# data[].attributes.body
Self directed
A self-managed team is a group of employees that's responsible and accountable for all or most aspects of producing a product or delivering a service

A group of people working together in their own ways, toward a common goal, which is defined outside the team.

Self-managed teams have grown rapidly in popularity following their introduction in the 1960s. Around 80 percent of companies in the Fortune 1000 and 81 percent of manufacturing companies use self-managed teams within their organizational structure
Companies favor self-managed teams as they offer cost savings and increased productivity, if implemented effectively. However, self-managed teams aren't the right fit for every company. The best-performing self-managed teams are found in companies where the organizational culture clearly supports decision-making by employees.

pros:
Self-managed teams have greater ownership of the tasks they perform and the end product or service they deliver
Self-managed teams tend to be loss costly and more productive than employees working within a traditional hierarchical structure because the team performs both technical and management tasks. Team members may also fill in for each other to cover holidays and absences. Decisions made by self-managed teams are more effective because they're made by the people who know most about the job.

Cons;

Although a cohesive self-managed team may create a sense of trust and respect between team members, overly cohesive teams can lead to "groupthink":
Team members are more likely to conform with team norms than raise issues that may upset other team members. This may lead to reduced effort or stifled innovation

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(Licheng, Cheryl , Budhhi)
A group of people with different functional expertise working toward a common goal . Typically, it includes employees from all levels of an organization. Members may also come from outside an organization.

It is formed when there is a need to gather and balance information from every single department.

Advantages:
Increase creativity and problem solving
Diversified experience, expertise and knowledge
Broaden perspectives and create synergy
peed up the overall circle time by reducing sequential knowledge from different level of organizations and reduce rework

Disadvantages;
Take longer time to develop cohesion
A high level of conflict
Conflict of interest from different departments

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Key Characteristics
- Good communication
- Organized
- Good leadership
- Every contributes
- Goal and result focused
- Diverse workforce

When is it formed, an example
- The ability to communicate effectively with others
- The ability to recognize and understand the viewpoints of others
- The ability to appreciate the contribution you are expected to make
- The ability to build strong interpersonal relationships

Pros:
- Fosters creativity and learning
- Compliments everyone's strengths
- Builds trust
- Conflict resolution skills
- Encourages healthy risk taking

Cons:
- Longer process
- Limiting creativity
- Unequal participation

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(Anant,Parteek,Sukhvir)

Members: Logical, Analytical thinkers, Having problem solving skills

Pros:
Time Saving
Increase team efficiency
Effective Result
All members get involved

Cons:
May lead to Conflict
Disagreements may happen
May lead to wrong approach to solve the problem

Examples:

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- Produce group decisions to avoid feeling outcast, leading to errors in decision making
- Strong leadership + firm group cohesion + intense pressure in order to make a good decision
- Shared stereotypes/ people coming from similar background + simplified thinking
- Tend to occurred in isolated groups

Ex:
- North Korean & Old time China
- The collapse of Swissair. The airline was once so financially solvent it was called the "Flying Bank." However, they began to believe they were invulnerable and as a result of failing to question poor decisions and gross mismanagement, the airline eventually went bankrupt.

Pros:
- Easy to come to a decision
- No disagreement
- Close personal relationships
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Cons:
- Ruin the relationship in the long term
- Reject others' ideas
- Reduce creative ideas
- No one need to think out of the box
- Be like a frog at the bottom of a well - able to see the little patch of sky above

# data[].attributes.body
Definition
A virtual team which is also called geographically dispersed team, distributed team, usually refers to a group of individuals who work together from different geographic locations and rely on different communication technologies like email and fax.
Characteristics
-Driven by common purpose
-Small team size
-Innovation
-Linked by electronic form of communication
-Different work shift on different time zone
Formation
The word ‘virtual’ drew its meaning from ‘virtue’ in early 14th century. But by late 1950s, it started taking up a new meaning of ‘temporarily simulated or extended by computer software’
Examples
SAP,IBM,Generic Electric
Pros
Productivity,customer access, flexibility, cheap
Cons
Mistrust, communication break downs, conflicts, power struggles and management issues.

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Characteristics:

Absence of trust: Lack of trust is that no one would bring up any issue which will show him/her weak or vulnerable.

Fear of conflict:  Conversation and feedback cannot be candid and difficult questions can’t be asked, because they can give rise to conflicts.

Lack of Commitment:  Because of fear of conflict and lack of trust, most decisions do not get discussed enough, team members feel they have not been heard, and hence they do not buy-into the decision being made.

Avoidance of Accountability :  individuals and the team shies away from being accountable for their actions, blaming all failures and problems on others in the team or to external factors.

Inattention to results: When there is no accountability and no commitment to decisions, results suffer, and what is more, with no one to hold anyone accountable within team, no one will even discuss failures.