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 theweeks establishing the reason for their existence, an activity that builds strong identification and fosters237s oflly,team,which makes all decisions and takes all actions in pursuit of the goal. Teams often spend days orCommitmentto the team. T his process also helps team members develop trust in one another." Usualy,makingguides for decision making, to maintain the focus on action, to differentiate this team fromdefining 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 othe local schools the best in the state. Then the team establishes specific performance goals toms:andserve asgroups whoOne study looked at more than thirty teams and found that demanding, high-performance goalsothermay want to improve schools, and to challenge people to commit themselves to theareallyplenance"team.often challenge members to create a real team-as opposed to being merely a group-because whengoals areise 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 approachthat 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 thanmerely meeting a manager's demands for results, as in the traditional approach. If the memberstranslate accountability to an external manager into internal, or mutual, accountability, the groupmoves toward acting like a team. Mutual accountability is essentially a promise that members make toeach other to do everything possible to achieve their goals, and it requires the commitment and trustof all members. It is the promise of each member to hold herself or himself accountable for the team'sgoals that earns each individual the right to express her or his views and expect them to get a fair andconstructive hearing. With this promise, members maintain and strengthen the trust necessary for theteam to succeed. The clearly stated high-performance goals and the common approach serve as thestandards to which the team holds itself. Because teams are mutually accountable for meetingperformance goals, three other differences between groups and teams become important: jobcategories, authority, and reward systems. The differences for traditional work groups and work teamsare shown in Table 10.1.truly demanding, members must pull together, find resources within themselves, develop andorachnotgers inInometeo aallyFewcuringvesng,ingJOB CATEGORIESillsnalbeThe work of conventional groups is usually described in terms of highly specialized jobs that requireminimal training and moderate effort. Tens or even hundreds of people may have similar jobdescriptions and see little relationship between their effort and the end result or finished product. Inteams, on the other hand, members have many different skills that fit into one or two broad jobtoakeageizeallyws,Table 10.1DIFFERENCES BETWEEN TEAMS AND TRADITIONAL WORK GROUPSTeamsIssueConventional Work GroupsMany narrow categoriesSupervisor directly controls daily activitiesDepends on the type of job, individualperformance, and seniorityOne or two broad categoriesTeam controls daily activitiesBased on team performanceand individual breadth of skillsJOB CATEGORIESam.elyAUTHORITYREWARD SYSTEM refers to an assemblage of people or objects gathered together whereas "team" usually refers to peoithe interests of all members of the team. Not all members will have all of the required skills, especialye describe six type236retewe take a brief look at two essential issues that must be addressed.DIFFERENTIATING TEAMS FROM GROUPSprogramTeams have been used, written about, and studied under many names and organızationalmany other labels. Groups and teams are not the same thing, however, althougn the two wordsor animals organized to work together. Thus, a "team" places more emphasis on concerted actiona "group" does. In common, everyday usage, however, "committee," "group," "team," and "task foroare often used interchangeably.In organizations, teams and groups are quite different. As we noted in Chapter 9, a group is twomore persons who interact with one another such that each person influences and is influenced byeother person. We specifically noted that individuals interacting and influencing each other needhave a common goal. The collection of people who happen to report to the same supervisor or managein an organization can be called a "work group." Group members may be satisfying their own needsthe 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 fromgroups in other ways, too, and most experts are a bit more specific in defining teams. A more completdefinition is "A team is a small number of people with complementary skills who are committed to acommon purpose, performance goals, and approach for which they hold themselves mutulyaccountable." Several facets of this definition need further explanation. A team typically includes fevpeople because the interaction and influence processes needed for the team to function can only occuwhen the number of members is small. When many people are involved, they have difficulty interactingand influencing each other, utilizing their complementary skills, meeting goals, and holding themselveaccountable. Regardless of the name, by our definition, mature, fully developed teams are self-directingself-managing, and autonomous. If they are not, then someone from outside the group must be givingdirections, 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 skilare usually required in a team. First, the team needs to have members with the technical or functionilskills to do the jobs. Some types of engineering, scientific, technological, legal, or business skills may enecessary. Second, some team members need to have problem-solving and decision-making skills thelp the team identify problems, determine priorities, evaluate alternatives, analyze tradeoffs, and maidecisions about the direction of the team. Third, members need interpersonal skills to managcommunication flow, resolve conflict, direct questions and discussion, provide support, and recogniwhen the team first convenes; different members will have different skills. However, as the team growdevelops, 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 teanA team comes together to take action to pursue a goal, unlike a work group, in which members mere

Question

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 theweeks establishing the reason for their existence, an activity that builds strong identification and fosters237s oflly,team,which makes all decisions and takes all actions in pursuit of the goal. Teams often spend days orCommitmentto the team. T his process also helps team members develop trust in one another.&#34; Usualy,makingguides for decision making, to maintain the focus on action, to differentiate this team fromdefining 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 othe local schools the best in the state. Then the team establishes specific performance goals toms:andserve asgroups whoOne study looked at more than thirty teams and found that demanding, high-performance goalsothermay want to improve schools, and to challenge people to commit themselves to theareallyplenance&#34;team.often challenge members to create a real team-as opposed to being merely a group-because whengoals areise the appropriate skills, and take a common approach to reach the goals.&#34;Agrecing on a common approach is especially important for teams because it is often the approachthat 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 thanmerely meeting a manager's demands for results, as in the traditional approach. If the memberstranslate accountability to an external manager into internal, or mutual, accountability, the groupmoves toward acting like a team. Mutual accountability is essentially a promise that members make toeach other to do everything possible to achieve their goals, and it requires the commitment and trustof all members. It is the promise of each member to hold herself or himself accountable for the team'sgoals that earns each individual the right to express her or his views and expect them to get a fair andconstructive hearing. With this promise, members maintain and strengthen the trust necessary for theteam to succeed. The clearly stated high-performance goals and the common approach serve as thestandards to which the team holds itself. Because teams are mutually accountable for meetingperformance goals, three other differences between groups and teams become important: jobcategories, authority, and reward systems. The differences for traditional work groups and work teamsare shown in Table 10.1.truly demanding, members must pull together, find resources within themselves, develop andorachnotgers inInometeo aallyFewcuringvesng,ingJOB CATEGORIESillsnalbeThe work of conventional groups is usually described in terms of highly specialized jobs that requireminimal training and moderate effort. Tens or even hundreds of people may have similar jobdescriptions and see little relationship between their effort and the end result or finished product. Inteams, on the other hand, members have many different skills that fit into one or two broad jobtoakeageizeallyws,Table 10.1DIFFERENCES BETWEEN TEAMS AND TRADITIONAL WORK GROUPSTeamsIssueConventional Work GroupsMany narrow categoriesSupervisor directly controls daily activitiesDepends on the type of job, individualperformance, and seniorityOne or two broad categoriesTeam controls daily activitiesBased on team performanceand individual breadth of skillsJOB CATEGORIESam.elyAUTHORITYREWARD SYSTEM refers to an assemblage of people or objects gathered together whereas &#34;team&#34; usually refers to peoithe interests of all members of the team. Not all members will have all of the required skills, especialye describe six type236retewe take a brief look at two essential issues that must be addressed.DIFFERENTIATING TEAMS FROM GROUPSprogramTeams have been used, written about, and studied under many names and organızationalmany other labels. Groups and teams are not the same thing, however, althougn the two wordsor animals organized to work together. Thus, a &#34;team&#34; places more emphasis on concerted actiona &#34;group&#34; does. In common, everyday usage, however, &#34;committee,&#34; &#34;group,&#34; &#34;team,&#34; and &#34;task foroare often used interchangeably.In organizations, teams and groups are quite different. As we noted in Chapter 9, a group is twomore persons who interact with one another such that each person influences and is influenced byeother person. We specifically noted that individuals interacting and influencing each other needhave a common goal. The collection of people who happen to report to the same supervisor or managein an organization can be called a &#34;work group.&#34; Group members may be satisfying their own needsthe 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 fromgroups in other ways, too, and most experts are a bit more specific in defining teams. A more completdefinition is &#34;A team is a small number of people with complementary skills who are committed to acommon purpose, performance goals, and approach for which they hold themselves mutulyaccountable.&#34; Several facets of this definition need further explanation. A team typically includes fevpeople because the interaction and influence processes needed for the team to function can only occuwhen the number of members is small. When many people are involved, they have difficulty interactingand influencing each other, utilizing their complementary skills, meeting goals, and holding themselveaccountable. Regardless of the name, by our definition, mature, fully developed teams are self-directingself-managing, and autonomous. If they are not, then someone from outside the group must be givingdirections, 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 skilare usually required in a team. First, the team needs to have members with the technical or functionilskills to do the jobs. Some types of engineering, scientific, technological, legal, or business skills may enecessary. Second, some team members need to have problem-solving and decision-making skills thelp the team identify problems, determine priorities, evaluate alternatives, analyze tradeoffs, and maidecisions about the direction of the team. Third, members need interpersonal skills to managcommunication flow, resolve conflict, direct questions and discussion, provide support, and recogniwhen the team first convenes; different members will have different skills. However, as the team growdevelops, 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 teanA team comes together to take action to pursue a goal, unlike a work group, in which members mere

Accepted Answer

A group is a collection of people who work together to achieve a common goal. A team, on the other…