Annapurna Kam Bali Math

7/29/2019 Annapurna Kam Bali Math

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HIGH PERFORMANCE WORK TEAMSAT HENKAL COMPANY, BANGALORE

A Dissertation submitted in partialRequirements for the award of MBA Degree

Of Bangalore UniversityBy

Ms Annapurna Kambalimath(Reg no: 04XQCM6004)

Under the guidance and supervision of

Dr. K V PrabhakarSenior Professor, MPBIM, Bangalore (Internal Guide)

&Mr.Satish Balchandran

Henkel Company, Bangalore (External Guide)

M.P. Birla Institute of Management,(Associate Bharatiya Vidya Bhavan)

Bangalore 560001.2006

Certificate

I hereby certify that this dissertation entitled "High-Performance Work

Teams at Henkel Company, Bangalore has been prepared by Ms.


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Annapurna Kambalimath under the guidance and supervision of Dr. K V

Prabhakar, Adjunct Professor, M.P.Birla Institute of Management,

Bangalore. (Internal Guide) and Mr. Satish Balchandran, Area sales manager

Henkel Company, Bangalore (External Guide)

Place: Bangalore

Date: (Dr.Nagesh S Malavalli)

Principal

Certificate

I hereby certify that this dissertation entitled High-Performance Work


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Teams at Henkel, Company, Bangalore is the result of research work

carried out by Ms.Annapurna Kambalimath under my guidance and

supervision.

Place: Bangalore

Date: (Dr. K V Prabhakar)

Internal Guide


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Declaration

I hereby declare that this dissertation entitled "High-Performance Work

Teams at Henkel Company, Bangalore is a bonafide study, completed

under the guidance and supervision of Dr. K V Prabhakar, Senior Professor,M.P.Birla Institute of Management, Bangalore. (Internal Guide) and

Mr. Satish Balchandran, Area sales manager, Henkel Company, Bangalore

(External Guide).

I further declare that this dissertation is the result of my own efforts and that

it has not been submitted to any other University or Institute for the award of

a degree or diploma or any other similar title of recognition.

Place: Bangalore (Ms.Annapurna Kambalimath)


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Date:

Acknowledgement

The successful accomplishment of any task is incomplete

without acknowledging the contributing personalities who both assisted and

inspired and lead us to visualize the things that turn them into successful

stories for our successors.

I would like to thank my project Guide Dr. K.V Prabhakar, who

guided me in completing the research investigation.

My special thanks are due to external guide Mr.Satish Balachandran; and

Mr. K.Srinivasan for giving me permission to do my project at Henkel

Marketing India ltd, Bangalore.


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I extend my grateful thanks to Dr Nagesh S Malavalli, Principal,

MPBIM, Bangalore for giving much needed academic support.

.

Ms. Annapurna Kambalimath

C O N T E N T S

Page Nos.

Executive summary

List of charts, diagrams, and graphs

Chapter 1: Introduction to team work

Chapter 2: Preconditions and characteristics

Of team work

Chapter 3: Litmus test for effectiveness of team

Chapter 4: Research Gap

Chapter 5: Problem Statement


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Chapter 6: Research Objectives

Chapter 7: Research Design

Chapter 8: Research Limitations

Chapter 9: Company Profile

Chapter 10: Respondents' profile

Chapter 11: Data Analysis & Inferences

Chapter 12: A Summary of Research Findings

Chapter 13: Recommendations

ANNEXURE:

1.Select Bibliography including websites used2.Questionnaire3.Directions for further research.


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CONTENTS

Pg nosExecutive summary 1

List of charts, diagrams

and graphs

1. Developing high

performance work

teams

5

2. Implementing high

performance work teams

6

3. Data analysis 29 - 33

4. Break-up of data 34 - 67

5. Stepladder

technique

73

6. Hierarchy 74Chapter 1: Introduction to

team work

3

Chapter 2: Preconditions 7


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and characteristics of

team work

Chapter 3: Litmus test for

effectiveness of team

10

Chapter 4: Research gap 12

Chapter 5: Problem

statement

13

Chapter 6: Research

objectives

14

Chapter 7: Researchdesign 15

Chapter 8: Research

limitations

16

Chapter 9: Company

profile

17

Chapter 10: Respondents

profile

27

Chapter 11: Data analysis

and inferences

29

Chapter 12: Summary of

research findings

66

Chapter 13:

Recommendations

68

ANNEXURE:


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1. Select Bibliography including websites used

2. Questionnaire

3. Directions for further research.

.EXECUTIVE SUMMARY

This is a company focused research project. This research project entitled "ENERGIZING

HIGH PERFORMANCE WORK TEAMS" has been carried out in Henkels branch office,

Bangalore. The objectives of the projectare:

1 To diagnose the high performance work teams.

2 To identify the strengths and weaknesses of these teams.

3 To explore the feasibility of applying the Shackletons model of building A-

Teams.

4 To examine the applicability of stepladder technique to improve team

performance.

5 To devise strategies geared to energize the teams.

Through questionnaire method we could identify the strengths and weakness of the

team. Some of the important findings of the study are:

Strengths-there exists a trust, respect and openness in the team, decisions are made by


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consensus, leader motivates the members, members are satisfied with their role and as

a team they believe they can.

Weakness-the major weaknesses found in this are sometimes the members feel that

they have been left out of the decision making process, members are not

acknowledged for their contribution, no proper orientation given to new members of

the team.

Some recommendations given to the team to enhance their performance are:

1 Step ladder technique of decision making. This is a technique where individual

members enter the core group step by step and then take the decision.

2 Shackletons model of team building. Some of the strategies are exchange of

work to know each others work, treating each individual special, encouraging

his men to debate, conducted regular gatherings to build spirit.

3Apart from these some Kaizen strategies if followed can enhance theperformance of the team.


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CHAPTER 1

Introduction to team work

Modern management has become increasingly focused around the idea of the team.

Management consultants propose organizational restructuring to facilitate teamwork;

directors make policy statements about the importance of the team to the organization.

The team has become accepted as the basic unit of working life.

Team has enormous potential. A growing number of organizations have

found that changing to team-based work has had for far reaching effects than anyone

could have predicted. In industry, directors report that both production levels and

profits increased and their company improved its sales and marketing strategies when

it went over to teamwork. In all types of organizations, whether public or private,

reports indicate that team working improves staff morale and decreases staff turnover.

The idea of teamwork is not always easy one to grasp. Most organizations,

after all, organize their work force into groups of people who work together but each

have their own jobs to do; and these are often referred to as teams. But simply having

an arrangement whereby people work together isnt the same as having an

organization which has covered to team to teamwork.

Essentially, the message of teamwork is delegation and

empowerment.teamworking is all about passing responsibility over to working teams,

so that they can get on with they have to do without continually having to refer to

higher levels in their organization. That means that the teams need to be given enough

authority to make day to day decisions about that work and enough power to make


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sure that things are done properly.

This concept has emerged because of awareness of the following ideas:

1 Involvement is a precondition to commitment.

2 Management should act like team leaders and coaches.

3 Typical hierarchical organizations can become more effective by eliminating status

distinctions and empowering interpersonal trust.

High-performance Work System

It is a specific combination of HR practices, work structures, and processes that maximizes

employee knowledge, skills, commitment and flexibility. The HPWS is composed of many

interrelated parts that complement one another to each the goals of an organization, large

or small.


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Developing High-performance Work Systems

The following portrays this:

Copyright 2004 Sou th-Wes tern. Al l rights res erved. 161

DevelopingHigh-Performance

Work Systems

Figure 16.1

Linkages to

Strategy

Linkages toLinkages to

StrategyStrategy

Principles of

HighInvolvement

Principles ofPrinciples o f

HighHighInvolvementInvolvement

OUTCOMES

Organizational

Employee

OUTCOMESOUTCOMES

OrganizationalOrganizational

EmployeeEmployee

System Design

Work flow

HRM p ractices

Support

technology

System Design

Work flow

HRM pr actices

Support

technology

Th e

Implementation

Process

TheThe

ImplementationImplementation

ProcessProcess

Benefits of HPWS:

1. Employee benefits:

1 Have more involvement in the organization

2 Experience growth and satisfaction and become more valuable as contributors

2. Organizational benefits:

1 High productivity

2 Quality


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3 Flexibility

4 Customer satisfaction

Implementing High-performance Work Systems:

The following chart highlights this process

Copyright 2004 South-Wes tern. Al l rights res erved . 167

Implementing High-Performance Work

Systems

Build a

case forchange

Build aBuild a

case forcase for

changechange CommunicateCommunicateCommunicate Involve

union

InvolveInvolve

unionunionNavigate

transition

NavigateNavigate

transitiontransition

Evaluation

CHAPTER 2

Preconditions and characteristics of team work

Preconditions

1. Purpose-successful teams have a clear sense of why they exist. That usually means

they understand the strategic significance of why they have been set up. They see their

role in the broader strategic plan; they understand how their success will contribute to

the organizations strategic intent.

2. Empowerment-successful teams teams have a strong sense of being in charge of

their own destiny. They believe themselves to be accountable for what they do, that

they carry the can; and that they are responsible for their conduct.

3. Support-teams need to be supported by the organization, and usually by the person


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to whom they report. Organizations are frequently mistrustful of teams, especially

high profile teams known to be material to strategy. On the one hand teams need to be

protected from this potential organizational hostility, on the other hand, their activities

must be explained, properly presented to, and discussed with the organization at large.

4. Objectives-successful teams have always translated their purpose into a series of

measurable objectives.furthur these objectives have been understood by each member

and accepted by those responsible for the team. These objectives may not emerge

immediately, but once enshrined, they must the energy of the team.

Characteristics

Characteristics on the other hand describe those things which teams can do on their

own behalf to make themselves successful. Getting these characteristics right implies

that members choose to conduct themselves in certain ways, regulate their behaviorand live up to the expectations of their fellow team members.

1. Interpersonal skills-successful teams develop the ability to work together without

unproductive conflict. They simply do not allow differences to disrupt the

achievement of the purpose or objectives. Almost always this means that they are

respectful of each others views, open and honest in their opinions and they feel free to

express differences.

2. Participation-partly as a consequence of good interpersonal skills, successful teams

generate a high degree of participation among members. People contribute their views

and experience; more importantly they contribute their time and their energy.

Participation also implies that when team members undertake to do something, they


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actually do it.

3. Decision making-decisions are reached with proper evaluation of the information;

more, the team is good at gathering all the information. it looks at options carefully,

considers consequences, is imaginative about alternatives and, at the same time

,pragmatic and realistic. Members feel bound by decisions and even if they dont agree

personally with them they support them in practices.

4. Creativity-successful teams almost access new ideas, different ways of doing things,

normal perspectives on events or circumstances. The team often develops an idea that

leads to another idea, and another.people build on each others thinking and often

new ground is broken.

5. Managing the external environment-good teams ensure that members interact withtheir outside world-usually the rest of the organization, so that people know what is

happening in the team to the extent they need or want to.


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Chapter 4

Litmus test of the team effectiveness

The litmus test of the team effectiveness depends on the following

characteristics:

1. Ability -members in the team must have significant individual ability to accomplish

a shared objective. Undoubtedly, abilities will vary in the course of team formation

and in the lifetime of a team. However, once a team is fully formed, the perceived

abilities of the team must match the task at hand. The concept of ability we have in

mind is twofold: (a) individual know-how and the situated readiness to bring about

actions that are useful for the objective of the team, and (b) adequate collective know-how and situated readiness by the team.

2. Objective -Without sharing objectives and shared status, members who may partner

in activities cannot know when to start, to quit, or to adjust their contribution. Having

a cooperative stance toward another member is to be willing to consider the other

member as a benefactor of shared actions and to take a shared responsibility toward

executing actions that are part of a common plan. Benefiting can be understood in

terms of an increase in utility. Since the objective is shared in a team, utilities can be

devised to account for any benefit realized toward the objective. Responsibility for a

plan is regulation individual autonomies, goal adoption, and commitments. This type

of responsibility accounts for coordination of the members low-level actions. The


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shared objective provides objective guidelines for team members. The objective is

sometimes called a goal or an intention.

3. Awareness members with nontrivial ability and objectives who are not aware of

other members sharing their objective cannot partner. With awareness we are thinking

of (a) first hand knowledge of the members joint intention with other team members,

(b) knowledge of the sufficiency of the combined abilities of the member and others

matching the task at hand.

4. The teams output is a collective projection.

5. Effective team adopts aggressive or defensive postures depending upon situation.

6. Effective team must make the best use of individual strengths and shield members

from individual exposure

CHAPTER 4


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RESEARCH GAP

This research investigation is company-specific. Our interactions with the key personnel

of the company indicate that the working of the teams differs from company to

company and the views differ from member to member. The research investigation in

this specific area is very much lacking in this company. There is thus a vital gap in the

existing literature. This has prompted/encouraged us to take up this research

investigation.

Chapter 5

Problem statement

1How do we energize the high performance


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work teams?

2What cutting edge strategies can be

adopted to enhance the team effectiveness?

CHAPTER 6

RESEARCH OBJ ECTIVES:

1 To diagnose the high performance work teams.

2 To identify the strengths and weaknesses of these teams.


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3 To explore the feasibility of applying the Shackletons model of

building A-Teams.

4 To examine the applicability of stepladder technique to improve team

performance.

5 To devise strategies geared to energize the teams.

CHAPTER 7

RESEARCH DESIGN:

This research investigation is diagnostic in nature. The data for the diagnosis have

been generated through interview schedules administered among the team members

and key personnel of the company. The data so generated have been analyzed with the

help of simple statistical tools.

There are 12 members in the team. It is a branch office of Henkel marketing India ltd.

The key personnel in this office are K Srinivasan (Regional sales manager) and Satish

Balchandran (Area sales manager).

I have selected all the 12 members of the team since it is a very small team


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and every members responses were necessary for better information. I have selected

the whole population.

The chairman of Henkel India ltd is. Dr A.C Muthiah and managing director is

Mr. A Satish Kumar.

CHAPTER 8

RESEARCH LIMITATIONS:

1 Since this research investigation is restricted to one company, the problem of

generalization is obvious.

2 Time and resource constraints.

3 There can be a problem of over-statement of the performance of the work teams by

the members.


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CHAPTER 9

COMPANY PROFILE

HISTORY

The company was incorporated in 1987 as a joint venture between M/s Henkel KGaA,

Germany and M/s Tamilnadu Petroproducts Ltd.,(TPL) to manufacture eco-friendly

zeolite based phosphate free detergents under the name SPIC Fine Chemicals Ltd. It

was rechristened Henkel India Limited (HIL) during 1996. The State of the art plant

at Karaikal commenced commercial production in March 1993. The plant has a

capacity of 30,000 MT of detergents and 10,000 MT of Zeolite. HSIL accessed the

capital market for Rs.26 crs with a Public Issue during Jan'92. This was followed by

rights issues of Rs 26 Crs. in Jul'94 and for Rs. 166 Crs. in Dec'99 with Rights Issues.

The production facility at Karaikal is a world class plant and was the first in the

country to obtain ISO 14001 certification. In consonance with the Henkel way of

doing things, the other production facilities are also modernized and upgraded from

time to time.


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HSIL along with its subsidiaries manufacture and market a range of world class

Detergents, Cleansers, and Cosmetics & Hair Care products. The products straddle

across various segments of users premium, mid segment and popular and across

various positioning points. The product portfolio includes international brands like

Henko, Pril & Fa besides strong domestic brands like Margo, Neem Tooth Paste,

Mr.White, Aramusk, Tuhina, Chek, Superchek, Limeshot, Regal and Brisk range.

HSIL has a country wide network of distributors and services retail outlets across the

length and breadth of the country.

PROMOTERS

Henkel KGaA, Germany

Henkel KGaA has been active in the field of detergents and household cleaning

products for over 100 years. Henkel has been one of the pioneers in research for

alternatives to phosphatic builders in detergents since the time water pollution effects

of phosphate became known. Henkel is a conglomerate set up with interests in five

areas of business: detergents/household cleansers, Cosmetics, Adhesives, Surfactant

Technologies and Fine Chemicals. Headquartered at Dusseldorf, Germany, it has

operations in over 70 countries. It employs over 60,000 people worldwide and has a

turnover in excess of USD 11 billions. (Rs. 54,471 crores) and Earnings before Tax of

USD 600 million (Rs. 3,214 Crs.)

Henkel is a very widely respected name across the globe and in Europe in particular. It

ranks amongst the top few names in the world in all its operations and is particularly

well known for its environmental conscious policies.


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Technical and marketing support from Henkel KGaA

HSIL relies a lot on its parent for Technical and marketing support. In particular,

Henkel KGaA provides, HSIL relies a lot on its parent for Technical and marketing

support. In particular, Henkel KGaA provides,

1.Process Know-how transfer viz., Basic Engineering package; Review of detailed

engineering; Standardization of raw material and packing material specification with

corresponding analytical procedures; Training of technical personnel at Germany;

Development of product formulations.

2. Pre-commissioning and Commissioning expertise viz., Presence of Henkel experts

and providing assistance in pre-commissioning and commissioning of the plant;

Setting up of Quality Control laboratory; Conducting guarantee run of all units of the

plant.

3.Current Operations viz., Continuous review of up gradation of existing formulations

and packaging material; Process optimization; Product application studies; Plant up

gradation and modification for the production of new variants of products; Technical

support in developing export market worldwide for detergents and zeolite; Continuous

training and update knowledge.

In terms of marketing support, Henkel is actively involved in establishing and

strengthening global brands that are launched and are being launched through HSIL.

Further, Henkel's international experience in Product packaging, positioning and

advertising concepts are being shared through regular interaction between Henkel

International Marketing team at Germany and the HSIL marketing team at Chennai.

Henkel's experience in Europe and other evolved/ evolving markets provides them

with insights into consumer behavior in various parts. This learning is of immense

help to the Indian team for formulating strategies appropriate to this part of the world.


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After many years of experience and learning in FMCG business Henkel has perfected

a number of Research designs which are available to the HSIL team. Henkel has

deputed expatriates with a marketing background to guide the HSIL team during the

initial phase of projects relating to launches of international products. Henkel has

extended its help in training HSIL Marketing personnel through visits of HSIL people

to Henkel offices abroad

PHILOSOPHY ON PRODUCT L INE

In terms of marketing support, Henkel is actively involved in establishing and

strengthening global brands that are launched and are being launched through HSIL.

Further, Henkel's international experience in Product packaging, positioning and

advertising concepts are being shared through regular interaction between Henkel

International Marketing team at Germany and the HSIL marketing team at Chennai.

Henkel's experience in Europe and other evolved/ evolving markets provides them

with insights into consumer behavior in various parts. This learning is of immense

help to the Indian team for formulating strategies appropriate to this part of the world.

After many years of experience and learning in FMCG business Henkel has perfected

a number of Research designs which are available to the HSIL team. Henkel has

deputed expatriates with a marketing background to guide the HSIL team during the

initial phase of projects relating to launches of international products. Henkel has

extended its help in training HSIL Marketing personnel through visits of HSIL people

to Henkel offices abroad.

BOARD OF DIRECTORS:

1. Dr A.C Muthiah, Chairman


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2. Peter kardorff, Director

3. Peter K.scherer, Director

4. Dr Rainer salz, Director

5. Dr Besant Raj, Director

6. D.Arunachalam, Director

7. A.satish Kumar, managing director

Products of the company

The Company has a wide range of products in the various segments. . .

In the Detergent Powder segment, the company has products such as Henko Compact,

Henko Stain Champion, Henko Megastar, Henkomatic, Mr. White and Chek. In the

Detergent Cakes segment, the company has products such as Henko, Chek, Super

Chek. .


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In the Dishwashers segment, the company has products such as Pril, Limeshot Powder

and Limeshot Bar. In the Cleansers segment, the company has products such as Brisk

Glass Cleaner, Brisk Toilet Cleaner, Brisk Floor Cleaner and Fenoklin.

In the Soaps and Toiletries segment, the company has products such as Fa, Margo,

Neem Tooth Paste, Aramusk, Mahabringhol, Suds, Margo Talc, Moloy, and Tuhina.

In the Toothpaste segment, Neem is available. Fa is also available in Deodarant spray

& Roll-on segment

Our Vision

Henkel is a leader with brands and technologies that make people's lives easier, better

and more beautiful

Our Values

-We are customer driven


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- We develop superior brands and technologies

- We aspire to excellence in quality

- We strive for innovation

- We embrace change

- We are successful because of our people

- We are committed to shareholder value

- We are dedicated to sustainability and corporate social responsibility.

- We communicate openly and actively

- We preserve the tradition of an open family company

SOCIAL COMMITMENTS:

Environmental program to develop the surrounding farming community which was

taken up in 1999, in collaboration with SPIC is continued. This covered:

Free soil testing

Model farms for Paddy during Samba season

Model farms for Vegetables during summer. Issue of Green manure seeds, Gypsum,

superior crop seeds, manure, pesticides etc.,

Village level meetings with local community.


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Self support training programs for Women

Integrated training programs for farmers

Community Health care programs for the people and live stock

ACHIEVEMENTS IN THE RECENT YEARS

Henkel India won Award

April'06 :

Henkel India has won the award for Business Excellence through Total Quality

Management presented by The Safety and Quality Forum (SQF) of India, instituted

by the Institute of Engineers (India) for its publicly appreciated, outstanding quality

standards and management practices and excellent management system in quality,

safety and environment at Henkels manufacturing facility in Kairakal.

Increase in market share

Feb'06:

Pril Liquid strengthens its position in the market, gains 82% market share highest

ever since the launch five years ago. It continues to be the only product category

where Henkel is a market leader in India.


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New Communication

Mr. White launches new communication with the Lime + Blue insight. The story

builds on the consumer insight that Lime is used for cleaning dirt removal and blue

is used for extra whiteness. Mr. White has the double power of both Lime + Blue

MILE STONES

Joint Venture between Henkel KGaA, Germany and SPIC signed during January

1989.

Public Issue of Equity shares of Rs.26 Crores during January 1992.

Commission of Detergent Plant has been during March 1993.

Introduced Henko Detergent Powder and Bar during 1994.

Rights Issue of Equity Shares of Rs.26 Crores during July 1994.

Accreditation with ISO 9002 certificate by BVQI in October, 1994.

Acquisition of Brisk and Lime shot Brands during 1996.

Limited Expansion to North, East and West during 1997.

Acquisition of All India Distribution Network and Shares of CCC / DIL from Shaw

Wallace during January 1999.

Rights Issue of Equity Shares of Rs.166 Crores during December 1999.

'Fa' - Talcum powder, Deodorant, Spray & Powder launch


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CHAPTER 10

Respondents profile

The branch office of henkel is situated in Bangalore where a sale is done. There is a

team consisting of sales people, management information system operator, system

executive and depo-in-charge.the sales team has a hierarchy which consists of regional

sales manager, area sales manager, sales officers, territory sales supervisors and sales

representatives.

1) Regional sales manager (RSM)-Mr. k srinivasan is a regional sales manager who

acts as a main interface between field force and the management. He is in charge of

whole Karnataka. His job is to plan the business and growth strategies through

innovation and activation. He is the team leader and motivator of the team. He keeps

the team together. Apart from this he handles training and development, induction for

sales persons.

2) Area sales manager (ASM)-there is two ASM that is Mr. satish balchandran who

is in charge of south Karnataka and Mr. Pradeep Kumar Who is in charge of north

Karnataka. The role of ASM:

a) An vital interface between the field and the company.

b) AN ASM is instrumental in developing, influencing and drive implementation of

growth agenda of his area.

c) Accountable for sales, development, training, customer service, administration of

his area.

Key functions:

1 Planning: annual contract,logisticsjc plan,ops,asmdp

2 Organizing: assimilation of records, MIS, training.

3 Controlling: analyze area performance, tour by objective, sales meetings, relationship

building, complaint handling, market intelligence, co-ordination of marketing

activities.


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3) Sales officers-handles sales and distribution. They handle a bigger volume of sales.

4) Territory sales supervisors-they handle distribution, salesman monitoring, train

the sales representatives, tell about schemes. The sales representatives effectiveness is

evaluated on daily basis identify the reasons for their problems and then give solutions

to improve. Their main responsilibility is to make the products available as and when

needed and visibility of the products at stores. monitoring the salesman, daily

reporting to the activities, analyzing competitive activities, reaching the targets, book

orders from outlets and then inform to distributors. Preparation of reports during

month end meeting and analyze of sales data and market situation.

5) Sales representatives-they book the orders from outlets and then inform to

distributors.

6) MIS operator collects the data from sales people and reporting to zonal office.

Attending phone calls, filing, arranging a meeting for visitors to meet RSS and

ARS.collects the data in exact format as sent by Chennai office and sending it to back

to Chennai office. Checks the mails sent by zonal office and replying back to them

after collecting required data.

7) System executive-deals with total sales, transactions in SAP, processing the orders

into SAP. They also deal with accounting and stock reconciliation.

8) Depo-in-charge-incharge of material and transportation, interact with sales team,

finance and do billing.

CHAPTER 11

DATA ANALYSIS AND INFERENCES

RESPONSES OF TEAM MEMBERS

1 2 3 4 5 6 7 8 9 10 11 12

1.extremely

well

2.Very well

3.Some what

well

4.Not so well


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5.Not well atall

1.Extremely

well

2.Very well

3.Some whatwell

4.Not so well

5.Not well atall

1.extremely

well

2.very well

3.some what

well

4.not so well

5.not well atall

1.all the time

2.most of the

time

3.few times

4.not at all

1.very good

2.good

3.fair

4.poor1.very good

2.good

3.fair

4.poor

1.all the time

2.most of the

time

3.few times

4.not at all

1.very good

2.good 3.fair

4.poor

1.very good

2.good

3.fair

4.poor


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1.very good

2.good

3.fair

4.poor

1.all the time

2.most of thetime

3.few times

4.not at all

1. Very

comfortable.

2.comfortabl

e

3.less

comfortable

4. not at all

comfortable.

1.all the time

2.most of the

time

3.few times

4.not at all

1.all the time

2.most of thetime

3.few times

4. Not at all.

1.stronglyagree

2.agree

3.notnecessary

4. Absolutelynot

important.

1.

phenomenal

2.good


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3.average

4.less thanaverage

1.always

2.most of the

time

3.few times

4.not at all

1.high

2.good

3.average

4.less than

average

1.always

2.most of the

times

3.few times

4.not at all

1.always

2.most of thetime

3.few times

4.not at all

1.always

2.most of the

times

3.few times

4.not at all

1.always

2.most of the

time

3.few times 4.not at all

1.yes

2.no

1.completely

satisfied

2.mostly

satisfied


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3.littlesatisfied

4. Not at all

satisfied.

1.very much

2.some what 3.not much

4.not at all

1.completelysatisfied

2.mostly

satisfied

3.little

satisfied

4.not at all

satisfied

1.very much

2.some what

3.not much

4.not at all

1.completely

satisfied

2.mostly

satisfied

3.littlesatisfied

4.not at allsatisfied

1.very much

2.some what

3.not much

4.not at all

1.only

advantages

2.moreadvantages

and less drawbacks

3.equal

advantages

and

drawbacks


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4.lessadvantages

and more

drawbacks

5.only

drawbacks

Break up of data:

Analysis of the responses to the critical questions in thequestionnaire given by the team members

1) By working together as a team, how well are the members able to

Identify new and creative ways to solve problems?

OPTIONS NO OF RESPONDANTS PERCENTAGE

Extremely well 4 33

Very well 8 67

Some what well 0 0

Not so well 0 0

Not well at all 0 0

Source: field investigation

Source: Field Investigation

Interpretation: 33% of members feel that by working together as a team works extremely

well in identifying new and creative ways to solve problems and the 67% members also


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feel it works very well. This indicates that team work helps to solve the problems

creatively.

2) As a team, how well are the members able to obtain support from individuals?


Extremely well 2 17

Very well 5 41

Somewhat well 5 42

Not so well 0 0

Not well at all 0 0


C


Interpretation: The chart shows that though 58% of members feel they are getting

support from the members but the other 42% of members are not content with the support


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they get from their members. This shows that there is some lack of support from the

members in the team.

3)Does Communication and Co-ordination work well as a team?


Extremely well 3 25

Very well 7 58

Somewhat well 2 17

Not so well 0 0

Not well at all 0 0



Interpretation: 25% of people feel that communication and co-ordination works

extremely well in the team and 58% members feel it works very well. The remaining

17% of members are not very comfortable with the communication and co-ordination in

the team.

4) Does leader inspire and motivate the members in the team?.


All the time 1 8

Most of the times 11 92

few times 0 0

Not at all 0 0



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Interpretation: Most of the time the leader motivates the members of the team. Thisshows that the leader acts as a good motivator and drive the team.

5) Resolving conflict among members.


Very good 6 50

Good 6 50

Fair 0 0

poor 0 0



Interpretation: All the team members feel that the conflicts between them in the team

are resolved well. This is a healthy sign of team work.

6) Fostering respect, trust and openness in the team.


Very good 3 25

Good 8 67


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Fair 1 1

poor 0 0



Interpretation: There exists a trust among the team members and also openness in the

team. One of the pre-conditions for effective team is trust among the members.

7) Creating an environment where differences of opinion can be voiced


All the time 2 17

Most of the time 5 41

Few times 5 42

Not at all 0 0


Source:field investigation

Interpretation:17% of members feel that the team environment is conducive to express

the opinions by the team members all the time; 41% feel most of the time their voice canbe heard but 42% feel that only a few times they have been able to raise their voice.


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8) Combining the perspectives, resources, competencies and skills of

Members of team.


Very good 3 25

good 8 67

fair 1 8

poor 0 0


Source: Field Investigation.

Interpretation: 25% of the team members feel that the resources, competencies and skills

of the members are combined very well and 67% feel good. But the remaining 8% are not

happy with the way the resources and the employee skills are combined.

9) Providing a platform for orientation to new members as they join the

Team


Very good 6 51

good 4 33

fair 1 8

poor 1 8



Interpretation: 51% of the members feel that the orientation given to the new members is

very good and 33% of members feel good. The remaining 8% are not happy with the


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orientation programme and other 8% feel the orientation programme given is poor.

10) Evaluating the progress and impact of the team.


Very good 2 17

Good 7 58

Fair 3 25

poor 0 0



Interpretation: Though more than 50% members feel the progress of the team is

evaluated but there are 25% members who feel that this is not done up to the mark and

hence needs an improvement on the evaluating process.

] ]) Whether decisions are made by consensus


All the time 2 17


few times 1 8

Not at all 0 0



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Interpretation: 17% of members feel that the decisions are made by consensus all the

time, 75% feel that most of the time the decisions are made by consensus. The remaining8% feel that only a few times the decisions are made by consensus.

12) How comfortable are you with the way decisions are made in the team?


Very comfortable 4 33

comfortable 8 67

Less comfortable 0 0

Not at all comfortable 0 0



Interpretation: 33% of team members are very comfortable the way decisions are in the

team and the other 67% are also comfortable.

]3) How often do you support the decision made by the team.


All the time 4 33


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Few times 0 0

Not at all 0 0



Interpretation: The chart shows that the members usually support the decisions taken by

the team. 37% support all the time and 67% support most of the times.

14) How often do you feel that you have been left out of the decision making process?.


All the time 0 0


Some of the times 10 84

None of the time 1 8



Interpretation: 84% of the members feel that they have been left out of the decision

making process. This shows that members are not involved every time in the decision

making process. The decision making process is conducted and members are not invited

all the time while making decisions.


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15) Do you feel individual differences should be addressed in a forum to set

the best of the team output.


Strongly agree 5 42

agree 6 50

Not necessary 1 8

Absolutely not important 0 0



Interpretation: 42% of the members strongly agree that the individual differences must

be addressed in the forum. The remaining 8% feel it is not necessary to address the

differences in the forum.

16) Development /improve of skill sets.


phenomenal 0 0

good 10 91

average 1 9

Less than average 1 0



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Interpretation: 91% of members feel that development/improvement in their skill

inventory has been good and 9% feel it has been average. This indicates that there is a

little unsatisfaction among some members.

17) Increased utilization of your expertise or services.


Always 4 33


Few times 1 8

Not at all 0 0



Interpretation:33% of the members feel that they have always utilized their expertise

where 59% feel that most of the times they were able to increase the utilization of their

expertise and services while working as team; .8% of members feel that only a few times

they have been able to increase the utilization of their expertise and services.

18) Acquisition of useful knowledge about services, programs, or people in

the team.


high 3 25


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good 7 58

average 2 17

Less than average 0 0



Interpretation: 25% of members feel that the acquisition of the knowledge about

services, programs, and people in the team is high and 58% feel good. The other 17% of

members feel the acquisition of knowledge has been average.

19) Enhanced ability to meet the needs of your clients.


Always 3 25


Few times 0 8

Not at all 1 0



Interpretation: 25% of team members feel that their abilities has been enhanced to meet

the needs of their clients and 67% feel that most of the times team work has helped them

to enhance their abilities. 8% of members feel that only a few times there has been

enhancement in their abilities.

20) Ability to have a greater impact that I could have on my own.


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Always 5 42


Few times 1 8

Not at all 1 8



Interpretation: 42% 0f members believe that there has been a greater impact as a teamalways and 42% feel most of the times there has been a greater impact than they could

have on their own. But 8% feel that onlya few times there has been greater impact as a

team and the remaining 8% feel there has been no greater impact working as a team.

21) Have you experienced frustration or aggravation?


Always 1 8


few times 8 67

Not at all 1 8



Interpretation: 8% of members experience frustration all the times, 17% of members

experience most of the times, and 67% of members experience few times .The remaining


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8% of them have not experienced frustration in the team.

22) Insufficient acknowledgement/praise given for contributing towards the

accomplishment of the team goals.


Always 1 8


few times 6 50

Not at all 2 17



Interpretation: Many members feel that they have not been acknowledged for their

contribution. This shows that there is a lack of appreciation given to the members in the

team. 8% feel always, 25% feel most of the times and 50% feel few times that they have

not been acknowledged for their contribution to the team goals.

23) Did team work increase your ownership on end result?


Yes 12 100

No 0 0



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Interpretation: This chart shows that all the members of the team feel that team work has

increased there ownership on end result.

24) How satisfied are you with the way people in the team work together?


Completely satisfied 2 17

Mostly satisfied 8 66

Little satisfied 2 17

Not at all satisfied 0 0



Interpretation: Most of the members are satisfied the way people work together in the

team. This shows that people are happy working as a team.

25) Has peer pressure helped you to perform better?


Very much 6 50

Some what 5 42

Not much 1 8


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Not at all 0 0



Interpretation: 50% of team members feel that the peer pressure has helped them very

much to improve their performance and 48% feel that it has helped some what. The 8%

members feel that peer pressure has not helped much in improving their performance.

26) How satisfied are you with your role in the team?








Interpretation: 25% of members are completely satisfied and 58% are mostly satisfied

with their role in the team. The 17% members are not happy with their role in the team.

27) Has the team work helped in building interpersonal relation?


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Very much 9 75

Some what 3 25

Not much 0 0

Not at all 0 0



Interpretation: 75% of the members feel that team work has helped to build interpersonal

relations. The team can work well only if there exists a good interpersonal relations

among the members.

28) How satisfied are you with the team plans for achieving its goals?








Interpretation: 42% of members are completely satisfied with their team plans and 50%

are mostly satisfied. The 8% of members are not much satisfied with their team plans.


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29) Do you really believe as a team we can?


Very much 10 83

occasionally 2 17

Not much 0 0

Not at all 0 0



Interpretation: 83% of the members have confidence that as a team they can. This

indicates that they believe that as a team they can achieve anything. 17% of members

occasionally believe that as a team they can.

30) Do you feel working as a team has


Only advantages 2 17

More advantages less

drawbacks

8 66

Equal advantages and

drawbacks

2 17


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Less advantages and more

drawbacks

0 0

Only disadvantages 0 0



Interpretation: Overall 17% of team members feel working as team is just advantageous

and 66% feel it has more advantages and a fewer drawbacks.


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CHAPTER 12

Major Research findings

By the responses collected through questionnaire we could identify some of the

strengths and weaknesses of the team.

Strengths:

1) As a team they are able to solve the problems by a creative and new ways.

2) Good motivation is provided by the team leader.

3) Conflict between the team members is resolved effectively.

4) The environment of trust, respect and openness exists in the team.

5) Resources, competencies and skills of team members are combined properly to

meet the targets.

6) Decisions are made by consensus.

7) There exists a good inter relationship among team members.

8) There is a satisfaction among team members with the team plans and their role in

the team.

9) Team Members are very much confident that as a team they can.


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Weaknesses:

1) There is a lack of support from individuals in the team.

2) The environment doesnt motivate much where differences of opinion can be

raised.

3) There is a lack of co-ordination and communication among the team members.

4) No proper orientation given to new team members..

5) The progress and impact of the team is not evaluated regularly.

6) Sometimes the team members are not involved in the decision making process.

7) There is a frustration among team members.

8) There is an insufficient acknowledgement given for the contribution made by the

team members.

CHAPTER 13

RECOMMENDATIONS

APPLICATION OF STEPLADDER TECHNIQUE


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Decision making plays an integral role in every work organization. Today, many

organizational decisions are moving from the individual level to the group or team

level. A number of techniques have been devised in order to help groups and teams

make more effective decisions and devise better problem solutions .Many techniques

are process interventions, which are typically designed to help group members

overcome losses in productivity that are due to faulty group processes. The stepladder

technique is one such popular intervention. The stepladder technique, which was

designed for face-to-face teams, requires each team member to separately enter the

group and present independent solutions to the problem at hand. Team discussion and

final decisions are purposely delayed until all members have individually entered the

group and presented their ideas and solutions.

Stepladder technique

The Stepladder technique is a decision-making approach intended to facilitate group

effectiveness by structuring the entry of members into a group. Step 1 of the technique

involves the creation of a two-person subgroup (the core) that begins preliminary

discussion of the group task. After a fixed time interval, another group member joins

the core group and presents his or her ideas concerning the task. The three-person

group then discusses the task in a preliminary manner. The process continues in steps

until all members have systematically joined the core group. When this occurs, the

group arrives at a final solution. Figure 1 displays the stepladder technique as applied

to a four-person group.

Requirements

The technique has four requirements.

First, each member is given sufficient time to think about the task before entering the

core group.

Second, the new member must make a preliminary solution presentation before

hearing the core group's ideas.


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Third, sufficient time is allocated to discuss the problem as each person is added.

Fourth, the final decision occurs only after the entire group is formed. These steps

make it difficult for a member to "hide" in the group.

Applications

The stepladder technique has many potentially useful applications, notably in

business, education and any general organizational context where people get together

in order to make decisions. This technique has been tested mainly with 4-people

groups. The research literature on group decision-making generally agrees that any

decision-making group larger than 9 or 10 people starts losing productivity and quality

of decisions, an effect due mainly to social loafing (free rider effect). This effect also

exists in small groups but is less likely, and can be further reduced through the use of

the stepladder technique.

A recent application for this technique has been with audio conferencing, as suggested

in a 2002 study by Rogelberg, O'Connor and Seder burg. Consistent with research

conducted on face-to-face groups, the stepladder technique was found to facilitate the

decision-making performance of groups interacting via audio conference.

Research Evidence

Research on the effectiveness of the stepladder technique has shown that stepladder

groups produce higher-quality decisions than conventional groups.

The number of studies that have tried to test the Stepladder technique empirically is

limited, but the results are encouraging. In his study, Orpen (1995) reported the

following:

After completing the problem (the NASA moon landing exercise) individually, 160

management students were randomly assigned to one of 40 four-member groups in

either the stepladder condition or the conventional group condition, where subjects

entered their groups and worked on the problem simultaneously. The stepladder

groups produced significantly better decisions than the conventional groups, as

hypothesized, suggesting that managers can use the technique to improve team


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performance in appropriate circumstances.

Performance gains associated with the stepladder technique have been documented for

face-to-face groups. In Rogelberg et als (1992) initial study, each member of the

group proceeded through the stepladder process at an experimenter-regulated pace.

Results indicated that groups who used the stepladder technique outperformed groups

who used a more conventional approach. These findings were later replicated by

Orpen (1997). Recently, Rogelberg and OConnor (1998) allowed groups to self-

regulate (i.e., use as much time as needed at each step). Again, stepladder groups

outperformed groups employing a conventional approach.

Applicability in the team of henkels branch office which is situated in Bangalore .the

team mainly consists of sales people, system executives and MIS operators.

STEPLADDER TECHNIQUE

Applicability of this technique in the Henkels branch office which is situated inBangalore.

The team at Henkel marketing India ltd Bangalore mainly consists of sales people,

system executives and MIS operators. The hierarchy at the branch office is as follows:

This team takes decisions regarding sales promotion strategies for Karnataka and then

sends the plans to Chennai office for approval. The sales promotion strategies are

mainly planned by regional sales manager (RSM), area sales manager (ASM), and

sales officers.


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The team consists of:

a) Regional sales manager (RSM) 1 person

b) Area sales manager (ASM) 2 persons

c) Sales officers (SO) 2 persons

The stepladder technique can be applied in this team while decisions are taken

regarding the sales promotion strategies.

1) Firstly a subgroup of RSM and 1 ASM can be formed and then start the

discussion regarding the group task.

2) After some interval of time another ASM should enter the core group.The

new member should present his ideas regarding the task and then all the three

members discusses about he task.

3) Then after some time the SO should enter the core group and give his idea and

then discussion should be carried among these four members.

4) Lastly one more SO will be asked to enter the group and present his views and

then finally all five of them discuss

The final decision should be taken only after all the five members enter

the core group.

SHACKLETONS MODEL OF TEAM BUILDING

History is filled with many examples of great leaders keeping their team together


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during difficult situations. Ernest Shackleton's expedition into the Antarctic ended

with his team successfully working together to survive. Their boat was crushed by ice

and somehow the team worked together to brave the most fierce conditions

imaginable. Shackleton's team remained connected because they followed the below

seven steps. These steps can be used to help your team face the challenges of your

workplace. These seven tips will lead your team around or even through the rough

spots involved with staying connected.

1. Think Big: Help your team remember why they are together. As you face the day to

day task of getting work done, the reason for all the effort often gets lost. In order to

keep a team motivated, it is crucial that you have a higher purpose behind what you

are doing. A leader must remind team members that together, they are moving toward

this grand vision.

2. Think Small: Every interaction is either a deposit or a withdrawal. As important as

the Big Picture is, it will mean little if the team shows little value to one another on a

regular basis. As the leader, you must model the importance of valuing each other in

daily interactions. Last-minute deadlines often interrupt common courtesies - however,

those times provide even more reason to acknowledge each other when you have an

opportunity. Bob will not be inspired by your vision if you don't even say hello when

you see him in the halls.

3. Drive the Fun Bus: It is easy to stay connected when you are having fun! Not to say

that you need to sharpen your stand-up comedy act, but be prepared to inject some fun

into the team. High performing teams can burn out by focusing too much on

producing. When you throw some fun into the mix, the team is able to recharge their

batteries and keep going. A great way to add some fun is to do a relevant team

building activity and discussion during your next meeting.

4. Be a Stage Mother: Educate the team on group stages. It is widely accepted that

groups go through stages as they grow. There is the "forming" stage where everyone

plays nice, not wanting to rock the boat. Next comes the "storming" stage when team

members attempt to define what roles they will play in the group. Then, comes the


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"norming" stage which sees the group settle into a standard of working together. After

norming, strong groups move into the "performing" stage. This is the stage we want

from the beginning. Finally, the "adjourning" stage is when the group disbands,

sometimes by choice, sometimes not by choice. Educating your team about the natural

growth stages for all teams will allow them to adjust to the growing pains.

5. Promote Fights: Fighting sure beats resentment. Setting up a culture where resolving

conflict is strongly encouraged will save the team from building long-term

resentments. It is not necessary to have a Don King haircut and announce, "The

Beating in the Meeting" - but you will benefit from promoting an atmosphere that does

not avoid conflict. Although "fighting" is not fun and can be painful, resentment can

destroy a cohesive team without anyone realizing it. If you notice tensions building,

step in and encourage a healthy resolution to the situation. Deal with it now, or it may

spread like a cancer on your entire team.

6. Create Connections: It only feels like they happen naturally. If you wait for them to

happen, they might not. Schedule opportunities for team members to connect. This can

be done as part of a regular meeting. It can be done by switching pairings for different

assignments.

Role Play: Make sure everyone knows the role each person plays. Role ambiguity has

ruined more teams than you can imagine. Not knowing what you are supposed to be

doing is frustrating. Not knowing what other members should or should not be doing

can be down right annoying. As the leader, make sure people know the part they play.

. BELOW ZERO: Enduring Lessons from Ernest Shackleton in the Antarctica

The story is legendary. Ernest Shackleton sailed on December 5, 1914 from South

George Island southeast of the Falklands with 27 men for what was to be the first full

crossing of the Antarctica. Rapidly congealing ice trapped his ship, Endurance, some

As individuals and group members

60 miles from the continent, and 282 days later it crushed and sank the vessel. The


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marooned crew clung to ice floes and survived on seals. At many points it appeared

that all were doomed, but through perseverance, ingenuity, and extraordinary

leadership, Shackleton saved everybody.

Leadership lessons from the ill-fated expedition. The same principles can be followedby the business firms facing periods of acute uncertainty and hostile challenge:

1. Keep sight of the ultimate goal but focus energy on interim objectives

2. Use symbolic actions to send indelible messages.

3. Engender optimism.

4. Sustain your stamina. .

5. Maintain your team. Little cliques and factions would grow up, With tact and

diplomacy soon destroy the divisions.

6. Minimize your differences.

7. Diffuse conflict. Shackleton arranged for two of the crews most difficult and

disruptive personalities to share a tent with him.

8. Celebrate

9. Risk nothing needlessly, bet everything when essential

10. Never, never, never give up.

Apart from these lessons there are many more strategies that a team leader can use for

building an effective team. It is feasible to use Shackletons model of team building in

this team. Some of the strategies that can be used are:-

1. Leader has to hire the people with same vision, men of character, cheerful,

optimistic, and loyal and who know to have good time.

2. He has to provide comfort and safety for the members hard work and loyalty.

3. Should make sure that each of the member knew what they was expected of them.

4. Should encourage the members to debate, so that members talk openly wide range


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of issues and then reward for the creativeness and initiative taken by the members.

5. Should make himself available to his members so that they talk to him openly and

share ideas and break down the traditional hierarchies.

6. Should go for work exchanges which help to understand the effort involved in the

task and evaluate strengths and weakness of the member. This also gives each job a

certain dignity.

7. Should arrange for regular gatherings, games which help to build spirit.

8. Treat each individual as a most important part of the whole show.

9. View each member as human being and form personal relationships with them and

this will help to know how to ask questions, get encouragement and provide reminders

and insights.

10. Never expect the members to do more than they are capable.

11. Encourage the members to focus on their strengths and not to over do their

expectations.

12. Use humor to diffuse tensions and occasionally pamper the members in reducing

high stress situations.

13. Never waste time or energy regretting past mistakes or fretting over what could notbe changed.

14. Trust the members but keep an eye on them and show great confidence in them.

15. Never be afraid to change.

Some of the other strategies to energize the team and improve its performance are:

1) Focus attention on the team process. The leader should focus on whats going on in

the team? Analyze its effectiveness, determine whats missing, whats getting in the

way, what needs to happen,. Leader should regularly stop the team in its tracks, call a

hault long enough to let the team mirror to itself. Analyze how we are working


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together as a team. Make the team face facts and come up with constructive ideas on

how to handle problems and make it clear that each team member is in charge of

protecting team process and tell everyone to throw spot light of attention on behavior

that gets in the way.

2) Compliment and praise-reward good performance. Words of encouragement,

compliment,a note of appreciation, stopping to share a cup of coffee or taking a team

member to lunch will make a member feel special and happy. Give a special

assignment or more decision making authority. When you empower members feel

safer, valued and more optimistic and engage their talents more fully. Make a

member feel that he is the important person of the whole show. Make every member

feel special, and you will end up with a very special team.

3) Establishing good communication-Dont build many barriers to upward

communication that the very idea of someone lower in the hierarchy looking up to

the leader for help is ludicrous. The team needs to be cohesive group.

Communication is the single most factors in establishing group cohesion.

communicating information about the job, information about peoples abilities and

skills and information about success and achievements allows everyone to see a

clearer picture, and to acknowledge their own and others contribution

Communication doesnt happen formally through memos and official

bulleteins.it happens informally through friendship and chat. they should bring the

members together through gathering, go arrange for a trip for the members, office

party etc.

4) training-the members of the team must be given training not only in specific problem

solving skills but also on aspects such as team working, team leadership, working

attitudes so that the members develop their skills.

5) Stress-relief-it is common to many organizations because of hectic job and targets.

Number of measures has to be taken both to deal with the causes and to relieve the

symptoms. The company should develop more family-friendly policies, flexible

work times, help the employees balance home and working lives less stressfully. The


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best means to counter stress is the ability to go home at night knowing youve done a

good job. if you can build that philosophy into your people, so that they get a kick

out of upgrading their performance the you can relieve your members from stress.

6) Orientation in to the team. Each person who joins the team must know why he is in

the team and does he belong here. Proper orientation programme should be provided

so that each member knows the culture and objectives of the team. They must

believe that teams objectives are valuable and also believe that team can do its work

or task well. finally they must believe that their skills will be used, that they will be

heard, that their being matters and that they have some power to influence the

teams direction and results.


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ANNEXURE

SELECT BIBLOGRAPHY

BOOKS:

1. "Managing teams-a strategy for success" by

Nicky Haynes: Thomson learning publications 2003

2. " Kaizen Strategies for improving team

performance" (How to accelerate Team Development

and enhance Team Productivity) By Michael

Colenso: Pearson Education Limited Publications2000

3. " Human Resource Management" By J R

Gordon, Boston: Allyn & Bacon Publications

2002

4. "Human Resource Management" By Lawrence

S Kleiman, Atomic Dog Publishing Company,2005

5. "Human Resource Management" By John M

Ivancevich, Tata McGraw Hill Publications

2005

6. "Human Resource Management" By Gary

Dessler, Pearson Education Publications,

20067. "Human Resource Management" By Cynthia D

Fisher, Lvle F Schoen Feldt and James B Shaw,

Wiley Dream Tec Publications 2005

8. "Human Resource Management" By Noe,


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Hollenbeck, Gerhardt and Wright, McGraw Hill

Publications 2004

9. "People Management" Edited by G Surya Prakash

Rao, ICFAI Publications, 200210. "Managing People" Business Today Survey, BT

Publications, 2000

11. "Human Resource Management" By Bolander and

J OURNALS:1Business Standard (Strategist)2Harvard Business Review3Journal of HRM Review (ICFAI publications)4Business Line (Catalyst)5Executive excellence (Sage Publications)6Human Capital

WEBSITES:

www.henkal-india.com

QUESTIONNAIRE

Energizing High Performance Work Teams

[Company focused Research Project]

1) By working together as a team, how well are the members able to

Identify new and creative ways to solve problems?

1) Extremely Well 2)Very Well

3)Somewhat Well 4)Not so well


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5)Not well at all

2) As a team, how well are the members able to obtain support from

Individuals?

1) Extremely Well 2) Very Well

3) Somewhat Well 4) Not so well

5) Not well at all.

3) Does Communication and Co-ordination work well as a team?

1) Extremely Well 2) Very Well

3) Somewhat Well 4) Not so well

5) Not well at all.

4) Does leader inspire and motivate the people in team.

1) All the time 2) Most of the Time

3) Few Times 4)Not at all

5) Does leader inspire and motivate the people in team.

1) Very good 2) good 3) fair 4) poor

6) Fostering Respect, trust and openness in the team.


7) Creating an environment where differences of opinion can be voiced



8) Combining the perspectives, resources, competencies and skills of

Members of team.


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9) Providing a platform for orientation to new members as they join the

team.


10) Evaluating the progress and impact of the team.


] ] ) Whether decisions are made by consensus?



12) How comfortable are you with the way decisions are made in the team?

1) Very comfortable 2)Comfortable

3) Less comfortable 4)Not at all comfortable.

]3) How often do you support the decision made by the team?



]4) How often do you feel that you have been left out of the decision

making process?



15) Do you feel individual differences should be addressed in a forum to set

the best of the team output?

1) Strongly agree 2) agree


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3) Not necessary 4) absolutely not important

Please indicate whether you have or have not received the benefit or

Experienced as a result of participating in the team.

16) Development /improve of skill sets.

1) Phenomenal 2) good

3) Average 4) less than average

17) Increased utilization of your expertise or services.

1) Always 2) Most of the Time


18) Acquisition of useful knowledge about services, programs, or people in

the team

1) High 2) good

3) Average 4) less than average

19) Enhanced ability to meet the needs of your clients.



20) Ability to have a greater impact that I could have on my own.



21) Frustration or aggravation



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22) Insufficient acknowledgement / praise given for contributing to the

Accomplishment of the team goals. .



23) Did team work increase your ownership on end result?

1) Yes 2)No

24) How satisfied are you with the way the people in the team worktogether?

1) Completely satisfied 2)Mostly satisfied

3) Little satisfied 4)Not at all Satisfied

25) Has peer pressure helped you to perform better?

1) Very much 2)Some what

3) Not much 4) Not at all.

26) How satisfied are you with your role in the team.



27) Has the team work helped in building interpersonal relation?



28) How satisfied are you with the team plans for achieving its goals?



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29) Do you really believe as a team we can?



30) Do you feel working as a team has

1) Only advantages

2) More advantages less draw backs.

3) Equal advantages& draw backs

4) Less advantages& more draw backs.

5) Only draw backs.

THANK YOU FOR GIVING YOUR RESPONSES TO THE QUESTIONS IN THEQEUSTIONNAIRE. WE SINCERELY ASSURE YOU THAT YOUR RESPONSES

WILL BE KEPT STRICTLY CONFIDENTAL AND SHALL ONLY BE USEDFOR ACADEMIC PURPOSE. YOUR COOPERATION IN THIS MATTER ISGREATLY APPRECIATED

DIRECTION FOR FURTHUR RESEARCH


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According to the research findings there has been no much improvement in the

development of members skills. A further study may be continued to identify the skills

which the members are lacking including soft skills which are needed to work as a team.

After identifying the skills, the training module can be prepared for the team members.

Annapurna Kam Bali Math

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