Workplace Dynamics: Group vs. Team, Maslow, and Herzberg Theories
Understanding Organizational Dynamics and Motivation
Group vs. Team Characteristics
Group
- Communication does not necessarily have a specific directionality.
- Communication is not necessarily aimed at establishing a dialogue in search of consensus.
- Its constitution is not oriented toward achieving measurable results.
- The sense of belonging (with reference to themselves and other groups) may be very low or very high.
- The relevance to the task may be low. The style of intervention may or may not encourage the development of a coordinator.
- Individual specialization is not a determining factor for the group’s task. In certain cases, the heterogeneity of members is encouraged.
- In some cases, they have a coordinator.
- Unless there is a coordinator role, members generally do not have different defined functions.
- Strategies, tactics, and techniques are developed explicitly only occasionally. They may or may not be specifically tailored for the task or aimed at achieving measurable results.
- Roles are a result of a complex process of “ownership and allocation of roles.”
- Competition is often seen as detrimental to the group.
- There is a process of reflection on events and their links to the group.
Team
- Directionality in communication is one of the most important characteristics, leading to a greater number of interactions.
- Communication is typically aimed at consensus-building dialogues.
- It is constituted to achieve measurable results.
- The team’s ability and type can stimulate a strong sense of belonging, promoting integration and results orientation.
- The relevance to the task must be high. The team is constituted by and derives its meaning from the task.
- Individual and co-specialization are key factors for the task and improve team productivity.
- Except in the case of self-directed teams, they typically have a leader or director: a manager, coach, etc.
- Although they are multifunctional and interdisciplinary, a clear definition of roles is characteristic of team operation.
- Roles may evolve as members integrate into the team. Some teams support the rotation of leadership roles, encouraging the development of leadership skills within the team.
- Prominence is a result of the team’s production. The team also seeks to define its collective role.
- Competition is encouraged to develop the team’s potential. This involves understanding what it means to be “competent” and learning to compete effectively, including training for both winning and losing.
- In some cases, there is a process of reflection on events and their links to the team.
Maslow’s Hierarchy of Needs
This theory presents an orderly classification of human needs on a scale where, as one group of needs is met, the following group becomes dominant.
- Physiological
- Safety
- Social
- Esteem
- Self-Actualization
- Lower-level needs are satisfied internally.
- Higher-level needs are satisfied externally.
Needs are like steps; to reach the top, one must satisfy (or reach) the preceding level first. Additionally, once a need is satisfied, it urges us to satisfy the next.
Herzberg’s Two-Factor Theory
Psychologist Frederick Herzberg proposed the Two-Factor Theory (Motivation-Hygiene Theory). Based on the question, “What do people want from their job?”, his research led to the classification of intrinsic (motivational) and extrinsic (hygiene) factors.
Hygiene Factors
- Salary and benefits
- Company policy and administration
- Relationships with coworkers
- Physical work environment
- Supervision
- Status
- Job security
Motivational Factors
- Achievement
- Recognition
- Responsibility
- Advancement
- Growth
- The work itself