User:Pradheeprajan

Introduction The success of today’s Indian organization depends on the people (members) who work there (e.g. success from Infosys, WIPRO, Tata and so on). The members have to work in groups and teams to achieve the organisations goal by focussing more on developing skills and co-operation between members. Organisations have realized teams are important in delivering value to its stakeholders. Each member within teams is distinctive in behaviour. The differences in psychological behaviour (attitude, personality, thinking styles) can be a source of conflict. Conflicts when handled in the right way, it builds trust, acceptance and good team bonding. This paper evaluates how team building is accounted, the basic requirement, leadership and group skill required to achieve the goals. Work Teams Vs Work Groups

“A work team generates positive synergy through coordination effort. Their individual efforts result in a level of performance that is greater than the sum of individual inputs” (Robbins and Judge, 2007, p.339). For example in the IT industry teams are composed of technical developers, testers, end-user testers, trainers, service desk, etc. Each member of the team can directly apply their experience, share knowledge and learn from colleagues. “A work group is a group that interacts primarily to share information and to make decisions to help each other group member perform within his or her areas of responsibility. In a work group there is no positive synergy that would create an overall level of performance that is greater than the sum of inputs” (Robbins and Judge, 2007, p.339). For example an organisations management group is composed of members from sales, marketing, operations, finance etc., (front line members are not involved) these members work toward the common goal of the organisation. Reasons for organisations to use team based structures Following are the reason why Indian organisations use team based structures: (1) to collectively achieve organisational goals (2) to provide the best product/services to customers (internal/external) (3) to create self awareness to members and (4) to create a good communication and value systems between members in turn with organisation. Lantz Gayle (2007) said that “A successful team-building process should be approached strategically, not as a one-time event hoping for the best. It should result in actionable ideas to help the team and organization achieve their goals. Continued learning, action, and reinforcement are critical” (p. 12-13). According to Hofsteade’s cultural frame work India scores high on collectivism which emphasis a tight social framework in which individuals expect other in groups of which they are a part to look after and protect them and on power distance the scores are less (Robbins and Judge, 2007, pp.125- 126). Organisations have realised the value of long term benefits of having teams in place. The following are the different teams organisations create: 1.	Problem-Solving Teams: These teams are created to solve a specific problem within a department/teams e.g. assembly line issue. After reaching the objective the teams are adjourned. 2.	Self-Managed Teams: These teams are groups of members created within the same department to achieve a common goal. Usually members perform highly related or independent jobs and take on responsibilities of their immediate supervisor. E.g. IT services and development teams. 3.	Cross-functional Teams: These teams are made up of members from various departments within the organisation to accomplish a task. e.g. new product development/launch. 4.	Virtual Teams: These teams use modern technology to interact with each other. They can include any member from the same organisation with employee from another organisation (suppliers). These teams face problems with less team member satisfaction as the personal face-to-face interaction doesn’t exist. A large number of Indian MNC’s use virtual teams to link their members deployed globally. Leadership and Group Skills Leadership plays an important role for teams to function effectively. The success of a team depends on the leader’s ability to perform his or her responsibility. Willing Paul said that (2004) “the leader must motivate, solve problems, and coach one-one one with team members as to enhance group skills” (p. 24-26). To drive successful team’s leaders must have the following based team structure. 1.	Selection of Members – Koning Susan (2001) said that “leaders should strategically select their team members” (p. 52). Not all people are team players and have effective interpersonal skills. In most of the IT companies leaders focus more on technical skills, leaders must also ensure the members satisfy team player requirement. This is the forming stage of the team; members should spend enough time in getting acquainted with each other. 2.	Defining Objectives with Focus - When members loose focus on objectives the leader must step in to clarify. Team leaders must communicate regularly with the team in an appealing manner; this would let the team members know on why certain decisions or activities are entrusted to the team. Leader may use a review on performance, a project plan to communicate to members at regular intervals. A clear explanation of the goals, vision and mission is to be explained in detail to the members before the project is kick started and reinforced from time to time. 3.	Training – Sharad Prashad (2003) said that “understanding the teams training requirement is vital for its success. At a minimum, training should involve a basic overview of team development” (p. 39-40). Leaders shall ensure sufficient training is provided to members in forms of boot camp, workshops, budding, mentoring, nomination for seminar’s etc. When training is provided the member goes through a learning process as a result he or she behaves or responds in a manner different from the way he formerly behaved (Robbins and Judge, 2007, p.53) this shows that learning has taken place. 4.	Measurement of results - Members of teams should know what require them to reach goals. "Measurement encompasses the assessment of performance and results achieved by individual employees, groups of employees or teams, and entire organizations. Measurement provides a way to determine what has been accomplished and can serve as a basis for deciding when those accomplishments deserve special recognition” (US Office of Personnel Management). Leaders and management groups jointly set unacceptable, successful and exceptional performance levels for teams and member within. 5.	Rewards & KRA – Most of the Indian organisations use a 360 degree appraisal method to map individuals KRA (Key Result Area) which is linked with reward review. Debbie Johnson (2000) said that “reward strategies should incorporate a team focus whereby motivates members to collectively achieve goals” (p. 44). The members KRA’s should be set in such a manner that the leader is able to meet his or her KRA. E.g. In high-end IT implementation various teams are rewarded right from the sales, pre-sales, solutions group to implementation teams. Conclusion There are many reasons why organisations need to use team based structures to achieve organisational goals. Building successful teams require strategy & focus, motivation and leadership. Members need to establish mutual trust among other member, leader and the management. In conclusion, most of the Indian MNC’s have a direct cost attached to there human resources (e.g. IT, Bio-Technology). It is an investment from the management since a majority of activities from teams that produce value for customers (internal/external) through out the organisation, having a team based structure helps companies to achieve short term and long term goals. 08:46, 18 September 2007 (UTC) END OF REPORT Pradheeprajan 08:46, 18 September 2007 (UTC)

References 1.	Robbins S.R, & Judge T.A. (2007). Organisational Behaviour, New Delhi: Prentice Hall. 2.	Lantz, Gayle (2007). Team Building Blocks and Breakthroughs. Human Resource Planning, 30, 12-13. Retrieved August 10, 2007, from EBSCO Business Source Elite database. 3.	Willing, Paul R. (2004). Leadership is more than Giving Orders. Nursing Homes: Long Term Care Management. 53, 24-26. Retrieved August 10, 2007, from EBSCO Business Source Elite database. 4.	Konig, S. (2001). The Branch as Team. On Wall Street, 11, 52. Retrieved August 15, 2007, from EBSCO Business Source Elite database. 5.	Prashad, S. (2003). Team training. CA Magazine, 136, 39-40. Retrieved August 17, 2007, from EBSCO Business Source Elite database. 6.	Johnson, D. (2000). There’s No 'I' In Team. American Printer, 225, 44. Retrieved August 17, 2007, from EBSCO Business Source Elite database. 7.	U.S. Office of Personnel Management. (2007). Performance Management: Measuring. Retrieved August 16, 2007, from http://www.opm.gov/perform/measure.asp

Other References

1.	Vebgel, Alen (2006). Lead Your Teams to Victory: the do's & don'ts of effective group leadership. Supervision. 67, 8-10. Retrieved August 10, 2007, from EBSCO Host research database. 2.	Nelson, Nicole A (2006). Leading Teams: Ten Top Tips. Defence & AT-L. 35, 26-29. Retrieved August 10, 2007, from EBSCO Host research database. 3.	Thamhain, Hans J (2004). Team Leadership Effectiveness in Technology-Based Project Environments. Project Management Journal. 35, 35-46. Retrieved August 10, 2007, from EBSCO Host research database.