Post on 12-Nov-2014
ORGANIZATIONAL BEHAVIOR
THE CENTER OF ATTENTION
WORK TEAMS
WHAT IS A WORK TEAM?
“Group whose individuals efforts result in a performance that is greater
than the sum of those individuals’ inputs.”
WORK GROUP
“It is a group that interacts primarily to share information and to make
decisions to help each other perform within his or her area of
responsibility.”
TEAMS vs. GROUPS
The following four factors help us to distinguish between work group
and work team:
Goal:
Primary goal of the work group is to share the information whereas the
work team strives for collective performance.
Synergy:
Work team generates positive synergy through coordinated efforts
whereas work group result in low synergic impact, even in some cases
it generates the negative synergy.
Accountability:
In work teams both individuals as well as the whole team stands
accountable for its performance whereas in work group only the group
is stands liable for the group’s performance.
Skill:
There is no much difference of skill level in the work team and the group
but in the work team skills are complimentary whereas work group skills
are random and varied.
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TYPES OF TEAMS
There are three popular and generic types of teams:
1-Problem Solving Teams:
It is a Group of 5-12 employees from the same department who meet
for a few hours each week to discuss the ways of improving quality,
efficiency and the work environment.
2-Self Managed Work Teams:
It is a group of 10-15 people who take on responsibilities of their former
supervisors.
3-Cross Functional Teams:
Employees from the same hierarchical level, but from different work
areas who come together to accomplish a task.
Other Variable Types Of Teams Are:
Study teams
Committees
Task forces
Product
development
team
KEY ROLES PLAYED BY THE TEAM
MEMBERS
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Promoter
Assessor
Adviser
Controller
Organizer
Creator
Maintainer
Linker
Producer
Team
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CRITICAL FACTORS CONTRIBUTE TO
THE HIGH PERFORMANCE OF AN
EFFECTIVE TEAMS
1-Size of Work Teams:
The best work teams tend to be small.
Recommended size for an effective team is 5-12
members so it will be easy to develop
cohesiveness and commitment and mutual
accountability.
2-Abilities of Members:
Abilities of members highly affect the
performance. Key abilities like technical
expertise, problem solving skills, decision making
skills and interpersonal skills must be hold by all
the members of the team.
3-Common Purpose:
Common purpose provides common direction,
momentum and commitment for the members. So
teams work for the mutual interest of the
organizations.
4-Specific Goals:
Clear, specific, measurable, and realistic goals
assigned to different members of the teams
stimulate the individual’s performance.
5-Leadership and Structure:
Leadership and structure directly affect the
performance of the teams. Excellent leadership
along with the appropriate structure help
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individuals to work in flexible environment and as
a result increase the performance.
6-Performance Evaluation and Reward
System:
Subjective performance evaluations and
inadequate reward systems negatively affect the
performance where as appropriate rewards for
both the individuals and teams encourage the
team members and result in high performance.
7-Mutual Trust (key factor to effective
team):
Mutual trust not only improves the performance
but also enhances the coordination and
decreases the conflicts among the team
members. Integrity, competence, consistency,
loyalty and openness are the five dimensions that
underlie the concept of trust. Higher the trust,
higher will be the coordination that helps to
improve the performance of an effective team.
KEY CHARACTERISTICS OF AN
EFFECTIVE TEAM
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CONTEMPORARY ISSUES IN
MANAGING TEAMS
Teams & TQM
TQM, a new concept in management exclusively
depends upon the team efforts. TQM requires
management to give employees the
encouragement to share the ideas and act on
what they suggest. Teams provide the natural
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Relevant Skills
Negotiat-ing Skills
Internal Support
External Support
Appropriate
Leadership
Mutual Trust
Good Commun
ication
Unified Commit
ment
Clear Goals
Effective Teams
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vehicle for employees to share ideas and to
implement improvements. Because of the
cognitive limits it is very difficult for the individuals
to develop all effective ways for solving the
structured and unstructured problems. In the
teams knowledge and skill is diversified so
strategies emerge and processes are managed in
effective way. Coordination, commitment and trust
are the key elements of effective teams and these
are also highly demanded for the TQM.
Reinvigorating Mature Teams
It is fact that team’s performance start decreasing
after certain time period. There are two obvious
reasons for this:
1. Members become reluctant to express the
openness to novel ideas and innovation. They
themselves assume the ideas of others and
take the decisions.
2. In earlier stages teams are assigned the
simple task so the performance is better in the
early period. There are four strategies to
reinvigorating the mutual trust:
i. Prepare members to deal with the
problems of maturity.
ii. Offers refresh training.
iii. Offer advance training
4. Encourage teams to treat their development as
a constant learning experience.
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ARTICLE # 1
Title: Life Cycles of Executive Teams
Author: Edwin Lee
Source: www.elew.com
Main Idea:
Do you really want a highly cohesive and highly
effective management team?
THE P4 GROUP
This article is based on a question, about P
Groups, rises at a management workshop
conducted by the business School of Santa Clara
University in 1984. P Groups were someone's way
of describing the characteristics of a management
team in terms of the team's effectiveness and
cohesiveness. That is, one team might be low in
effectiveness and low in cohesiveness at one
extreme, and another team high in both
characteristics at the other extreme.
Ideal team is one which is both highly effective
and highly cohesive, a P4 group. During that
workshop the author developed the concept of the
Life Cycles of Teams.
A TEAM IS A LIVING ORGANISM
One of the great breakthroughs of the 1950's was
that management consultants became aware of
management teams as entities. Since then,
managers and Organizational Development
professionals have devoted enormous efforts to
develop healthy, effective teams and to help team
members work smoothly together.
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Author’s association with team dynamics has
been intensely practical. He has been involved
with several social movements, several project
teams, and many business organizations. In the
process He has participated in the birth, growth,
maturity, decay, and death of many teams. Birth,
growth, maturity, decay, and death serve vital
purposes in an individual life and for the entire
human species. The birth, growth, decay, and
death of an executive team serve critically
important functions for the business as a whole
and for team members.
In this article author describe the values and
drawbacks of each phase of the life cycle both to
corporate vigor and to individual growth. He
showed how an attempt to maintain a highly
effective, highly cohesive management team
undermines both the health of the company in
which it operates and the personal growth of the
individuals who are part of that team! It would be
better for all concerned to hasten the death
process rather than fight it!
AN OVERVIEW OF A TEAM'S LIFE AND
DEATH
Figures 1 and 2 briefly describe an overview of
the Life and Death of a typical
management team.
Fig. 1: The life cycle of executive teams. The
period from Birth to Maturity is typically two to
three years. Maturity to Decay may take two to
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five years. Decay to Death takes less than a year and is triggered
(usually) by a catastrophe the team produces.
An executive team is formed to achieve specific
strategic business objectives within a few years.
In the first few months of the team's life, its
cohesiveness is low and its effectiveness is low
(Fig. 2A). There is much uncertainty about how
the team will work together. This is the team's
childhood, a time of maximum learning by team
members, and maximum sensitivity to the world
outside the team.
As team members learn from one another and
take successful actions together, the team's
effectiveness and cohesiveness increase. This
increases the members' enthusiasm and
commitment to the team. This is the team's
adolescence…teenage (Fig. 2B).
Eventually the team accomplishes its first major
success, the strategic objective for which it was
formed. That strategic success marks the point at
which the team is considered to be highly
cohesive and highly effective. But cohesiveness
has a dark side: lack of openness to the world
outside the team or to new team members (Fig.
2C).
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Fig. 2: Relationships among team members and between team
members and the world outside
the team. Shown for different
times in the life cycle.
Once the team
becomes highly
effective and highly
cohesive, the
communication of new
information between the
outside world and the
team and among team
members deteriorates
(Fig. 2D). Team
members no longer
listen to one another
because they already
know what to expect. They become bored with
their predictable roles.
After decay becomes well established, some
CEOs seek outside help to restore their teams' to
peak performance. Consequently, the restoration
efforts tend to focus on communication and
cohesiveness. Sometimes these efforts
temporarily slow the decay process.
Loss of effectiveness eventually overcomes the
exaggerated management energy committed to
cohesiveness, and the team disintegrates (Fig.
2E). Disintegration (death), frees team members
to participate in new teams where they can renew
their enthusiasms, develop new personal
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relationships, and revitalize their atrophied
learning processes
PROJECT TEAMS AND EXECUTIVE TEAMS
A project team and an executive team start life in
much the same way. The significant difference is
that a Project Team is disbanded when it achieves
its initial strategic success. Project team members
are rewarded, but one of the rewards is not
continued employment. Executive Team members
expect continued employment in return for past
success.
COMMENTS
When a team is formed it focuses on the future.
Once it succeeds it focuses on the past. Team
members are usually selected based on how they
will contribute to the teams strategic objectives.
Once the team attains its first strategic success,
however, a member of an executive team gets to
stay on the team as a reward for the team's
success.
I- Success breeds failure. In business it is
difficult for a team to repeat its success. A study of
management teams found that most successes
are followed by major failures.
II- Failure can breed success.
III- Term limits of no more than 8 years
for executives and executive teams would
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improve business effectiveness more than any
other management change.
CONCLUSION
A highly effective, highly cohesive team is a
transitory state in a dynamic process. Business
management will improve significantly when
executives respect the values of that process and
work with its dynamics.
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ARTICLE # 2
Title: 7 Keys to Building Great Work teams
Author: Suzanne Willis Zoglio, Ph.D.
Source: www.teambuildinginc.com
Main Idea:
In this article author has emphasis that how
leaders can foster the performance and
productivity of the work teams. She has identified
seven key elements which high-performance
teams have in common.
1. COMMITMENT
Commitment to the purpose and a clear sense of
direction. Team members understand how their
work fits into corporate objectives and they agree
that their team's goals are achievable and aligned
with corporate mission and values. Commitment
of members towards team’s goal can be enhance
by allowing them to develop team mission, vision,
and values statements by themselves.
2. CONTRIBUTION
The power of an effective team is in direct
proportion to the skills members possess and the
initiative members expend. Work teams need
people who have strong technical and
interpersonal skills and are willing to learn. Three
factors affect the level of individual contribution:
inclusion, confidence, and empowerment.
Inclusion: The more individuals feel like part of a
team, the more they contribute; and, the more
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members contribute, the more they feel like part of
the team.
Confidence: Confidence in self and team affects
the amount of energy a team member invests in
an endeavor. The more members are confidant
the more the more they like to contribute. The
confidence of team members can be bolstered by
providing feedback, coaching, assessment and
professional development opportunities.
Employee Empowerment: Another way to
balance contribution on a work team is to enhance
employee empowerment by involving them in
decisions and giving them right training.
3. COMMUNICATION
For a work group to reach its full potential,
members must be able to say what they think, ask
for help, share new or unpopular ideas, and risk
making mistakes. This can only happen in an
atmosphere where team members show concern,
trust one another, and focus on solutions, not
problems. Communication --when it is friendly,
open, and positive --plays a vital role in creating
such cohesiveness.
4. COOPERATION
Success of the work teams depend upon the
degree of interdependence recognized within the
team. The following F.A.C.T.S. model of effective
team member behaviors (follow-through,
accuracy, timeliness, creativity, and spirit) may
serve as a guide for helping teams identify
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behaviors that support synergy within the work
team.
Follow-through: Team members are keenly
aware that as part of a team, everything that they
do --or don't do---impacts someone else.
Accuracy: We do each job right the first time.
Creativity: Innovation accompaniments on a
team when individuals feel supported by
colleagues.
Timeliness: When work team members are truly
cooperating they respect the time of others by
turning team priorities into personal priorities.
Spirit: Value the individual; develop team trust;
communicate openly; manage differences; share
successes; welcome new members.
5. CONFLICT MANAGEMENT
The problem is not that differences exist, but in
how they are managed. People wrongly believe
that conflict never occurs in "good" groups,
conflicts do exist but these are the sources of new
ideas.
Three techniques that help members shift
obstructing paradigms are reframing, shifting
shoes, and affirmations.
Reframing: is looking at the glass half-full,
instead of half-empty.
Shifting Shoes: is a technique used to practice
empathy by mentally "walking in the shoes" of
another person.
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Affirmations: are positive statements about
something you want to be true.
6. CHANGE MANAGEMENT
It is no longer a luxury to have work teams that
can perform effectively within a turbulent
environment. It is a necessity. Teams must not
only respond to change, but actually initiate it.
7. CONNECTIONS
A cohesive work team can only add value if it
pays attention to the ongoing development of
three important connections.
I- When a work team is connected to the
organization, members discuss team
performance in relationship to corporate priorities,
customer feedback, and quality measures.
II- When a work team has developed
strong connections among its own members,
peer support manifests itself in many ways.
Colleagues volunteer to help without being asked,
cover for each other in a pinch. A few ideas for
developing and maintaining such connections are:
allow time before and after meetings for brief
socialization, schedule team lunches, create
occasional team projects outside of work, circulate
member profiles, take training together, and
provide feedback to one another on development.
III- Teams that connect well with other
work groups typically think of those groups as
"internal customers". They treat requests from
these colleagues with the same respect shown to
external customers.
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INTRODUCTION TO
ENGRO CHEMICAL PAKISTAN
LIMITED
In 1957 when the search for oil by Pak Stanvac,
an Esso/Mobil joint venture led to the discovery of
Mari gas field situated in the vicinity of Daharki - at
the time a small town in upper Sindh province.
After a few years of studies, Esso developed a
proposal to build a urea plant. The government,
eager to promote the use of fertilizers in Pakistan,
approved the proposal and Esso Pakistan
Fertilizer Company Limited was incorporated in
1965, with Esso owning 75% of the shares and
the Pakistani public the remaining 25%. Shortly
thereafter, commenced the construction of a urea
plant of 173,000 tons annual capacity. The plant
was commissioned on December 4, 1968, at a
cost of US dollars 43 million. Esso's investment at
the time represented the largest foreign
investment in the private sector of Pakistan.
Esso launched the Company's own branded urea
called
"Engro" - an acronym of "Energy for Growth".
In 1978, as part of an international name change
program, Esso became Exxon and the company
was renamed Exxon Chemical Pakistan limited.
The Company continued to prosper as it
relentlessly pursued productivity gains and strived
to attain professional excellence. The plant
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capacity was debottlenecked in low cost steps to
268,000 tons, high standards of operational safety
attained and Engro Urea enjoyed a premium in
the market.
The healthy growth in demand for fertilizers in
Pakistan presented opportunities to expand the
business of the Company. However, a major
investment by Exxon was unlikely because in a
global sense it did not view fertilizers as a core
strategic business which fitted with its long term
plans.
Early in 1991, Exxon announced their intention to
sell their 75% share of Company's equity. An
employee led buy out, enabled 28% of the equity
to be acquired by the employees and their Trust.
Several financial institutions acquired the balance
47% of the company's shares that were previously
held by Exxon Corporation. It enabled the
ownership to be restructured and the Company
was renamed Engro Chemical Pakistan
Limited.
The employee-led buyout of Exxon's equity was
the first of its kind in the corporate history of
Pakistan. As part of the buyout, agreements were
signed with Exxon for technical and project
management support and for the continued use of
the Engro brand name. The change in
ownership's allowed the Company to proceed with
an expansion project to more than double its
capacity to 600,000 tons in 1993. During 1995 the
plant capacity was further increased to 750,000
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tons per annum. In 1998, the Company
successfully implemented an expansion cum
modernization that enhanced the urea capacity to
850,000 tons per annum and appreciably
improved the environmental performance of the
plant site. The company is currently reviewing up
its next debottlenecking step to take the capacity
to 950,000 tons per annum.
Engro's strong presence in the fertilizer industry
and its endeavor to cautiously diversify and
pursue opportunities in petrochemicals has
attracted the attention of several international
venture partners. The future prospects look
promising as the organization is effectively
managed by a highly professional team totally
committed to preserving its core values and
adhering to highest standards of safety, business
ethics, integrity, etc.
Engro Chemical Pakistan Limited is the second
largest producer of urea fertilizer in the country
and is well positioned to take advantage of the
growth and challenges in the agricultural sector.
Apart from selling its own manufactured urea,
Engro also markets imported di-ammonium
phosphate and other potassic and phosphatic
fertilizers. For the last two years it is also dealing
in the Seed business with its brand name
“ENGRO BEMISAL”.
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ANALYSIS: WORK TEAMS
PRACTICES AT “ECPL”
Over 700 employees are working at ECPL for
carrying on the operations of the organization
effectively and efficiently. They are having the
skilled and efficient employee that’s why they are
progressive and growth oriented.
The team concept is in practice in the
organization. Which make ECPL one of the
leading organizations in this dynamic work
environment. They are maintaining the teams in
their organization according to the international
theory of teams like Study teams, Cross functional
teams and Self-managed teams. Anyhow they do
have the teams with the responsibility of problem
solving in their organization, but they are not
having the separate teams for the solution of
various problems.
The organization do give the due authority for the
implementation of the decisions whatever the
teams consider fit for the organization. The
organization considers each separate department
as a separate team and within one department
there are different teams for the different purposes
and different activities.
According to the ECPL the size of the team is
basically dependent on the size of the department
and job description. Most of the time these teams
at ECPL have 5-20 employees for the
performance of various activities in a sub team
while in a team that is department wide that
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consists of about 50 employees from the same
department.
Structure of the team is highly correlated with the
structure of the organization. That’s why the
various teams at this organization are performing
at or above the expectations of the organization.
Whenever the top management of the ECPL is
building teams for the performance of the crucial
activities it do considers the members’ abilities,
skills and knowledge and experience. For the
proper working of the teams the top management
gives priority to the experience and abilities so
that all the time teams’ performance is up to the
mark.
Sometimes if there is any conflicting situation in
the organization then the members of the teams
are also playing the role of organizer, advisor and
controller and they resolve the conflicting situation
as early as possible.
The management believes that factors like size,
ability, specific goals, leadership, performance
evaluations and reward system highly affect the
teams. Because if the size of the team is too
large than the requirement then the productivity
suffers. Similarly if interpersonal skill is also not
up to the demand of the team’s performance then
the efficiency also suffers and the like specific
goals and leadership, performance evaluations
and reward system also affect the performance of
the teams. On the other hand, factors like
structure, accountability moderately affect the
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teams. In addition to above all, the element of
trust is very important in the team’s activities.
The rewards are allocated to the members on
individual basis for the performance of the
individuals in the organization and sometimes the
reward allocation is done on the teams’ collective
performance.
As we see that team members are individually
responsible as well as on the part of the whole
team. Often management makes responsible the
team members individual because it thinks that it
is better to get increased efficiency with the
realized responsibility of each member separately.
The shaping individuals to team is also a crucial
matter in the organization that’s why the
organization believes that training and motivation
is necessary for the formation of teams and
turning individuals into team and shaping their
separate, individual behavior into team’s collective
behavior.
Whenever the different teams in the organization
meet the goals, the top management ensures the
individuals contribution of each and every member
of the team through clear communication and
reinforcement because it heavily relies on the
individual reward allocation. So each and every
member at this organization tries its level best to
contribute in achieving goals that lead to the
organization superior performance and growth.
Commitment of the teams toward the goals is a
key to the effective team. Organization measures
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the commitment through the achievement of the
teams and motivation level of the individuals. The
organization ensures friendly, open and positive
communication between the members of the team
by becoming fair, honest, and discussing conflicts
in open way.
Management pursue the inter team relationship by
sharing the resources offering suggestions and
celebrating together. For the development of the
inter team relationship the organization arranges
the schedule lunches and socialization programs
of members.
To build the strong connection between the teams
the organization arranges cross team meetings
frequently. The organization believes that
individuals prefer to work as a part of the team
rather than working alone. They highly agree
upon the team concept in the organization and
argued that the organization’s goal could only be
achieved through the collective team efforts.
PART (II): TRUST
Person who filled this part of the questionnaire, he
has been working over there for the last seven
years. The person believes that productivity of
the team is always greater than the individual.
The person is motivated to join the team by
collective wisdom and sharing the ideas.
The person believes that the trust is the key factor
for effective teams because it determines the
performance of the team whether it is achieving its
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objectives as per expectations of the top
management or not. That’s why this concept is
lying in the team every where in the organization.
He believes that the dimensions like integrity,
consistency, loyalty, competency and openness
all are equally important and prior to one another
for developing the mutual trust among the teams.
For developing the trust among the team
members we also consider the factors like a
member should act as a team player, practice
openness, speak one’s feelings, maintain
confidence, and most important is to work for
others. The members also believe that accuracy,
creativity, timeliness and spirit are very important
to improve the co-operations.
Employee motivation to perform effectively is
increased by employee recognition programs,
rewards, the challenging jobs, different training
courses. The person argued that decision making
authority must be given to the team members and
it is highly practiced at ECPL. At the end he feels
pleasure to work as a team member rather than
working alone.
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INTRODUCTION TO
PAK-ARAB FERTILIZERS (PVT)
LTD.
Pak-Arab Fertilizers is a living symbol of fraternal
relations between Islamic Republic of Pakistan
and Emirates of Abu Dhabi. The company was
established as a result of protocol concluded and
signed on November 15, 1972 by the two
governments to further strengthen the brotherly
ties through establishment of a joint venture in the
filed of fertilizer industry for exploitation natural
resources available to the mutual benefits of two
brotherly Muslim countries. Consequently a
memorandum of understanding was concluded
between West Pakistan industrial Development
Corporation of Pakistan (WPIDC) and Abu Dhabi
National Company (ADNOC) of Abu Dhabi on
March 7, 1973 followed by a participation
agreement on November 1, 1973 to establish a
joint venture for expansion and modernization of
the natural gas fertilizer factory Multan. Thus the
company was incorporated on November 12,
1973 with authorized capital of Rs 1000 million.
WPIDC interest in the company were assumed by
National Fertilizers corporation of Pakistan (NFC)
as a result of reformation of public sector
corporations and ADNOC interest in the company
had been assumed by Abu Dhabi (IPOC) Pakistan
has equity share capital participation through NFC
and Abu Dhabi through IPIC in the ratio of 52%
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and 48% respectively with the paid up capital of
Rs. 743061M.
Pakarab fertilizers is the largest fertilizer complex
in Pakistan and is the only fertilizer manufacturing
facility producing compound fertilizer in the
country. Fertilizer production plants of Pakarab
Fertilizers are located about 08 kilometers from
the ancient city of Multan which were completed in
1978 at a total cost of Rs. 2279.010 million
inclusive of Rs. 1326 million foreign component.
About 1000 employees are working in the
organization.
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ANALYSIS: WORK TEAMS
PRACTICES AT “PAFL”
Although Team concept is in practice at Pak Arab
Fertilizers Limited but it is not in its particular real
shape and name. They do maintain the Cross-
functional and cross sectional team in their
organization. They give limited authority to the
team members for decision-making and
implementation of their decisions but not in all
aspects. The size of the team varies with respect
to the type and job of the team. The size of the
team for the operational activities is relatively
larger then that of the warehousing and marketing
activities. But as a whole they believe on the small
team concept as they consider it as more
productive and effective.
The management at this organization considers
all the departments as separate teams and
structure of the teams also follow the structure of
the organization. They form the team on the basis
of skills and knowledge and responsive to the
problems when ever these problems arise. While
forming the teams they do considers the
interpersonal skills as core characteristics.
Members play the role of creator, linker, promoter,
advisor and maintainer in addition to their normal
activities. Management considers the size,
specific goals, accountability and performance
evaluations, reward allocations and mutual trust
are highly affecting the team performance at the
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Pak Arab Fertilizers limited. While the structure
and leadership moderately affect.
Rewards are allocated on the individual and
mutual team basis and the members are
accountable both individually and as a whole for
the team performance. Individuals are motivated
to turn them into team members through selection
of right people, providing them the appropriate
training and extending rewards.
Inter team relationships are managed through
building the trust between the team members.
Inter team relationship is pursued through sharing
the resources and celebrating together & with the
more socialization of the members and combined
training. Commitment of the member towards the
organization’s goal is measured by meeting the
targets; the actual performance is compared with
the standards already formulated.
Contribution of each team member towards the
team is ensured through individuals performance
evaluations and providing them proper training.
The organization ensures the friendly and open
communication between the team members
through increasing the mutual interactions of the
members.
Cross team meetings are play vital role in
developing the strong relationship between the
teams from various functional areas. Employees
prefer to work as a part of team thus the team
increases the commitment and organization can
achieve its goals in efficient way.
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Management feels that team is good for
performing the right kind of activities within the
organization and outside the organization as well.
So they are highly impressed with the teams’
performance and their relative expectations.
PART (II): TRUST
The person is working for ten years in this
organization and he is more willing to work as a
member of the team because he knows that the
output of the team is more important and greater
than the individual output in the organization.
The reward systems, diverse skill knowledge,
learning of new things and ideas and building
confidence are the major motivating factors for
joining the teams.
He believes that the trust is the key factor that’s
why it is essential part of their teams. All
mentioned dimensions i.e., integrity, consistency,
competency, loyalty and openness are important
for building the mutual trust between the teams.
Trust can be created and develop through
practicing openness and showing consistency and
demonstrating the competency.
Reframing (compromising, win-win) approach is
considered to be the best approach to manage
the conflict between the team members and the
“FACTS MODEL” is the best way to improve the
cooperation between members. The person
believes that decision making power and authority
must be given to the team members for the
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ORGANIZATIONAL BEHAVIOR
implementation of decisions effectively and
efficiently.
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ORGANIZATIONAL BEHAVIOR
TEAM PRACTICES
AT “ECPL” & “PAFL” AND THE
GLOBAL PROSPECTS
The concept of teams and teamwork is
increasingly becoming an important key to
productivity and employee satisfaction in the
contemporary workplace. Teams have definitely
become important in organizations because,
increasingly, data shows that productivity, quality,
and morale improves when teams are utilized.
There are many reasons for these positive
outcomes but what we have found at ECPL and
PAFL is:
Teams produce a greater quantity of ideas
and information than individuals acting
alone.
Teams improve understanding and
acceptance among individuals involved in
the process.
Teams create higher motivation and
performance levels than individuals acting
alone.
Teams offset personal biases and blind
spots that hinder the decision process.
Teams sponsor more innovative and risk-
taking decision making.
The advent of the global business environment
has caused major changes in who does the
planning, how it is done, and the content of the
plan. It is common to find teams of line and staff
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ORGANIZATIONAL BEHAVIOR
managers globally. There are several traditional
techniques often used to improve team
performance and what we find consistent with
ECPL & PAFL that not according to the world
standard but up to some extent they are using
such techniques.
Plan and schedule the work to be done;
Schedule which team member will handle
which assignments;
Select, layout, install and manage new
equipment;
Secure predictive/preventive maintenance
for their equipment;
Repair, or secure repair for, their
equipment;
Organize their own material supply process;
Contract directly with outside suppliers, or
negotiate with purchasing department about
their input quality and timing requirements;
Set up regular feedback and interaction
channels with customers;
Some of the Similarities Exist
Between Two Organizations
Create a common, shared goal
Promote interdependency
Have measurable outcomes
Continually stress the team's purpose
Make sure team members have the right
skills
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ORGANIZATIONAL BEHAVIOR
Use training to help team members develop
interpersonal, intercultural skills.
Spell out lines of communication
TEAM PRACTICES
COMPARISON BETWEEN “ECPL” &
“PAFL”
ECPL is 2nd largest company in the fertilizer
company of Pakistan, it hold almost 22%
production shares after FFC, which has about
58% production share. ECPL has two plants with
total capacity of 850 MT. While the PAFL keeps
10% production share and it has one plant.
Approximately 700 employees are working in
ECPL and about 1000 in PAFL.
ECPL has got the mixed structure regarding
centralization and decentralization in both
decision-making. It has got the simple structure in
their organization. While at PAFL the structure is
very complex, more lines of authorities are
involved in decision-making.
Team concept is applicable in both of the
organizations, ECPL in particular while PAFL
approximately applies this concept but not up to
that extent.
ECPL has self-managed, cross functional and
study teams while PAFL mostly concerned with
the problem solving teams whenever any kind of
problem arises teams become active. Both the
organization use to give authority to implement
any decision by team, with this philosophy the
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ORGANIZATIONAL BEHAVIOR
organization is getting the right kind of work and
achieving the overall goals of the organization.
Both of the organizations mainly rely on the small
size teams but at PAFL sometimes-large teams
also present in the production department. In
large teams there are more than twenty members.
Formal organizational structure forms the teams in
each of the organization. Each member of the
team is bound to follow the strict rules and
regulations of the organization. While forming the
team both organizations take into account the
knowledge, abilities and interpersonal skills of
each and every member of the organization.
At ECPL team members plays the vital role of
creator, liaison, organizer, and assessor while at
PAFL teams play the role of creator, linker,
advisor and promoter. It means the role of the
team is basically same in both the organizations
but depending upon the unique characteristics
they have built a little bit difference in team
concept.
At ECPL the performance of the teams is highly
affected by the following variables like Abilities,
Specific goals, Leadership, Structure & Mutual
trust.
In addition to the above-mentioned factors PAFL
considers performance evaluations, reward
systems, and accountability for the effective
teams.
Both the organizations are using the individual
and teams based reward systems because the
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ORGANIZATIONAL BEHAVIOR
members of the teams are individually responsible
as well as for the team as a whole.
ECPL turns its employees into the effective team
members using training, and reward allocation
and it motivates the employees to be effective
team player. While PAFL uses the selection,
rewards plus0. motivation concepts but they give
high weightage in selection of a team member.
In pursuing the inter team relationships both the
organizations share the resources within the
teams and often celebrates together on the
achievement of the objectives of the team.
Socialization, training together, schedule lunches
are being applied in developing the inter team
relationship at ECPL, at PAFL applies the
socialization and training together while shaping
the teams in the organization for the effective and
superior performance.
Both the organizations use the cross team
meetings in building the stronger connection
between the teams so that their performance
becomes important for the achievement of the
organizational goals so management considers it
as a crucial matter for designing the inter team
relationships. Both the organizations have thought
that the team concept should be in the
organization, even it is a new concept in Pakistan
but it increases productivity, commitment,
performance and mutual trust among the
members of the teams.
TRUST
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ORGANIZATIONAL BEHAVIOR
At both organizations team members are of the
view that productivity of the person in team is
much greater than the individual performance
working alone. Both organizations have a same
answer that the reward system mostly accelerates
the persons to join the team because they are
rewarded individually and as a whole. Team
members from both the organization believes that
integrity, consistency, competency, and loyalty are
they key factors in developing the mutual trust.
In case of any conflict among the team members
normally both the organizations try to reach the
compromising situation like Win-Win.
Authority is granted to each team whatever the
decision is made by the team members it is
happened in the both organizations. During the
survey we perceive that people would like to work
in team rather than individually.
BIBLIOGRAPHY
Engro Chemicals Pakistan Limited
Syed Riaz Hussain Shah
Regional Manager Multan.
0300-8293042
061-584117
Junaid Ahmad
Sales Officer Multan Distt.
061-584118
Pak-Arab Fertilizer Limited
Mr. Khlid Bashir
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ORGANIZATIONAL BEHAVIOR
SR. Manager personal Industrial
Relations
061-552123
Internet
www.emeraldinsight.com
www.articles911.com
www.elew.com
www.teambuildinginc.com
www.hr.com
Books
Organizations Behavior
(Stephen P. Robbins)
Organizations Behavior
(Luthan)
Management
(Stephen P. Robbins)
Principles of Management
(Kiehrich Koontz)
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