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o Hampton (1999), groups contain many good values: teamwork, co-operation, a collective that is greater than the sum of its parts, informality, egalitarianism, and even the indispensability of the individual member. Generally, most of the variation in a group's performance could be explained by the task that it was asked to perform (Borrill and West, 2005). Steiner (1972) classified group tasks, based on the type of interdependence that they required between their members, into three main types: 1) additive task, which is a task whose accomplishment depends on the sum of all group members' efforts, 2) Conjunctive task, which its accomplishment depends on the of the least talented member in the group, and 3) disjunctive task, which the performance of the group's most talented member determine its accomplishment. Then, Buchanan and Huczynski (2007) claimed that there are two major kinds of groups: formal group and informal group. They stated that a formal group is the one that has been consciously created to achieve a defined part of an organization's collective purpose; its functions are the assigned tasks which it is officially held responsible. While, they explained that an informal group is a collective of individuals who become when interdependencies is developed by its members and each member can influence the behaviour of one another; moreover, this kind of group contribute to mutual need satisfaction.

Then, we shall move to the team, which was claimed by Johnston and Clark (2008) that many organizations would prefer it over working groups. Team can only succeed or fail as a whole, and the benefits and costs of success or failure are to be shared by the team's members (Buchanan and Huczynski, 2007). Sundstorm et al (1990) divided teams by using four dimensions: 1) degree of technical specialization, whose members are required to be special; possess technical skills from higher education or extensive training (high differentiation), or from the members' experience and problem-solving ability (low differentiation), 2) degree of co-ordination, which is determined by the work's relation and cohesion; high co-ordination means the work is closely related and intertwined among the team's members, while, relatively independent operation refers to low co-operation, 3) work cycles, which can be measured by the number of work cycles and the length of time that the team need to achieve its aims (short and repetitive work cycles or a single, long one), and 4) typical output, which refers to the types of the team's output. According to those four dimensions, there are four types of teams, as Sundstorm et al (1990) added, which are:

Advice, such as committees, review panels and boards, quality control circles, employee involvement groups, or advisory councils. This type of team contains low degrees of both technical specialization and co-ordination with the lifespan equal to one work cycle (no matter it is brief or long), and the outputs are decisions, solutions, suggestions, proposals, or recommendations.

Action, such as sports teams, entertainment groups, expeditions, negotiating teams, surgery teams, or cockpit crews. This type of team possess high degrees of both technical specialization and co-ordination with a brief and repeated work cycles under new conditions, and the outputs are competitive events, expeditions, contracts, lawsuits, concerts, surgical operations, flights, or combat missions.

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