Editing Team (section)

==Types==
Of particular importance is the [[concept]] of different types of teams.{{citation needed|date=April 2016}}

===Categories by subject===

[[File:Type 91 SAM fire.JPG|thumb|A [[Japan Air Self-Defense Force]] (JASDF) team looks on after the Type 91 Kai MANPAD fires a rocket at a mock airborne target.]]

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:

====Action teams====
An action team is a group of people with leadership skills. It devises strategies, analyze situations and execute needed actions.

====Advisory teams====
Advisory teams make suggestions about a final product (Devine, 2002). For instance, a [[quality control|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.

====Command team====
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.{{Clarify|date=August 2017}}

==== Executive team ====
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.

==== Project teams ====
{{Main|Project team}}
A team used only for a [[define]]d period of time and for a separate, concretely definable purpose, often{{quantify|date=April 2016}} 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|date=April 2016}}  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):
#Time – the time horizons and limits are crucial to the existence of temporary organizations "whose very existence helps spread a sense of urgency".
#Task – the raison d` ètre for the temporary organization; no other party is attending to the same task at the same time in the same way
#Team – provides the human resources to accomplish the task in the time available
#Transition – an accomplishment or some sort of qualitative difference is expected after the time horizon
"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)"
<ref>{{cite journal|last1=Lundin|first1=R. A.|last2=Soderholm|first2=A.|year=1995|title=A Theory of the Temporary Organization|journal=Scandinavian Journal of Management|volume=11|issue=4|pages=437–455|doi= 10.1016/0956-5221(95)00036-U}}</ref>

====Sports teams====
{{Main|Sports team}}
A [[sport]]s 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 (sport)|coach]].

====Virtual teams====
{{Main|Virtual team}}
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.<ref>[https://ssrn.com/abstract=634645 Kimble et al. (2000)] Effective Virtual Teams through Communities of Practice (Department of Management Science Research Paper Series, 00/9), University of Strathclyde, Strathclyde, UK, 2000.</ref>

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".<ref>{{cite journal|last1=Taha|first1=Zahari|last2=Ahmed|first2=Shamsuddin|last3=Ale Ebrahim|first3=Nader|date=2009-12-21|title=Virtual R& Teams in Small and Medium Enterprises: A Literature Review|journal=Social Science Research Network|ssrn=1530904}}</ref> Many virtual teams are solving customer problems or generating new work processes.

====Work teams====
Work teams are responsible for the actual act of creating [[Goods|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.

===Interdependent and independent===
One common distinction is drawn between interdependent and independent teams.<ref name=":0">{{Cite web|title = Differences between Work Groups and Teams – For Dummies|url = http://www.dummies.com/how-to/content/differences-between-work-groups-and-teams.html|website = www.dummies.com|access-date = 2015-09-10|quote = Independent-level work groups are the most common form of work groups on the business scene... staff members work on their own assignments with general direction and minimal supervision.  Sales representatives, research scientists, accountants, lawyers, police officers, librarians, and teachers are among the professionals who tend to work in this fashion. People in those occupations come together in one department because they serve a common overall function, but almost everyone in the group works fairly independently. [...] Members of an interdependent-level work group rely on each other to get the work done. Sometimes members have their own roles and at other times they share responsibilities. Yet, in either case, they coordinate with one another to produce an overall product or set of outcomes.|last = Brounstein|first = Marty}}</ref>  The difference is determined by the actions that the team members take while working.

====Interdependent teams====
[[Image:Rugby union scrummage.jpg|thumb|right|A [[rugby union]] [[scrum (rugby union)|scrum]]]]
A [[Rugby football|rugby]] team provides a clear example of an interdependent team:

* no significant task can be accomplished without the help and cooperation of every [[Groups of people|member]];
* within their team members typically specialize in different tasks ([[Rugby union positions|r.r the ball]], [[keep goal|goal kicking]] and [[Scrum (rugby)|scrum feeding]]), and
* the success of every individual is inextricably bound to the [[Goal|success]] of the whole team.  No rugby player, no matter how talented, has ever won a [[Rugby football|game]] by playing alone.

====Independent teams====
On the other hand, a [[track-and-field]] team is a classic example of an independent team:<ref name=":2">{{Cite book |title = Remarkable Leadership: Unleashing Your Leadership Potential One Skill at a Time |url = https://books.google.com/books?id=o6B0s4_ymxcC |publisher = John Wiley & Sons |date = 2011-02-17 |isbn = 9781118047552 |first = Kevin |last = Eikenberry |pages = 147–148}}</ref>

* races are run, or points are scored, by individuals or by partners
* every person in a given job performs basically the same actions
* how one player performs has no direct effect on the performance of the next player

If all team members each perform the same basic tasks, such as [[students]] working problems in a maths class, or outside sales [[employees]] making phone calls, then it is likely that this team is an independent team.  They may be able to help each other—perhaps by offering advice or practice time, by providing moral support, or by helping in the background during a busy time—but each individual's success is primarily due to each individual's own efforts.  Runners do not win their own races merely because the rest of their teammates did, and maths students do not pass tests merely because their neighbours know how to solve [[equations]].

In the [[business]] environment, sales teams and traditional professionals (such as doctors, lawyers, and teachers), work in independent teams.<ref name=":0" />  Most teams in a business setting are independent teams.<ref name=":0" />

====Coaching differences between interdependent and independent teams====
[[Coaching]] an interdependent team like a [[football]] team necessarily requires a different approach from coaching an independent team like a [[gymnastics]] team, because the costs and benefits to individual team members—and therefore the intrinsic incentives for positive team behaviors—differ markedly. An interdependent team benefits from members getting to know the other team members socially, from developing trust in each other, and from conquering artificial collective challenges (such as those offered in outdoors [[ropes course]]s){{citation needed|date=April 2016}}. Interdependent teams respond well to collective rewards, and independent teams perform better with individual rewards.<ref name=":1">{{Cite book |title = The Key: How Corporations Succeed by Solving the World's Toughest Problems |url = https://books.google.com/books?id=dbTRBgAAQBAJ |publisher = HarperCollins Publishers India |date = 2015-01-15 |isbn = 9789351770220 |language = nl |first = Lynda |last = Gratton |pages = 40–41}}</ref>

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.<ref name=":1" />{{qn|date=April 2016}}

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.<ref name=":2" />  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 and interdisciplinary===
Teams in areas of work or study such as in the medical field, may be ''multidisciplinary'' or ''interdisciplinary''.<ref name="Ferrell">{{cite book | last = Ferrell |  first = Betty |author2=Nessa Coyle  | title = Textbook of Palliative Nursing |edition = 2 | publisher = Oxford University Press US | year = 2006 | isbn = 978-0-19-517549-3 | page = 35}}</ref>

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 rôle-blend, taking on tasks usually filled by people in different roles on the team.<ref name="Ferrell" />

===Self-directing or self-designing teams===
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.<ref name=":3">{{cite book|title=Making the team : a guide for managers|last1=Thompson|first1=Leigh|date=2017-01-03|publisher=Pearson |isbn=978-0134484204|edition=Sixth}}</ref> Self-directed teams offer the most potential for innovation, enhance goal commitment and motivation, and provide opportunity for organizational learning and change.<ref name=":3" />