INTRODUCTION

Human resources are the most valuable and unique assets of an organization. The
successful management of an organization's human resources is an exciting, dynamic and
challenging task, especially at a time when the world has become a global village and
economies are in a state of flux. The scarcity of talented resources and the growing
expectations of the modern day worker have further increased the complexity of the human
resource function. Even though specific human resource functions/activities are the
responsibility of the human resource department, the actual management of human resources
is the responsibility of all the managers in an organization.

It is therefore necessary for all managers to understand and give due importance to the
different human resource policies and activities in the organization. Human Resource
Management outlines the importance of HRM and its different functions in an organization. It
examines the various HR processes that are concerned with attracting, managing, motivating
and developing employees for the benefit of the organization.

The HRM function and HRD profession have undergone tremendous change over the
past 20-30 years. Many years ago, large organizations looked to the "Personnel Department,"
mostly to manage the paperwork around hiring and paying people. More recently,
organizations consider the "HR Department" as playing a major role in staffing, training and
helping to manage people so that people and the organization are performing at maximum
capability in a highly fulfilling manner.

Human Resource Management: Defined

Human Resource Management has come to be recognized as an inherent part of

management, which is concerned with the human resources of an organization. Its objective
is the maintenance of better human relations in the organization by the development,
application and evaluation of policies, procedures and programs relating to human resources
to optimize their contribution towards the realization of organizational objectives. In other
words, HRM is concerned with getting better results with the collaboration of people. It is an
integral but distinctive part of management, concerned with people at work and their
relationships within the enterprise. HRM helps in attaining maximum individual
development, desirable working relationship between employees and employers, employees
and employees.

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Human Resource Management Evolution

The early part of the century saw a concern for improved efficiency through careful
design of work. During the middle part of the century emphasis shifted to the employee's
productivity. Recent decades have focused on increased concern for the quality of working
life, total quality management and worker's participation in management. These three phases
may be termed as welfare, development and empowerment.

Human Resource Management Nature

Human Resource Management is a process of bringing people and organizations
together so that the goals of each are met. The various goals of HRM include

 It is pervasive in nature as it is present in all enterprises.

 Its focus is on results rather than on rules.
 It tries to help employees develop their potential fully.
 It encourages employees to give their best to the organization.
 It is all about people at work, both as individuals and groups.
 It tries to put people on assigned jobs in order to produce good results.
Human Resource Management Objectives
 To help the organization reach its goals.
 To ensure effective utilization and maximum development of human resources.
 To ensure respect for human beings. To identify and satisfy the needs of individuals.
 To ensure reconciliation of individual goals with those of the organization.
 To achieve and maintain high morale among employees.
 To provide the organization with well-trained and well-motivated employees.

Human Resource Management Functions

In order to achieve the above objectives, Human Resource Management undertakes the
following activities

 Human resource or manpower planning.

 Recruitment, selection and placement of personnel.
 Training and development of employees.
 Appraisal of performance of employees.
 Taking corrective steps such as transfer from one job to another.
 Remuneration of employees.
 Social security and welfare of employees.
 Setting general and specific management policy for organizational relationship.
 Collective bargaining, contract negotiation and grievance handling.
 Staffing the organization.
 Aiding in the self development of employees at all levels.
 Developing and maintaining motivation for workers by providing incentives.
 Reviewing and auditing manpower management in the organization.

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  Potential Appraisal. Feedback Counseling.
 Role Analysis for job occupants. job rotation.

REVIEW OF LITERATURE

The terms interdisciplinary, multidisciplinary, and inter-professional are problematic.

Definitions must be viewed carefully, as interpretations tend to reflect historical socialization
patterns that are now out of kilter with contemporary understandings.

Changing inter-professional interactions, teams and teamwork are examined; findings

indicate that explanations of interdisciplinary teamwork should be all-inclusive of the
particular cultural conditions and contextual determinants that affect team practice. •

Findings need to be viewed with caution because what is applicable in one country may not
be automatically transferable to another, where particular socio-political contexts shape
interdisciplinary practice.
RESEARCH GAPS

A research Gap is the missing element in the existing research literature, and you have
to fill with your research approach to make your manuscript publishable. In another words, it
indicates a finding from a research in which a key question has not been answered

Service quality gap is the difference between the service quality expected by the
customer of the SCCL and the customers' perception of the service delivered by the SCCL to
them. The difference between the perceived score assigned by the customer and the service
expectation is the service quality gap.

The heads defined to assess the Service Quality gap are as follows:

Competence

This includes the knowledge and ability of the SCCL's employees to answer the
queries of the customers and also their competence in using the technology.

Responsiveness

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 This includes the quality of response as willingness and adherence of the employees
to the queries and complaints of the SCCL customers.

Safety

Here safety means the confidence customers feel with the transaction and the
information provided by the SCCL.

Communication

This includes the content and the quality of communication in both written as well as
oral forms

RESEARCH QUESTIONS

The balance sheet and income statement are the traditional basic financial statement
of a business enterprise. A serious limitation of these statements is that they do not provide
information regarding changes in the firm’s financial position during a particular period of
time. They fail to answer following question

 What kind of Training methods do you prefer?

 Does the Induction Training is a well planned exercise in the organization?
 What kind of Training methods does the organization provide to train the
employees?
 How often the Training program are conducted in your organization?
 Are you satisfied with present method of selection of candidates for Training?

NEED FOR THE STUDY

In the significant role of the coal industry in the national economy especially in coal
production, the impact of team work on production & productivity the present study has been
taken up. The importance of team work is day by day increasing in global corporate the
reason behind that with the help of team work only the organization is getting quality
production with low cost and it is contributing also in the form of increased innovation,
decreasing labour turnover and absenteeism and it will improve quality of work life and
reducing the stress for employees.

Importance of Team work

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 The importance of team work is presented in every seminar we attend or business
book we read. Without team work, houses take longer to build, governments collapse,
companies are passed by their competition. Without team work, people lose their inspiration.

Importance of team work to employees

 The importance of team work is what makes an employee feel part of something
larger than what his job position describes as his role.
 The importance of team work is shared by other members of his team.
 The importance of team work is that it allows him to focus on area at which he is
good, while learning new skills.
 The importance of team work is evident in his reduced work load.
 The importance of team work can be seen when his quality of life has been improved
as well.
Importance of team work to companies
 Team work is so important that it is the only way anything gets accomplished with
any quality and efficiency.
 Team work is as important as the key to staying competitive.
 Team work is as important as the base where all of their new ideas come from.
 Team work is so important that no price is too high for investing in it.

OBJECTIVES OF THE STUDY

 To study the organizational team work strategies.

 To study the organizational team work contribution towards production and productivity.
 To evaluate the policies and procedures framed by the company for team building.
 To study the motivation aspects which contributed for team building in the organization?
 To study the contributions of team work in prevention of accidents.

PERIOD OF STUDY
The questionnaires were filled up during the period of 45 days.

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SCOPE OF THE STUDY
The study is limited to investigations on effectiveness of team work in Singareni Collieries
Company Ltd. The study purely aims at knowing the team work prevailing in SCCL. Large
size could not be covered due to size of the organization due to time constraint.

RESEARCH METHODOLOGY

Research Design

This study on Team Work has been carried out at SSC Ltd’ Coal Mining plant, Yellandu
Unit. A certain sample of workmen and staff has been chosen for the process. The views of
staff and workmen have been extracted separately with the help of a pre-devised
questionnaire.

Data collection method

The data collected to carry out the study involves two types of data.

 Primary Data: The primary data has been collected from the employees. This data
helps most for the completion of the study by providing full and direct information,
which needs some interpretation and analysis, to attain the objectives of the study.
 Secondary Data: This secondary data has been collected from various sources such
as books, journals, magazines and sites. Although the data collected or gathered from
these sources neither participate directly in the analysis nor influence the outcomes.
This forms a basis for an effective approach in making a report of what has been
studied.

Data collection tools

To collect the above-mentioned primary data, the following tools can serve its best:
Personal Interview: The employees under consideration have been interviewed personally to
get the desired responses by asking questions. And those responses were noted.

 Structural Questionnaire: The questionnaire consists of a set of close-ended

questions, which are orderly arranged to extract the best from employees. In this study
we make use of the questionnaire, for collecting the responses of workmen level and
staff level separately.

Research measuring tools

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To carry out the above laid research design and to collect data in the prescribed manner, we
have to use a tool that facilitates our study. As we cannot take all employees into
consideration certain sample of staff and workmen is considered.

 Sampling: To best suit this study a stratified sampling is undertaken. As per the
company’s requirement the following sampling plan is designed.

 Sampling plan: The employees come to plant in 4-shifts viz., A-shift, B-shift, C-shift
and one General shift. . There are 6 departments

Percentage Method

The data acquired from the questionnaire are evaluated and interpreted by the
percentage method.

Questionnaire

As mentioned above the views and opinions of the employees have been extracted through
a well-structured questionnaire. The questionnaire covers the important aspects of the subject
under study. The questions are devised in an orderly fashion and as such renders the
interviewer goes about the interview process in a step-by-step manner.

Sample Size: 100

Sampling Technique: Random Sampling.

LIMITATIONS OF THE STUDY

However maximum efforts have been put to avoid any limitations but the present study
may suffer from the below mentioned limitations.

 As the sample size was small, it was difficult to consider everyone’s opinions.

 This study was only about the team work prevailing in SCCL.

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 SINGARENI COLLIERIES COMPANY LIMITED
ORIGIN

A remarkable little adventure gave birth to this giant corporate entity those us today
the Singareni Collieries Company Limited

Way back on a dark night in 1870, a group of Pilgrims who on their way to have a
Darshan of Lord Rama at Bhadrachalam Temple (near Singareni Village) has lit a fire to
prepare their meal. One of the supporting stones on their makeshift stove caught fire. The
incident was immediately reported to the local Government.

The year 1886 witnessed the formation of the Hyderabad Deccan Company Private
Limited and it acquires the mining rights for exploiting the coal reserves. The first
commercial operation commenced at Yellandu (Khammam District) in Andhra Pradesh in
1889. In 1921 the company was re-christened the “Singareni Collieries Company Limited”
and its scrip listed on the London Stock Exchange.

The mining rights for exploiting the coal reserves were acquired by the Hyderabad
Deccan Company, which was incorporated at London Stock Exchange. Hence the first
extracting of coal was started at Yellandu in 1886 by Hyderabad Deccan Company.

The company became Government Company after Nizam purchased its shares from
London Stock Exchange in 1945. With this, SCCL became the first-ever Government
managed Coal Company in India. Later in the year 1949, SCCL came under the control of
Governments of India and Andhra Pradesh as a joint venture with equity ration of 49% and
51% respectively.

The Operation Areas of SCCL are as follows

 KHAMMAM DISTRICT -- Kothagudem, Yellandu and Manuguru

 ADILABAD DISTRICT -- Bellampalli, Mandamarri and Srirampur

 KARIMNAGAR DISTRICT -- Ramagundam – I, II, & III

 WARANGAL DISTRICT" -- Bhoopalpally.

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The Coal reserves stretch over 350 square kms. Of Pranahita Godavari valley of above
Districts of Andhra Pradesh with proven deposits of 8,575 million tones of coal.

SCCL now operates forty two (35) Under Ground Mines and Thirteen (15) Open cast Mines
in these four (4) Districts.

TECHNOLGIES & THEIR OUTPUT IN SCCL

NAME OF THE TECHNOLOGY PERCENTAGE TO TOTAL OUTPUT in 2013-14

Traditional underground mining 03%

Opencast mining 80%
Long wall technology &
Blasting gallery technology 17%

MISSION

 To retain strategic role of a premier coal producing company in the country and excel
in a competitive business environments.

 To strive for self-reliance by optimum utilization of existing resources and earn

adequate returns on capital employed.

 To exploit the available mining blocks with maximum conservation and utmost safety
by adopting suitable technologies and practices and constantly upgrading them against
international bench marks

 To supply reliable and qualitative coal in adequate quantities and strive to satisfy
customers needs by constantly sharing their experience and customising our product.

 To emerge as a model employer and maintain harmonious industrial relations with the
legal and social frame work of the state

 To emerge as a responsible company through good corporate Governance, by

laying emphasis on protection of environment & ecology and with due regard for
corporate social obligations.

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GLOOM TO GLORY

The SCCL was receiving budgetary support from both Government of India and
Government of Andhra Pradesh till some time age, but they later abandoned. Also the pricing
of coal was decided by Government of India keeping its impact on other major sectors like,
power, Railways, cement etc. The prices were not revised regularly; also hike in input cost
due to periodical revisions of National Coal Wage agreements (NCWA), stores and interest
were also not fully compensated by Government. The company started earned profit of
Rs.17.76 Crore and 26.64 Crore in 1993-94 and 1994-95 respectively.

Following remedial measures/reforms were taken by the company for Success

 Unifying Trade Unions through Path Breaking Elections.

 High Pitch communication Drive harnessing media, launching literacy
programmes.
 Focussed multi-faceted worker’s welfare programme.
 Establishing outsourcing of non-core and ancillary activities.
 Innovative programmes Launched (Dial-your-GM, Field Visits,
Interactions, and Follow-ups).
 Fuel Supply Agreements – Technology infusion for Quality Testing,
Workforce visits to client sites.
 Focus on Safety, Environment Protection and Labour Welfare.

The process of turning around a Sick Company, which commenced in 1997-98,

reached its logical conclusion when SCCL totally wiped out its accumulated losses and
entered the financial year 2005-06 with a net profit of Rs.80.45 crore after issuing a dividend
of Rs.86.70 Crore.

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Performance indicators at a glance

S.NO Details 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16

01 Coal 37.71 40.60 44.44 50.42 51.33 52.21
production
(Mill.Tons)
02 Coal dispatches 37.48 41.79 44.41 44.92 50.14 51.40
(Mill.Tons)
03 Productivity 1.91 2.10 2.42 2.72 2.90 3.11
(OMS)
04 OB Removal 139.86 140.727 184.64 247.30 215.65 221.67
(Mill.Cu.Mtr)
05 Man Power 82224 75573 70586 69043 67615 66466
(as on (as on (as on (as on (as on (as on
31-03- 31-03- 31-03- 31-03- 31-03- 31-03-
11) 12) 13) 14) 15) 16)

ORGANIZATION HIERARCHY

Chairman cum Managing Director who is drawn from senior I.A.S. Officer of State
Government heads the Singareni Collieries Company Limited at Corporate level. Directors
and cgms/General Managers assist him. SCCL has organisational hierarchy at area level too
headed by Area General Manager. The Organisation Chart is given in the following page. It
has been given both at Area level and corporate level.

11
12
 Due to its abundance, coal has been mined in various parts of the world throughout
history and continues to be an important economic activity today. Compared to wood fuels,
coal yields a higher amount of energy per mass and could be obtained in areas where wood is
not readily available. Though historically used as a means of household heating, coal is now
mostly used in industry, especially in smelting and alloy production as well as electricity
generation.

Large-scale coal mining developed during the industrial Revolution , and coal
provided the main source of primary energy for industry and transportation in the West from
the 18th century to the 1950’s. Coal remains an important energy source, due to its low cost
and abundance when compared to other fuels, particularly for electricity generation.
However, coal is also mined today on a large scale by open pit methods wherever the coal
strata strike the surface and is relatively shallow.

Britain developed the main techniques of underground coal mining from the late 18 th
century onward with further progress being driven by 19 th century and early 20th century
progress. However oil and its associated fuels began to be used as alternative from this time
onward. By the late 20th century coal was for the most part replaced in domestic as well as
industrial and transportation usage by oil, natural gas or electricity produced from oil, gas,
nuclear power or renewable energy sources.

Since 1890, coal mining has also been a political and social issue. Coal miners labor
and trade unions became powerful in many countries in the 20 th century, and often the miners
were leaders of the left or socialist movements (as in Britain, Germany, Poland, Japan,
Canada and the U.S,) Since 1970 environmental issues have been increasingly important,
including the health of miners, destruction of the landscape from strip mines and mountaintop
removal air pollution and coal combustion’s contribution to global warming.

India Coal Industry

The first coal mining operation commenced in 1774 in the Raniganj coalfield on the
banks of River Damodar. The introduction of steam locomotives and WW-I stimulated
demand for coal, and production peaked at 18 million tons (mts) during the 1920s.

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Major Players

The leading players of the Indian coal industry include:

 Coal India Limited: A public sector undertaking with 390 mines, it controls 88% of
the domestic coal production.
 Singareni Collieries Company: It operates through a network of 50 mines.
 Minerals and Metals Trading Corp: It is responsible for the conversion of imported
coal into coke for metallurgical and industrial purposes.
"Indian Coal Industry Outlook till 2012" is the new market research report by RNCOS on
one of the earliest fossil fuels used by the mankind, coal. India has been relying on coal for its
energy requirements since long and this report provides extensive research and objective
analysis on the extensive coal sector in India. It reviews the performance of the Indian coal
industry in recent years and focuses on the driving factors, future prospects and issues
associated with it. Detailed data and analysis given in the report will help investors to
comprehend the rapidly changing dynamics of the coal industry.
Key Findings

 Coal requirement for the power utility will grow at a CAGR of around 10% during
2009-10 to 2013-14.
 Private coal washeries have rapidly increased the production of washed non-coking
coal in India during 2002-03 to 2008-09.
 High coking coal demand by the Indian steel industry and low reserve base has
boosted the import of coking coals.
 Coal demand from the Indian cement industry looks bright and it is expected that coal
requirement by the industry will rise steadily from 2009-10 to 2013-14.
Coking coal requirement in steel production is expected to touch over 85.34 Million Metric
Tons in 2013-14.

Coal demand to grow at a CAGR of 7.58% in the next two years

India is the third-largest producer and consumer of coal in the world. With proven
reserves of 257.38 billion (Bn) tonnes, coal is one of the most abundant sources of energy in
the country. In 2007, coal accounted for 51 percent of the primary energy consumed in the
country.

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 The coal industry is a highly-regulated industry which gives it a monopolistic
character. Only government-owned/managed/controlled companies are eligible to mine and
trade coal without the restriction of captive consumption. Coal India Limited (CIL) and
Singareni Collieries Company Limited (SCCL) account for nearly 92 percent of the total coal
produced in the country.

The industry is also characterized by inelastic demand. The technologies prevailing in

the major coal-consuming sectors like power, steel and cement are coal-based, thus rendering
the substitutability of coal as a fuel in these industries difficult at least in the near future.

Coal mining is fraught with high risk, making safety issues critical for the industry. In
addition, as mining has tremendous impact on the environment, clearances need to be
obtained before mining can be initiated.

Though India has the fourth-largest proven coal reserves in the world, Indian coal is
of poor quality. Nearly 83 percent of the Indian coal is of non-coking variety with high ash
content. Of the 456.4 million (Mn) tonnes of coal produced in FY08; power, steel and cement
sectors accounted for 75 percent, 4 percent and 3 percent, of the off take respectively. The
domestic off take by the power and cement sectors have grown at a CAGR of 6.79 percent
and 4.03 percent, respectively during the last five years while that by the steel sector has seen
a decline of 2.03 percent during the last five years.

The off take of coal by different sectors is governed by coal distribution policy. In
October 2007, the new coal distribution policy was introduced. As per this policy, 100
percent requirement of sectors like power (non-captive), fertilizer, defence and railways will
be met at pre-determined prices. For other sectors, 75 percent of the requirement will be met
at the pre-determined prices.

Companies having an annual requirement of more than 4,200 tonnes will need to enter
into Fuel Supply Agreements (fsas) with CIL/subsidiary companies while others will need to
enter into FSA with agencies as notified by the state government. E-auction of coal has been
reintroduced for the benefit of small consumers who cannot enter into long-term contract due
to small requirements.

15
 In FY08, India imported approximately 50 Mn tonnes of coal, of which coking coal
constituted 57 percent. The major source of imported coking coal is Australia while for non
coking coal Indonesia is the dominant source. The close proximity of Indonesia with India
compared to other source countries gives Indonesian coal a freight advantage over others.
India also exports a miniscule amount of coal to countries like Nepal, Bangladesh and
Bhutan.

Demand Growth

As per the Expert Committee on Road Map for Coal Sector Reforms, a shortfall of
100 Mn tonnes of thermal coal is expected in the country by the end of FY12. To meet this
demand-supply gap, the Government is looking at various alternatives e.g. FDI, acquisition of
overseas coal block, captive mining, faster project approvals, better technology etc.

An area which calls for major improvement is coal logistics, in both rail and port. At
present, both rail and port infrastructure are severely stretched, with the average waiting time
at the Indian ports reaching 4.12 days and 4.89 days in FY07 for non-coking and coking coal,
respectively. Coal beneficiation is being encouraged to release the already stretched railway
capacities.

It is expect that coal demand in the country to increase to 574 Mn tones by FY10,
growing at a CAGR of 7.58 percent in the next two years. This comprehensive review of the
Indian coal sector analyses the prevailing scenario in the Indian coal sector along with
existing policy & regulatory framework. The report offers details on the domestic supply in
India and forecast scenarios on coal demand. It also includes statistical updates and
performance of coal companies. The 'Players in the Coal Sector' section lists the key
organizations in the sector.

This report is a must for those seeking to understand the Indian coal scene and
looking to develop sales into a dynamic growing market. Domestic demand for resources has
led to strong overall growth in India’s mining sector, which is expected to remain robust over
the next five years.

Demand for electricity and cement has made coal the most valued mineral, offering
substantial business opportunities in coal mining, and favorable government policies are
encouraging investment in this sector.

16
 India’s “automatic approval” route enables 100% foreign investment in metallic and
non-metallic ore mining, and multinational corporations are expected to make significant
investments in the Indian mining sector. In particular, India’s relatively low per-capita
consumption of steel suggests indicates a huge potential market for the metal, which is
expected to encourage investments and the introduction and development of new
technologies. Despite the high domestic potential, however, Indian companies are also
actively acquiring coal assets in countries such as South Africa, Mozambique, Indonesia,
Australia and Zimbabwe.

The report provides top-level market analysis, information and insights on the Indian
mining industry, including:

- A comprehensive breakdown of the Indian mining industry by segments such as coal,

metallic minerals and non-metallic minerals
- Details of top companies active across the Indian mining industry
- Emerging trends and opportunities in the Indian mining industry
- This report provides a comprehensive analysis of the mining industry in India
- It provides analysis of the country’s mining industry production during 2005–2010,
along with market forecasts until 2015
- It analyses the market size and production trends of the Indian mining equipment
industry, and outlines the sector’s future growth
- It benchmarks the India mining industry with key global markets
- Using Porter’s industry-standard “Five Forces” analysis, it details the competitive
landscape in India for coal, metallic minerals, non-metallic minerals and mining
equipment
- It details the competitive landscape and strategic mining industry insights
- It provides a comprehensive analysis of the business environment and country risk for
India
Reasons to Buy

- Gain a top-level insight into the Indian mining industry, with current, historic and
forecast production data on coal, metallic minerals and non-metallic minerals
- Develop market-entry strategies by understanding the key market opportunities, along
with the regulations governing the Indian mining industry
- Gain insight on the Indian mining industry’s import and export dynamics

THEORETICAL FRAME WORK

Introduction

17
 The use of teams is becoming increasingly popular these days, which consist of
employees from diverse managerial and professional backgrounds, working for a specific
period of time on certain projects. The early history suggests that work simplification efforts
by management and labour were most likely the first production oriented teams. However,
the development of quality control circles by the Japanese in 1961 is considered to be
beginning of the use of teams to improve quality. Outside Japan, the popularity of quality
control circles has declined; however, this type of team is the progenitor of our present teams.
Many management theorists and experts agree that teams play an important role in improving
the productivity and effectiveness of organizations.

Meaning

 Team work means a small group of people with complementary skills who are
committed to a common purpose, a set of performance goals and an approach for
which they had themselves mutually responsible.
 Team work means Together Everyone Achieve More.
 Team work is the fuel that allows common people to attain uncommon results.

Definition

Gregory Moorhead and Ricky W. Griffin defines a team as “a small number of people with
complementary skills who are committed to a common purpose, common performance goals,
and an approach for which they hold themselves mutually accountable.”

According to Stephen P. Robbins, “a work team is a collection of people whose individual

efforts results in a level of performance which is greater than the sum of their individual
contributions”.

Why teams work?

Teams work because many heads are more knowledgeable than one. Each member of
the team has special abilities that can be used to solve problems. Many processes are so
complex that one person cannot be knowledgeable concerning the entire process. Second, the
whole is greater than the sum of its members

CHARACTERISTICS OF SUCCESSFUL TEAM WORK

In order for a team to be effective, it has certain characteristics, listed below

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Listening: It is important to listen to other people’s opinions. When people are allowed to
freely express their ideas, these initial ideas will produce other ideas.
Discussing: It is important to discuss your ideas with your teammates until you agree.
Questioning: It is important to ask questions, interact and discuss the objectives of the team.
Persuading: Individuals are encouraged to exchange, defend, and then to ultimately rethink
their ideas.
Respecting: It is important to treat others with respect and to support their ideas.
Helping: It is crucial to help one’s co-workers, which is the general theme of team work.
Sharing: It is important to share with the team to create an environment of team work.
Participating: All members of the team are encouraged to participate in the team.
Communicating: For a team to work effectively it is essential for team members to acquire
communication skills and to use effective communication channels between one another. This
will enable team members to work together and achieve the team’s purpose and goals.
Stages of team development:
Organizations can dramatically improve team performance by understanding and
recognizing the stages in the life cycles of teams. Knowing a team’s location in the life cycle
helps management understand team performance and avoid setting unrealistic objectives that

Forming: It is the beginning stage, the group forms and learns what sort of behavior is
acceptable to the group. By exploring what does and does not work, the group sets implicit
and explicit ground rules that cover the completion of specific tasks as well as general group
dynamics. By and large, this stage is a period of both orientation and acclimation.

Storming: As group members become more comfortable with one another, they may oppose
the formation of a group structure as they begin to assert their individual personalities.
Members often become hostile and even fight ground rules set during the forming stage.

Norming: At this time, the conflicts that arose in the previous stage are addressed and
hopefully resolved. Group unity emerges as members establish common goals, norms and
group rules. The group as a whole participates, not merely a few vocal members. Members
begin to voice personal opinions and develop close relationships.

Performing: It is the stage where the team members have settled their relationships and
expectations. They better understand the project and begin performing by diagnosing and
solving problems and choosing and implementing changes. Members understand their roles
and work concert to achieve their objectives effectively and efficiently.

19
Adjourning: It is the stage that is reserved for temporary teams. The team needs to evaluate
its performance and determine lessons learned. This information can be transferred by
members when they participate on future teams. There also needs to be a celebration to
recognize the team’s contribution to the organization.

Types of work Team:

On the basis of their objectives, Teams can be classified into different types. The three kinds
of teams most commonly found in organizations are:

1. Problem - solving

2. Self – managed

3. Cross – functional

Problem – solving teams:

Problem-solving teams, one of the earliest forms of teams, originated during the mid-
80s. Such teams generally consist of around 5 to 12 employees from the same department.
These employees meet for a specific number of hours per week to discuss various ways of
improving quality, efficiency and the work environment. Problem – solving teams are
temporary teams that deal with some specific problems at the workplace. Though such teams
are asked to suggest solutions to problems, they are generally not given the authority to
implement their suggestions. These teams are established to make recommendations for other
at the workplace to implement. Most American companies use such teams. A commonly used
problem – solving team was the Quality Circle.

Self – managed work teams

Problem–solving teams allowed employees to make suggestions and recommendations, but

did not involve them in taking work – related decisions. To involve teams in organizational
matters, fully autonomous teams, called self – managed work teams, were developed. These
teams could give solutions to problems, implement them and be held responsible for the
results.

Self – managed work teams consist of around 10 to 15 employees who are assigned the
responsibilities that were formerly being handled by supervisors. These responsibilities
include planning and designing work schedules. Making operating decisions, and

20
autonomous. They select their own members and evaluate their performance themselves,
thereby reducing the role of the supervisor. Generally, most of the decisions regarding
maintenance, work scheduling, and equipment purchases are made by these teams. The
supervisor merely plays the role of a facilitator. Hewlett – Packard, Honeywell, Xerox,
General Motors, and PepsiCo also use self – managed work teams.

Cross – functional teams

Cross – functional teams consist of employees from the same hierarchical level, but from
different functional areas of the organization. These employees come together to cross –
functional teams under different names. In the 1960 s. IBM created a large task force
consisting of employees from various departments to create System 360 (The system 360 was
a huge success). A task force can be considered a temporary cross – functional team. A
committee is also a type of cross – functional team. Committees are composed of members
drawn from different departments. In the late 1980 s the use of cross – functional teams
became popular. Many major automobile makers, Such as Toyota, Honda, Nissan, BMW,
General Motors, Ford and Chrysler, used these teams to manage complicated projects.

Benefits of teamwork

The use of teams in organizations has increased because teams perform better than traditional
work groups. Moreover, work teams provide significant benefits to organizations. The use of
teams have resulted in improvement in organizational performance, increase in employee
benefits, reduction in costs, and improvement in organizational processes.

Improved Organizational Performance

Teams help organization improve their performance by enhancing their productivity,

quality and customer service. Teamwork reduces wastage of workers’ efforts, minimizes
workers’ errors, and enables workers to serve customers better. In addition, teamwork kindles
the creativity instincts of the workers and encourages them to develop innovative solutions to
existing problems. Moreover since teams bring together people from diverse backgrounds,
they are able to develop new and more effective ways of doing a particular job.

These improvements are possible when teams effectively combine individual efforts
and continuously look for ways to enhance the productivity of their organization.

Employee Benefits

21
 A team environment benefits both organizations and employees. Nowadays,
employees are not just satisfied with a good pay and other conventional benefits. For these
workers, teamwork provides a sense of dignity, self – control, self – fulfillment and
satisfaction. Teams allow these employees to manage their work and make independent
decisions instead of relying on their superiors for instructions. As a result, employees feel that
their work is making a difference to their organization and feel valued and respected.
Employees who feel this way enjoy their work, are exposed to lower levels of stress, and
make less use of employee assistance programs.

Reduced cost

Working in teams makes employees feel valued and committed. Team members feel
that they are responsible for the output produced. Therefore, they try to reduce wastage, be
more regular for work and minimize errors.

Organizational Enhancement

In large organizations, the gap between employees and the top management can be
reduced by decreasing the number of layers between them. This can be done by using a team
approach to work. The team members feel closer to top management and, as a result, feel
important. Moreover, teams bring in innovation and creativity by forcing team members to
look for newer ways of doing things. Teams also help organizations adapt to changes quickly,
thereby enabling them to withstand competition.

Benefits of Team Work In Organizations

Type of Benefit Specific Benefit Organizational Examples

22
Enhanced performance  Increased productivity Apex: On- time customer
 Improved quality delivery rose 98%

 Improved customer service K-Shoes: Rejects per million

dropped from 5000 to 250
Tennessee Eastman:
Productivity rose 70%

Employee benefits  Quality of work life Milwaukee Mutual: Employee

assistance program usage
 Lower stress dropped to 40% below industry
average.

Reduced costs  Lower turnover, absenteeism Kodak: Reduced turnover to one

– half the industry average
 Fewer injuries Texas Instruments: Reduced
costs more than 50%

Organizational  Increased innovation, IDS Mutual Fund Operations:

enhancements flexibility Improved flexibility to handle
fluctuations in market activity
Hewlett-Packard: Innovative
order processing system.

TEAM EFFECTIVENESS
Many organizations use teams (like Quality Circles, self – managed work teams. And
task forces) to enhance organizational effectiveness. The use of teams has helped use of
innovative and creative methods for solving problems. The team approach has been used not
only in the private sector but also in government agencies and not – for – profit organizations.
Researchers have found that, in general. However, there are some problems with use of
teams. An in – depth interview of around 4500 teams in 500 organizations revealed that teams
were often ineffective due to various individual and organizational problems.

The various individual problems are described below

23
  Team members showed resistance to change and were reluctant to adopt the new
practices of team work. All team members did not have the skills, ability or
knowledge necessary to help the team perform effectively. Therefore, some members
contributed more than others. As a result, when these members were overburdened or
absent, the teams did not function effectively.

 Sometimes the employees experienced conflict because their personal beliefs clashed
with the role they had to play as team members.

 Due to these individual and organizational problems, teams may fail to carry out
their tasks in a focused manner. As a result, they would become ineffective. In order
to build effective teams, the top management must pay attention to the development
of the right type of environment.

ESSENTIALS OF TEAM WORK

KEEP THE COMMON GOAL IN MIND

The formal definition of teamwork is cooperative by the members of a group or team

to achieve a common goal. The key words here are cooperative effort and common goal.
Often, individual members of a team seem to venture in their own directions, without
considering the overall goal of the project.

BE OPEN-MINDED

Often, you may put forth ideas that will be mulled over by the team as a whole and
may eventually be rejected, be broad-minded and confident enough to accept this. Use this
opportunity to get feedback on your ideas such that it helps improve your thinking process for
the future.

BE CLEAR ABOUT YOUR ROLE

At the outset itself, the project leader should assign specific responsibilities to people
keeping in mind their relevant skills.

HELP YOUR TEAMMATES AND YOUR LEADER

24
 If your peer is stuck with a problem he or she can’t resolve alone, assist him in
involving the issue by all means. Of course, this doesn’t mean you do all this work for him or
even that you neglect your own duties completely. One of the best ways to help your
supervisor is to keep him or her updated at all times about the percentage completion of your
work. It may be a short daily e-mail, or even a daily status meeting by which you can do this.

DON’T BE THE DOMINATING ONE

If one person takes up the floor and tries to steamroll others with his ideas, it can only
have a negative effect. The team member who does this is usually the most annoying person,
who tries to force his ideas and opinions on everyone.

SUPPORT YOUR LEADER

All team members must support their project-in-charge whole-heartedly. They need
not be yes-men but, once a decision is taken, they must rally behind him or her with complete
support. This is especially true if your leader is a woman.

VOLUNTARY PARTICIPATION (TO START WITH)

Members of teams and leaders must want to participate and it is normal to ask for
volunteers at the commencement of a programme but over a period of time, usually three to
four years it should evolve as normal practice and everyone in the organization should be
encouraged to become involved.

TOP MANAGEMENT SUPPORT

The most senior manager of the unit must be committed to the programme making it
clear by example that all the management tea, are expected to give their active support.

OPERTIONAL MANAGEMENT SUPPORT

Management must be seen to be interested by allowing employees time for regular

team meetings, visiting meetings and giving encouragement and support for projects and
implementation of solutions.

FACILITATOR GUIDANCE

25
 At least one suitable individual must be able to devote sufficient time to the
programme. This activity can be combined with other duties, but facilitating in excess of 15
teams can be a full time job.

TRAINING

Facilitators, leaders and team members must be properly trained in team skills and
problem solving tools and techniques. At the beginning of a programme the facilitator (and
often the first leaders) is trained by a specialist consultant or other professionally competent
resource. The facilitator can subsequently train others. Top and middle operational
management at all levels must be trained and be fluent in problem solving techniques. This
knowledge will help them to support their teams.
SHARED WORK BACKGROUND
Teams should initially be formed from people from the same work area. Shared work
knowledge helps a faster development of the essential teamwork and also helps the teams to
contain problems to those under its member’s direct control.
SOLUTION ORIENTED
Teams must work in systematic way identifying and defining problems not just
discussing them-investigating causes, devising and testing solutions and being involved in the
implementation of solutions.

RECOGNITION

Teams are not paid directly for their solutions but management should arrange
recognition by means of verbal and visible interest in the team’s projects and well being or
whatever they consider appropriate.

REWARD SYSTEMS

In conventional organizations, reward systems are based on individual performance

of the employees, their seniority and their job classification. In team-based organizations,
however, team members are rewarded for learning a set of skills which are essential for
helping the team achieve its goals.

In some cases, team members are rewarded on the basis of the performance of the
team. This reward system enables team members to remain flexible and be responsive to

26
changes in environmental factors. Three types of reward systems are used commonly in team-
based organizations.

a) Skill-based pay systems

b) Gain-sharing systems
c) Team bonus plans
SKILL –BASED PAY SYSTEMS
These systems make it compulsory for employees to master a set of important skills,
which are necessary for good team performance. Employees may have to acquire some
additional skills, depending on the requirements of the team or the career needs of team
members. Some programs make it mandatory for team members to acquire some skills in
order to receive additional pay. The employees can increase their pay from a basic level by a
fixed amount for each additional skill learnt. This increase is possible up to a certain
maximum level.

GAIN-SHARING SYSTEMS

This reward system requires the team to exceed some baseline performance to receive
a share of the profits generated by the organization. Gain-sharing systems reward all the team
members on the basis of the performance of the organization, division or plant. This reward
system keeps employees motivated and propels them to work harder. However, when
business conditions are poor or when some factors beyond employees’ control make it
impossible to show the desired performance, such a system may make employees feel
disappointed and frustrated.

TEAM BONUS PLANS

This reward system is quite similar to the gain-sharing system. The only difference is
that in a team bonus plan, the team is the unit of performance and pay, rather than a plant,
division or organization as a whole. For this reward system to be effective, each team should
have achieved certain specific performance targets. Some of the companies which use team
bonus plans are Milwaukee Insurance Company and Colgate Palmolive.

All the three reward systems have the potential to increase the productivity of the
members of a team, thereby enhancing organizational profits. A suitable rewards system

27
should be chosen only after considering all relevant factors. This is because frequent and
unplanned changes in the compensation system of employees might prove to be threatening
to them.

SHAPING INDIVIDUALS IN TO TEAM PLAYERS

All individuals may not be team players .Some individuals want recognition for their
individual achievements and do not like sharing the laurels they feel they deserve with a
team. Organizations have traditionally encouraged individual achievements by creating a
competitive work environment in which only those employees who show major achievements
are rewarded. Therefore a major barrier to the creation of work teams in organizations is
resistance from individual workers. It is very difficult, and sometimes impossible, to shape an
individual into a team player when.

 The country’s culture is individualistic in nature, and

 The organization has traditionally encouraged individual achievement.
For example, many companies in the US, such as Kodak and Eil Lilly had
traditionally encouraged individual accomplishments by creating a competitive work
environment. Employees in such organizations were shocked when their organization decided
to shift from an individualistic approach to a team approach. However, in organizations or
countries which have strong collectivist values. Like Japanese and Mexican organizations, it
is easier to introduce work teams. It is also much easier to introduce teams in new
organizations.
To achieve effective team work, the members of a team must possess the qualities of
good team players. In the following sections, we discuss the different ways in which
managers can turn workers into effective team players.

SECTION

Interpersonal skills differ from person to person. Only those people who possess good
interpersonal skills should be selected for teamwork. Many candidates, especially those
interpersonal skills should be selected for teamwork. Many candidates, especially those who
have earlier worked in organization where individual achievement was encouraged, may lack
the necessary team skills.

If managers have to select from such candidates, they can either hire a candidate or
provide him the required training to make him a team player, or they can place the candidate

28
in a unit of the organization where team effort is not required; or they can initiate a
recruitment process to search for more suitable candidates.

TRAINING

It is possible to train individual workers who have worked in conventional

organizations which emphasized individual performance and make them effective team
players. These employees can be trained by specialists through various exercises, to
experience the satisfaction of teamwork. They can also be trained through workshops to
improve their problem solving, communication, negotiation, conflict management and
coaching skills.

TEAM MEMBER ROLES

Teams are usually selected or authorized by the quality council. A team will consist of
a team leader, facilitator, recorder, timekeeper, and members. All team members have clearly
defined roles and responsibilities.

The team leader, who is selected by the quality council, sponsor, or the team itself, has
the following roles.

 Ensures the smooth and effective operation of the team, handling and assigning record
keeping, orchestrating activities, and overseeing preparation of reports and presentations.
 Facilitates the team process, ensures that all members participate during the meetings,
prevents other members from dominating, actively participates when appropriate, guides
without domineering, and uses positive interpersonal behavior.
 Serves as a contact point between the team and the sponsor or quality council.
 Orchestrates the implementation of the changes recommended by the team within
organizational constraints and team boundaries.
 Monitors the status and accomplishments of members, assuring timely completion of
assignments.
 Prepares the meeting agenda, including time, date and location; sticks to the agenda or
modifies it where appropriate; and ensures the necessary resources are decision.
 Ensures that team decisions are made by consensus where appropriate, rather than by
unilateral decision, handclasp decision, majority-rule decision, or minority-rule decision.

29
The facilitator is not a member of the team; he is a neutral assistant and may not be needed
with a mature team. This person does not get involved in the meeting content or evaluation of
the team’s ideas. Roles are as follows;
 Supports the leader in facilitating the team during the initial stages of the team.

 Focuses on the team process; is concerned more with how decisions are made rather
than the decision itself.

 Acts as resource to the team by intervening when necessary to keep the team on track.

 Does not perform activities that the team can do.

 Provides feedback to the team concerning the effectiveness of the team process.

The team recorder, who is selected by the leader or by the team and may be rotated on a
periodic basis, has the following roles:

 Documents the main ideas of the team’s discussion, the issues raised, decisions made,
action items, and future agenda items.

 Present the documents on large paper in full view of the team during the meeting and
distributes them as minutes after the meeting in a timely manner.

 Participates as a team member.

The timekeeper, who is selected by the leader or by the team and may be rotated on a periodic
basis, has the following roles:

TEAMS AND TOTAL QUALITY MANAGEMENT

Total quality management (TQM) is a management philosophy that focuses on

customer relationships and tries to build an environment of trust and openness. All the TQM
initiatives and techniques necessitate high levels of communication, adoption, Coordination
and sequencing, which is possible only in extreme effective teams. The concept of TQM
therefore requires managers to encourage employees to share ideas by forming teams.

In the early 1980s, the Ford Motor Company initiated TQM to deal with the problems
faced by the organization. While designing the problem-solving teams, Ford’s management
decided that

30
a) The size of the teams should be small in order to promote effectiveness and efficiency.

b) The teams should have properly trained members who possess the required skills for the
job or task.

c) The teams should be given enough time to work on problems to be addressed.

d) The teams should be authorized to study the problem in depth and implement remedial
action to resolve them.

e) Each team should have a “champion” whose main task is to help the team overcome
various problems as they crop up.

COMMON BARRIERS TO TEAM PROGRESS

The evidence shows that the barriers given below are due primarily to the system
rather than to the team.

Insufficient training: Teams cannot be expected to perform unless they are trained in
problem-solving techniques, group dynamics, and communication skills.

Incompatible rewards and compensation: Organizations make little effort to reward team
performance. Because of a strong focus on individual rewards it is difficult for individual to
buy in to the team concept.

First-line supervisor resistance: Supervisors are reluctant to give up power, confident that
they can do the work better and faster, concerned about job security, and ultimately held
responsible.

Lack of planning: A lack of common direction or alignment on the use of collaborative

efforts, internal competition, redundancy, and fragmented work processes all get in the way
of effectiveness.

Lack of management support: Management must provide the resources and buy into the
quality council/sponsor system.

Access to information systems: Teams need access to organizational information such as

business performance, competitive performance, financial data, and so forth.

Lack of union support: Organizations need union support for the team to be successful.

31
 DATA ANALYSIS & INTERPRETATION

1. Have you set clear targets for your team members?

S.NO FACTORS NO.OF RESPONDENTS PERCENTAGE OF RESPONDENTS

1 Yes 100 100%

2 No 0 0%

Total 100 100%

Source of data: Primary data

Graph: 1

INTERPRETATION: From the above table it is clear that out of 100 respondents 100
respondents felt that they have settled clear cut targets i.e. 100% .

32
2. Does everyone in your team accept the targets which are settled by the management?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 100 100%

2 No 0 0%

Total 100 100%

Source of data: Primary data

Graph: 2

INTERPRETATION: From the above table it is clear that out of 100 respondents 100
respondents accepted the targets which are settled by the management i.e. 100% .

3. Do you find that your team is showing great interest involvement in every project
assigned?

33
S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 90 90%

2 No 10 10%

Total 100 100%

Source of data: Primary data

Graph: 3

INTERPRETATION: From the above table it is clear that out of 100 respondents 90
respondents showing great interest in every project assigned i.e. 90% and remaining
respondents are not showing Great interest in every project assigned to them i.e. 10%.

34
4. Is your whole team self committed?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 94 94

2 No 6 6

Total 100 100%

Source of data: Primary data

Graph: 4

INTERPRETATION: From the above table it is clear that out of 100 respondents 94
respondents felt that they are self committed i.e. 94% and remaining respondents felt that
they are not self committed i.e. 6%.

35
5. Have you provided authority and responsibilities in your team?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 94 94

2 No 6 6

Total 100 100%

Source of data: Primary data

Graph: 5

INTERPRETATION: From the above table it is clear that out of 50 respondents 94

respondents felt that they have authority and responsibilities in their team i.e. 94% and
remaining respondents felt that they have no autonomy and responsibilities in their team i.e.
6%.

36
6. Is every member of the team self disciplined and self regulated?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 100 100%

2 No 0 0%

Total 100 100%

Source of data: Primary data

Graph: 6

INTERPRETATION: From the above table it is clear that out of 100 respondents 100
respondents felt that they are self disciplined and self regulated i.e. 100% .

37
7. Do you have an open approach and open communication process among you?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 86 86

2 No 14 14

Total 100 100%

Source of data: Primary data

Graph: 7

INTERPRETATION: From the above table it is clear that out of 100 respondents 86
respondents felt that they have open communication process in their team i.e. 86% remaining
respondents felt that they haven’t open communication process in their team i.e. 14%.

38
8. Have you taken enough steps to develop skills, knowledge, and expertise and high
performance in output in the team?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 100 100%

2 No 0 0%

Total 100 100%

Source of data: Primary data

Graph: 8

INTERPRETATION: From the above table it is clear that out of 100 respondents 100
respondents felt that they have taken enough steps to develop skills and knowledge i.e. 100%.

39
9. What type of leadership style do you opt to manage your team?

S.NO FACTORS NO.OF RESPONDENTS % OF RESPONDENTS

1 Autocratic style 8 8%

2 Democratic style 86 86%

3 Free rein style 6 6%

Total 100 100%

Source of data: Primary data

Graph: 9

INTERPREATION: From the above table it is clear that out of 100 respondents 86
respondents opted democratic style leadership i.e. 86% and 8 respondents felt that autocratic
style leadership i.e. 8% and 6 respondents remaining suggested free rein style leadership style
i.e. 6%.

40
10. Is each member of the team able to communicate with other members of the team?

S.NO FACTORS NO.OF % OF

RESPONDENTS RESPONDENTS

1 Yes 96 96%

2 No 4 4%

Total 100 100%

Source of data: Primary data

Graph: 10

INTERPRETATION: From the above table it is clear that out of 100 respondents 96
respondents felt that they are able to communicate with other members of the team i.e. 96%
remaining 4 respondents felt that they are not able to communicate with other members of the
team i.e. 4%.

41
11. Does your team take responsibility of output process, quality assurance, customer
relations and complaints in improvable manner?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 100 100%

2 No 0 0%

Total 100 100%

Source of data: Primary data

Graph: 11

INTERPRETATION: From the above table it is clear that out of 100 respondents 100
respondents felt that they have taken responsibility of output process, quality assurance,
customer relation and complaints in improvable manner i.e. 100%.

42
12. What are the criteria of reward for your team members?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Based on performance 72 72%

2 Fixed percentage 16 16%

3 Role wise boundaries 12 12%

Total 100 100%

Source of data: Primary data

Graph: 12

INTERPRETATION: From the above table it is clear that out of 100 respondents, 72
respondents felt that reward system based on their performance only and 16 respondents felt
that reward system based on fixed percentage and remaining felt that rewards are based on
role wise boundaries i.e. 12%.

13. Have you been always successful in solving grievances and disputes?

43
S.NO FACTORS NO.OF RESPONDENTS % OF RESPONDENTS

1 Yes 96 96%

2 No 4 4%

Total 100 100%

Source of data: Primary data

Graph: 13

INTERPRETATION: From the above table it is clear that out of 100 respondents 96
respondents felt that they are successful in solving grievances and disputes within the team
i.e. 96% and remaining respondents felt that they are not successful in solving grievances and
disputes i.e. 4%.

44
14. Do you feel that team work is better than individual work?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 100 100%

2 No 0 0%

Total 100 100%

Source of data: Primary data

Graph: 14

INTERPRETATION: From the above table it is clear that out of 100 respondents all the
respondents of the opinion that team work is better than individual work i.e. 100%.

45
15. Do you feel that your team is strong?

S.NO FACTORS NO.OF RESPONDENTS %OF RESPONDENTS

1 Yes 100 100%

2 No 0 0%

Total 100 100%

Source of data: Primary data

Graph: 15

INTERPRETATION: From the above table it is clear that out of 100 respondents 50
respondents felt that their team is strong i.e. 100%

46
16. Do you think that your team members have respect and enthusiasm towards one another?

S.NO FACTORS NO.OF RESPONDENTS % OF RESPONDENTS

1 Yes 96 96%

2 No 4 4%

Total 100 100%

Source of data: Primary data

Graph: 16

INTERPRETATION: From the above table it is clear that out of 100 respondents 96
respondents felt that they have respect enthusiasm towards one another i.e. 96% and
remaining respondents felt that they haven’t respect and enthusiasm towards one another i.e.
4%.

47
 FINDINGS

1. 100% of the respondent’s opinion that they have setted clear cut targets.
2. 100% of the employees accepted the targets which are setted by the management.
3. Most of the respondents showing great interest and involvement in every project
assigned to them i.e., 90%.
4. Most of the respondents i.e., 94% felt that they are self committed towards team work.
5. Most of the respondents i.e., 94% felt that the management have provided autonomy
and responsibilities to their team to fulfill their responsibilities.
6. 100% of the employees felt that they are self-disciplined and self regulated in their
team.
7. Most of the employees i.e., 86% opinion that they have open approach and open
communication process in their team.
8. 100% of the respondents are felt that they have taken enough steps to develop skills
and knowledge and high performance in output in the team.

48
 SUGGESTIONS

1. It is suggested that management should provide supportive environment for the team
work. So, that team work build mutual trust and co-operation makes the employees
adoptable and flexible.

2. The team members must provide necessary education to carry out the jobs in the
organization smoothly.

3. It is suggested that to make the team members to understand their roles without bias.

4. The leader of the team should keep their team members focused on accomplishing the
overall task, not just on accomplishing their individual task for making the team
effective team must emphasis the achievement of a subordinate goal, thus encourages
every member of the team to behind his individual interest.

5. It is suggested that the organization has to establish an effective reward incentive

system for motivating the employees the reward would either financial or non-financial.

6. The size of the team must be reasonable, why because larger teams have difficulty in
maintaining commitment, and interpersonal aspects become difficult to control.

7. It is suggested that the team must develop its rules of operation and conduct. There
should be an open discussion on what well and well not be tolerated. Periodically the
grand rules should be reviewed and revised when appropriate.

8. Management must trust the team to perform that task effectively. There must also be
trust among the members and a belief each in other.

49
 CONCLUSIONS

1. Most of the respondents opinion that they have setted clear cut targets, so the leader is
implementing the policies effectively.
2. Most of the respondents showing great interest and involvement in every project
assigned to them, hence it is concluded that all the employees are ready to face the
challenges.
3. The team members are provided autonomy and responsibilities to their team to fulfill
their responsibilities, so the organization giving freedom and facilities in bringing the
work effectively by the team members.
4. Most of the employees felt that they are self-disciplined and self regulated in their team,
hence it is concluded that the every employee in the team doing his work with
commitment.
5. Most of the employees opinion that they have respect and enthusiasm towards one
another in their team, hence it is concluded that the team members are having cordial
relations.
6. Most of the employees opinion that the leadership style which is followed by
management is democratic leadership style hence it is clear that employees are having
freedom to express their views and opinions for various types decisions making.
7. Most of the respondents of the opinion that they are able to communicate with other
members of the team, hence it is concluded that there is no restriction on the team
members to communicate the valuable information among them. It well leads to free
expression of views, ideas and opinions.
8. Most of the respondents felt that their team members take responsibility of output
process, quality assurance, customer relations, hence it is concluded that all the
employees are committed towards in bringing quality production.

50
 QUESTIONNAIRE

ON

“ TEAM WORK ” IN

Name: ……………………………………………………..

Designation: ……………………………………………………..

Department: ……………………………………………………..

Experience: ……………………………………………………..

1. Have you set clear targets for your team members?

A) Yes B) No

2. Does everyone in your team accept the targets which are setted by the management?

A) Yes B) No

3. Do you find that your team is showing great interest involvement in every project
assigned?

A) Yes B) No

4. Is your whole team self committed?

A) Yes B) No

5. Have you provided autonomy and responsibilities in your team?

A) Yes B) No

6. Is every member of the team self disciplined and self regulated?

A) Yes B) No

7. Do you have an open approach and open communication process among you?

A) Yes B) No

51
8. Have you taken enough steps to develop skills, knowledge, and expertise and high
performance in output in the team?

A) Yes B) No

9. What type of leadership style do you opt to manage your team?

A) Autocratic B) Free-rein C) Democratic

10. Is each member of the team able to communicate with other members of the team?

A) Yes B) No

11. Does your team take responsibility of output process, quality assurance, customer
relations and complaints in improvable manner?

A) Yes B) No

12. What are the criteria of reward for your team members?

A) Based on performance B) Fixed percentage C) Role wise boundaries

13. Have you been always successful in solving grievances and disputes?

A) Yes B) No

14. Do you feel that team work is better than individual work?

A) Yes B) No

15. Do you feel that your team is strong?

A) Yes B) No

16. Do you think that your team members have respect and enthusiasm towards one another?

A) Yes B) No

BIBLIOGRAPHY

52
S.No BOOK AUTHOR PUBLISHER

1 The Knowledge Management Tool Tiwana Amrit, ELBS

Kit

2 Organizational Behavior Fred Luthans Mc GRAW

HILLCOMPANY
SINGAPORE

3 Anniversary issue 1995 Business Today BUSINESS TODAY

4 Empowerment Demystified Daine Tracy DALAL STREET

JOURNAL 1994

Website visited:

 www.scclmines.com
 www.teamwork.com
 www.coalmine.com

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