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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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Extremely well 2 17
Very well 5 41
Somewhat well 5 42
Not so well 0 0
Not well at all 0 0
Source: Field Investigation
C
Source: Field Investigation
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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Extremely well 3 25
Very well 7 58
Somewhat well 2 17
Not so well 0 0
Not well at all 0 0
Source: field investigation
Source: Field Investigation
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?.
OPTIONS NO OF RESPONDANTS PERCENTAGE
All the time 1 8
Most of the times 11 92
few times 0 0
Not at all 0 0
Source: Field Investigation
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Source: Field Investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
Very good 6 50
Good 6 50
Fair 0 0
poor 0 0
Source: Field Investigation
Source: Field Investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
Very good 3 25
Good 8 67
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Fair 1 1
poor 0 0
Source: Field Investigation
Source: Field Investigation
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
OPTIONS NO OF RESPONDANTS PERCENTAGE
All the time 2 17
Most of the time 5 41
Few times 5 42
Not at all 0 0
Source: Field Investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
Very good 3 25
good 8 67
fair 1 8
poor 0 0
Source: Field Investigation
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
OPTIONS NO OF RESPONDANTS PERCENTAGE
Very good 6 51
good 4 33
fair 1 8
poor 1 8
Source: Field Investigation
Source: Field Investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
Very good 2 17
Good 7 58
Fair 3 25
poor 0 0
Source: Field Investigation
Source: Field Investigation
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
OPTIONS NO OF RESPONDANTS PERCENTAGE
All the time 2 17
Most of the time 9 75
few times 1 8
Not at all 0 0
Source: Field Investigation
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Source: Field Investigation
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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Very comfortable 4 33
comfortable 8 67
Less comfortable 0 0
Not at all comfortable 0 0
Source: Field Investigation
Source: Field Investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
All the time 4 33
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Most of the time 8 67
Few times 0 0
Not at all 0 0
Source: Field Investigation
Source: Field Investigation
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?.
OPTIONS NO OF RESPONDANTS PERCENTAGE
All the time 0 0
Most of the time 1 8
Some of the times 10 84
None of the time 1 8
Source: Field Investigation
Source: Field Investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
Strongly agree 5 42
agree 6 50
Not necessary 1 8
Absolutely not important 0 0
Source: Field Investigation
Source: Field Investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
phenomenal 0 0
good 10 91
average 1 9
Less than average 1 0
Source: Field Investigation
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Source: field investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
Always 4 33
Most of the times 7 59
Few times 1 8
Not at all 0 0
Source: Field Investigation
Source: Field Investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
high 3 25
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good 7 58
average 2 17
Less than average 0 0
Source: Field Investigation
Source: Field Investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
Always 3 25
Most of the times 8 67
Few times 0 8
Not at all 1 0
Source: Field Investigation
Source: Field Investigation
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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OPTIONS NO OF RESPONDANTS PERCENTAGE
Always 5 42
Most of the times 5 42
Few times 1 8
Not at all 1 8
Source: Field Investigation
Source: Field Investigation
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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Always 1 8
Most of the times 2 17
few times 8 67
Not at all 1 8
Source: Field Investigation
Source: field investigation
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.
OPTIONS NO OF RESPONDANTS PERCENTAGE
Always 1 8
Most of the times 3 25
few times 6 50
Not at all 2 17
Source: Field Investigation
Source: Field Investigation
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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Yes 12 100
No 0 0
Source: Field Investigation
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Source: Field Investigation
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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Completely satisfied 2 17
Mostly satisfied 8 66
Little satisfied 2 17
Not at all satisfied 0 0
Source: Field Investigation
Source: Field Investigation
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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Very much 6 50
Some what 5 42
Not much 1 8
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Not at all 0 0
Source: Field Investigation
Source: Field Investigation
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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Completely satisfied 3 25
Mostly satisfied 7 58
Little satisfied 2 17
Not at all satisfied 0 0
Source: Field Investigation
Source: Field Investigation
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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OPTIONS NO OF RESPONDANTS PERCENTAGE
Very much 9 75
Some what 3 25
Not much 0 0
Not at all 0 0
Source: Field Investigation
Source: Field Investigation
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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Completely satisfied 5 42
Mostly satisfied 6 50
Little satisfied 1 8
Not at all satisfied 0 0
Source: Field Investigation
Source: Field Investigation
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?
OPTIONS NO OF RESPONDANTS PERCENTAGE
Very much 10 83
occasionally 2 17
Not much 0 0
Not at all 0 0
Source: Field Investigation
Source: Field Investigation
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
OPTIONS NO OF RESPONDANTS PERCENTAGE
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
Source: Field Investigation
Source: Field Investigation
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.
1) Very good 2) good 3) fair 4) poor
7) Creating an environment where differences of opinion can be voiced
1) All the time 2) Most of the Time
3) Few Times 4)Not at all
8) Combining the perspectives, resources, competencies and skills of
Members of team.
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1) Very good 2) good 3) fair 4) poor
9) Providing a platform for orientation to new members as they join the
team.
1) Very good 2) good 3) fair 4) poor
10) Evaluating the progress and impact of the team.
1) Very good 2) good 3) fair 4) poor
] ] ) Whether decisions are made by consensus?
1) All the time 2) Most of the Time
3) Few Times 4)Not at all
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?
1) All the time 2) Most of the Time
3) Few Times 4)Not at all
]4) How often do you feel that you have been left out of the decision
making process?
1) All the time 2) Most of the Time
3) Few Times 4)Not at all
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
3) Few Times 4)Not at all
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.
1) Always 2) Most of the Time
3) Few Times 4)Not at all
20) Ability to have a greater impact that I could have on my own.
1) Always 2) Most of the Time
3) Few Times 4)Not at all
21) Frustration or aggravation
1) Always 2) Most of the Time
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3) Few Times 4)Not at all
22) Insufficient acknowledgement / praise given for contributing to the
Accomplishment of the team goals. .
1) Always 2) Most of the Time
3) Few Times 4)Not at all
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.
1) Completely satisfied 2)Mostly satisfied
3) Little satisfied 4)Not at all Satisfied
27) Has the team work helped in building interpersonal relation?
1) Very much 2)Some what
3) Not much 4) Not at all.
28) How satisfied are you with the team plans for achieving its goals?
1) Completely satisfied 2)Mostly satisfied
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3) Little satisfied 4)Not at all Satisfied
29) Do you really believe as a team we can?
1) Very much 2)Some what
3) Not much 4) Not at all.
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.