Table of ContentsTeam DefinitionTypes of TeamsProblem Solving TeamSelf-Managed TeamCross-Functional TeamVirtual TeamInternal Team ProcessEffective Improvement StrategiesSocial RelaxationIncentive Compensation SystemAdvantagesDisadvantagesReferencesDefinition of Team teamAccording to author Thompson (2018), a team within an organization consists of people or individuals who come together for a specific end result. These individuals are interdependent on each other, are autonomous in their own work within the goals set by the team, and share equal responsibility for their individual aspects which, as a whole, reflect the responsibility of the entire teams. Even though these people are a team, not everyone they come into contact with or connect with through work is part of the team. The criteria for an individual to be part of a team include formal recognition as a team member by each team member and recognition of their role within it. Teams have been defined “as small groups of interdependent individuals who share responsibility for results, and team-based structures play an increasingly important role in the organization” (Hollenbeck, Beersma, & Schouten, 2012 ). Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an Original Essay Types of Teams The most common classification of teams is divided into 4 types. Problem-solving team Self-managed team Cross-functional team and virtual team. teams are defined and differentiated based on the hierarchy and mode of communication within that group and the circumstances that lead these individuals to work and collaborate to achieve a common goal (Thompson, 2018). Problem solving team. The problem-solving team usually encompasses a group of individuals (no more). aged 12 to 14) come together and belong to the same department within a sector and work towards a similar goal. This is the most popular type of team within business sectors. These people share ideas and suggestions for improvement and tend to meet often, usually two to three times a week (Robbins, 2000). Self-managed team Self-managed teams are a small group that voluntarily chooses itself to form a team abolishing the hierarchy of authority. They form their own autonomous body, choosing and distributing responsibilities and monitoring each other's work. The higher performance results, job satisfaction, and strong motivation seen with this type of team have led to its increased popularity. Cross-functional team (Zárraga and Bonache, 2005) The main characteristic of the cross-functional team is that these individuals belong to different areas of expertise who bring their own particular set of skills to realize and build a new and innovative final product. It is commonly used in complex projects or innovations as an end result requiring different components and skills to achieve a goal. No hierarchy is visible and often everyone tries to make the most of their own specific skills to help achieve the common goal. These forms of teams are most often seen in evolving and mutable organizations that are constantly evolving, for example pharmaceuticals and telecommunications. Virtual team (Parker, 2003) A virtual team is a group of people who meet only virtually and do notnot come together to achieve a goal. The advantages are able to undermine the barriers of time and distance, and the disadvantages, as is obvious, the absence of any social signals. Internal Team Process Internal processes of a team relate to the internal framework and relationships between team members and are often quantified based on the effectiveness of the process. cooperation and communication between members. Basically, it highlights the fluidity of interactions between team members. The major parameter to quantify it is therefore the disagreements and compatibility between members, and the means of undermining these conflicts to ensure the smooth running of work, accountability and quality (Zaccaro, Heinenet Shuffler, 2009). Internal processes are therefore something that a team can control, modify and overcome internally to improve a team. External processes are factors external to the team and outside the jurisdiction of the team members. These factors are pervasive and affect team performance in immutable ways. Some examples of external processes are political, economic, social or technological. Knowing the external factors helps the team better align their efforts and present the project they are working on to the external environment (Gleeson, 2018). A large number of models and research are offered to improve team performance and strategies over time. Giddens emphasized the structural model of a team emphasizing team initiatives and external factors, i.e. external processes. He argued that external processes and internal influences are linked and interact (Mestrovic, 2005). The Gladstein model analyzes performance based on satisfaction, needs and capabilities. The McGrath model is based on inter- and intrapersonal group factors. The Bettenhausen model describes team success based on sociological and psychological effects. Hersey and Blanchard's model tracked team performance proportional to time, that is, team maturity. Hackman proposed three branches that could help and improve the effectiveness and performance of the team. The three determinants proposed by Hackman are: the effort or contribution of an individual member. and accessories readily available with the team, inter-team promotion, coaching and assistance (Baninajarian and Abdullah, 2009). Effective Strategies for Improvement Deborah conducted a study (Outwardbound: Strategies for Team Survival in the Organization) with five teams on team performance and strategies. to improve it by focusing on internal and external processes. She came up with three strategies to help improve team performance. The three strategies being InformingParadingProbing. An information strategy structured around the transmission of information and effective communication between team members and addressed to the team's internal processes. Parading was more focused on the essence of team building and promoting intrapersonal relationships to help achieve goals and promote team performance. The survey specifically addressed external processes in which team members, individually and as a unit, were encouraged to build relationships outside of the team with factors, organizations and environment that can help to promote team goals and objectives and thus improve team performance (Ancona, 1990). Social loafingYes, in every organization we face this problem of social loafing where sometimes team members do not maintain their full efforts when they, 26(5), 661-681.