Types of Work Groups

Student: Prieto Barron Isaias

Group: PI 1D-M
Date: 05/09/2021
Teacher: María Mercedes Aguilera Palencia
Contenido
Introduction.................................................................................................................3
Characteristics of the work group............................................................................3
Formal group...............................................................................................................4
Informal group.............................................................................................................5
High-performance team.............................................................................................5
Team Group.................................................................................................................6
Conclusion..................................................................................................................7
Bibliography................................................................................................................7
Introduction
A work group focuses on developing individual tasks even though they have a
shared goal. Even if this happens, each member is responsible for the activity they
carry out.
a work group is always characterized by having common objectives. However, its
components will be those that develop their tasks individually without too much
involvement with the rest. This is because in the end what counts is the development
of these activities by each member that is included.

Characteristics of the work group

• Shared objectives. They have common objectives, so that the members, from
their position, share this type of purpose when developing their work.
• Individual activities. Although the objectives are shared, each member
focuses on their activity, and responds for it, without entering into the tasks
carried out by the rest.
• Similar tasks. In a work group, individuals do not necessarily have to be
specialized in any particular task. They may do similar jobs, have similar
training, and similar abilities.
• Independent relationships. In a work group, there are not necessarily intense
or friendship relationships since the members develop their work individually
and respond for their task, so the interaction is not as common as it is not
constantly necessary as it can happen in a work group. work team, where its
members are in continuous relationship since they work in unison.
• Hierarchy level. In a work group if it exists since it is the way to differentiate its
members, to distinguish the tasks they perform, their position and the way in
which they are organized.
• Conflict resolution. Conflicts within a work group are usually resolved with
some imposition on the part of members with a higher hierarchy, such as the
head of the company, or the department.
• Members of these types of groups are individual leaders. This since in the end
they always answer for their tasks. There are usually no acknowledgments of
the values they have, and the results are always perceived as an individual
effort developed by each individual worker.

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Formal group
By formal groups we mean those that define the structure of the organization, with
specific work assignments that set tasks. In formal groups, the behavior of
individuals is stipulated and directed toward the goals of the organization.
It is the one that defines the structure of the organization, through certain work
assignments in which activities are established, in formal groups, the goals of the
organization stipulate the behaviors that can be observed and are directed to
achieve them.
Formal groups are deliberately created by managers and have the responsibility of
executing certain tasks to help the organization achieve its goals.
The most prevalent type of formal group in the organization is the command group,
which includes the manager and his subordinates. The formal structure of
organizations consists of a series of command groups that intermingle. Managers
belong to command groups consisting of themselves and their subordinates, and
simultaneously belong to command groups composed of their colleagues and
higher-level executives.

Formal groups
• A command group is determined by the organization chart of the company. It
is made up of individuals who report directly to a certain boss. A classic
example is that of a principal and her corresponding teachers, as well as the
postal inspection director and his five inspectors.
• Task groups, which are also determined by the organization, represent the
association of those who come together to complete a work assignment.
However, the limits of a task group do not end with the immediate hierarchical
superior but can cross the command relationships. For example, if a university
student is charged with a crime on campus, coordination and communication
is required between the director of academic affairs, the student director, the
general secretary, the head of security, and the student advisor. This training
will constitute a task force.

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Informal group
Informal groups are alliances that do not have a formal structure or are defined by
the organization. These groups are natural formations of the work environment that
arise in response to the need for social contact.
The main characteristics of informal groups can be grouped taking into account two
fundamental criteria, such as their internal structure and the relationship they
establish with the organization itself.
Informal groups emerge without an official designation from the organization. They
form spontaneously and are based on personal relationships or special interests,
and without any specific organizational endorsement. They are usually found within
most formal groups. Informal groups often help people get their work done. Through
their network of interpersonal relationships, they have the potential to streamline the
flow of work, as people help each other in ways that formal lines of authority do not
provide.

Nature of informal groups

Formal and informal structure, both composed of different groups, are part of all
social organizations, the formal organization includes the control mechanisms that
have been explicitly established in order to guarantee the achievement of its
objectives and the effective contribution of its members to said purposes. The
organization chart of Any company shows this formal structure, stating the
differentiation of functions, as well as the inherent power and communication
structure. The assignment of people to the different groups that make up this formal
structure is often done with little regard to their personal wishes or their abilities to
work together.

High-performance team
A group of individuals within an organization who have clear objectives, see the
steps to achieve them and obtain positive results, which can be sustained over time,
is called a High-Performance Team. They may be specialized in a specific area of
work or take on new challenges to decipher conflicts that organizations have not
encountered before.

What are the characteristics of a High Performance Team?

They are people who are highly motivated, highly satisfied with their work
environment, with interpersonal relationships and with the rewards according to their
performance.
High Performance Teams are clear about the objectives of each of their individuals,
their team, their area and their organization. This allows them to set goals and work
cycles to achieve results in the set times.

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Outstanding characteristics in high-performance teams are:

• Positive work environment

• They show support, solidarity and understanding

• They face conflicts and generate different solutions

• They incorporate creativity at different stages of their problem-solving and

goal-setting process

• They have their defined roles within your organization

• Ability to analyze and reflect on the project process

Team Group
A team is a group of people with complementary skills who perform a task to achieve
common results. Ultimately, a work team is made up of professionals with
complementary skills who must achieve a common goal.

Work teams are groups whose members work to achieve a common and specific
objective, acting on the basis of individual and mutual responsibility in order to take
advantage of the synergies of additional competencies to work together. Through
coordinated efforts and synergies, work teams demonstrate a higher level of
productivity than the simple sum of individual contributions.

Elements and characteristics of a work team

• People: they are not just another resource among resources, but they
constitute the essence of the team concept.
• Complementary skills: another characteristic element of a team is the
complementarity of the skills of its members.
• Task: it is an explicit action that summons people, that integrates, that
constitutes the team and organizes its process.
• Common results: it is the result of those previously determined objectives. At
the core of the team is the search for results.

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Conclusion
In short, a work group is always characterized by having common goals. However,
its components will be those that develop their tasks individually without too much
involvement with the rest. This is because in the end what counts is the development
of these activities by each member that is included.

Bibliography
https://economipedia.com/definiciones/grupo-de-trabajo.html
https://www.gestiopolis.com/grupos-formales-e-informales/
https://www.ceupe.com/blog/que-es-un-equipo-de-trabajo.html

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