Groups and TeamsGroups or teams can evolve into high-performance, extremely effective and useful tools in any organization if developed and managed correctly. Demographic characteristics and cultural diversity can influence the behavior of groups or teams in positive and some negative ways. Diversity can hinder a group's initial progress; however, the long-term benefit of building high-performing teams is tremendous. An effective team is one that achieves high levels of task performance, member satisfaction, and team vitality (Schermerhorn, Hunt & Osborne, 2003, p. 2). A team or group consists of two or more people who work together to achieve common goals. Members of a group usually depend on each other and interact regularly to achieve a goal. They actively work together as a unit to achieve a purpose. Organizations rely on groups to carry out specific tasks. An effective team is one that achieves high levels of task performance, member satisfaction, and team vitality (Schermerhorn, Hunt & Osborne, 2003, p. 2). Synergy, the idea that the whole is greater than the sum of its parts, is also part of an effective team. If a group has synergy, they are able to accomplish much more than they would working individually. Synergy is critical in group organizations if they are to be competitive and productive. Groups within organizations enhance creativity, implement better decision-making, increase commitment to goals, offer control, and help offset the size of a large organization. There are many types of groups within organizations, including formal, informal, task groups, and virtual groups. Group size and dynamics can impact performance. The larger the group, the more help is available to complete tasks. However, a larger group can lead to communication, coordination and management problems. The dynamics or how a group works together to address problems can also influence performance. Groups and teams have different stages of development to be considered effective; train, storm, standardize, execute and update. Training is the first phase and is above all the initial phase of joining a group and getting to know each other. The storm phase of group development is a period of high emotionality and tension among group members (Schermerhorn, Hunt & Osborne, 2003, p. 9). During the middle of the job quality within a high performing team is respected and embraced. Different opinions and ideas are welcomed and discussed. Team members are involved in clear problem-solving procedures and plan tasks thoroughly before taking action. Synergy is critical to the success of the team. Management should reward the team's successes. High-performance teams are groups of high-energy collaborative processes. They are the playground and work center for capable people with strong, respectful voices who understand and appreciate the power of aligning different perspectives (Schutz, 1999, p 1). In conclusion, high-performance groups or teams, which are fundamental to the success of any organization, are rich in diversity, synergy, teamwork. More can be achieved, greater results and productivity can be achieved when groups or teams are used in organizations. References Cummings, Jonathon. (2001). Workgroups, structural diversity, and knowledge sharing in a global organization. Management sciences. (pp. 1 ? 13).Schutz, Susan. (1999). Building high-performing teams: Putting the “I” back into teamwork.