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Human Behavior in Organizations

Companies and organizations are not established by a single individual, as those familiar with the process are aware. When it comes to company and organizational success, the people who make it happen are everything(McGrath, 2004). Many individuals are unaware of the distinctions between groups and teams, despite the fact that they seem to be the same thing. This article will look at work groups and teams, their distinctive contributions to a company’s success, and their distinctions and commonalities. There are several methods to compare teams and organizations.

Other groups might be better ideal for a work that must be done in a certain period of time. A team of employees, on the other hand, is the finest alternative for people who demand several jobs and different outputs. Each individual would bring a distinct skill set to the table, allowing each person to complete the duties at hand(McGrath, 2004). Dr. Bruce Tuckman, a pioneering psychologist, examined group dynamics to better understand how teams and groups functioned. According to his approach, there are four phases in team development: forming, storming, normalizing, and performing. Since its inception, many academics have built on it, and it is now a well-known tool for leaders and team members seeking to better understand group dynamics and how they evolve.

Whatever the duration or purpose of these goals, they are usually met by placing various sorts of teams against one another. Companies utilize five sorts of teams to fulfill these goals: work teams, parallel teams, project teams, management teams, and virtual teams. Each team has a distinct set of abilities that may aid a firm in reaching its objectives. Work teams, for example, are often used in the continuous production of products and services(McGrath, 2004). When a corporation is unable to accomplish a job, parallel teams of individuals from different backgrounds collaborate to do it. Parallel teams’ purpose is to operate alongside established organizational structures, however they can only provide ideas. Due to time restrictions, project teams often establish one-time objectives such as new goods and services. They are not dull, and they typically need a vast background of knowledge and competence in their respective professions(McGrath, 2004). The project’s membership is typically selected from a vast range of areas and functional divisions in order to benefit from a wide variety of skills. Management teams oversee and organize sub-units while also providing direction.

Advantages of Teamwork

A group may divide a major project into small portions.

When a group takes on a major project, each member may concentrate on a smaller amount of the job rather than expecting one person to complete everything(Van Wormer, 2017). With a big list of duties and tight deadlines on your plate, a collaborative effort may help you do more in less time.

Teams are an excellent place to begin when thinking.

When a person has the chance to communicate with others, their viewpoint on a subject or activity increases. You will be able to cooperate with people who have various views, experiences, and ideas in order to come up with innovative solutions(Van Wormer, 2017). When presented with a challenge, this advantage makes it straightforward to choose the right course of action to pursue, allowing you to reach your maximum potential.

It facilitates the interchange of ideas.

To be effective, teams must have regular opportunity to interact with one another. Working in a group makes it simpler to communicate and debate ideas(Van Wormer, 2017). As a result of this advantage, the team may spend more time analyzing information, evaluating progress, and identifying roadblocks.

Teamwork is an excellent method of encouraging personal responsibility.

Employees in groups devise a strategy to keep each other on track with their assigned tasks. You may concentrate on your work while your team members hold themselves and others responsible for attaining project goals(Van Wormer, 2017). Shared spreadsheets, collaborative papers, and frequent meetings mandated by progress reports are just a few ways to develop this advantage. When a group is working together, there will always be individuals who will take advantage of the group and put in less effort than they would otherwise.

Mentoring is promoted as a consequence of the structure it establishes.

A company’s culture should foster a sense of collaboration among its members in order to provide mentoring opportunities for new employees.Because of this advantage, individuals may be taught and guided rather than being rushed through training or thrown into the fire with their duties.

In a team situation, you may identify your own strengths and shortcomings.

When individuals have the opportunity to work in groups, they may lead periods of self-reflection for themselves and others(Van Wormer, 2017).It may assist individuals in discovering their own leadership potential, revealing hidden advantages, or beginning to eliminate possible flaws in order to establish better problem-solving abilities. Teams that gather on a regular basis to assess themselves and their colleagues in a safe, productive setting have the potential for tremendous progress.

Disadvantages of Teamwork

It is not unusual for one individual to dominate a group debate.

Even while leadership is a crucial skill that may help any team, some team members may have strong personalities that take over debates and situations(Spector, 1982). When this dynamic occurs, team members may have difficulty offering feedback or expressing their ideas. In the long term, this is detrimental to output since it affects team cohesion and cooperation.

In certain cases, teams may not allocate labor evenly.

Working in groups is beneficial when duties and effort are distributed evenly. Allowing each person to concentrate on projects that best reflect their talents leads to increased productivity(Spector, 1982). A team’s unequal allocation of work may provide the appearance that everyone is treated equally, even if this is not the truth. With equal credit but just a few people in charge, the team’s cohesion and purpose may suffer.

Scheduling issues may arise while working in a group.

Even with today’s advanced technology, scheduling a meeting might be difficult. Determine if the advantages of assigning individual responsibility exceed the benefits of arranging group work(Spector, 1982). Task management issues may arise when one team member’s responsibilities clash with those of the rest of the group.

Some individuals may believe that their contributions are unwelcome at work.

In the end, it makes little difference whether the sensation is genuine or not. Unwelcomeness diminishes the value of a team member’s contribution(Spector, 1982). Regardless of whether they have the best ideas in the group, this problem may cause people to stop offering suggestions or stimulate creativity.

It raises the level of competition in the workplace.

When people establish a team, their competitive nature shines out. Individual motivation may increase when people compete in a healthy manner with one another. If this becomes the group’s major focus, the quality of their work may suffer significantly.

Advantages Of Groups

A fresh perspective

The adage “two heads are better than one” has some truth to it(Spector, 1982). Working on a project with pupils, such as a problem-solving activity, motivates them to try out different answers. It’s feasible that both positive and negative feedback will help them learn faster.

On a personal level, satisfaction

Working in a group might be difficult(Spector, 1982). A high grade may be very fulfilling and motivating for students who can overcome the challenges of working in groups and coping with the stress and long hours that come with it.

Abilities in partnership

When students work together, they are able to perform more complicated activities that they would not have been able to finish on their own, which improves both individual and group learning(Spector, 1982). This is because group work exposes pupils to new ideas, thinking skills, and conflict.

It allows pupils to study more efficiently.

According to a recent poll, 97 percent of students thought that working in a group setting increased their capacity to learn and interact in some manner. According to some students, working in groups was a learning experience in and of itself.


The atmosphere is tense.

Working with others is bound to result in disagreements due to different points of view. Some students find it difficult to accept peer criticism and ideas that aren’t their own. Quiet children may also struggle to communicate in a group setting or may be uncomfortable working with strangers(Spector, 1982). As a result, they may be perceived as lazy, which may cause a schism in the workplace.

Participation is not consistent.

The level of participation among team members will frequently vary greatly. It is common for a few students to do the majority of the work on a group assignment, while the rest of the students benefit from the opportunity(Spector, 1982). This could cause a schism in the group, especially if the student believes that others are being rewarded for their efforts.

I’m trying to avoid doing my job.

When working in a group, it is common for students to get off track, especially if the task requires discussion. During this time, students may converse, work on other assignments, or simply relax. As a result, the group project meeting is less effective and productive.

It is time-consuming.

When you’re a student, working in a group can take a long time(Spector, 1982). Meetings must be scheduled outside of school hours and in accordance with all participants’ availability. Sixth-form students may find this particularly difficult.


Teams and groups differ in terms of leadership and power, the decision-making process, and the level of commitment of its members to corporate goals(Terborg, 1981). People from various backgrounds may form teams and organizations, resulting in a diverse set of experiences and perspectives. Because of diversity, team members may make functional decisions based on the experiences and talents of various team members. When diversity is handled carefully, its benefits may be fully realized.

A good and dynamic group formation process has been discovered through research. The life cycle of a team can be compared to the stages of an individual’s development. Individuals must be aware of critical stages and tactics for avoiding snags along the way in order for the group to remain efficient(Terborg, 1981). The ability of a group to perform at its peak is directly related to the quality of its leadership and the group’s understanding of how to progress. Teams and groups are distinct entities, despite their similarities. Teams may be much larger and generally consist of people who have complementary skills working toward a common goal, while groups are often made up of a small number of people who have a wide range of expertise working together to solve a specific issue.

Many of the issues that plague larger groups may also affect teams. Social loafing and groupthink can be avoided by recognizing individual differences and clearly defining roles and responsibilities, as well as assessment and rewards(Terborg, 1981). In today’s increasingly complex workplace, groups and teams have become increasingly important to an organization’s success. The success of a team or performance group is directly related to the efficiency with which its members are managed and the degree of equity that exists in all aspects of the organization’s operations.


Terborg, J. R. (1981). Interactional psychology and research on human behavior in organizations. Academy of Management Review6(4), 569-576.

Spector, P. E. (1982). Behavior in organizations as a function of employee’s locus of control. Psychological bulletin91(3), 482.

Van Wormer, K., & Besthorn, F. H. (2017). Human behavior and the social environment, macro level: Groups, communities, and organizations. Oxford University Press.

McGrath, J. E., & Tschan, F. (2004). Dynamics in groups and teams. Handbook of organizational change and innovation, 50-72.

Ferguson, A. (1999). A world of shifting goalposts [Discusses the pros and cons of organising people into workplace teams]. Management Today, (Jan-Feb 1999), 14-19.


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