Status of Teans in Indian Organ is at Ions

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A

PROJECT REPORT ON :STATUS OF TEAMS IN INDIANORGANISATION

PGDM 2008-2010 (SECTION-A)

DATE OF SUBMISSION-03/06/2009


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INTRODUCTION:

In the beginning, god made an individual, and then he made a pair, the pair formed a team,together they beget others and thus the team grew to fulfill the objectives. Team in the modern

perspective is the wider dimension of groups.

When people work in teams there are two quite separate issue involved. The first is the task andthe problem involved in getting the job done frequently this is the only issue, which the teamconsiders. The second is the process of team work itself: the mechanism by which the team actsas a unit and not as a loose rabble however without attention of this process, the value of theteam is diminished and can even destroyed; yet with a little explicit management of the process,it can enhance the worth of the team to be many times the sum of the worth of its individuals. It

is this synergy, which makes teamwork attractive in corporate organization despite the possible problem in team formation.

REVIEW OF LITERATURE:

Teams: Panaceas or prescriptions for improved performance? Dunphy, Dexter , Bryant, Ben . Human Relations . New York: May 1996 .

SummaryA study addresses the contribution of teams to organizational performance. It distinguishes between 3 types of team attributes: technical expertise, self-management, and self-leadership. Itreviews each attribute and assesses its relative contribution to 3 aspects of organizational

performance: cost, value, and innovation. The study also addresses the issue of the relativelyneglected factor of the development costs of establishing and maintaining such groups andadvocates a more rigorous approach to making a cost benefit analysis before instituting teams.Finally, it advances a model of team development based on team attributes and performance
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objectives. Overall, this study advances a classification of team attributes which is intended tofacilitate team design and development, and which is potentially applicable to all teams inorganizations.

Inter organizational Teams as Boundary Spanners Between Supplier and CustomerCompaniesAcademy of Marketing Science. Journal . Greenvale: Fall 2006 .SummaryExtant research has largely ignored the phenomenon of inter organizational teams, which consistof members from both supplier and customer companies. This study examines the degree towhich team inter organizationality influences team performance in a business-to-businesscontext. On the basis of resource-dependence theory and boundary theory, the author argues thatteam inter organizationality positively influences team effectiveness, particularly whenuncertainty is high. The hypotheses testing are based on multiple informant data collected from

members and leaders of 225 teams in various industries. The results show the positive influenceof team inters organizationality on team effectiveness. In addition, uncertainty-related moderator variables (company-related, market-related, and technological uncertainty) strengthen the link

between team inter organizationality and team effectiveness.

DEFINITION OF TEAM:

The team is a system whose parts interrelate. It is a collection of two or more people who have acommon goal or interest and interact with each other to accomplish their objective. A team of

people working in same room, or even in a common project, does not necessarily invoke in team process. The team process leads to a spirit of cooperation, coordination and commonlyunderstood procedure and more.

WHY TEAM:

Teams are particularly good at combining talents and providing innovative solution; in casewhere there is no well established procedure, the wider skill and knowledge set of the team has adistinct advantage over that of the individual.

In general however, there is an overriding advantage in team based work force, which makes itattractive to management; that it engenders a fuller utilization of the work force. A team can beseen as a self managing unit. The range of skill provided by its members and the self monitoringwhich each team performs makes it a reasonably safe recipient for delegated responsibility.
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CHARACTERISTICS OF A TEAM:

1. Clear goals: The first characteristic of successful teams is clear goals. - be specific, uselong term and short term goals, set task and outcome goals and be flexible and realistic.However, setting team goals is sometimes more challenging because the whole Team hasto agree on where they are going and how they are going to get there. The goal setting

process is often facilitated by asking the team at the beginning of the season What canyou as a group achieve? and What do you as a group Want to achieve? This processgets the team thinking about the realm of Possibilities as well as their motivation andcommitment to the goal.

2. Clarify roles: A good team has members who know their responsibility and authority,understand the roles that are played by others, and use everyones skills and abilities.Team members are also clear about the connection between team goals and their day-to-day activities.

3. Develop and maintain positive relationships among members: A good team has membersthat respect, support, cooperate with, and trust each other. Such teams proactively work to

build positive relationships by providing opportunities for social interaction, by givingassignments that put staff into contact with individuals they dont normally interact with,and by providing cross-training opportunities.

4. RESPECT: It is important for a team to understand and accept that not everyone is goingto be best friends. While friendship among team members isnt a critical element of successful team, respect is. When talking to your team about respect, remind them thatthey can earn respect of their teammates through the actions and attitudes they displaydaily in and out of practice.

5. OPEN COMMUNICATION: Communication comes in many different forms and at

many different levels. Communication between all group members should be open. Thatis, Team members are encouraged to honestly express themselves about team standards,individual and team goals, feelings and expectations.

6. Successfully manage conflict: A good team is effective at identifying and resolvingconflicts in a timely and mutually beneficial fashion. High-performing teams alsominimize the occurrence of conflict by implementing communication and conflictresolution training, by incorporating ongoing team-building activities, and byencouraging the active participation of all team members.

7. Operate in a productive manner: A good team has the resources and skills needed for success, is able to complete its work in a timely fashion, and utilizes quality and

productivity measures to evaluate overall efficiency (how well team processes are

operating) and effectiveness (the quality of the teams products and services).8. Provide development opportunities for team members: A good team provides ongoingdevelopment opportunities for team members in technical, interpersonal, and team-

building areas. This includes the application of a variety of developmental interventionssuch as classroom training, coaching and mentoring, development assignments, feedback-

based activities, and self-directed learning.


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SIGNIFICANCE OF TEAMS IN AN ORGANIZATION:

Over twenty years ago, automobile manufacturers Volvo and Toyota implemented team-based

structures at a time when highly formalized, centralized and departmentalized mechanisticstructures were the norm. In the 1980s, a growing number of private and public sector organizations began to introduce teams. The Australian Tax Office, for instance, introducedteams to various areas of their operations in a radical departure from their bureaucraticstructure.

In the 1990s, the utilization of teams has spread rapidly. Small manufacturing firms such as theToowoomba Foundry believe that the development of strong and effective production andmanagerial teams will lead to the potential for higher performance and increased jobsatisfaction. Larger firms such as Qantas are encouraging the development of teams, whereappropriate, across all aspects of their operations because they believe that there are

synergies to be gained from greater levels of involvement in the workforce. It seems that theutilization of teams has spread to the point that it is now the bureaucratic and mechanisticorganizational designs that are becoming the exception rather than the norm.

While the use of teams appears to offer many benefits, teams may not be the most suitableapproach for all organizations. This paper attempts to outline some of the attractions and challenges of implementing teams so as to give a realistic preview of what can be achieved through teamwork.It should be noted that not all organizations would experience all of the challenges. The effects of teamwork (both positive and negative) are contingent upon many factors, including the organizations cultureand climate, effectiveness of team leadership, organizational support and so on. There are eightkey points that facilitate the effective development of teams. Before these issues are

examined, however, it is essential to define teams, discuss the attraction of teamwork andidentify the challenges presented by teamwork.

TYPES OF TEAMS IN AN INDIAN ORGANISATION:

Leader-directed:

The leader is essentially external to the group and interacts with people individually, managingseparate agendas. The group members do not really interact or work closely together. This is notreally a team as it represents a classic command and control structure. It can work powerfully incertain circumstances.


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Goal Setting Leader defines unit goals and matching individual expectations

Work

Approach

Confederate; collaboration not necessary as individuals meet units goals by meetingtheir own expectations; team leader manages expectations with each individualseparately

Communication Information shared by leader on need to know basis; discussions are initiated andmanaged by leader; individuals generally ask questions only to clarify information

Conflict

Management

Conflicts are generally not discussed within unit; conflicts are discussed and managed between the leader and individuals on a one-to-one basis

Trust Leader has trust that each individual will achieve his/her responsibilities with respect to performance expectations with limited supervision

Level of Accountability

Leader and individuals are individually accountable for units charter and goals;individuals have limited need for involvement with each other

Relationships Completing work holds a greater priority than building relationships within unit

Leadership Leader exercises all management functions and leadership roles

Decision

Making

Leader makes almost all decisions and employs Authoritarian model

Direction

Setting

Leader defines Charter for unit and retains authority to change it without input fromindividuals


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Working Group:

The leader participates with the group and exercises command and control. Group memberswork toward a common charter and in a common direction. They have some interaction, butinteraction with the leader is primary.

Leadership Group leader exercises majority of management functions and leadership roles; groupleader shares several responsibilities with group members

Decision

Making

Group leader makes final decisions on most issues employing Authoritarian model onmost issues; team leader often consults with group members first to gain input and ideas

Direction

Setting

Group leader defines Mission and consults with group members regularly to assessgroups progress; group leader is involved in any changes made to Mission

Goal Setting Group leader consults with group members on individual group goals and obtainsmatching individual expectations

Work

Approach

Cooperative; group members need to work together to some degree to achieve groupsmission; group members are committed to their individual goals

Communication Leader regularly shares info; discussions are more flexible and interactive and may beinitiated by group members; members share info with each other and feel free to ask numerous questions

Conflict

Management

Group leader often identifies conflict and may manage it one-to-one or ask teammembers to recommend resolutions or have dialogues on the issue


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Trust Group leader and group members have some trust in each other to carry out groupresponsibilities/meet performance expectations, resolve business issues and do their fair share with limited supervision


Group leader and group members are individually accountable for groups mission andgoals; group members understand that their work and behavior contribute to or detractfrom the group

Relationships Completing work is important; however group members are aware of need for sensitivity to group members needs

Leader/Member:

The leader sits as first among equals at the table in terms of the teams work, while stillexercising some management and leadership roles. The team works collaboratively toward itsgoals. There is some differentiation in rank between the team leader and team members.

Leadership Leader sits as equal at table and exercises few, well-defined management functionsand leadership roles; many responsibilities are shared with team members

Decision

Making

Team leader guides decision-making process; team leaders and team members makedecisions together using Consensus model; Democratic model is used as second levelalternative

Direction

Setting

Team leader guides team through generation of teams Purpose; entire team is presentand accountable for generation of Purpose

Goal Setting Team leader guides goal setting process and, with team members, sets shared teamgoals and matching individual expectations


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Work

Approach

Collaborative; team leader and team members work closely to achieve teams purpose;entire team is committed to shared goals

Communication Team leader and team members actively engage in discussions and exploratory

conversations; all team members feel free to ask questions of each other and teamleader

Conflict

Management

Team leader and members identify and initiate discussion of conflicts; members oftenmanage conflict among themselves without support of leader

Trust Team leader and members have strong trust in members to carry out teamresponsibilities/

meet performance expectations, resolve business issues, do their fair share and provide

new ideasLevel of Accountability

Team leader and team members are mutually accountable for teams purpose and sharedgoals; team leader and members have strong feelings of identity with remainder of team

Relationships Team leader and team members are able to complete work and frequently demonstratesensitivity to team members needs


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Rotating/Shared Leadership:

Leadership is either rotated or shared (divided up). All members participate in management andleadership roles and work collaboratively. This design is typically used as a hybrid design duringan evolution toward self-directed.


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Self-Directed:

Leadership Leadership role is shared among team members; management functions are broken outand either shared or rotated among team members

Decision

Making

Team member(s) with responsibility for process guides decision-making; team leader

and members make decisions together using Consensus model; Democratic model isused as second level alternative

Direction

Setting

Entire team is present and accountable for generation of teams Purpose

Goal Setting Designated team member(s) guides goal-setting; entire team sets shared team goals/matching individual expectations together

Work

Approach

Collaborative; entire team works closely to achieve teams purpose; entire team iscommitted to teams shared goals

Communication Team members actively engage in discussion and exploratory conversation; all teammembers feel free to ask questions of each other

Conflict

Management

Responsible Member(s)

identities and Initiate(s) discussion of conflicts; members manage conflict amongthemselves without support of team leader

Trust Team members have a great deal of trust in members to carry out team responsibilities/

meet performance expectations, resolve business issues, do their fair share and providenew ideas


Team members are mutually accountable for teams purpose and shared goals; teammembers have strong feelings of identity with remainder of team

Relationships Team members complete work and almost always demonstrate sensitivity to teammembers needs


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There is no official leader role. All team members are empowered and accountable, and work collaboratively. A facilitator typically works with the team with a hands-off approach and servesas a liaison between the team and the organization.

Leadership No official leadership role; team members are empowered to assume most if not allmanagement functions; Coordinator role assumes specific management functions

Decision

Making

Any team member may guide process; all members make decisions as a team usingdecision model selected by team; team may delegate certain responsibilities to onemember in specific situations

Direction

Setting

Entire team is present and accountable for generation of teams Purpose

Goal Setting Entire team sets shared team goals and matching individual expectations together

Work

Approach

Collaborative; team members are highly committed to and interdependent upon eachother in all aspects

Communication Team members actively engage in discussion and exploratory conversations; teammembers openly discuss any issue that may affect them or team at any time

Conflict

Management

Conflicts are identified in early stages, addressed, discussed openly among teammembers and resolved within team

Trust Organization trusts team to be self-managed; team members have a high level of trust inmembers to carry out responsibilities/ meet performance expectations, resolve issues, dotheir fair share and provide new ideas


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Team members are mutually accountable for teams purpose and shared goals; teammembers place team goals before individual expectations

Relationships Team members are able to complete work and demonstrate sensitivity to team membersneeds

FUNCTIONS OF TEAMS:

TEAM TYPE FUNCTION MEMBERS LIFE SPAN

LeadershipTeam

Generates organization vision,mission and values and strategicframework

Provides stewardship andgovernance for organization

Oversees organizational units andoperations

Senior executives Long-term

(Ongoing)

ManagementTeam

Manages day-to-day operations

Ensures achievement of vision,mission, values and strategicframework

Oversees employees and teams

Senior and middlemanagers

Long-term

(Ongoing)

GuidingCoalition /Change Team

Accountable for the design andimplementation of a change

program

Works within a programmanagement framework

Works with the broader organization

Variable Variable


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SteeringCommittee

Provides guidance for one or moreinitiatives

Establishes project chartersensuring alignment with objectives

Reviews progress and approvesrecommendation

Cross-functionalsenior and middlemanagers

Variable

Research Team Accountable for research anddevelopment within an organization

Either resident with R&Ddepartment or exists as temporaryteam

Variable Medium- to long-term

Think Tank Provides ongoing thought-based

research regarding specificinitiatives, projects or issues

Makes recommendations to variousorganizational constituencies

Variable Short- to medium-

term

BusinessProcess Team

Manages day-to-day operations of an end-to-end business processwithin a certain function

Improves the efficiency andeffectiveness of a specific business

process with identifiable outputs

Middle managers andemployees

Long-term

(Ongoing)

THE ATTRACTION OF TEAMWORK:

The attraction of teamwork stems from the reasons teams are implemented. A number of authorsstate that teams are being implemented in ever-increasing numbers as a reaction toincreased global competition. While increased competitiveness may be occurring, it also seemsthat there is a growing need to cater for niche markets. Not only must manufacturers and service

providers compete on cost, they must also compete on innovation by creating unique products and services that cannot be rivaled by other companies. This creates a problemwhere companies can no longer rely on mass production and economies of scale to compete in themarketplace.

Many companies believe that teams are the answer to this problem. Teams canmaximize organizational innovation because employees have increased autonomy,increased participation, and ownership regarding decisions. The employees are no longer toldwhat to do. Instead, they are given goals, or they develop goals with their team leader, and arethen free to decide how best to achieve the goals. In addition to maximizing innovation,


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teams can provide a number of other attractions for the organizations in which theyoperate.

First, teams make optimum use of human resources as they allow organizations to gainaccess to an individuals knowledge and skills. The increasing complexity of organizations

means that managers can no longer know everything about every aspect of the organizationsoperations. In this situation it is essential that the knowledge and skills of the workforce be utilized. Second, teams enhance organizational learning because employees are able toexperiment and create strategies that are best suited to their work. Third, teams can result ingains in an individuals productivity and efficiency, thereby creating a synergy. Finally,team work is associated with a greater variety of tasks and added responsibility for teammembers, which is likely to result in increased levels of job satisfaction, motivation andemployee commitment. This may result in lower staff turnover and absenteeism, therebyreducing organizational costs and improving an organizations memory or knowledge base.

C H A LLE N G E S P R ESE N TE D B Y TE AM W O R K:

The implementation of teams is, fundamentally, an organizational change anddevelopment process. Teams are, therefore, susceptible to all the challenges that can occur during any organizational change process. In particular, employee resistance may result whereemployees are required to work with other employees with whom they are unfamiliar. In thiscase, the new teams are breaking up established social relationships. One way in whichthis can be overcome is through teambuilding. Teambuilding attempts to improve group

performance by improving communication, reducing conflict, and generating greater cohesionand commitment among work group members. Employee resistance may also result for other reasons. For example, teamwork may require job enlargement. This often occurs whenindividuals are required to perform their conventional roles as well as their team duties. In thissituation, it may be necessary to either reduce some of their duties or to change the system of compensation and rewards.

Along with job enlargement , teamwork is of ten associated with empowerment ,ownership and added responsibility. Managers often assume that individuals prefer to be involvedin decision making, rather than simply being told what to do. While this may be true in mostcases, it is not true in all cases. This may result in alienation for some employees, which maythen lead to job dissatisfaction, labor turnover and/or decreased performance. While there is nosimple remedy for this problem, training or a change of position within the organization may be

possible.

Another problem associated with empowered teams occurs when the teams are not trustedenough to make major decisions. As a result, teams and the organization to which they belong, are not reachingtheir full potential. Where teams are required to seek permission before implementing ideas, timelinessand ownership are reduced. Innovation is also reduced as teams are forced to suggest solutions that arelikely to be accepted. Furthermore, team members may believe that management is merely

paying lip service to the fundamental ideas of teamwork. This will almost certainly reduceemployee morale.


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Where teams are trusted to make decisions it may be found that they take up more time thanthe system they replaced. This is also likely where coordination is required and where anumber of teams are interdependent. The problem may be partly overcome byteambuilding, but is likely to required continued training and development of team

members. Such training will be particularly relevant for new staff, as there may not beset procedures for them to follow. Coordination also requires effective team leadership. Putsimply, efficient team performance requires:

a balance between autonomy and decentralization of power on the one hand, for the sake of both motivation and flexibility, and centralized control on the other hand, for the sake of coordination and predictability (Argote & McGrath1993, p. 337).

As is the case with all organizational cha nge and dev elop ment init iati ves , the

organizational culture and climate needs to be considered. It should not be assumed that thegoals and values of employees are the same as the goals of management, or even that goalsand values are consistent across the organization. Employee attitudes concerning teams willdetermine the likelihood of success. For teams to be implemented successfully, theyneed to be an extension of existing values. However, the implementation of teamwork mayalso be useful where a culture change is desirable. Teamwork demands such a shift in attitudes thatorganizations may turn to it when they want to achieve a cultural transformation, for example,when becoming customer or quality oriented.

D E V ELO P ING TE A M S S UCC ESS F U LL Y:

In light of the attractions and challenges of teamwork discussed above, this article proposes a number of characteristics that, according to the literature, are associated withsuccessful teams. A number of authors have outlined ways in which teams can be implementedsuccessfully. Although there is no one best way, this section integrates some of the literaturein order to develop a more comprehensive model for team development. The model proposes eightkey points that can facilitate the successful implementation of teams. These points, whichembrace both critical elements of teams, as well as enabling factors, are presented

below:

Clear goals

Goals should be specific enough to give the team direction. For example, to raise market share by ten percent in six months provides more guidance than simply to raise market share. Agoal should also state the ends, rather than the means. This gives teams the freedom to work outhow best to achieve the goal. Associated with providing clear goals is the developmentof meaningful and acceptable performance measures so that the team members can feelconfident in their own achievements.


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Decision making authority

Teams require decision making authority and, therefore, a certain level of empowerment in order to carry out their work efficiently. Without this authority they would needto get approval for their ideas and these ideas may be rejected before they are either proven or not

proven. For innovation to occur, teams must be allowed to experiment. However, to avoidcostly mistakes, it is appropriate to give teams this authority within certain boundaries. Itmay also be necessary to hand over authority on a gradual basis so team members are notoverwhelmed by their newly-acquired authority. People are able to empower themselvesthrough a clear focus and the removal of the sense of fear in what they do.

Accountability and responsibility

If teams are to enjoy decision making authority, they must also be prepared to beaccountable and responsible for their actions. This does not suggest that some failures are not

permitted. It does suggest that teams need to monitor customer expectations and also their own performance. If their goals are not being met or customer expectations are not being satisfied,then their approach and methods will need some adjustment.

The acceptance of accountability and responsibility is also associated with theestablishment of a positive and productive set of group norms. Work teams can behavesimilarly to adults in a family environment by developing norms that improve cohesion of thegroup. Such norms may include sensibility, responsibility, supporting each other, andhaving fun.

Effective leadership

Managers and supervisors who become team leaders experience a significant change of role.Team leaders do not direct or control work, but instead work as coaches and mentors. Effectivecommunication, leadership and consulting skills will be required which may necessitate trainingand development. A new mindset is also required. Team leaders concerned with a loss of power need to understand that their new role is pertinent to the success of the teams, and that their knowledge is required now more than ever. The issue is not about the erosion of power, but ashift in the source of power from legitimate to knowledge based.

Training and development

The previous paragraph highlighted the importance of training for team leaders. However,most, if not all, team members are likely to require training. Employees may needto learn new skills such as budgeting, computing, public relations and marketing, as well asskills which allow them to work together effectively, such as effective communication,confliction resolution and problem solving. Training and development are enabling factors thatallow team members and leaders to take on new responsibilities. Where team members

possess inadequate work skills and knowledge, teams are less likely to succeed.

Resources


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For teams to operate effectively they must have access to resources. These resources can includemoney, time, equipment, technology, people and information. Provision of resources requirestrust on the part of the organization and responsibility on the part of the team members. Likeauthority, resources should not, and cannot, be unlimited and should perhaps be given to

employees gradually.

Organizational support

Teams cannot operate without the support and commitment of middle and upper management. Therefore, changes must be initiated by those from the top of the organizationalhierarchy, rather than those on the shop floor. Any improvements that result from a shopfloor initiative may be seen as management incompetence and are not likely to besupported by management. A nurturing environment with a collaborative climate provides thesupport and encouragement that teams need for job performance.

Rewards for team successAn emphasis on individual rewards undermines the effectiveness of team-based work andencourages team members to strive for individual performance goals that may not be congruentwith the goals of the team. A team-based reward system should reward employees for teamwork and contributions to team success. One example of such a system is a gain sharing plan wherebyideas that are successful and profitable result in the entire team being rewarded.

A problem that may occur with team-based rewards is the problem of social loafing. This occurswhen the efforts of one or more members of the team decreases and is more likely to occur inteams that are excessively large. Where team-based rewards are used, social loafers are rewardedsimilarly to other team members who are responsible for the group performance. This is not anargument for a reward system based on individual efforts, but rather an argument for thenecessity of team-based discipline to accompany the team-based reward system.

Sorry I cannot provide the primary data coz , Icant publish others view without theirconcern.


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CONCLUSION:

This project is about the team in an organization for different process, to achieve the definedgoals. This project presents an investigation into the phenomenon of mutual knowledge evolutionin team designing in an organization. When members in a design team work together, they cantherefore produce a result that individuals may not readily produce, which is called team synergy.

From this project we have focused specifically on investigating mutual knowledge evolution, i.e.,a design phenomenon in which the team designers mutually evolve their design knowledge andco-construct the design solution.

Teams are combination of people who are interconnected, and who have common identifiableobjectives. This can be achieved only and only effective and efficient team designing. This

project has outlined a method to team design; factors needed while team designing and varioustypes of team designing which are used in organizations these days. Through this project we haverevealed a pattern of how the design team is progressed. It shows how ideas are developed and


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interconnected. We also come to know that team designing is first and foremost step for a team toachieve its goals and objectives in future, as it is only the team who is going to use all theresources available to them effectively to achieve these targets. If the team is not design wellfurther stages to achieve the targets cannot be completed in the efficient way. We also come toknow about the various benefits working in team rather than working individually. This project

has provided us great knowledge about team design and its Scope, team design process andadvantages and benefits of team design.

Documents

Status of Teans in Indian Organ is at Ions