success in the business world. This explains the words of H.E. Luccock “
No one can whistle a symphony. It takes an orchestra to play it.
is a number of persons, usually reporting to a commonsuperior and having some face-to-face interactions, who have some degreeof interdependence in carrying out tasks for the purpose of achievingorganizational goals
.’ (Wendell L. French, Cecil H. Bell Jr., p. 155). A team onthe other hand has some distinctiveness higher to that of an ordinary group,including higher degree of symbiosis and interaction and highercommitments to achieve organization goals. Therefore, according to Jon Katzenbach and Douglas Smith, ‘
is asmall number of people with complementary skills who are committed to acommon purpose, set of performance goals, and approach for which they hold themselves mutually accountable