Distinguishing teams from groups in matrix organizational environments

HRM

The Difference between Teams and Groups and Issues Associated with Matrix Environments

Groups and Teams

Differences between Groups and Teams

Groups and teams have some commonalities, but there are also some significant differences. Both are collections of individuals that come together, this may be a physical gathering or a convergence though other means such as through a virtual environment. In both cases the collection of individuals will also have a common goal, or be gathered for a common purpose. The difference between a group and a team can be seen in the relationship between the different people that make up the convergence of people. In a group the members may have a common purpose, but they are a loose collection where individuals will work separately, in a fragmented manner, even if a leader is present (Ramirez, 2013). In groups there are no defined roles (Ramirez, 2013). In teams the individuals will have a closer relationship; they are likely to have a much greater sense of shared purpose and will usually work in a coordinated manner, usually with predefined roles (Ramirez, 2013). According to Belbin (1999), team members will gravitate towards one of nine roles across three team functioning areas action orientated role, people centric roles and thinkers (Belbin, 1999). This takes time through the process of forming, storming, norming and performing, and is not seen in groups (Ramirez, 2013).

To convert a group into a team, the process of forming a group needs to take place. This starts which to allow the team members to interact and create the feeling of shared purpose and the social connections that are needed to create cohesion. There are numerous ways this can be created; tools such as bonding exercises, which may include shared non-related task such as an outward bound day or other activities which require joint, coordinated efforts. It is also important to ensure that teams are given sufficient time and space to bond, as well as be lead in an effective manner to provide clear goals and constraints that will create a sense of shared purpose.

1.2

What is a Matrixed Environment?

Employers are increasingly using a matrixed environment. A matrix is an organizational structure where an individual may be part of a traditional hierarchy, but they may also be part of a functional team, this may be within their own department or across department; they are working as a part of a matrix. For example, a firm may have a traditional hierarchy with people working in traditional departments, but may also undertake projects where different department members work together; with a duel hierarchy, with employees have two or ore managers to whom they are answerable. This provides flexibility, and the teams that are formed can be permanent or temporary.

Matrix structures provide an employer with flexibility, but can be difficult for employees, especially if they have two managers to which they are answerable. This can create conflicting goals and increase worker stress levels. A key issue in a matrixed environment is effective and clear communications between different managers and team members with an understanding of the demand that the structure may place on employees. The employees and management need the relevant resources, time and support to work in this manner to avoid stress or deal with it as it arises and facilitated realistic planning and expectations. The use of planning, such as scheduling specific times for the employees working on the different tasks, will allow for the projects to be planned and time needed calculated for accurate expectations as well as reducing the stress of an employees who may feel pulled in two directions.

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Understanding Matrixed Environments

In a matrixed environment, the first and most important task before implementing a matrix structure is to ensure that all involved know what is meant by the term and the implications of the structure. Appelbaum et al., (2008), find that in matrix environments there is the potential for increased productivity, but there is also an increased workload for the employees. If the employees and management do not understand how the matrix environment is meant to work, and the key success factors, such as time management, delineation of jobs and the importance of effective communication, the result may be ambiguity and confusion. It is only if they are above to understand what it meant to occur and how, that employees and managers can work effectively with, and within, the matrix structure.