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INDEX
Group theory and communication. .......................................................................... 1
Formal, informal groups and work teams. ............................................................ 1
Characteristics of a team: size, cohesion, status, roles........................................ 1
Stages of development of a group: uncertainty, questioning, acceptance,
realization and performance. ................................................................................ 2
Degree of maturity and belonging. ....................................................................... 2
Reasons for belonging to groups. ..................................................................... 3
Ethics, moral and group conscience. ................................................................... 3
Affective interpersonal relationships..................................................................... 4
Skills and attitudes. .............................................................................................. 4
Affective communication, formal and informal, ascending, descending and
lateral. .................................................................................................................. 5

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Group theory and communication.
All of us at some point have been part of a group or work team, either to satisfy a
personal need or a work need. In this context, the leadership of high-performance
teams helps us to study the issues of group theories, as well as the communication
that exists or should exist between them, as well as to describe the group
dynamics based on the elements that the integrate In this work, the most important
characteristics of the groups and teams will be developed, their differences and the
necessary requirements so that each one fulfills its functions in the most efficient
way. And to better understand the formation of the work groups I will mention the
stages of development, which help the group to grow as a group and at the same
time experiment to improve by means of practice and acquiring new knowledge
that favors its person and its function between of the group. It is very important that
a work group has ethics, morals and group conscience so that it can play an
excellent role and can reflect them in the tasks assigned to them, in this way it will
manifest the quality of the person and a degree of maturity as a professional.
Communication is a very significant element within a group and that is why this
research also shows the classification of communication to identify and summarize
which is correct and which favors us most so that feedback is the best.

Formal, informal groups and work teams.

A group is a group of people whose members interact with each other, work
towards some common purpose and perceive themselves as a unit. A team is a
special type of group. Team members have complementary skills and are
committed to a common purpose, a set of performance goals and a focus on that
task. Some groups are formally recognized by the administration and the
organization itself, while others are not. A formal group is a group that the
organization deliberately forms to perform specific tasks and achieve goals. In
opposition, informal groups arise over time through an interaction of employees.
Although their goals are not stated explicitly, informal groups often satisfy a social
or recreational purpose.

Characteristics of a team: size, cohesion, status, roles.

Cohesion is the total field of motivating force that act on the members to keep them
in the group. This field is determined by various human factors, such as the
estimation of other members of the group, professional management, the
perspectives of learning.
A role refers to a series of behavioral patterns expected from someone who
occupies a particular position in a social unit. In a group, individuals are expected
to perform certain roles due to their position in the group. These roles tend to be
oriented toward achieving a task or maintaining the satisfaction of group members.
Status is a degree, position or level of prestige within a group. Since researchers
have been able to track groups, they have found status hierarchies. Status
systems are an important factor in understanding behavior. Status is an important
motivator and has consequences on behavior when individuals see a discrepancy
between their perception of their status and the perception that others have of it.
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When analyzing the size of the group the leader can identify at the same time
several aspects that are related to the organization (roles, status) and the formal
structure of the group (positions, roles, function in the group) for example: you can
start by making a list of the members, classifying them according to the role and
function they perform in the group. With the completion of the list it is expected that
the leader will be able to identify the number of people belonging to the group, the
level of training present and a minimum structure according to roles and functions.

Stages of development of a group: uncertainty, questioning, acceptance,

realization and performance.
In general, the groups pass through their evolution through a basic sequence that
is called a model of the five stages of the development of the groups. However,
recent studies indicate that the groups that must perform specific tasks in a given
time, follow a very different scheme. In this section we will describe the general
model of the five stages and another model for the temporary groups with terms.
The best known stages are five; uncertainty, questioning, acceptance, realization
and performance. In the stage of uncertainty we show enthusiasm, optimism but at
the same time fear for the task that awaits us. There we have to define what is the
task to be carried out and what our action plan will be. The questioning is reflected
by the resistance to carry out the assigned task and in the marked changes of
attitudes of the team. Some of the expected behaviors are creating conflicts, trying
to compete and trying to set unrealistic goals. The acceptance stage provides us
with a new ability to express constructive criticism and acceptance that I am a
member of this team. Everything is positive here, we have the opinion of all the
members and we are guided by the basic rules. Finally we reach the stage of
realization and performance. Here there is great satisfaction for the progress of the
work and the high level of confidence of the members. The leadership emerges
and the team is increasingly united. All these stages of development are more
easily achieved if their members are adaptable, collaborators, are committed to the
team (even if it is voluntary work), are communicative, know their mission within
the team and value others.

Degree of maturity and belonging.

If we observe a group from outside we will see that it goes through a process of
growth and maturity similar to that of individuals. At first his behavior is clumsy and
poorly coordinated, then conflicts arise between dependence and independence,
later the group assimilates to do things by itself and to work with push although
every so often there are emotional and vital crises. Little by little, it reaches a
certain state of equilibrium. Problems and conflicts are transformed into a creative
power, internal processes can be taken care of, external processes can be
regulated and assimilated.
Some criteria to measure the maturity of the group:
The experience of social organizations shows that groups, upon reaching maturity,
manifest themselves in the following ways: the group has a clear idea of its social,
political and economic objectives; advances towards its objectives with maximum

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efficiency and minimum energy loss; he is able to foresee and plan for the future; it
has made its members communicate well with each other; members are willing to
change work methods when necessary; he objectively confronts his emotional
processes; there is participation in decision-making, being responsible for what is
decided; it has a high degree of cohesion and solidarity, without being exclusive or
drowning the individuals that compose it; intelligently uses the different capacities
of its members; he faces reality and acts according to the facts, he does not let
himself be carried away by fantasies; creates an atmosphere of psychological
freedom for the sincere expression of its members; It has the capacity to adapt and
assimilate the constant changes in its environment.
Reasons for belonging to groups.
Physical. The organizations put together workers who are dedicated to the
same tasks. These people tend to interact and communicate with each other.
Economic. Groups are formed because individuals believe that they can obtain
greater economic benefits from their work if they belong to a group.
Socio-psychological. Individuals form groups to meet the needs of:
Security. Working groups can protect their members from external pressures by
acting as moderators of management's demands.
Social. Employees form work groups frequently due to their need to associate,
which varies from the desire to interact and enjoy with other employees to the
more complex desire to receive the group's support to maintain their self-image.
Estima. Some employees are attracted to a work group because they believe
they will gain prestige by belonging to him.
Self realisation. The individual's desire to use his skills with maximum efficiency
and to grow and develop psychologically in his work is interpreted as the need
for self-realization.

Ethics, moral and group conscience.

Ethics are the principles of conduct that govern an individual or a group. It is the
study of morality. It is a normative science. It deals with human actions.
Morality can be embraced from different perspectives, since its scope ranges from
meaning, through philosophy to a more religious position. In broad terms, from the
philosophical point of view, it is about that set of beliefs and values, which dictate
norms and customs that guide the actions of people towards good, it is already the
set of beliefs that allow to distinguish between good and evil when performing a
certain act. The branch of philosophy that studies morality is "ethics". On the other
hand, morality, when referring to the person, makes it essential to consider human
dignity. In this way, morality would be the way of being and living respecting and
promoting the dignity of man at all times.
Group consciousness The conscience of man is composed of everything that he
knows with what he has been in contact through the experiences acquired during
his life. Consciousness is the sole property of each individual life stream, and it is
the only activity that can not be stolen or destroyed. Therefore, what man
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constructs in his consciousness through contemplation and effort, belongs to him
for all eternity. That is why there is a metaphysical axiom that says "What belongs
to him by right of conscience can not be taken away from him". The group or mass
consciousness, in which every thought, every feeling, every virtue and vice
contributes to reinforce in that group consciousness, such or such a quality in the
particular.

Affective interpersonal relationships.

Interpersonal communication is not only one of the extensions of human life, but
the dimension through which we perpetrate ourselves as human beings (...) If a
person does not defend interpersonal relationships, it will threaten their quality of
life ". According to the aforementioned authors, the principles of interpersonal
communication are the following: "People communicate because this
communication is totally necessary for their psychological well-being.
Communication is not only a human need but the means to satisfy many others.
The capacity for interpersonal communication should not be measured exclusively
by the degree to which community behavior helps meet one's needs, but also by
the degree to which it facilitates the satisfaction of others. " Interpersonal
relationships are, then, a basic aspect in our lives, functioning not only as a means
to achieve certain objectives but as an end in itself (Nuns, 1999). Therefore, the
first conclusion we can reach is that the promotion of interpersonal relationships is
not an optional task or that it can be left to chance.

Skills and attitudes.

The skills that members of a team should have are to know themselves, develop
creativity and a sense of humor, manage emotions and tensions, establish and
maintain good relationships between people and solve problems. Know yourself It
has to do with the knowledge and acceptance we have of both our strengths and
positive things as well as our weaknesses and limitations. Why is it important? If
we know our strengths, we will know what we can offer and what we can do well. If
we know our weaknesses, we will know in which situations we should not
participate, but prepare better. It helps us prevent or avoid making mistakes.
Accepting our limitations is not easy and can be painful or frustrating, but it is
necessary to improve ourselves. Develop creativity and a sense of humor.
Creativity is the ability to invent and generate new ideas and new solutions for
problems. Creative people have the ability to think differently, leaving traditional
ideas and creating new ideas that can often be surprising. Managing emotions and
tensions, this ability can be difficult to acquire, since from children we have learned
to express ourselves in a certain way. It is important to be clear that all emotions
are natural, even the extreme ones like anger or joy. The key is to learn how to
handle them, trying not to hurt ourselves or harm others or others. Establish and
maintain good relationships between people, relationships with people of all ages
help us grow emotionally.
Solve problems. The ability to face conflicts or difficulties in a constructive way
requires some skill, that is, as part of our life and not as "personal" misfortunes that

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have no solution. As it is appreciated, it is related to the ability to make decisions
and act in the same way.
Attitudes All people have attitudes that result in tendencies to respond positively or
negatively to another person, to a group of people, to an object, to a situation that
includes objects and people before an idea. Very often, the possession of an
attitude predisposes the individual to react in a specific way. The knowledge of the
attitude allows sometimes to predict the behavior, as much in the company as in
other aspects of the life.
Definition: "These are the feelings and assumptions that largely determine the
employees' perfection with respect to their environment, their commitment to the
planned actions and, ultimately, their behavior ..." Keith Davis, Human Behavior at
Work, Mc Graw Hill.
It is a state of mind and nervous disposition, organized through experience, which
exerts a directing or dynamic influence on the response of the individual to all the
objects and situations that it faces. It is a tendency to act towards or against an
environmental factor, which becomes a positive or negative value. The term
"attitude" has been defined as "positive or negative affective reaction towards an
object or denoted abstract or concrete proposition". Attitudes are learned.
Consequently, they can be differentiated from bio-social motives such as hunger,
thirst and sex, which are not learned. Attitudes tend to remain fairly stable over
time. These are always directed towards a particular object or idea. Attitudes are
rarely individual issues; They are usually taken from groups to which we owe our
greatest sympathy. Attitudes are composed of 3 elements: what they think
(cognitive component), what they feel (emotional component) and their tendency to
manifest thoughts and emotions (behavioral component). The emotions are related
to the attitudes of a person in front of a certain situation, thing or person. We
understand by attitude a tendency, disposition or inclination to act in a certain way.
Now, in the attitude (preamble to exercise a behavior), we can find several
elements, among which the thoughts and emotions will stand out. We all have
certain "attitudes" to the objects we know, and we form new attitudes towards the
objects that for us are also new.

Affective communication, formal and informal, ascending, descending and

lateral.
An effective communication is based on the establishment of a bridge where the
sender has detected the object, the language and the correct content, knowing
previously who the receiver is and foreseeing what their feedback will be. The
basic elements of this communication are: The message issued is clear, concise
and simple. The content is adapted to the interpreter and the interpreter. The
interpreter and interpreter use the same code. No interference occurs. The
classification of the communications is given in the following way: Formal and
informal: written and verbal within the organization. Ascendant: workers to
managers. Descending: manager to workers. Vertical: manager and supervisor.
Horizontal: between the same personnel. Mixed: supervisor-employee-supervisor.

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The formal communication is established by the company itself, it is structured
according to the type of organization and its goals. It is controlled and subject to
rules, an example is the memorandum. It is the organization based on a rational
division of labor, in the differentiation and integration of the participants according
to some criteria established by those who handle the decision-making process. It is
the planned organization; the one on the paper. It is generally approved by
management and communicated to all through organization manuals, job
descriptions, organization charts, rules and procedures, etc. In other words, it is the
formally formalized organization. And it is classified in communication: ascending,
descending, horizontal, Diagonal.
Informal communication is based on spontaneity, not hierarchy, arises from the
social interaction between members and the development of affection or friendship
between people. Informal communication can benefit or harm the company,
depending on how it is used. In a positive way, it helps group cohesion and gives
feedback on different aspects of the work carried out. In a negative way, the rumor
or gossip is a distortion of productivity and does not help, it only delays and harms
people and the organization.
The ascending, descending and lateral communication. Communication can flow
vertically or horizontally. The vertical dimension can be further divided into
ascending or descending directions. The second is the communication that flows
from a level of the group or organization to a lower level. It is used by group
leaders and managers to assign tasks, goals, raise awareness of problems that
need attention, provide instructions. The ascending communication flows in
opposite form to the previous one, that is, of the employees or work team towards
the management. It is used to provide feedback to those at the top, to learn about
progress, problems, about employee sentiment, how employees feel at their posts,
with co-workers and in the organization, to get ideas on how to improve any
internal situation in the organization. A leader knows that both directions are
important and essential to achieve the proposed goals with the minimum of
problems.
The lateral or horizontal communication is the one that occurs between the
personnel of equal hierarchy.