There’s nothing like a one size fits all type of game concept when managing different types of team structures for specific goals in mind. Deep thought and consideration is required to identify, assemble, and also convince team members to work together on a variety of tasks.
Here are two main team structures that an organization forms to meet objectives.
Functional teams:
Some teams are like a shadow in the background: always there but not very visible, but more essential to running the day-to-day operations of the organization. These teams, for the most part, are in charge of finance, sales, and marketing, and are considered to be the functional part of the entire organization. Such teams generally work under broad guidelines and policies formulated by the top executives of the corporation and function more or less smoothly, without much fuss or noise.
To a large extent, they are left to execute and achieve the big vision of the organization, until it is necessary to take stock of the situation. Such scenarios may arise from market dynamics, such as competition, technological changes, and change in the regulatory framework or amendments to the Law of the country. These teams are recruited with due consideration and deliberation and follow a routine and pattern established in advance by the executives. They are more or less permanent and some team members may even outlive the organization.
Project teams:
On the other hand, project teams are completely different animals. They come together to execute certain tasks, achieve certain goals or achieve a vision in a certain time. Once the goal is achieved, these teams in most cases disband and team members return to their routine tasks. For example, a specific project team may have a 10 percent increase in market share as a goal to achieve within three quarters.
Such a team may consist of the head of marketing, head of advertising, financial controller, and operational supervisor, each contributing their respective experience and skill set to achieve the common goal. As soon as the market share target is achieved within the time frame, the reins of maintaining market share can be passed to the functional team. Sometimes the goal is too big for a single team to achieve, so it is broken down into smaller goals and set to be achieved by sub-teams within a team matrix.