User:Creativity1234/sandbox

CERTIFICATE OF AUTHENTICITY

This is to certify that the project titled-“A study of effective team building in relation to organizational culture and organizational climate in service industry in Delhi” is an original work submitted for the partial fulfillment of Post Graduate Diploma in Business Administration (PGDBA) program of Guru Gobind Singh Indraprastha University and the same has not been submitted to any other University or Institute for the award of any degree/diploma.

ACKNOWLEDGEMENT

It is not until you undertake a research study like the present one that you realize the massive efforts you have put in. You come to realize the selfless pains and goodwill of others that have helped you during this entire period of study. It gives me utmost pleasure, as well as a sense of satisfaction, to thank all who have made this enduring task possible.

First of all, I would like to thank the Almighty, for providing me enlightenment, inquisitiveness and sharp educational vision.

I would like to thank all the other persons who directly or indirectly helped me in completion of my project and provided me with correct and valuable guidance during the course of study

EXECUTIVE SUMMARY

Today’s workplace presents a world of challenges. The global economy is creating new markets, unprecedented opportunities and endless sources of competition. Revolutionary technologies promise superior products and services that require organizations to make choices that work for both customers and employees. Organizations are changing at a fast pace in order to meet the growing list of challenges which include: producing results that enable the organization to grow or survive in an environment where customers as well as their needs are changing, competition is rising, and need is felt for attracting and retaining qualified and committed employees.

What is an organization? An organization is a social arrangement which pursues collective goals, which controls its own performance, and which has a boundary separating it from its environment. The word itself is derived from the Greek word ὄργανον (organon) meaning tool. Organizational studies encompass the study of organizations from multiple viewpoints, methods, and levels of analysis, like that of Organizational Behaviour, Organizational Development, Organizational Climate, etc. Organizational Climate is developed by the organization, it reflects internal and external struggles, the type of people who compose the organization, the work processes, the means of communication and the exercise of authority within the individual organization.

Organizations are undergoing sea changes over the last decades as they step into the new digital world through the roads of globalization, privatization and modernization. Rapid advances in telecommunication networks have heralded a 24x7 Culture that emphasizes only on productivity. The work Climate too is important as people are no longer wedded to the organization and are searching for better opportunities. Thus Organizational Culture and Organizational Climate represent the underlying philosophy and summary perceptions of members of any organization respectively.

Organizations differ in their customs, traditions, in what is valued, their ideas, functions and how they operate. We might find it hard to make differences between organizations as we may be descriptive or evaluative in approach. Thus, there are organizational characteristics that help in understanding the organizations which exert strong influences on the organizational members, performance and overall effectiveness. Organizational Culture and Organizational Climate are important among them.

The global economy is creating new markets, unprecedented opportunities, and endless sources of competition. Organizations are changing at a fast pace in order to meet the growing list of challenges thrown open to them. We all know that each and every organization has its own characteristic culture and climate which determines its productivity as well as efficiency. The crux of all this is that human resource is the major fuel for running any organization which in turn determines the culture and climate of the organization.

APPROACHES TO TEAM BUILDING

There are several approaches to team building depending on the kind of conceptual framework one uses. Some of the approaches include:

•	Johari Window approach: According to this approach team building will involve helping individuals to take risk and frankly express their opinions and reactions, help them to accept feedback from others with enough opportunity to explore further, and increase their sensitivity to or perceptiveness needs and orientations. This can be done by developing a profile of the team based on the individual’s responses.

•	Role negotiation approach: Here, the members of the team share each other’s images and then list expectations of what they would like the other group to continue to do, for e.g. stop, reduce, start or increase doing something which will make one’s group more effective. Based on such expectations, negotiation between the two teams develops more and more collaboration between them, in the Indian context we may say, role contribution approach.

•	Teams Role approach: Belbin suggested eight ‘Team roles’ which people take (chairman or coordinator, shaper, monitor, evaluator, company worker, resource investigator, Team worker and complete finisher). Team building thus can be done by setting up effective teams and developing teams.

•	Behaviour modification approach: Team building can also be done by helping people to become more effective in their individual orientations. Collaboration depends on the individual’s orientation style and attitudes. According to this approach some instruments are used to help individuals to examine their styles and orientations and then increase their own effectiveness by modifying their behaviour. This is an important way of enhancing the individual’s potential for collaboration and team building.

•	Simulation approach- Team building can be attempted by creating artificial teams in which people have an opportunity to experiment and learn from their behaviour. Various games and exercises are used for this purpose. After people participate in such games, they discuss among themselves how the similar conditions operate back home and how they can use their learning from simulation to make their own team effective.

•	 Action research approach: In this approach, team building is done through several steps which are generally taken in action research or organizational development. Dyer (1987) has mentioned five stages: data strengthening, data analysis, action planning, implementation and evaluation. In this approach, diagnosis is done on the basis of questionnaire, interviews or observation.

•	Appreciative enquiry approach: Here, positive task and aspects are appreciated, including inspiring future dreams or goals and appreciating positive qualities in each other. This approach has become more popular for building collaborative effective teams.

References

Adair, John. (1986) Effective Team Building, New York: West Publishing Company.

Ahlawat Praveen and Thakur K. Praveen. (2007). Teacher’s Job Satisfaction Vis- a–Vis Organizational Climate: An Empirical Study With Special Reference to Private Professional Colleges in Western Haryana. M .M University Journal of Management Practices. Vol I. Issue Dec.University Publications.

Alasuutari Pertti. (1995) Researching Culture and Cultural Studies, London: Sage.

Alex Z.Kondra, Walid Belassi and Oya Icmeli Tukel. (2007). ‘New Products Development Projects: The Effects of Organizational Culture.’ Project Management Journal. Vol 38, No 4, 12 – 24. USA. Project Management Institute Publications

Brazzel M & Jones B. Brenda. (2006).The NTL Handbook of Organizational Development and Change: Principles and Perspectives. USA. Pfeiffer.

Chary T, Raj B.S, Sunder C.S & Rao Ramana. (2005). Organizational Climate – A Case Study of Bhadrachalam Paper Board Limited. Prestige Journal of Management and Research. Vol 9, No 2, October. Indore. Prestige Journal of Management and Research Publications. Glueck F William. (1980). Management. Illinois. The Dryden Press.

Gumport J Patricia. (2000). Academic Restructuring: Organizational Change and Institutional Imperatives. Higher Education Vol 39: No 1. 67 – 91. Netherlands. Kluwer Academic Publishers.

Gorard, Stephen. And Gumport, J. Patricia. (2000). Academic Restructuring: Organizational Change and Institutional Imperatives. Higher Education 39,1, 67 – 91. Occupational and Organizational Psychology. Vol 77. 193 – 216. UK. The British Psychological Society.

Schulte M, Ostroff C & Kinicki J Angelo. (2006). Organizational Climate Systems and Psychological Climate Perceptions : A cross Level Study of Climate – Satisfaction Relationships. Journal of Occupational and Organizational Psychology. Vol 79. pg 645 – 671. U.K. The British Psychological Society.

Srivastav K Avinash. (2006).Organizational Climate in Public Sector: An Empirical Study. Management and Change. Vol 10. No 2. IILM Institute for Higher Education.

Mescon H. Michael & Albert Michael. (1985) Management: Individual and Organizational Effectiveness, New York, Harper and Row Publishers.

Milley, Peter. (2002) Imagining Good Organizations: Moral Orders or Moral Communities? Educational Management and Administration, 30, 1, 47-64.

Neal M. Ashkansky, Celeste P.M. Wilderom & Mark .F. Peterson. (2000). Handbook of Organizational Culture and Climate, London: Sage

Srivastava, B.L. Kailash. (2001) ‘Organizational Culture and its relationship with performance and success: A study’, 5, 1, 47-59.

Srivastav K Avinash. (2006).Organizational Climate in Public Sector: An Empirical Study. Management and Change. 10, 2.

Swanson, A. Richard (2008) Seeing Scenarios, Advances in Developing Human Resources, 10, 2, 131- 141.

Vijayakumar, V.S.R. (2007) Management Styles, Work Values and Organizational Climate, Journal of Indian Academy of Applied Psychology, 33,2, 249- 260.

Yorks, Lyle., and Sauquet Alfonso. (2003) Team Learning and National Culture: Framing the Issues, Advancing in Human Resources, 5, 1, 7-25.

Zilwa de Deanna. (2007) ‘Organizational Culture and values and the adaptation of academic units in Australian Banks’, Higher Education, 54, 4, 557 – 574.