Work teams: Primary groups addressing secondary goals

This research study seeks to find similar characteristics between primary groups and work teams, the reason behind work team utilization by organizations, and how primary group characteristics enhance performance can be answered through the data gathered by the researchers. However there are differences in the literature gathered by the researchers and the findings. The aim to contribute to the literature on primary groups working in the secondary setting was made possible through basic descriptive research. To gather data needed for the research\u27s purpose, key informant in-depth interview was applied in gathering data and a qualitative analysis was done to aid further discussion of findings to address specific problems presented. Respondents interviewed were all members of two work teams each, coming from LandCo Pacific and MegaWorld Corporation. The teams presented in this research study do possess characteristics similar and in certain cases identical to that of primary groups specifically that of a social peer group or barkada . The use of the term barkada was widely noted and observed from interviews with respondents. The comparison in the study with respect to number varied widely with a large number of respondents having larger barkadas in terms of number as compared to their respective teams. One finding not expected was the implied presence of competition not emphasized in the review of related literature with respect to primary groups and their typical characteristics. The presence of competition specifically in reference to the teams of one particular organization can possibly be traced to the saturation of tasks and the large number of teams with members competing for commission and bonuses. This finding indicates that a work force subsequently divided into teams of a large population may prove to be more of overkill rather than a strong and efficient part of an organization. It should be noted that the organizations primary concerns are for the generation of revenue and less for the challenges and conditions the teams undergo to achieve production. This causes the internal problems for the teams with regards to finding clients, gaining commission and making quota not to mention the competition that forms when too many people are after the same objective. Despite these problems the organizations benefit from these teams since quotas are collectively met hence the attainment of projected or desired revenue figures are accomplished. In essence the findings point out that in general, work teams in formal organizations if kept at numbers below 10 numbers per team have good potential to form strong social relationships that allow them the ability and support to perform to set organizational satisfaction thus benefiting the organization. Feelings of competition in any organization in general are a possibility but can be minimized through more efficient reward systems. Although work teams can form strong, mutual social bonds their individual objectives and the priority of work come before the establishment of intimate bonds outside the organization