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If you want to describe an overflowing abundance of something, the word you are looking for is teem. We often see reference to "the teeming masses," "streets teeming with activity," or "forests teeming with life." You want the word team if you are trying to describe pairing two or more things in a coordinated ensemble ("she teamed the oxen together"), or forming some kind of partnership or association ("we are teaming with another organization this year").

As defined by Professor Leigh Thompson of the Kellogg School of Management, "[a] team is a group of people who are interdependent with respect to information, resources, knowledge and skills and who seek to combine their efforts to achieve a common goal".[1]

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A group does not necessarily constitute a team. Teams normally have members with complementary skills[2]and generate synergy[3]through a coordinated effort which allows each member to maximize their strengths and minimize their weaknesses. Naresh Jain (2009) claims:

While academic research on teams and teamwork has grown consistently and has shown a sharp increase over the past recent 40 years, the societal diffusion of teams and teamwork actually followed a volatile trend in the 20th century.[5] The concept was introduced into business in the late 20th century, which was followed by a popularization of the concept of constructing teams. Differing opinions exist on the efficacy of this new management fad.[6]Some see "team" as a four-letter word: overused and under-useful.[7]

English-speakers commonly use the word "team" in today's society to characterise many types of groups. Peter Guy Northouse's book Leadership: theory and practice[11]discusses teams from a leadership perspective. According to the team approach to leadership, a team is a type of organizational group of people that are members.[citation needed] A team is composed of members who are dependent on each other, work towards interchangeable achievements, and share common attainments. A team works as a whole together to achieve certain things. A team is usually located in the same setting as it is normally connected to a kind of organization, company, or community. Teams can meet in-person (directly face-to-face) or virtually when practicing their values and activities or duties. A team's communication is significantly important to their relationship.[citation needed] Ergo, communication is frequent and persistent, and as well are the meetings.[citation needed] The definition of team as an organizational group is not completely set in stone, as organizations have confronted a myriad[quantify] of new forms of contemporary collaboration. Teams usually have strong organizational structured platforms and respond quickly and efficiently to challenges as they have skills and the capability to do so.[citation needed] An effective organizational team leads to greater productivity, more effective implementation of resources, better decisions and problem-solving, better-quality products/service, and greater innovation and originality.[citation needed]

A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members.[12]

Thus teams of game players can form (and re-form) to practise their craft/sport. Transport logistics executives can select teams of horses, dogs, or oxen for the purpose of conveying passengers or goods.

Although the concept of a team is relatively simple, social scientists have identified many different types of teams. In general, teams either act as information processors, or take on a more active role in the task and actually perform activities. Common categories and subtypes of teams include:

Advisory teams make suggestions about a final product (Devine, 2002). For instance, a quality-control group on an assembly line would be an example of an advisory team: they may examine the products produced and make suggestions about how to improve the quality of the items being made. A product reaches the final stage and is put for sales after getting approved by the advisory teams. The advisory team consists of experts who possess extraordinary skills.

The goal of the command team is to combine instructions and to coordinate action among management. In other words, command teams serve as the "middle man" in tasks (Devine, 2002). For instance, messengers on a construction site, conveying instructions from the executive team to the builders, would be an example of a command team.[clarification needed]

An executive team is a management team that draws up plans for activities and then directs these activities (Devine, 2002). An example of an executive team would be a construction team designing blueprints for a new building, and then guiding the construction of the building using these blueprints.

A team used only for a defined period of time and for a separate, concretely definable purpose, often[quantify] becomes known as a project team. This category of team includes negotiation-, commission- and design-team subtypes. In general, these types of teams are multi-talented and composed of individuals with expertise in many different areas. Members of these teams might belong to different groups, but receive assignment to activities for the same project, thereby allowing outsiders to view them as a single unit. In this way, setting up a team allegedly facilitates the creation, tracking and assignment of a group of people based on the project in hand.[citation needed] The use of the "team" label in this instance often has no relationship to whether the employees work as a team.

Lundin and Soderholm define project teams as a special case in the more general category of temporary organizations which also includes task forces, program committees, and action groups. All of these are formed to "make things happen". This emphasis on action leads to a demarcation between the temporary organization and its environment. The demarcation is driven by four interrelated concepts (the four T's):

"The concepts also differ from the crucial concepts that define the permanent organization. Permanent organizations are more naturally defined by goals (rather than tasks), survival (rather than time), working organization (rather than team) and production processes and continual development (rather than transition)"[13]

A sports team is a group of people which play sports (often team sports) together. Members include all players (even those who are waiting their turn to play), as well as support members such as a team manager or coach.

Developments in information and communications technology have seen the emergence of the virtual work-team. A virtual team is a group of people who work interdependently and with shared purpose across space, time, and organisational boundaries using technology to communicate and collaborate. Virtual team members can be located across a country or across the world, rarely meet face-to-face, and include members from different cultures.[14]

In their 2009 literature-review paper, Ale Ebrahim, N., Ahmed, S. and Taha, Z. added two key issues to definition of a virtual team: "as small temporary groups of geographically, organizationally and/ or time dispersed knowledge workers who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks".[15] Many virtual teams are solving customer problems or generating new work processes.

Work teams are responsible for the actual act of creating tangible products and services (Devine, 2002). The actual workers on an assembly line would be an example of a production team, whereas waiters and waitresses at a diner would be an example of a service team.

In the business environment, sales teams and traditional professionals (such as doctors, lawyers, and teachers), work in independent teams.[16] Most teams in a business setting are independent teams.[16]

Hybrid teams and hybrid rewards, which try to combine characteristics of both, are sometimes created in the hope of getting the best of both types. However, instead, they tend instead to produce the negative features of each and none of the benefits, and consequently under-perform.[18][need quotation to verify]

Pressuring teams to become independent or interdependent, on the grounds that management has decided that one type is intrinsically better than the other, results in failure.[17] The nature of the team is defined by the type of work that is done, and not by management's wishes or by the fashions of the latest management fad.

Multidisciplinary teams involve several professionals who independently treat various issues a patient may have, focusing on the issues in which they specialise. The problems that are being treated may or may not relate to other issues being addressed by individual team members.

The interdisciplinary team approach involves all members of the team working together towards the same goal. In an interdisciplinary team approach, members of the core team will often rle-blend, taking on tasks usually filled by people in different roles on the team.[19]

These types of teams result in the highest potential for innovative work and motivation among its members. Team members determine the team's objectives and the means to achieve them. The management's only responsibility among self-directing teams is the creating the team's organizational context.[20] Self-directed teams offer the most potential for innovation, enhance goal commitment and motivation, and provide opportunity for organizational learning and change.[20]

David Cooperrider suggests that the larger the group, the better. This is because a larger group is able to address concerns of the whole system. So while a large team may be ineffective at performing a given task, Cooperider says that the relevance of that task should be considered, because determining whether the team is effective first requires identifying what needs to be accomplished. 2351a5e196