Team Building Practices and Challenges

CHAPTER I
INTRODUCTION

1
 TEAM BUILDING PRACTICES AND ISSUES

Human resource management (HRM) is the strategic and cohesive approach to the
management of an organization's most important assets - the people working there
who individually and collectively contribute to the attainment of the goals of the
company. The words "human resource management" and "human resources" (HR)
have essentially supplanted the term "personnel management" as a description of the
processes involved in managing people in businesses. In simple terms, HRM entails
hiring people, growing their skills, using, sustaining and rewarding their services in
tune with the work and organisational demand.

Features:

It has the following characteristics:

 Organizational management
 Personnel administration
 Manpower management
 Industrial management.

Business practice:

The management of human resources requires a number of steps. As a team, they are
tasked with achieving this aim. Some of these responsibilities may be outsourced or
completed by line-managers or other departments, while others can be handled by the
HR department. Incorporating them into the company's overall strategy may result in
huge financial gains.

 Planning for the workforce

 Hiring (sometimes separated into attraction and selection)
 Training, Orientation and Getting Started
 Training and development
 Education and training
 Administration of personnel
 Reimbursement in the form of wages or salary

2
  Managing your time well
 Management of travel (sometimes assigned to accounting rather than HRM)
 Payroll Taxes (sometimes assigned to accounting rather than HRM)
 Administration of employee benefit plans
 Budgeting for human resources
 Evaluation of one's performance
 Labor issues.

HRM strategy:

The mechanisms by which HRM's distinct functions are implemented are the subject
of an HRM strategy. Whether it's an HR plan or a learning and development policy,
the HR function of an organisation must be in sync with the company's overall
business strategy in order to implement policies such as recruiting and selection,
disciplinary processes, reward/recognition, and HR plans. An HR strategy is thus a
comprehensive plan for the execution of various HR functions at a given organisation.

A typical HR strategy includes the following elements:

As a result, the HRM strategy and broader business strategy are in sync. Human
resource management (HRM) as a discipline aims to coordinate the demands of a
company's workforce with the organization's strategic goals and objectives in order to
accomplish this goal-oriented management. As an example, a company that sells
automobiles may have a five-year plan to increase sales by 10%. Human resource
management would aim to make it easier to manage employees in order to reach the
10% target. It would be possible to modify certain HRM tasks like as recruitment and
selection and reward/recognition to meet the company's goals.

At least in principle, HR and senior management work together to define the

company's strategic plan. Human resources professionals are supposed to be present

3
when an organization's corporate goals are set. This is the case since it is the
employees of a company that really build or offer a product or service. Proper
management of the company's workforce is essential to its success or even survival as
a going concern. As a result, HR may be considered one of the most important
departments in an organization's functional area.

Monitoring the plan on a regular basis, such as via surveys and comments from
employees.

In other cases, an HR strategy isn't necessary, and it may rely on the size of the
business, the organisational culture in which it functions, as well as its employees'
abilities.

The people strategy and the HR functional strategy are the two main components of
an HRM strategy. As mentioned in the opening paragraph, a key component of the
company's people strategy is the careful alignment of HRM policies and practises
with the plan's stated objectives. To guarantee that the aims of the HR department are
realised, the HR functional strategy focuses on policies implemented within the HR
department.

By and large, practitioners in the HRM profession consider it as a more creative

approach to managing workplaces than the conventional one. A company's leaders are
compelled by its methods to give the resources and articulate their aims in a clear and
explicit manner so that their employees may take them on and succeed. As a result,
when implemented correctly, HRM approaches reflect the aims and operational
procedures of the company as a whole. It is widely accepted that human resources
management (HRM) is critical to reducing risk in a business.

Functions:

4
As a part of HR, there are seven primary functions.

Function 1: Planning for human resources

Function 2: The process of hiring and retaining personnel

Function 3: Motivation of Employees

Function 4: Evaluation of employees

Function 5: Relationships inside and outside of an organisation

Function 6: Employee support services

Function 7: Human resource training, development and education

MAJOR CONCERNS OF HRM:

TEAM BUILDING–A HRM CONCEPT:

5
Building a team is the act of putting together and coordinating a group of people to
work toward a shared objective. Several of the dimensions of the high-performance
team wheel relate specifically to team building and team management skills. Hence
team management is a major concern of human resource management.

In every firm, "understanding the varied dynamics of how people work together" is
the hardest hurdle for a new employee. Thus Team management through effective
team building practices play a vital role in building,managing,adapting and executing
as the most cohesive team exhibiting productive results

HR MANAGEMENT PROCESS:

Human Resource Management is also a strategic and comprehensive approach to

managing people and the workplace culture and environment. Effective HRM enables
employees to contribute effectively and productively to the overall company direction
and the accomplishment of the organization's goals and objectives.

Human Resource Management is moving away from traditional personnel,

administration, and transactional roles, which are increasingly outsourced. HRM is
now expected to add value to the strategic utilization of employees and that employee
programs impact the business in measurable ways. The new role of
HRM involves strategic direction and HRM metrics and measurements to demonstrate
value.

To be ethically and socially responsive to the needs of society: HRM must ensure that
organizations manage human resource in an ethical and socially responsible manner
through ensuring compliance with legal and ethical standards. An organization’s
success increasingly depends on the knowledge skills and abilities (KSAs) of
employees particularly as they help establish a set of core competencies that
distinguish an organization from its competitors.

The knowledge area of Project HR Management in building the teams consists of the
following processes –

6
 HR Management Processes
Process Project Key Deliverables
Phase
Create a plan for human capital. Planning The Human Resources Plan of the
Company
Initiate the Process of Hiring a Execution Project team members are given
Workforce their tasks.
Assemble a Team for the Project Execution Performance evaluations for the
team
In charge of a group Execution Requirements for a revision

1. Define and record project roles and duties as part of the development of a
human resource plan. The Develop Human Resource Plan process is broken
down into inputs, tools & methods, and outputs in the table below.

Develop Human Resource Plan Process

Inputs Tools and Techniques Outputs
Factors related to the business charts of organisation Human resource
environment and plan
The process assets of the company descriptions of a job
Resources needed for the activity Theory of the
Organization

2. Acquisition of project team procedure includes identifying and recruiting the

project's core team. Acquire team inputs, tools and procedures and outcomes are
summarised in the following table.

Acquire project team process

Inputs Tools and Outputs
Techniques
Plan of action for Pre-assignment Staffing needs for a project
managing the project
Factors related to the Negotiation Calendars of resources
business environment
The process assets of the Acquisition It is necessary to make changes to
company the project management strategy.
Teamwork in the
virtual world

3.A key part of the project team development process is enhancing individual team
members' skill sets while also strengthening the bonds between members. Develop

7
project team inputs, tools and procedures and outputs are summarised in the following
table.

Develop project team process

Inputs Tools and Techniques Outputs
Assignment of The ability to Assessments of the team's
project personnel communicate effectively performance
with others.
Plan of action for Training Updates on environmental
managing the project considerations at the company
level
Calendars of Activities designed to help
resources promote team spirit.
The regulations of the
game
Co-location
Reward and recognition

4. Manage project team process is the process of keeping track of team member
performance and resolving team difficulties. Manage project team process inputs,
approaches and outputs are shown in the table below.

Manage project team process

Inputs Tools and Techniques Outputs
Staffing needs for a observing and conversing Updates on environmental
project with others considerations at the company
level
Plan of action for Evaluations on the Revisions to organisational
managing the project success of a project processes and assets
Strengths of the group Resolving differences Requests for a change
In the event of a failure a tracker for problems It is necessary to make changes
to meet expectations, to the project management
strategy.
The process assets of The ability to
the company communicate effectively
with others.

8
 OBJECTIVES OF THE STUDY

 To study the nature of team building stages and practices followed at Frontline
Consultancy Services.
 To examine the various factors contributing to the cohesiveness of teams at
Frontline Consultancy Services.

9
 SCOPE OF THE STUDY

 The survey attempts to determine the degree of employee satisfaction with the
team measures provided in the company.

 The study aids in giving suggestions to the company if any to

improve/upgrade existing techniques and methods to assist the team

 The study can also be extended to evaluate the teambuilding in other software
industries with slight modifications.

10
 NEED FOR THE STUDY

 Today's successful firms recognise the importance of teams in

accomplishing their strategic objectives. It's possible for teams that are
strong, adaptable, and productive to deliver greater outcomes, attain higher
quality and reduce expenses.
 Employees' bottom line outcomes, flexibility, quality, service and safety
may all benefit from high-performing teams.
 Team members and leaders who want their groups to be successful must
adhere to team dynamics, improve communication, promote participation,
tap into one another's creativity, overcome resistance to change, and
refresh team spirit.
 The practise of team building is an endeavour to study the process of
working together and to establish an atmosphere that fosters and
recognises the contributions of team members.
 It is possible to have a satisfying and productive collaboration experience
if the team's resources are concentrated and members are all working
toward the same goal.
 The foundation of every TQM organisation is its people. It is only in the
hands of those who are really performing the work or carrying out the
process that genuine accountability for quality can be held. To enhance or
re-design an organization's processes, it is necessary to engage with a team
and adopt a team management process.
 Team building exercises are essential because they aid in the personal
growth of team members and, as a result, enhance the effectiveness of the
team as a whole.
 Team building strengthens the link between workers, which encourages
them to work harder and meet their goals.

11
 METHODOLOGY
RESEARCH DESIGN
The research study on team building practices and issues focus on the
importance of team building process and its influence on the performance of
the teams. Team operations can be hindered nor completely break down with
the poor team co-ordination in a team. Hence the effective teams have a
productive output by running the team with proper team management skills.

SAMPLE SIZE:
The study's population was FCS workers, and the overall sample size was 50,
out of which 18 are Team leads and the rest are team members.

DATA COLLECTION:
The research included both primary and secondary data sources. To gather
primary data, a closed-ended questionnaire and in-depth interviews with team
members were used; secondary data was gathered from corporate records and
research publications on team formation. When analysing data, percents and
bar graphs are utilised to display the results.

12
 LIMITATIONS OF THE STUDY
The following are some research limitations:-
 The findings of study are based on the assumption that respondents have
given true opinion.
 Time constraint.
 The study is restricted only to a few middle level managers in the co
organization.
 Because the workers were preoccupied with their jobs, they were unable to
dedicate enough time to the interview.

13
 CHAPTER II
INDUSTRY PROFILE
&
COMPANY PROFILE

14
 INFORMATION TECHNOLOGY INDUSTRY
Introduction
Information technology (IT) companies get more than 67% of their supplies from
India, a market worth between US$124 and US$130 billion. About 10 million people
work in the business. More significantly, the sector has been a driving force behind
India's economic change and a major influence on how the world views India. In the
global sourcing industry, India's cost competitiveness in supplying IT services, which
is about 3-4 times lower than the United States, is the foundation of its USP. India is
also becoming a major player in intellectual capital, with numerous multinational IT
companies building up innovation centres in India.

The Indian education system has also benefited greatly from the IT industry,
particularly in the fields of engineering and computer science. IT services, BPM,
software products and engineering services, and hardware make up the four key
sectors of the Indian IT and ITeS business.

The IT-BPM market, presently estimated at US$143 billion, is predicted to increase at

a CAGR of 8.3% year-on-year to US$143 billion in 2015-16, up from its current
value. In 2015-16, the industry is estimated to account for 9.5% of India's GDP and
more than 45% of the country's total service exports.

Market Size

India's IT industry is predicted to develop at a pace of between 12-14% in constant

currency terms in FY2016. By 2025, the industry's annual revenue is estimated to
quadruple to US$ 350 billion, as predicted by the National Association of Software
and Services Companies (NASSC) (NASSCOM).
According to a survey by NASSCOM and Zinnov Management Consulting Pvt Ltd,
India, the world's fourth biggest base for new enterprises, would have 11,500 digital
start-ups by 2020.

According to a Boston Consulting Group (BCG) and Internet and Mobile Association
of India estimate, India's internet economy is predicted to reach Rs 10 trillion (US$
146.72 billion) by 2018, accounting for 5% of the country's GDP (IAMAI). By June
15
2015, India had over 350 million internet users, making it the third-largest country in
the world. By April 2015, there were 143 million active social media users in India,
and there were 160 million active smart phone users.

According to a Gartner Inc. estimate, revenue from public cloud services in India is
anticipated to reach $838 million in 2015, an increase of 33% year-over-year (y-o-y).
According to a new Gartner analysis, the country's public cloud market alone is
expected to grow from $638 million in 2014 to $1.9 billion by 2018. Data centre
colocation and hosting in India is expected to continue to rise as a result of increased
internet access in rural regions and the fast development of e-commerce.

Investments

Core skills and strengths in Indian IT have drawn substantial investments from major
nations. According to statistics given by the Department of Industrial Policy and
Promotion (DIPP), India's computer software and hardware industry drew total FDI
inflows of US$ 20.42 billion between April 2000 and December 2015. (DIPP).

IT Industry group NASSCOM predicts that by the end of 2015, Indian start-ups would
get capital worth US$ 5 billion, a 125 percent increase in a year.

E-commerce mergers and acquisitions (M&A) saw a significant growth in private

equity agreements in 2014. According to statistics from Dealogic, 240 agreements of
US$ 3.8 billion were made in the IT sector in 2014.

In 2014, the amount of venture capital invested in internet startups in India increased
tenfold compared to 2013. Over 800 online start-ups received finance in 2014
compared to 200 in 2012, according to Google India Pvt. Ltd. and IAMA Chairman
Rajan Anandan, Managing Director.

Since last year, there have been 554 start-ups funded, compared to 342 this year.
There was a three-fold increase in the amount of money invested in seed and early-
stage venture capital this year compared to previous year. VC finance for IT and ITes
companies accounted for 55% of the total amount raised in 2017.
16
However, Zinnov, a market research firm, found that small and medium-sized
businesses (SMEs) present a lucrative opportunity worth $11.6 billion in 2015, which
is expected to grow to $25.8 billion in 2020. Traditionally, large technology
companies looking for growth have focused on these larger businesses. India has
roughly 51 million small enterprises with a strong technological impact and an
interest in adopting newer IT solutions, according to the research.

The following are some noteworthy advancements in India's IT and ITeS

industry:

 It's been reported that US-based mobile solutions firm PurpleTalk Inc. has invested
$1 million into Hyderabad-based uber-local commerce platform Nukkad Shops,
which allows neighbourhood retail establishments go online through a mobile app.
 As part of a US$ 8 million fundraising round for Delhi based e-commerce enabler
KartRocket, a Japanese investor contributed US$ 2 million, which would be used to
expand Kraftly, a mobile-first online to offline marketplace for Indian small sellers in
clothes and accessories.
 There has been $400,000 raised in the pre-series A round for self-drive automobile
rental aggregator JustRide A group of angel investors, notably Redcliffe Capital's Mr.
Dheeraj Jain, has contributed a significant amount of money to the company's
technology.
 In a Series C round of fundraising led by Facebook co-founder Eduardo Saverin,
Mumbai-based e-tailer Hopscotch.in has secured US$ 13 million to aid in the
development and expansion of its technological platform.
 YourNest Angel Fund and LNB Group have invested US$ 600,000 in MoMark
Services, a mobile customer engagement platform for small and medium-sized
enterprises. The funds will be used to expand the company's product offerings and
hire new employees.
 Giant Tech Labs' Shouut, a social discovery app that helps customers find bargains
and purchase event tickets, has received US$ 500,000 in angel investment from a
high net worth individual angel investor headquartered in India.

17
 Mr Jayesh Ranjan, Telangana's Secretary, IT, said that Apple wants to put up its first
technological development centre outside the United States in Hyderabad with an
investment of $25 million, which is estimated to generate 4,500 employment.
 One of the largest online logistics companies in the world, Busybees Logistics
Solutions Private Limited, has raised $12.5 million in Series A funding, led by its
existing investors SAIF Partners and IDG Ventures, Vertex Ventures and Valiant
Capital. The money will be used to strengthen the company's technology and
operational processes.
 It was announced today that Housejoy has secured Rs 150 crore ($22 million) in a
Series B round of investment headed by Amazon and included new investors such as
Vertex Ventures, Qualcomm and Ru-Net Technology Partners.
 IBS Software is an Indian travel, transportation and logistics software startup that
Blackstone Group has purchased a minority position in by buying out General
Atlantic and a few other owners for US$ 170 million.
 One of the leading Indian IT firms recently acquired a US$ 3 million minority share in
Whoop, which develops activity monitors used by sports.
 Incubating 500 start-ups over the next five years with the goal of creating a
sustainable and successful company from India's rapidly growing start-up industry is
Microsoft Ventures' goal.
 In support of the Indian government's 'Start-up India' programme, the National
Association of Software and Services Companies (NASSCOM) proposes to build four
more digital start-up incubation centres throughout India.
 As part of the Government of India's Digital India plan, Nasscom Foundation, a non-
profit organisation inside Nasscom, has teamed with SAP India to construct 25
National Digital Literacy Mission (NDLM) centres throughout India in 12 cities.
 Noah Consulting, a supplier of advanced information management consulting
services to the oil and gas sector, was bought by Infosys, India's second biggest IT
services business.
 US-based Callidus Software Inc. has created a centre in Hyderabad and launched its
'The Lead to Money' suite in Indian markets with cloud-based sales, marketing,
learning and customer experience solutions.
 It is Wipro's intention to engage in early-stage US-based venture capital funds via its
US$100 million corporate venture arm, Wipro Ventures, in order to pursue an
investment and partnership strategy with US-based VCs.

18
  IDC research implies that India may soon be on par with the global technology
trends that have revolutionised organisations, industry, and how consumers interact
and transact.
 India's 10th data centre, a 650,000 sq ft facility with a combined capacity of around
1 million sq ft and an overall expenditure of $200 million, is being built by Reliance.
 Intel Capital, the company's investment arm, aims to invest around $62 million in 16
technology businesses focusing on wearable, data analytics, and the Internet of
Things (IoT) in 2015. By 2020, the Indian IoT market is anticipated to be valued US$
15 billion and link 28 billion devices to the internet.
 The Assocham-PricewaterhouseCoopers report predicts that Indian e-commerce
would develop at a CAGR of 35% over the next five years, reaching a value of $100
billion.

Initiatives by the government

India's government has made a number of steps to boost the IT and ITeS industries,
including the following:

 There is a goal to raise the number of common service centres (e-Seva centres) in
India from 150,000 to 250,000, so that village level entrepreneurs may contact with
national experts for advice, as well as functioning as an e-services distribution point.
 India's Railway Ministry is planning to implement bar-coded tickets, GPS-based
information systems inside coaches, integration of all ticketing facilities, Wi-Fi at the
stations, super-fast long route train service for unreserved passengers, and other
developments that will help increase passenger traffic.
 More than 150 nations have been added to the list of countries eligible for the e-
Tourist Visa (e-TV) programme.
 Electronics Development Fund (EDF) will be a 'Fund-of-Funds' to invest in 'Daughter
Funds' that give risk capital to firms developing innovative technologies in the field
of electronics, nano-electronics, and IT (IT).
 Three Indian Institutes of Information Technology (IIITs) will be built via a public-
private partnership (PPP) between the HRD Ministry and private enterprises like as
Tata Motors, Tata Consultancy Services, and real estate developer Hubtown Ltd. in
Nagpur, Ranchi, and Pune.

19
  Prime Minister Narendra Modi is launching a push to create five 'Internet of Things'
(IoT) start-up incubation centres around the country, including at least two in rural
regions to develop smart agricultural solutions.
 In FY 2015-16, the Indian government is forecast to boost expenditure on IT goods
and services by 5.2 percent to a total of US$ 6.88 billion, according to research
company Gartner Inc.
 An initiative called Digital India by the Indian government is aimed at making
government services available to citizens through electronic means and bringing
together the country's disparate agencies. It has been estimated by McKinsey that
adoption of key technologies across industries encouraged by the "Digital India
Initiative" may improve India's GDP by 550 billion to 1 trillion dollars by 2025.
 India and the United States have agreed to work together to accomplish India's
ambitious Rs 1.13 trillion (US$ 16.58 billion) 'Digital India Initiative'. US-India ICT
Working Group meetings would be held in India later this year, as agreed by both
parties.
 Telangana has began construction of a technological incubator in Hyderabad, named
T-Hub, in an effort to reposition the city as a technology hub. At the Hyderabad
campus of the International Institute of Information Technology-Hyderabad, the
state government is spending Rs 35 crore (US$ 5.14 million) to build a 60,000 sq ft
area, which it claims is the biggest start-up incubator in the country (IIIT-H). The goal
of the initiative is to create the world's largest incubator for start-ups, hosting 1,000
companies.

Road Ahead

IT firms from across the globe use India as their primary location for offshore
development. Emerging technologies have opened up a whole new range of
possibilities for India's best IT companies, who have already demonstrated their
ability to supply both on-shore and off-shore services to global customers. An
estimated $1 trillion in potential revenue may be projected from SMAC alone. With a
CAGR of around 30 per cent to over $650-700 billion by 2020, cloud is the greatest
potential under SMAC. IT companies have a US$ 250 billion market potential in
social media by 2020, making it the second most valuable category. An estimated $12
billion in Indian e-commerce sales are expected in the near future, making it a
20
promising market for IT businesses looking to create new goods and services for this
rapidly expanding consumer market in India.

21
 FRONTLINE CONSULTANCY SERVICES
To satisfy the needs of organisations, Frontline Consulting Services Inc. provides a
wide range of corporate software and solutions. Organizations who have a
competitive advantage in part due to their usage of IT and whose ability to compete in
the global marketplace may be enhanced by a reduction in software development
costs are our primary emphasis. Using our products and services, firms can operate
their operations, launch products, and gather business analytics on a worldwide scale.

We strive to meet our deadlines and place a high value on strategy and execution. To
become a business facilitator, rather than just a solution vendor, is a goal of ours. Our
partnership initiatives are intended to extend the functionality of our products and
enhance our service offerings so that we can serve our customers from beginning to
finish. ' To far, we've collaborated with industry heavyweights like Oracle and NCR
as well as up-and-comers like Hershey, Incuity, and Azul Systems.

The BI Platform

Quality business software from Surf BI is available to enterprises in a wide range of

sectors throughout the world. We provide some of the most cutting-edge BI tools
thanks to our many years of experience working with global software giants and our
domain and product development skills.

With our aid, some of the most prominent software firms in the world have produced
world-class products. In order to improve business insight, user uptake and value, we
are continually developing new products. Various pre-packaged material in additional
functional areas is available in the form of Surf BI's solutions, which complement
Oracle BI Apps and the OBIEE platform. Accelerators are also available for Oracle
BI platform deployment and administration in all functional areas.

SERVICES

22
With FCS, you may choose from a broad selection of services and software platforms,
including some of the most cutting-edge ones. Large and medium-sized customers
throughout the world rely on FCS to provide them with high-quality software services
and solutions.

An in-depth understanding of the market has helped us refine our skills to help
customers achieve their business objectives, which are bolstered by extensive
expertise in the field. In order to cultivate long-term commercial partnerships, we
place an emphasis on establishing technical understanding and delivery competency.
Our adaptations are tailored to satisfy the demands of both the user and the company.

Alternate methods and solutions are developed by our teams to meet the client's
tolerance for risk. With our assistance, companies are able to increase their
operational efficiency by strategically using technology, and we also assist our
customers in identifying and capitalising on market possibilities in the technology
sector.

TECHNOLOGIES

This has allowed corporations to operate in a wide range of marketplaces since FCS
understands what drives them. It is possible for FCS to provide its services in the form
of a one-time or long-term project or strategic staffing. Our software products and
solutions are used by enterprises throughout the world, allowing them to benefit from
our quick development cycles, flexible customization, lower ownership costs and
dependable support.

As the digital navigation and location-based service markets continue to evolve, FCS
invests in new technology design, development, and innovation. FCS Software
Engineers collaborate with customers to produce proofs of concept by using our
competence areas to identify the most relevant technologies, tools, and processes to
address particular issues. It also creates frameworks and components that may be used
to tackle common industrial issues. New technologies from leading vendors and
alliances with industry leaders play a vital role in FCS's R&D strategy.

23
Customer adoption of new technologies necessitates the creation of new competence
centres, which serve as the first point of contact for customers in the execution of
projects requiring the use of those new technologies. In order to carry out a project, a
Team of Professionals must be trained on the unique methods and tools for that skill.

EXPERIENCE IN THE FCS SECTOR

FCS helps our customers better understand and make strategic choices by delivering
information and experience. Our solutions are based on our extensive expertise in a
variety of sectors and business contexts. When it comes to our industry expertise, we
concentrate on certain sectors, technologies and disciplines that drive those sectors.
Each of our service areas is represented by a multi-functional team that develops
customised solutions for each of our clients.

We are able to react to your particular issues and opportunities because of our strong
combination of extensive industry knowledge, managerial and technological skills.
Because of the complexity of today's businesses, there are few if any 'out-of-the-box'
solutions. As a result, firms are searching for consultants that have the capacity to
create and execute multidimensional solutions, rather than those who lack these
qualities. Take a look at what we can do for you and what we have to offer across a
wide range of industries.

Technology Features

 Internet-enabled development centre with T1 data connection and backup

capability for 256 K and 64 K links.
 Any team in the United States may use this 384 K Internet private leased circuit
between Noida, India and California.
 Voice and internet access is available 24 hours a day, seven days a week
 For Indian teams, there is a toll-free line in the United States.
 Video conferencing may be used to address critical project challenges.
 Off-shore development, maintenance, and technical support. 365 days a year, 24
hours a day, seven days a week.

24
  Solutions for Lotus Notes, C++/VC++, Sun technologies, Microsoft technologies,
Oracle applications and SAP are among the technologies they support. ASP, Cold
Fusion and Java are all supported.
 To ensure that software applications are launched as quickly and reliably as possible,
they use advanced QA tools to do load testing.

With us, you'll have the opportunity to build a Career

We have a clear approach for attracting and keeping industry leaders with extensive
project management expertise.

For the best software solutions, we use experienced software engineers and computer
science masters. Almost two-thirds of our workforce is comprised of graduates of top-
tier engineering and management schools.

As former on-the-job employees, our technical consultants are well-versed in the

challenges of both the workplace and the surrounding culture. FCS-Client quality
standards and other issues affecting project creation, execution, and delivery are
addressed during training sessions for every new engineer that joins the FCS-Client
team.
A company's products and services

 e-learning-Value-added services that meet a wide range of business performance

training requirements.
 Breakthrough IT consulting services that help increase growth in key operational
areas of a firm.
 Product development and application development
 Services that are tailored to the unique demands of a company's industry.

25
 Applications for Customer Service
 Applications on the Internet: Portals and Software
 Automation of the Sales Force
 Human Resources Management Information Systems
 Information Retrieval Methods
 Automated Systems for Monitoring Compliance
 Retail and Channel Management
 Kernel Level Programming
 Drivers

26
 CHAPTER III
THEORETICAL FRAME WORK

27
 THEORETICAL FRAME WORK

Team BUILDING:
We are stronger together than we are apart...
T - Together
E - Empowering each other to
A - Achieve
M - More
Teams are made up of individuals who have the necessary combination of
complementary talents to carry out a certain job or project.

Members of a successful team

1. Having a very high level of dependency
2. In order to help each other manage their own lives
3. Hold themselves to account for the group's performance, and
4. Together, we can do great things and reap the benefits.

This synergy provides performance that is more than the total of its individual
members, making a team more than the sum of its individual parts.

Why Team?

 A better outcome is achieved when the abilities and expertise of several persons are
pooled.
 Support and encouragement are critical to completing the work.
 It's easier to work together as a group
 People are interconnected;
 May or may not be able to work at the same place, depending on the situation.
 Work together to accomplish a common goal.

What's the best way to get a group to work together?

 Roles and duties that have been clearly laid out

 effective decision systems, communication, and work processes, and

28
  Positive connections with others
 Commitment to achieving similar goals.
 "Team Building" is the term used to describe the process of improving the efficiency
of a group.

Team-Building Activities

Clarifying the team's task and the ways in which members might work together to
accomplish it is a step in this process.

 'Team building' is a method that may assist organisations in becoming cohesive

units.
 Establishing and enforcing the group's goals and standards
 Engaging the team as a whole to help accomplish goals.
 Keeping the group together
 Effectively interacting with the group
 Before making any choices, consult the team members.

Teamwork: A Crucial Life Skill

In the context of team building, this means creating and cultivating a better feeling of
collaboration and trust amongst team members, as well as generating an overall sense
of teamwork.

Each of the following must be addressed in order for team development to be

successful.
 Clearly defined goals
 Content
 Competence
 Charter
 Control
 Communicating and working together

29
The stages of team growth

Everyone in a group will go through stages of development, regardless of their level

of social adjustment or familiarity with the ins and outs of working in a group. In
1965, he came up with this idea and then added adjourning to it.

Adjourning

Performing

Storming

Norming

Forming

1. Forming “Getting to Know You…”

Members of the team are becoming more familiar with one another and more at ease
with one another. By nature, members will want to understand how they fit within a
team and what it means to be a part. You shouldn't be surprised; it's very normal.
Confidence is at an all-time low.

Forming characteristics

 Observe the following at the forming stage of a project:

 Members are attempting to define the job. "
 People's attempts to convey who they are often result in high-minded, intellectual
debates.
 Discussing what information should be acquired and how to go about it.

During this stage of development, there are a number of questions:

30
  Is this something I want to be a part of?
 Is there a chance I'll get accepted?
 Who is the head of the organisation? "
 Is the leader capable?

How to deal with the Stage of Formation

Build relationships amongst individuals of your team. Make sure the group's goals
and responsibilities are clearly stated and communicated to the group's leaders.
Allocate time for the group's acclimatisation, but keep moving them forward at the
same time.

2. Storming “High Winds Predicted”

Disagreements over the most fundamental aspects of the goal and the way things are
done start to arise. Control typically takes precedence over other concerns. It's
possible for disagreements to be both evident and nuanced. For good team growth,
teams must go through the most challenging stage of storming. This indicates a
willingness to resolve issues when team members feel comfortable enough with one
another to voice their disagreements.

Storming's defining characteristics

 The storming stage is characterised by the following behaviours:

 Everyone starts showing their real colours.
 There will be an increasing sense of frustration with the lack of progress.
 As a result, members will get into one other's personal space.
 Disagreements over the team's mission, processes and tasks.

During this stage of development, there are a number of questions:

 How shall I go about finding my own path?

 How much power will I have on the people around me? '

31
  Who am I rooting for?
 Who backs me up?
 How much power do I wield in the world?

Ways to deal with the Storming Phase

The Storming stage is not to be overlooked. The team should accept it as a normal
stage in their growth. Conflicts should be brought to light and addressed by
facilitators. It's an excellent moment to reassess the team's goals, objectives, and other
administrative details.

3.Norming “Charting a Course”

The Norming stage occurs when members of the team question themselves, "How are
we going to complete our work?" after recognising and resolving their differences.
Team members will have more time and energy to devote to their mission as they
learn to resolve their disagreements and emotional issues.

Norming's defining characteristics

The norming stage is characterised by the following behaviours:

 In the beginning, it was possible that ground rules and formal processes were
neglected.
 As a result, there will be less time devoted to brainstorming and more time devoted
to making decisions.
 Agenda items should be limited so that members may concentrate on a few key
issues.
 Subgroups may be established to speed up the process.
 As a result, disagreements are dealt with and resolved.

During this stage of development, there are a number of questions:

 What type of connection are we able to forge here?

32
  What are the chances of our group's success?
 What are our strengths and weaknesses in comparison to those of other teams?
 My connection to the team leader is based on the following:

The Norming Stage: What to Expect and What to Do

The team has PROCESS down pretty well at this point. As the group strives to
achieve its goal, TASK will take on a new importance. This is something that
facilitators should remember and bring it to the group's attention. In addition,
facilitators would be more conscientious about following to the road plan, allowing
for comments, and closing off the session, among other things.

4.Performing “The Action Stage”

In this level, the squad has reached its full potential. Working in a high-performing
team is exactly what it sounds like: a highly effective, problem-solving unit that can
achieve solutions fast and even prevent problems from becoming problems.

Features of the Acting Process

 When on stage, a group will:

 Don't waste time! When tasks have been completed, the crew will begin looking for
new assignments.
 Be proactive and don't wait for management to tell you what to do.
 Be loyal to the group while also showing consideration for and respect for the
differences among its members.

Approaching the Stage as a Performer

Teams at the professional level tend to self-govern. Everything from creating a

roadmap to making decisions is going to be done entirely by the group.

5.Adjourning “Break-up of the Group”

33
This five-stage model was developed by Bruce Tuckman in 1975 after refining his
original idea. This is the last step in the process, and it serves as a continuation of the
original model in its own right. It takes a broader picture of the group than the
previous phases did.

Adjourning has several characteristics

In the adjournment stage, a team will:

 The team's mission has been accomplished, and it is now ready to move on to new
challenges.
 Members of the team are proud of their accomplishments.
 How to deal with the adjournment stage
 Be aware of and attentive to the fragility of your team members at this moment.
 There is a risk that members may be concerned about the change.

Strategic Command and Control, Organizational Resilience, and Effectiveness

 Strategy
 Roles and responsibilities clearly defined
 Communication that is free and unrestricted
 Effortless Reaction
 Leadership that Works

Strategy:

 Having a goal in common

 Definable values and principles of conduct
 Risks and opportunities that the team faces must be understood
 The team's overall duties must be clearly classified.

Roles and Responsibilities Clearly Defined:

 Why Defining roles and duties is critical.

 All members participate in the responsibility

34
  Specified goals for each participant to track their progress

Transparency in interactions:

 Respect for the uniqueness of each person

 An setting where team members are able to openly communicate

Rapid response:

• Prompt resolution of issues encountered by the team

• Management of internal and external change effectively

Effective Leadership:

 At the same time, they must be able to motivate and inspire their team members to
succeed.
 As a manager, you must be able to tap into the talents of everyone in your team and
help them grow.
 Both the person and the organisation benefit from teamwork.

Individual Development
Competence
– Knowledge
– Skill
Commitment
– Confidence
– Motivation

ORGANISATIONAL DEVELOPMENT
 High productivity
 Enhanced work practices
 Improved quality of the deliverables
 Pave way for success of the organization
 Effective leadership

35
Team Building's Many Advantages

Productivity and motivation are two of the most important things to focus on while
putting up a team. Many organisations have implemented team-building tactics into
their conventional training programmes because of the positive impact they have on
their employees.

The following is a list of some of the advantages:

• Enhances self-confidence and ability to lead

• Identifies the obstacles that impede creative thinking
• Clear aims and goals are set out.
• Enhances work processes and methods
• Enhances the efficiency of the organisation
• Recognizes the good and bad aspects of a group's performance
• Enhances the capacity to solve problems

Establishing a team requires that a charter be created and agreed upon by all
members. Defining the task, scope and bounds of the team's work is done through the
team charter. The charter may be thought of as the team's operating permit. The team
charter may be drafted by either the organization's top brass or the members of
specific teams. It doesn't matter whatever charter-development technique is utilised;
the team charter still has to be approved by the organization's chief executive or group
of chief executives.

In order to put together a team, many things are required. There must be at least two
people, a shared objective, and the requisite resources of time and money to achieve
the goal and then maintain it. In contrast to most teams, high-performance teams learn
and display characteristics that are uncommon. High-Performance Teams are defined
by these traits.

Teams are commonplace in most workplaces, and they're used for a variety of
purposes. Individuals with a wide range of knowledge and experience often make up
decision-making teams. There are several factors that go into selecting a team for the
36
execution of a decision that has already been taken by others. High-Performance
Teams are expected to make decisions on how to execute change, and then carry out
the changes themselves. High Performance Teams need to consider this dual function
when selecting team members, and they should choose both thought leaders and
influencers in the business and people with diverse backgrounds and experiences.

Despite the fact that High Performance Teams may be used for any important
business goal, they are most often used to make substantial process changes. A
process is a set of actions that have a beginning and a conclusion. A customer's order
or request is often the beginning point of a business process, and the goal is to fulfil
that order or request at the process's conclusion. It is common for high-performance
teams to be cross-functional, which means that each member of the team has a deep
understanding of one or more of the process' operations. An operating team with high
performance is likely to have a Process Owner who manages the team's operations
and serves as the team's primary point of contact with the rest of the company.

Trust, respect, and support are three essential aspects of creating a High-Performance
Team. There is a need for team members to be taught about the importance of trusting
and supporting one other. Providing support means keeping an eye on the other
members of the team and exhibiting a readiness to provide a helping hand, even if it
isn't explicitly asked. When requested or when it is evident that a fellow team member
needs help, members of the team push one another to go beyond their comfort zones.

37
 CHAPTER IV

DATA ANALYSIS
&
INTERPRETATION

38
 DATA ANALYSIS AND INTERPRETATION
1. Team lead clears the confusion and ambiguity about the purpose and
objectives of the project.
Opinions Respondents Percentage
Always 26 52
Frequently 18 36
Sometimes 6 12
Seldom 0 0
Never 0 0
Total 50 100
120

100

80

60 Respondents
Percentage

40

20

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

The graph above shows that 52% of workers claim they always say that, 36% of them
say frequently, and 12% of them say sometimes to the statement that team lead clears
the confusion and ambiguity about the purpose and objectives of the project. From the
above inference it can be said that mostly team lead is helpful in making the team
members learn the process and is open in clearing the doubts regarding the project
goals and targets.

39
2. Team climate provides chance for open communication

Opinions Respondents Percentage

Always 29 58
Frequently 18 36
Sometimes 3 6
Seldom 0 0
Never 0 0
Total 50 100
120

100

80

60 Respondents
Percentage

40

20

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

Inferred from the obtained data is that 58% of the workers stated that they always, 6%
of them say frequently, and 6% of them say sometimes to the statement that team
climate provides chance for open communication

The graph depicts the nature of team climate which is completely suitable for open
communication. Open communication helps in building trust and mutual respect for
each other in a team and hence it has to be much improved to build a strong cohesive
team.

3. Team structure and goals are made in agreement with the team
members.
40
 Opinions Respondents Percentage
Always 10 20
Frequently 0 0
Sometimes 20 40
Seldom 15 30
Never 5 10
Total 50 100

Respondents

Always
Frequently
Sometimes
Seldom
Never
Total

INTERPRTATION

The above table specifies that 20% of the employees sat always,46% say
sometimes,30% of them say seldom and 4% say never about the team members role
in deciding the team structure and goals. In regard to the inferred data it is evident that
team structure design and the goals set for the team do not involve all the team
members. The acceptance of the team structure and goals by the team members if of
utmost importance as they are the ones who have to work on it. Hence it is always
recommended to involve the team and design the team structure in regard to the team
members views and opinions.

4. Any interventions and modifications in a team are made in accordance with

the views and opinions of team members.

Opinions Respondents Percentage

41
 Always 5 10
Frequently 0 0
Sometimes 27 54
Seldom 15 30
Never 3 6
Total 50 100
100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

From the data represented through graph 10% of the respondents say always,54% of
them say sometimes ,30% of them say seldom ,6% of them say never to the issue of
making interventions and modifications in accordance with the views and opinions of
team members in a team.

The inferred data states that the team members views and opinions are considered at
an average level pertaining to the interventions and modifications. Any change that is
happening in the team has to consider the employee willingness as it is always
advisable to make changes with employee acceptance rather than making the
employee accept the made change.

5. Team conflicts are addressed and resolved at right times.

Opinions Respondents Percentage

Always 18 36

42
 Frequently 21 42
Sometimes 11 22
Seldom 0 0
Never 0 0
Total 50 100

100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

The Statistical data mentioned above states that 36% of the employees say
always ,42% say frequently , and 22% of them say sometimes to the statement that
team conflicts are addresses and resolved at right times.

The success of a team depends on the interaction between its members, but those
interactions should never lead into miscommunication or misunderstandings which
ultimate may result in the collapse of the team.22% of the employees feel only
sometimes conflicts are effectively handled in the organization. Such issue of
conflicts has to be solved in order to maintain the team cohesiveness for a longer
period of time in the organization..

6. Team members listen and respect to each others ideas.

Opinions Respondents Percentage

Always 19 38

43
 Frequently 20 40
Sometimes 11 22
Seldom 0 0
Never 0 0
Total 50 100

Always
Frequently
Sometimes
Seldom
Never
Total

INTERPRTATION

The graph shows that 38% of the respondents say always ,40% of them say frequently
and 22% of them say sometimes to the statement that team members actively listen
and respect to each others ideas in a team.

An effective team always turns out to be the most cohesive team by developing
mutual trust and respect among themselves. Hence team developmental activities
should be more concentrated to attain effective teams with well bonded team
members.

7. Team lead coaches his members to collaborate with each other.

44
 Opinions Respondents Percentage
Always 22 44
Frequently 21 42
Sometimes 7 14
Seldom 0 0
Never 0 0
Total 50 100

100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

According to the data in the table above, 44% of workers agree with the statement
"always.", 42% of them say frequently and the other 22% of them say sometimes on
the statement that team lead coaches his members to collaborate with each other.

The inferred data specifies that the team lead has got good skill of educating the team
members to collaborate with each other .Thus team managers have to focus more in
training their team members to collaborate with each other rather than to compete.

8. Procedures and norms are finalized through consensus

Opinions Respondents Percentage

45
 Always 17 34
Frequently 22 44
Sometimes 11 22
Seldom 0 0
Never 0 0
Total 50 100

100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

The data in the above table represents that 34% of the respondents say always,44% of
them say frequently, and 22% of them say sometimes to the question that are
procedures and norms finalized through consensus.

Team functions with the team member’s support of undertaking the tasks. The
inferred data specifies that team members are not completely considered in fixing the
norms and the procedures of the team tasks. An improvement on this is suggested for
teams to function without any inconvenience.

9. Every team member understands each others roles and responsibilities.

Opinions Respondents Percentage

46
 Always 23 46
Frequently 13 26
Sometimes 14 28
Seldom 0 0
Never 0 0
Total 50 100

Respondents

Always
Frequently
Sometimes
Seldom
Never
Total

INTERPRTATION

The above graph represents that 46% of the employees say always ,26% of them say
frequently and 28% of them say sometimes to the question that every team
understands each other roles and responsibilities.

From the inferred data it is evident that an appreciable percentage of the employees
are having job clarity and role clarity and are able to picture their contribution for the
team success. A focus on orientation and team manager guidance is advisable to make
their employees understand their roles and responsibilities in a much better way.

10. Constructive approach is developed towards criticism by the team members.

Opinions Respondents Percentage

47
 Always 8 16
Frequently 0 0
Sometimes 17 34
Seldom 13 26
Never 12 24
Total 50 100

Respondents

Always
Frequently
Sometimes
Seldom
Never
Total

INTERPRTATION

It is obvious from the above table that 16% of respondents said that they always said
that, 34% of them say sometimes,26% of them say seldom and 24% of them say never
about the statement that constructive approach is developed towards criticism by the
team members.

The inferred data points out the peculiar behavior shown by the team members
towards criticism. The most important trait of any effective team is to have openness
and discuss on the negative points. The teams are lacking that atmosphere of
understanding the negative feedback and developing a positive approach towards it.

11.Team plans the tasks estimating the risks and opportunities.

Opinions Respondents Percentage

48
 Always 24 48
Frequently 14 28
Sometimes 0 0
Seldom 12 24
Never 0 0
Total 50 100
100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

From the data mentioned in the table 48% of the respondents say always,28% of them
say frequently, and 24% of them ay seldom on the statement that team plans the tasks
estimating the risks and opportunities.

Team tasks have to be planned in order to meet the quality and time constraints
specified. The inferred data specifies that mostly planning is done estimating the pros
and cons in a Project but not always. A clear estimation on the task outputs has to be
analyzed to improve the process to a better extent.

12. Trust building activities are actively carried on in the team.

Opinions Respondents Percentage

49
 Always 16 32
Frequently 26 52
Sometimes 0 0
Seldom 8 16
Never 0 0
Total 50 100

Always
Frequently
Sometimes
Seldom
Never
Total

INTERPRTATION

From the above data it is clear that 32% of the respondents say always,52% of them
say frequently, and 16% of them say seldom to the statement that trust building
activities are actively carried on in the team.

From the inference it is evident that trust building activities are carried on at an
appreciable level. Trust helps in building a collaborative team and hence more trust
building activities have to be inculcated to develop effective teams.

13. A team charter is designed to smoothen the process of working.

50
 Opinions Respondents Percentage
Always 9 18
Frequently 0 0
Sometimes 16 32
Seldom 18 36
Never 7 14
Total 50 100

Respondents

Always
Frequently
Sometimes
Seldom
Never
Total

INTERPRTATION

The data from the table drawn above specifies that 18% of the employees say
always,32% of them say sometimes,36% of them say seldom and 14% say never to
the statement of designing a team charter that helps to smoothen the process of
working.

From the inferred data it can be specified that a team charter is not always maintained
by the teams. Team charter is important in guiding the team and getting the work done
by the right time and is crucial during meetings and discussions. Hence it is always
suggested to have a team charter that enables the work process.

14. Continuous reviews on team process are scheduled to enable perfection.

Opinions Respondents Percentage

51
 Always 14 28
Frequently 23 46
Sometimes 9 18
Seldom 4 8
Never 0 0
Total 50 100

100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

The graph shows that 28 percent of respondents answer always, 46 percent say often,
18 percent say occasionally, and 8 percent say seldom on the issue of whether or not
they conduct regular assessments of the team process in order to enhance quality
standards.

From the inferred data it is known that reviews on the team process are scheduled but
not to an appreciable level. Reviews are happening but no particular format is
sketched to dictate the process of the meeting. Thus a regular team review has to be
initiated in order to drive the teams towards perfection.

15. In course of regular project evaluation did u ever experience a stay in red
zone?

o YES

52
o NO

Opinions Respondents Percentage

YES 16 32
No 34 68
Total 50 100

RESPONDENTS

YES
NO
TOTAL

INTERPRTATION

From the above data 32% of the respondents said no and 68% of them said yes to the
question of experiencing a stay in red zone in course of regular project evaluationIf
yes what are the major changes that are made in the team to come back to the safe
zone.

1. Prioritisation of the tasks and reassigning the tasks.

2. Improved communication and co-ordination
3. Extra resources in par with extra effort
4. Modifying data and design reviews
The major steps or frequently taken steps to come out of the danger zone are to
prioritize tasks and reallocate them.

16. Do you have time schedules and milestones to keep track of progress?

Opinions Respondents Percentage

Always 28 56

53
 Frequently 16 32
Sometimes 6 12
Seldom 0 0
Never 0 0
Total 50 100

100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

The data mentioned above states that 56% of the employees say always,32% of them
say frequently and 12% of them say sometimes on the question that does teams have
time schedules and milestones to keep track of work progress.

The inference clearly states that teams do have schedules and milestones as
boundaries to their work. Much more specifications on these schedules and milestones
is highly recommended in order to reach the targets set within the defined constraints.

17. What kind of support do you get from your boss when things become tough
at work?

 Speeches to inspire and motivate

 As a result of regular meetings and conversations

54
  Through the provision of enough technical assistance
 Thorough monitoring and correcting(mentoring)

Respondents Percentage
Motivational speeches 4 8
Daily meetings 21 42
Provide technical support 7 14
Mentoring 18 36
Total 50 100

Motivational
speeches
Daily meetings

Provide technical
support
mentoring

Total

INTERPRTATION

From the above table 8 percent of respondents say that their leader encourages them
in handling all professional difficulties through motivational speeches, 42 percent say
it's through daily meetings and discussions, 14 percent say it's by providing sufficient
technical support, and 36 percent say it's through mentoring. From the inferred data it
is clearly said that mostly the leader encourages his team members by daily meetings
and discussions thus providing the true guidance to overcome professional difficulties
and lead his work.

18. Feedback on Client's satisfaction is regularly examined and discussed among

the team members.

Opinions Respondents Percentage

Always 18 36
Frequently 16 32

55
 Sometimes 16 32
Seldom 0 0
Never 0 0
Total 50 100

Respondents

Always
Frequently
Sometimes
Seldom
Never
Total

INTERPRTATION

The above chart states that 36% of the respondents say always,32% of them sat
frequently,26% of them say sometimes, and 6% of them say seldom on the statement
that feedback on clients satisfaction is regularly examined and discussed among the
team members.

The inferred data supports the statement that a regular feedback on client satisfaction
is examined and is put up for discussions in teams. Valuable information can be
gathered in doing so and any change or modification can be made in the presence and
acceptance of the entire team. Hence this process has to be further more encouraged
by the team manager to enhance the quality of work and meet client needs and
expectations.

19. A clear agenda is regularly maintained during team meetings.

Opinions Respondents Percentage

Always 28 56
Frequently 18 36
Sometimes 4 8

56
 Seldom 0 0
Never 0 0
Total 50 100
120

100

80

60 Respondents
Percentage

40

20

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

From the above graph it is evident that 56% of the respondents say always,36% of
them say frequently,8% of them say sometimes on the question that a clear agenda is
regularly maintained during projects.

The inferred data states that a clear agenda is maintained during team meetings .A
clear agenda of meetings helps in understanding the purpose and need for discussions
and the minutes of the meeting have to be noted to have future reference. Hence it is
always advised to have an agenda before organizing meetings except in some
exceptional cases.

20 .Co-operative learning is a critical factor in deciding the

performance of a team.

Opinions Respondents Percentage

Always 19 38
Frequently 24 48
Sometimes 7 14

57
 Seldom 0 0
Never 0 0
Total 50 100

Respondents

Always
Frequently
Sometimes
Seldom
Never
Total

INTERPRTATION

From the above data it is clear that 38% of the respondents say always,48% of them
say frequently, and 14% of them say sometimes on the question that is co-operative
learning a critical factor in deciding the performance of a team.The inferred data
specifies co-operative learning as one of the important factor that enhances
performance. Gaining a common knowledge of the team's objectives aids in
performance improvement, and also learning about themselves(strengths and
weakness),thus excelling their knowledge.

21. It is necessary to identify and make full use of each member's unique set of
abilities and capabilities.

Opinions Respondents Percentage

Always 16 32
Frequently 23 46
Sometimes 6 12
Seldom 5 10
Never 0 0

58
 Total 50 100
100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

To summarise, 32% of those surveyed said they always, 46% said often, 13% said
sometimes, and 10% said seldom when asked whether or not team members'
individual abilities and skillsets are properly acknowledged and used when
appropriate.

The inferred data states that identification and recognition of the employee skills and
talent is noteworthy in the organization. According to the situation employees have to
be given a chance considering their ideas and opinions in solving the problem. Thus it
is suggested to increase the rate of employee identification and recognition.

22. Work assignments are distributed fairly.

Opinions Respondents Percentage

Always 12 24
Frequently 23 46
Sometimes 9 18
Seldom 6 12
Never 0 0
Total 50 100

59
 100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

According to the statistics in the table, 24% of respondents always say, 46% of them
say frequently,18% of them say sometimes,12% of them say seldom on the question
that are the work assignments distributed fairly.

The inference states that employees do not completely agree that work assignments
are being distributed fairly in the organization. Depending upon the previous
performance and employee commitment the work assignments are allotted. Hence it is
suggested that team manager and the team members both of them have to work from
their side in order to attain fair allotment of tasks.

23. TASK NEEDS, TEAM NEEDS and INDIVIDUAL NEEDS are balanced
during the progression of the project.

Opinions Respondents Percentage

Always 5 10
Frequently 5 10
Sometimes 32 64
Seldom 8 16
Never 0 0
Total 50 100

60
 100

90

80

70

60

50 Respondents
Percentage
40

30

20

10

0
Always Frequently Sometimes Seldom Never Total

INTERPRTATION

Using the graph above, it is clear that 10% of workers claim they always say that,
10% of the employees say frequently,64% of them say sometimes, and16% of them
say seldom on the statement that TASK NEEDS ,TEAM NEEDS and INDIVIDUAL
NEEDS are balanced during the progression of the project.

From the inferred data it states that team needs, individual needs and task needs and
individual needs are equally balanced. These three variables are interrelated with each
other and the progress of the team and the success rate depends on their equilibrium.
Hence more focus on these three variables and maintaining a considerable equilibrium
is suggested.

24. The Best performing individuals are recognized and rewarded in the team.

Opinions Respondents Percentage

Always 0 0
Frequently 8 16
Sometimes 15 30
Seldom 15 30
Never 12 24
Total 50 100

61
 Respondents

Always
Frequently
Sometimes
Seldom
Never
Total

INTERPRTATION

From the above data it is clear that 16% of the respondents say frequently,30% of
them say sometimes,30% of them say seldom and 24% say never to the statement that
the best performing individuals are recognised and rewarded in the team.

From the inferred data it can be said that the apparaisal for the teams has to be
modified and has to be designed in a such way that it serves to be one of the
motivating factor for the teams to perform efficiently and seek the recognition and
reward.

25. Overall, how satisfied are you with the spirit of teamwork.

Opinions Respondents Percentage

Dissatisfied 0 0
Somewhat dissatisfied 0 0
Neutral 22 44
Very Satisfied 28 56
Total 50 100

62
 Respondents

Dissatisfied
Somewhat Dissatisfied
Neutral
Very satisfied
Total

INTERPRTATION

From the data represented in the pie chart it is clear that 44% of the employees are
neutral and 56% of them are very satisfied with the spirit of teamwork.

The inferred data states that the team spirit is at medium level and can be further
improved to attain high level which is always recommended for organizations that
work in teams.

63
 CHAPTER V

FINDINGS

SUGGESTIONS

CONCLUSION

FINDINGS
Team building has the following five stages at Frontline Consulting Services:
 Forming
 Storming
 Norming
 Performing
 Adjourning
The findings with respect to each of these stages at FCS are listed below:
Forming Stage:

64
 The team environment had open communication, clear purpose and
objectives, but the team structure and goals are not made in agreement
with the team members at FCS
Storming Stage:
 Team coordination, conflict management and team lead coaching are
appreciable at FCS but interventions are not made in accordance with the
views and opinions of the team members.
Norming Stage:
 Constructive approach is not developed towards criticism by the team
members and a team charter is not followed.

Performing Stage:
 Team members professional difficulties are managed by the team lead
through continuous mentoring and monitoring and only 32% of them have
experienced a stay in red zone.

Adjourning Stage:
 44% of the respondents are dissatisfied with the spirit of teamwork as
reward and recognition is poor.
 Most of the respondents felt that leadership skills of team lead are good but
encourages restricted communication networks which affect transparency.

SUGGESTIONS
 Team charter has to be designed and maintained by all the teams to enhance
the process of working.
 An effective Performance Appraisal and Reward system is necessary for
increasing efficiency and effectiveness of the teams at FCS Ltd
 Trust building activities have to be developed for promoting team spirit.
 Team members have to be involved in the change decisions and initiatives.
 In course of regular project evaluation if team had the experience of a stay in
red zone the following suggestions are specified.
65
  Prioritisation of the tasks and reassigning the tasks.
 Improved communication and co-ordination
 Extra resources at par with extra effort
 Review of team structure and design

CONCLUSION

 Team structure, design and goal setting did not involve team members.
 Team member’s views and opinions are not considered for developing
interventions.
 Team members do not consider negative feedback as building blocks for their
success and Team charter is not maintained.
 Prioritization and reallocation of tasks is done to handle the performance related
problems of the team.
 The performance appraisal rewarding the best performing individual in a team and
the spirit of team work are not satisfactory.

66
 Leadership at the team level is a strength at Frontline consultancy services
promoting effective guidance and ensuring cohesiveness of the team.

BIBLIOGRAPHY
67
 QUESTIONNAIRE

BIBLIOGRAPHY

BOOKS:
Successful team building – Thomas l.quick
Team building – Robert b.maddux,Barb wingfield

WEBSITES:
www.google.com
www.teamtechnology.co
www.humanresouces.com
www.businessballs.com
www.citehr.com

68
QUESTIONNAIRE ON TEAM BUILDING PRACTICES AND ISSUES

Employee Name : ………………………..

Gender : Male [ ] Female [ ]
Marital Status : Single [ ] Married [ ]
Designation :…………………………….
Team lead name :……………………………..
Project name :……………………………..
Experience : ……………………………....
1. Team lead clears the confusion and ambiguity about the purpose
and objectives of the project.
 Always  Frequently  Sometimes
 Seldom Never

2.Team climate provides chance for open communication.

 Always  Frequently  Sometimes
 Seldom Never

69
3. Team structure and goals are made in agreement with the team
members.
 Always  Frequently  Sometimes
 Seldom Never
4. Any interventions and modifications in a team are made in accordance with the
views and opinions of team members.
 Always  Frequently  Sometimes
 Seldom Never
5. Team conflicts are addressed and resolved at right times.
 Always  Frequently  Sometimes
 Seldom Never
6. Team members listen and respect to each others ideas.
 Always Frequently Sometimes
 Seldom Never
7. Team lead coaches his members to collaborate with each other.
 Always  Frequently  Sometimes
 Seldom Never

8. Procedures and norms are finalized through consensus.

 Always  Frequently  Sometimes
 Seldom Never
9. Every team member understands each others roles and responsibilities.
 Always Frequently  Sometimes
 Seldom Never
10. Constructive approach is developed towards criticism by the team members.
 Always  Frequently  Sometimes
Seldom Never
11. Team plans the tasks estimating the risks and opportunities.
 Always  Frequently  Sometimes
 Seldom Never
12. Trust building activities are actively carried on in the team.
 Always  Frequently  Sometimes
 Seldom Never
13.A team charter is designed to smoothen the process of working.
70
 Always  Frequently  Sometimes
 Seldom Never
14. Continuous reviews on team process are scheduled to enable perfection.
 Always  Frequently  Sometimes
 Seldom Never
15. In course of regular project evaluation did u ever experience a stay in red zone?
o YES
o NO
o If yes what are the major changes that are made in the team to come back to
the safe zone. Mention any two:

1. ---------------------------------------------------------------------------------------------------

2. ---------------------------------------------------------------------------------------------------

16.Do you have time schedules and milestones to keep track of progress?

 Always  Frequently  Sometimes

 Seldom Never
17. How does your leader encourages you in handling all professional difficulties?

 Motivational speeches
 Through daily meetings & discussions
 By providing sufficient technical support
 Thorough monitoring and correcting(mentoring)

18. Feedback on Client's satisfaction is regularly examined and discussed among the
team members.

 Always  Frequently  Sometimes

 Seldom Never
19. A clear agenda is always maintained during team meetings.
 Always  Frequently  Sometimes
 Seldom Never

71
20. Co-operative learning is a critical factor in deciding the performance of a team.

 Always  Frequently  Sometimes

 Seldom  Never

21. Team member resources, talents, skills, knowledge, and experiences are fully
identified, recognized, and used whenever appropriate.

 Always  Frequently  Sometimes

 Seldom  Never

22. Work assignments are distributed fairly.

 Always  Frequently  Sometimes

 Seldom  Never
23. TASK NEDS, TEAM NEEDS and INDIVIDUAL NEEDS are balanced
during the progression of the project.

 Always  Frequently  Sometimes

 Seldom  Never

24. The Best performing individuals are recognized and rewarded in the team.

 Always  Frequently  Sometimes

 Seldom  Never

25. Overall, how satisfied are you with the spirit of teamwork.

 Dissatisfied
 Somewhat dissatisfied
 Neutral
 Very satisfied

72
73