team mgt

CHAPTER - I

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INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION

Team management refers to techniques, processes and tools for organizing and

coordinating a group of individuals working towards a common goal i.e. a team. Team

building is basically the selection, development and collective motivation of a team. A

team is a group of people who are joined together with a common goal or objective.

Teams are most suitable for highly complex tasks. Team building has gained immense

popularity over the years and it is one of the most common exercises in the corporate

world.

. The research study conducted is descriptive in nature and the sample size used for

this study is 100. Both primary and secondary data are collected to meet the

requirements. For collecting the data, a structured questionnaire method is used as a

instrument. The questionnaire is based on the multiple choices, open ended and close

ended questions. The study is mainly based on the primary data were collected through

the structured questionnaire from the hundred sample respondents. In this study

percentage analysis, chi-square is used to interpret the data collected. And this study

reveals that the team management, also identified and relevant suggestion are given to the

team management in eQuadriga Software Pvt Ltd

1.2 STATEMENT OF THE PROBLEM

The study on team management in eQuadriga Software Pvt Ltd, Trichy is to know

the team based skills like team formation, interpersonal communication among the team

members and coordination in the team and find whether the organization give any

mentoring practices to increase the motivation level of the team and analyze how the

management tackle conflict among the team members and how the team ethics can be

followed in the organization.

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1.3 OBJECTIVES

To study the team based skills like team formation, interpersonal communication

among the team.

To study the problem tackling among the team members and coordination levels

in the team.

To assess the Goal achievement and decision making in the team.

To know the mentoring practices handled in an organization regarding team

management

To understand Confidentiality among team members.

To analyze the Motivation levels of the team.

To identify the Team ethics followed in an organization.

1.4 NEED OF THE STUDY

This study is required to know the present team management system at

eQuadriga software. A team must be managed effectively to expect the best from

the team members. The team leader plays an essential role in managing his team

well. Team work and Team Building are essential to make the organization a

better place to work. Employees are the assets of every organization and its

success is directly proportional to the hard work every employee puts in. All

aspects related to team management system will be studied and analyzed.

1.5 SCOPE OF THE STUDY

An increasing number of organizations are working on improved ways to manage

a team in order to increase productivity and eventually lead to the growth of the

organization. With knowledge based competence becoming more valued and necessary,

high competent resources become an increasingly important investment for any thriving

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business. Proper team management is important in facilitating and maximizing return on

investment.

Team management system need to focus on employee growth and inculcate the sense of

greater commitment to organizational goals, improve overall confidence, allow honest

and open communications and creating a preferred leadership style and thereby creating a

new value for the client.

1.6 RESEARCH METHODOLOGY

Research is a systematic quest for undiscovered knowledge. It is a

combination of both experience and reasoning and is regarded as the most

successful approach to discover knowledge. Thus it is a systematized effort

(planned, organized with a specific goal). The discovery and creation of

knowledge therefore lies at heart of research.

The purpose of research is to discover answers to questions through the

application of scientific procedures. It helps to portray accurately the

characteristics of a particular individual, situation or a group.

Research methodology is a way to systematically solve the research

problems by logically adopting various steps. It aims to describe and analyze

methods, throw light on their limitations and resources, clarify their pre-

suppositions and consequences relating their potentialities to the twilight zone at

the frontier of knowledge. Research methodology includes the various steps that

are generally adopted by a researcher in studying the research problem along with

the logic behind them

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Type of research – Descriptive research

Descriptive research involves describing the characteristics of a particular

situation, event or case. This is a descriptive study that focuses on the team

management and the factors that team management at eQuadriga

1.7 SAMPLING DESIGN

1. Universe - The universe for the present study includes 125 employees who are

working in all departments in eQuadriga

2. Sampling Method - Simple random sampling

Various strategies can be used to collect quantitative data. However in this study simple

random sampling was carried out. This is because aim of the study is to measure

variables distributed in a population i.e., eQuadriga.

3. Sample Size

The sample size taken is 75 employees who are working in all departments in

eQuadriga

1.8 SAMPLING TECHNIQUES USED FOR ANALYSIS

1. The data was collected systematically, processed and analyzed depending on

the distribution of data.

2. First the socio-demographic characteristics of the respondents were analyzed

and the percentage of the various characteristics present in the respondents was

calculated.

3. Comparison of socio-demographic characteristics of respondents was made

with the team management procedure and the factors which influence it.

Statistical techniques like, percentage analysis ,chi square and weighted

average were used to make this comparison

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Scoring procedure

The scoring is done in five point scale techniques as mentioned below

1. Strongly Agree

2. Agree

3. Neutral

4. Disagree

5. Strongly Disagree

1.9 SOURCES OF DATA COLLECTION

The method of data collection adopted for the study is primary and secondary data. The

primary data Collected is through questionnaires, which was collected from individuals

from the study area. The secondary data was collected from published books, journals

and websites

1.10 STATISTICAL TOOLS EMPLOYED

Simple percentage analysis method

Chi-square method

Weighted average method

1. Simple percentage analysis method

Percentage is often used in data presentation for they simplify numbers

reducing all of them to a 0-100 range. Through the use of percentage, the data are

reduced into the standard form with base equal to 100.

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Percentage=number of responses/total * 100

2. Chi-square method

The chi-square test is one of the simplest and most widely used non-

parametric tests in statistical work; It makes no assumptions about the

population being sampled. The quantity chi-square describes the magnitude of

discrepancy between theory and observation, i.e., with the help of chi-square

test we know whether a given discrepancy between theory and observation can

be attributed to chance or whether it results from the inadequacy of the theory

to fit the observed facts. If chi-square is zero, it means that the observed and

expected frequencies completely coincide. The greater the value of chi-square,

the greater would be the discrepancy between observed and expected

frequencies. The formula for computing chi-square is:

X² = ∑﴾ O- E ﴿²

─────

E

Where,

O - The frequencies observed

E- The frequencies expected

∑- the ‘sum of’

3. Weighted Average Method

Scoring pattern of the ranking attributes is

Strongly agree = 1

Agree = 2

Neutral = 3

Disagree = 4

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Strongly Disagree = 5

Formula:

W1*X1+W2*X2+W3*X3+W4*X4+W5*X5

W1+W2+W3+W4+W5

Where,

W1- Weight of the first favorable response (Say 5)

W2- Weight of the second favorable response (say 4)

W5 -Weight of the third favorable response (say 3)

W4 - Weight of the fourth favorable response (say 2)

W5 - Weight of the fifth favorable response (say 1)

X1- First favorable response

X2- Second favorable response

X5 - Third favorable response

X4 - Fourth favorable response

X5 - Fifth favorable response

1.11 PERIOD OF THE STUDY

The period of the study is 3 months from Feb 2013 to April 2013

1.12 GEOGRAPHICAL AREA COVERED

The aim of the study is to measure variables distributed in population i.e.,

eQuadriga `Software Private ltd. and to test the hypotheses about which factors are

contributing significantly to team management The geographical area covered is

restricted to the employees working at eQuadriga Software Pvt ltd.

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1.13 HYPOTHESIS

1. There is no significant relationship between income per annum of the

respondents and satisfaction on present salary structure

2. There is a significant relationship between experience of the respondents and

conflict arise due to difference in values

3. There is a no significant relationship between designation of the respondents and

reward recognition in their organization

1.14 LIMITATION OF THE STUDY

Coverage - The study is micro in nature and data were collected only from 75

Confidentiality- Respondents at certain locations or work places were hesitant to reveal

certain information due to fear of their management.

1.15 CHAPTER SCHEME

CHAPTER I – Introduction And Design Of The Study

CHAPTER II – Review And Previous Studies

CHAPTER III – Theoritical Framework Of Team Management

CHAPTER IV – Profile Of Equadriga Software Pvt Ltd Trichy

CHAPTER V – Analysis And Interpretation

CHAPTER VI – Findings,Suggestion And Conclusion Of The Stud

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CHAPTER II

REVIEW AND PREVIOUS STUDIES

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1. A number of ‘competencies’ to become a successful team member in health

professions learning and practice have been identified in literature. From a management

perspective, a competency is defined as a “cluster of knowledge, skills and attitudes”

(Parry, Research on teamwork competencies in healthcare,1998).

2. Educational competencies identified in the literature on teamwork in healthcare are

either the ‘curriculum outcomes’, or the ‘knowledge, skills and attitudes’ that are their

‘enablers ‘for effective team performance; common commitment and purpose,

performance goals, complementary skills, and mutual accountability.

3. STEVENS AND CAMPION (1994) categorize the knowledge, skills and abilities

required for teamwork as interpersonal (conflict resolution, collaborative problem

solving, communication) and self-management (goal setting and performance

management, and planning and task coordination) competencies. These competencies are

similar to the healthcare related teamwork competencies described below. Parallel to

these developments, team performance has been extensively studied in high reliability

contexts such as aviation, nuclear power plants and military teams. These researchers

have identified competencies and developed frameworks and taxonomies (table 1) in

constructing and validating teamwork measures.

(Fleishman & Zaccaro, 1992; Dickinson & McIntyre, 1992; Brannick et al., 1995).

A systematic literature review on medical team training literature by Baker et al. (2005a)

summarizes these competencies as knowledge (shared task models, situational awareness,

teammate characteristic familiarity, knowledge of team goals and task specific

responsibilities); skills (monitoring, adaptability, backup behaviour, team leadership,

conflict resolution, feedback, closed-loop communication) and attitude (team orientation,

collective efficacy, shared vision, team cohesion, mutual trust, importance of teamwork)

competencies.

In 2008, Salas, Cooke, Rosen, writes on an Integrative review of the literature on

Teaming. 8 discoveries and 5 challenges, more than 130 models and frameworks of team

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performance were identified. Core concepts include input-output framework, multilevel

and dynamic nature of teams, team members engage in both individual task work and

teamwork processes. Emphasized importance of shared cognition, effectiveness of team

training, factors that influence team performance, the multidisciplinary nature of team

research and theory, need for better measures of teamwork processes and team

effectiveness

In 2007 McCallin, Bamford writes on team work in Nursing, Australia. He says there is a

need to examine team processes as well as team effectivness. Emotional intelligence as

model for examination of team processes was proposed Dysfunctional team members,

avoidance of confrontation, need for members to "fit: the team, need for trust-building,

communication a priority, leaders set the tone.

In 2005,Mckan writes about teamwork in Healthcare ,Australia. Theory development

article on effective healthcare teams describes examination of teamwork and a

Constructivist approach to development of a model. Participants in study were 15

doctors, 10 nurses, 7 administrators, and 7 allied health professionals. 6 categories were

identified which were conceptually linked across 4 emerging themes (team environment,

team structure, team processes, and individual contribution). 4 stage guide for reflective

analysis and team development was developed.

Mickans and Rodger (2005), p. 365.

!n 1999, Saavedra, Van Dybe writes about a research study on social exchange,

emotional investment, and group performance. Sample was 28 work groups consisting of

134 individuals (undergraduate students). It was found that emotional investment was key

variable in prediction of group effectiveness, along with costs, rewards.

In 1999 Wheelan, Burchill write about Wheelan's model of group development (similar

to traditional models). A 60-item questionnaire was developed with 4 scales and 15

items per scale. It was tested on 14 units (teams) and it was found that lower scores on

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dependency and inclusion and lower scores on conflict and counter dependency were

associated with higher levels of group productivity across settings.

Many articles in the business literature provide suggestions for effective teams that are

based on traditional models of teamwork and leadership that may or may not be

supported by evidence. Expert opinion is a major source of much of this literature.

Consultant Jean Lloyd (2009) advises these rules for being a team player: appreciate your

teammates, reach out to help others, confront conflicts face to face, stay focused on the

team goal instead of your own glory, communicate, and treat all team members as equals.

She offers this team-building advice for managers: empower employees, focus on results,

pay for performance, recognize individuals, and set guidelines. Timothy Brady (2009)

advises teams to: understand responsibilities, have common goals, deal with change, deal

with conflict, share information, share ideas, perform team maintenance, use direct

communications, and develop trust.

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CHAPTER - III

THEORITICAL FRAMEWORK

3.1 INTRODUCTION

Management is vital if we expect our work to be effective. A job goes through several

activities and cycles between when it comes through the door and leaves as a nice shiny

finished package; and effective management needs to be in place at each stage for the

product to be completed on time, to a high standard and within the budget. Time and

project management are not the only things to consider, though. Just as important are

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bringing a team in line with the company’s objectives and motivating the team so that it

truly wants the outcome of its creativity to be successful.

Team management refers to techniques, processes and tools for organizing and

coordinating a group of individuals working towards a common goal—i.e. a team. Team

building is basically the selection, development and collective motivation of a team. A

team is a group of people who are joined together with a common goal or objective.

Teams are most suitable for highly complex tasks. Team building has gained immense

popularity over the years and it is one of the most common exercises in the corporate

world.

Organizations that maximize success embrace the concept of "Team Leadership" and

their managers are skilled at leading group problem-solving sessions maximizing

collaboration across all functional units. This feeling of mutual respect, trust and maturity

becomes the foundation for teamwork and problem solving.

3.2 DEFINITION OF A TEAM

A team is a group of individuals, all working together for a common purpose. The

individuals comprising a team ideally should have common goals, common objectives

and more or less think on the same lines. Individuals who are not compatible with each

other can never form a team. They should have similar if not the same interests, thought

processes, attitude, perception and likings.

3.3 DEFINITION OF TEAM BUILDING

Team building refers to the various activities undertaken to motivate the team members

and increase the overall performance of the team.

3.4 DEFINITION OF TEAM MANAGEMENT

Team management refers to the various activities which bind a team together by bringing

the team members closer to achieve the set targets. For the team members, their team

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must be their priority and everything else should take a back seat. They should be very

focused on their goals.

3.5 FACTORS OF A TEAM

Team members

The team members must complement each other. All team members should help each

other and work in unison. Personal interests must take a back seat and all of them must

deliver their level best to achieve the team objective. Team members must not argue

among themselves or underestimate the other member.

Team Size

The team size depends on the complexity of the task to be accomplished. Ideally a team

should consist of 7-10 members. Too many members also lead to confusions and

misunderstandings.

3.6 TEAM DEVELOPMENT STAGES

Stage 1: FormingDuring this stage, group members may be anxious and adopt wait-and-see attitude. They

will be formal towards each other. There would be no clear idea of goals or expectations.

This is the stage where the team needs to write its own charter or mission statement as

well as clarify goals. The most important thing here is that goals must have a personal

buy-in.

Stage 2: Storming

During this stage, team members are eager to get going. Conflict can arise as people tend

to bring different ideas of how to accomplish goals. At this time, they notice differences

rather than similarities. This leads to some members dropping out mentally or physically.

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Stage 3: Norming

This stage is when people begin to recognize ways in which they are alike. They realize

that they are in this together. Hence, they tend to get more social and may forget their

focus in favor of having a good time. This is the time to help with training if applicable. It

becomes important to encourage them in order to feel comfortable with each other and

with systems. Also, the group needs to stay focused on goal.

Stage 4: performing

This stage is when team members are trained, competent, as well as able to do their own

problem-solving. At this time, ways need to be looked at in order to challenge them as

well as develop them. The team is mature now. The members understand their roles and

responsibilities. They would require more input in processes. The members would be

self-motivated as well as self-trained.

3.7 CHARACTERISTICS OF AN EFFECTIVE TEAMEach team member participates actively and positively in meetings as well as

projects..This is shows a person’s commitment as well as understanding towards

a project.

Communication is vital for achieving successful completion of any project.

Individual members have thought about creative solutions to the team’s

problem. Thinking out of the box is vital in today’s economic scenario.

Everyone takes the initiative in order to get things done. There is no concept of

passing the buck. This is an indication of clear communication leading to

understanding of indivi`dual responsibilities.

Everyone has to be supportive of the project as well as of others. A team is one

unit. Unless these cohesive forces are there, the team will never be able to work

efficiently enough.

Team decisions are made by using organized as well as logical methods.

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3.8 TYPES OF TEAMS

Major types of teams are

1 Operational teams

2 Service teams

3 Cross-functional team

1. Operational teams

Operational teams may be defined as permanent groups of workers with a range

of skills organised to produce a product either for internal or external customers.

In some instances the team has complete responsibility for converting raw

material into a finished product. Alternatively a team's 'product' may involve

completion of a segment of the production process. Many different names are

given to operational teams, including primary teams, shop-floor teams,

autonomous work groups, cells or cellular teams and self-managed teams.

2. Service teams

In manufacturing organisations service teams commonly comprise maintenance,

administrative and clerical staff and provide support to production areas. In

commercial and service organisations teams are likely to be based on the need to

service a particular client or group of clients or to provide a particular product or

service to a wide range of clients.

3. Cross-functional teams

Cross-functional teams are made up of representatives from various functions and

disciplines. They tend to be set up to look at particular problems or issues either on a

part-time basis or full-time for a fixed duration. Issues commonly dealt with by cross-

functional teams are quality improvement and product development. They are made

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up of representatives from various functions and disciplines. Frequently members of

cross-functional teams will also be members of other teams.

Other types of teams1. Permanent teams- These teams perform on a permanent basis and are not dissolved

once the task is accomplished. Let us understand the concept with an example.

2. Temporary teams - Unlike permanent teams, temporary teams loose their

importance, once the task is accomplished. Such teams are usually formed for a

shorter duration either to assist the permanent team or work when the members of the

permanent team are busy in some other project.

3. Task Force - Such teams are formed for a special purpose of working on any specific

project or finding a solution to a very critical problem.

4. Committee - Committees are generally formed to work on a particular assignment

either permanently or on a temporary basis. Individuals with common interests, more

or less from the same background, attitude comes together on a common platform to

form a committee and work on any matter.

5. Organization/Work Force - Such groups are formed in organizations where team

members work together under the expert guidance of leader. A leader or a supervisor

is generally appointed among the members itself and he along with his team works

hard to achieve a common goal

6. Self Managed Teams - Self Managed Teams consist of individuals who work

together again for a common purpose but without the supervision of any leader. Here

as the name suggests every individual is accountable for his individual performance

3.9 IMPORTANCE OF TEAM AND TEAM WORK

Teams are formed when individuals with a common taste, preference, liking, and attitude

come and work together for a common goal. Teams play a very important role in

organizations as well as our personal lives.

“Coming together is a beginning. Keeping together is progress. Working together is

success-Henry Ford”

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The above proverb by Henry Ford can very well highlight the importance of working

together in teams.

Every employee is dependent on his fellow employees to work together and contribute

efficiently to the organization. No employee can work alone; he has to take the help of

his colleagues to accomplish the tasks efficiently.

Team work is essential in corporate for better output and a better bonding among

employees.

No organization runs for charity.

Tasks are accomplished at a faster pace when it is done by a team rather than an

individual

Team work is also important to improve the relations among the employees.

Team members can also gain from each

3.10 TIPS FOR PROFESSIONALS TO BE A GOOD TEAM MEMBER

A team member must avoid playing blame games or dirty politics at the

workplace.

A professional must develop the habit of using planners and organizers at work to

set reminders against the desired date and time

An individual must be transparent with his colleagues

Adopt a friendly attitude at work

Be a good communicator.

One has to be disciplined at work

Take care of your dressing also.

A team member should be organized

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3.11 TEAM SPIRIT

Team spirit is nothing but a combination of high energy and synergy. It is the willingness

and the ability to work in an interdependent fashion where one team member needs to

rely on other members to accomplish his or her work or to achieve the goals of the team

without having to worry about the recognition for the work done. In order to build a great

team spirit, the following factors are essential:

1 Transparent communication,

2 Decision – making capabilities,

3 Defined roles and responsibilities,

4 Effective leadership

5 Robust reward and accountability system for individuals and the team

3.12 BARRIERS OF EFFECTIVE TEAM BUILDING

When individuals give priority to their personal interests than work, the team

suffers.

Individuals not being clear about the team’s goal and their roles and

responsibilities in the team also create problems in effective team building.

The roles and responsibilities must be designed according to the team member’s

interest, educational qualification and specializations.

Lack of discussions is again a barrier to effective team building Poor

communication is also one of the barriers to effective team building. Lack of

discipline and punctuality also create problems in team

3.13 CONCLUSION

Team working is not a finite project but a process of continuous improvement and

innovation. In order to achieve high performance, teams require regular changes

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and challenges. These may include: changes to team personnel; new tasks; re-

examining the contribution the team makes to the overall business aims.

The concept of autonomous teams may be misleading as teams will always be

answerable to management and rely on the provision of resources and other

support. Nevertheless one of the best ways to ensure that teams continue to

develop is to move towards self-regulation - an important way of monitoring the

progress of teams is to assess the level of dependence on management. It is for

management to encourage progress by helping the teams develop greater

independence.

CHAPTER IV

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PROFILE OF EQUADRIGA SOFTWARE PVT LTD, Trichy

4.1 ABOUT EQUADRIGA

EQuadriga group started its operations in the year 2000 through the incorporation of

eQuadriga Software Pvt. Ltd., the first MNC in Trichy, with its Head quarters in

Germany. The other group companies are

EQuadriga Finishing School

EQuadriga ITES

EQuadriga Placement Services

EQuadriga was started to cater to the software development needs of the Klett Group,

Germany. In October 2003, eQuadriga software was acquired by GFT Technologies,

Germany and became their offshore development centre. In March 2008, eQuadriga

again became independent to explore new markets and GFT still continues as a

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shareholder in eQuadriga. Starting from its initial days, eQuadriga has been catering to

the European market and hence, "Delivery on Time, Delivery with Quality" has been the

mantra which has brought the company to where it stands today.

EQuadriga software was established to provide seamless, innovative Information

Technology Solutions for business organizations across wide range of verticals. The

company offers business and technology solutions of highest standard that helps business

organizations to realize the benefits of Information Technology,

Along with the technology solutions & services, we bring in the best global business

practices, proven methodology, world-class quality processes and domain expertise that

best suit the needs of local business communities. We strive to assist our customers to

reach their goals, to improve the quality of their businesses, provide measurable ROI

through operational efficiencies, and increase customer satisfaction

Vision:

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To become a “Complete solution provider” in the field of software development,

thereby enabling ourselves to deliver innovative and customized solutions to our clients

which adds value to their portfolio.

Mission:

To create a culture of excellence that delivers high end software solutions with a

commitment to total customer satisfaction and employee morale, striving to attain the

highest standards in the quality of deliverables and motivation of employees.

4.2 EQUADRIGA PEOPLE

The success of our company rests purely on our people. They are the reason for the high

quality services and products which we commit to deliver. Specialists from the fields of

technology, business, strategy and design form the nucleus of our competence.

The secret of our success is the diversity of our staff. Their diverse experience,

knowledge, creativity and personality allow us to promote our customers' business with

innovative solutions. We have integrated this conviction into our company culture which

is based on all around openness, mutual respect, shared responsibility and comprehensive

personal growth and development.

4.3 EQUADRIGA CAREERS

The Best in Technology and the Best in Experience

With us you will get to work on challenging projects at the fore front of technology. With

the best of hardware at your finger tips and a seasoned team of professionals at the helm,

there is nothing to hold you back from discovering your talent.

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Work Culture

Our great work culture rewards hard work, innovative ideas and true out of the box

thinking. We provide for a creative and inspiring atmosphere for the exploration of your

true potential. We take good care of our own and thus create a top class team responsible

for the innovative products.

Education and Training

We firmly believe that the process of education is a never ending one. Our work

involves countless bouts of innovation and we constantly adapt to the new technologies

in our fields. Our extensive training programs ensure that all are abreast with the latest in

their spheres of specialization.

Financial and Remuneration

We reward performance and the members of the team share the financial rewards of

their projects with a well entrenched system of Pay-for-Performance.

4.4 EQUADRIGA PROCESS METHODOLOGY

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4.5 ORGANIZATION CHART

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EQuadriga Software

Chairman and Managing Director

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Project Manager

Project Leader Project Leader Test Leader

Analyzers Developers Testers

CHAPTER V

ANALYSIS AND INTERPRETATION

Table 5.1

Gender of the Respondents

S.NO GENDER FREQUENCY PERCENT

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1 Male 56 75

2 Female 19 25

Total 75 100

Source: primary data

Interpretation: From the above table 2.3.1 regarding Gender of the respondents it is found that 75%

of the respondents are Male and 25% of the respondents are Female

Majority of the respondents are male

Chart 5.1

Gender of the Respondents

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Table 5.2

Age of the Respondents

31

S.NO AGE FREQUENCY PERCENT

1 Below 25 years 10 13.

2 25-30 years 35 47

3 30-35 years 19 25

4 Above 35 years 11 15

Total 75 100


Interpretation:

From the above table 2.3.2 regarding age of the respondents it is found that 13% of

the respondents are belongs to the age of below 25 years, 47% of the respondents are

belongs to the age of 25-30 years, 25% of the respondents are belongs to the age of

30-35 years and 15% of the respondents are belongs to the age of above 35years

Majority of the respondents are belongs to the age of 25-30 years.

Chart 5.2

Age of the Respondents

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Table 5.3

Marital Status of the Respondents

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S.NO MARITAL STATUS FREQUENCY PERCENT

1 Married 39 52.

2 Unmarried 36 48

3 Total 75 100


Interpretation:

From the above table 2.3.3 regarding marital status of the respondents it is found

that 52% of the respondents are Married and 48% of the respondents are Unmarried.

Majority of the respondents are Married

Chart 5.3

Marital Status of the Respondents

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Table 5.4

Educational qualification of Respondents

35

S.NOEDUCATIONAL QUALIFICATION FREQUENCY PERCENT

1 Graduate 21 28.

2 Post Graduate 54 72.

3 Total 75 100


Interpretation: From the above table 2.3.4 regarding Educational Qualification of the

respondents it is found that 28% of the respondents are Graduates and 72% of the

respondents are Post Graduates.

Majority of the respondents are Post Graduates.

Chart 5.4

Educational qualification of Respondents

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Table 5.5

Designation of the Respondents

37

S.NO DESIGNATION FREQUENCY PERCENT

1 Junior .associate 23 31

2 Associate 26 35

3 Senior Associate 18 24

4 Project lead 8 10

5 Total 75 100


Interpretation:

From the above table 2.3.5 regarding Designation of the respondents it is

found that 31% of the respondents are Junior Associates, 35% of the respondents are

Associates, 24% of the respondents are Senior Associates and 10% of the respondents are

Project Lead .

Majority of the respondents works under the Designation of Associates. .

Chart 5.5

Designation of the Respondents

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Table 5.6- Experience of the Respondents

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S.NO EXPERIENCE FREQUENCY PERCENT

1 less than 1 year 10 13

2 1-3 years 17 23

3 3-5 years 19 25

4 Above 5 years 29 39

5 Total 75 100


Interpretation:

From the above table 2.3.6 regarding Experience of the respondents it is found that

13% of the respondents having the Experience of less than 1 year, 23% of the respondent

having the Experience of 1-3 years, 25% of the respondents having the Experience of 3-5

years and 39% of the respondents having the Experience of above 5 years

Majority of the respondents having the Experience of above 5 years.

Chart 5.6

Experience of the Respondents

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Table 5.7

Income of the Respondents

41

S.NOINCOME PER

ANNUM FREQUENCY PERCENT

1 less than 1 lakh 18 25

2 1-3 lakhs 37 49

3 3-5 lakhs 10 13

4 above 5 lakh 10 13

5 Total 75 100


Interpretation:

From the above table 2.3.7 regarding Income of the respondents it is found that

25% of the respondents getting the Income of less than 1 lakhs,49% of the respondents

getting the Income of 1-3 lakhs,13% of the respondents getting the Income of 3-5 lakhs,

and 13% of the respondents getting the Income of above 5 lakhs,

Majority of the respondents getting the Income of 1-3 lakhs per annum.

Chart 5.7

Income of the Respondents

42

Table 5.8

Coordination in the Team

43

S.no Factors Strongly Agree

Agree Neutral Disagree Strongly Disagree

Total

1Team members know each other’s point of view

4

(5.33)

54

(72)

9

(12)

8

(10.67) 0

75

(100)

2Good understanding of each other’s abilities

5

(6.67)

52

(69.33

15

(20)

3

(4) 0

75

(100)

3Team members show initiative

5

(6.67)

37

(49.33)

26

(34.67)

7

(9.33) 0

75

(100)

4Team members feel free to express difference in opinion

5

(12)

37

(49.33)

25

(3.33)

8

(10.67) 0

75

(100)

5Understanding the Personal values

9

(12)

46

(61.33

17

(22.67)

3

(4) 0

75

(100)

Total

28 226 92 29 0 375


Interpretation:

1. From the above table 2.3.8 regarding coordination in the team it is found that

5% of the respondents are strongly agree,72% of the respondents agrees that Team

44

members know each other’s point of view,12% of the respondent gives the neutral

opinion,11% of the respondents are disagree and there is no opinion for strongly disagree.


7% of the respondents are strongly agree,69% of the respondents agree that Good

understanding of each other’s abilities,20% of the respondents gives the neutral



7% of the respondents are strongly agree,49% of the respondents agree that Team

members show initiative,35% of the respondents give the neutral opinion,9% of the

respondents are disagree and there is no opinion for strongly disagree.


12% of the respondents are strongly agree,50% of the respondents are agree that, Team

members feel free to express difference in opinion,3% of the respondents gives the

neutral opinion,11% of the respondents are disagree and there is no opinion for strongly

disagree.


12% of the respondents are strongly agree,61% of the respondents agree that team

members Understand the Personal values,23% of the respondents give the neutral


Table 5.9

Getting Along with the Team

45

S.NOFactors FREQUENCY PERCENT

1 Very Good 18 24

2 Good 38 51

3 Satisfactory 19 25

4 Bad 0 0.

5 Very Bad 0 0

6 TOTAL 75 100


Interpretation:

From the above table 2.3.9 regarding getting along with the team leader and team

members it is found that, 24% of the respondents are from very good category,51% of

the respondents are from good category,25% of the respondents are at the satisfactory

level and there is no opinion for bad and very bad category

Majority of the respondents gives that getting along with the team leader and

team members is good

Chart 5.8

Getting Along with the Team

46

Table 5.9

Achieving goals through teamwork

47



Total

1Team expects to be successful in achieving its goal

21

(28)

53

(70.67)

1

(1.33)

0 0 75

100

2Members agree with the group’s goal

18

(24)

42

(56)

13

(17.33)

2

(2.67)

0 75

100

3There is not much discussion about team goals

5

(6.67)

10

(13.33)

23

(30.67)

29

(38.67)

8

(10.67)

75

100

4The team’s objectives are being achieved

9

(12)

53

(70.67)

12

(16)

1

(1.33)

0 75

100

5Individual commitment to group goals and

13

(17.33)

43

(57.33)

17

(22.67)

1

(1.33)

1

(1.33)

75

100

6 Total 66 201 66 33 9 375


Interpretation:

48

1. From the above table 2.3.10 regarding achieving goals through teamwork it is

found that 28% of the respondents are strongly agree,71% of the respondents are agree

that Team expects to be successful in achieving its goal,2% of the respondents gives the

neutral opinion and there is a least opinion for disagree, strongly disagree.


found that 24% of the respondents are strongly agree,56% of the respondents agree that

Members agree with the group’s goal,18% of the respondents gives the neutral



found that 7% of the respondents are strongly agree,13% of the respondents agree, 31%

of the respondents give the neutral opinion,39% of the respondents are disagree that

There is not much discussion about team goals and 10% of the respondents gives strongly

disagree.



The team’s objectives are being achieved,16% of the respondents gives the neutral




Individual commitment to group goals and,23% of the respondents gives the neutral

opinion and there is a least opinion for disagree, strongly disagree.

Table 5.10

Appreciation of Teamwork by top management

49

S.NO FACTORS FREQUENCY PERCENT

1 Yes 51 68

2 No 24 32

3 Total 75 100


Interpretation:

From the above table 2.3.11 regarding Appreciation of teamwork by top

management it is found that 68% of the respondents gives that top management

appreciate the teamwork and 32% of the respondents gives that the top management does

not appreciate the teamwork.

Majority of the respondents gives that top management appreciate the teamwork

Chart 5.10

50

Appreciation of Teamwork by top management

Table 5.11

Conflict among Team members

51



Total

1Conflicts are due to differences in values 0

33

(44)

30

(40)

11

(14.67)

1

(1.33)

75

100

2Conflict is dealt with openly 0

41

(54.67)

28

(37.33)

6

(8)0

75

100

3Conflict arise due to misunderstanding 0

15

(20)

56

(74.67)

4

(5.31)0

75

100

4Conflict arise due to poor communication 0

14

(18.67)

53

(70.67)

8

(10.66)0

75

100

5Conflict arise because of partiality 0

23

(30.67)

44

(58.67)

8

(10.66)0

75

100

6 Total 0 126 211 37 1 375


Interpretation:

52

1. From the above table 2.3.12 regarding conflict among team members it is

found that 44% of the to respondents agree that Conflicts are due differences in values

40% of the respondents gives the neutral opinion,15% of the respondents are disagree and

there is a least opinion for strongly disagree.

2. From the above table 2.3.12 regarding conflict among team members it is found

that 55% of the respondents agree that Conflict is dealt with openly,37% of the

respondents gives the neutral opinion,8% of the respondents are disagree and there is no

opinion for strongly disagree.


found that 20% of the respondents agree,75% of the respondents are moderately agree

that Conflict arise due to misunderstanding,6% of the respondents are disagree that and

there is a least opinion for strongly disagree.



that Conflict arise due to poor communication ,11% of the respondents are disagree and

there is no opinion for strongly disagree.



that Conflict arise because of partiality and11% of the respondents are disagree and there

is no opinion for strongly disagree.

Table 5.12

Motivation level of the Team

53



Total

1Team encourages innovation

17

(22.66)

54

(72)

2

(2.67)

2

(2.67)0

75

100

2

Leader is relied upon to give direction and motivation

9

(12)

53

(70.67)

12

(16)

1

(1.33)0

75

100

3Reward recognition help us work effectively

27

(36)

42

(56)

6

(8)

00

75

100

4Each team member motivation is essential for the output

12

(16)

47

(62.47)

16

(21.33)

00

75

100

5Top management appreciate team for best result

6

(8)

36

(48)

28

(37.33)

5

(6.67)0

75

100

6 Total 71 232 64 8 0 375


Interpretation:

54

1. From the above table 2.3.13 regarding motivation level of the team it is


Team encourages innovation,3% of the respondents gives the neutral opinion and 3% of

the respondents gives disagree.

2. From the above table 2.3.13 regarding motivation level of the team it is found

that 12% of the respondents are strongly agree,71% of the respondents agree that Leader

is relied upon to give direction and motivation,16% of the respondents gives the neutral

opinion,


that 36% of the motivation level of the respondents are strongly agree,56% of the

respondents agree that that Reward recognition help us work effectively,8% of the

respondents gives the neutral opinion,


that 16% of the respondents are strongly agree,63% of the respondents agree that Each

team member motivation is essential for the output,31% of the respondents gives the

neutral opinion,


that 8% of the respondents are strongly agree,48% of the respondents agree that Top

management appreciate team for best result,37% of the respondents gives the neutral

opinion and 6% of the respondents are strongly disagree

Table 5.13

55

Workload in the Team

S.NO WORKLOAD FREQUENCY PERCENT

1 Overload 18 24

2 Moderate 36 48

3 Under load 1 1

4 Optimal 20 27

5 Total 75 100


Interpretation:

From the above table 2.3.14 regarding workload in the team it is found that 24%

of the respondents feels that overload, 48% of that respondents feels that workload is

moderate and 27% of the respondents feels that workload is optimal

Majority of the respondents feels that workload in the team is moderate

Chart 5.13

56

Workload in the Team

Table 5.14

57

Satisfied with the present salary structure


1 Highly Satisfied 0 0

2 Satisfied 47 62

3 Neutral 26 35

4 Dissatisfied 2 3

5 Highly Dissatisfied 0 0

6 TOTAL 75 100


Interpretation:

From the above table 2.3.15 regarding satisfaction of present salary structure it is

found that 62% of the respondents are satisfied with the present salary structure,35% of

the respondents are moderately satisfied with the present salary structure and 3% of the

respondents are dissatisfied with the present salary structure

Majority of the respondents are satisfied with the present salary structure

Chart 5.14

58

Satisfied with the present salary structure

Table 5.15

Team Utilizes time very effectively

59


1 Strongly Agree 2 3

2 Agree 50 67

3 Neutral 22 29

4 Disagree 15 1

5 Strongly Disagree 0 0

6 TOTAL 75 100


Interpretation:

From the above table 2.3.16 regarding utilization of time in the team it is

found that 3% of the respondents are strongly agree that team utilizes time very

effectively,67% of the respondents agree that team utilizes time very effectively,29% of

the respondents gives the neutral opinion.

Majority of the respondents agree that team utilizes time very effectively

Chart 5.15

Team Utilizes time very effectively

60

Table 5.16

Opinion towards team performance

61


1 Highly Satisfied 3 4

2 Satisfied 59 79

3 Neutral 13 17

4 Dissatisfied 0 0

5 Highly Dissatisfied 0 0

6 TOTAL 75 100


Interpretation:

From the above table 2.3.17 regarding opinion towards the team

performance it is found that 4% of the respondents are highly satisfied with the team

performance,79% of the respondents are satisfied with the team performance and 17%

are moderately satisfied with the team performance.

Majority of the respondents are satisfied with the team performance

Chart 5.17

Opinion towards team performance

62

Table 5.18

Ranking Attributes of Teamwork on a scale of 1 to 5

63

S.no Factors 1 2 3 4 5 Average TotalWeightedAverage

Rank

1 Coordination 58 14 0 3 0 332 75 4.427 1

2 Sharing work 14 1 36 2 22 208 75 2.773 4

3 Team Spirit 3 30 25 17 0 244 75 3.253 2

4 Sharing ideas 0 26 11 34 4 209 75 2.787 3

5 Innovation 0 4 3 19 49 113 75 1.507 5


Interpretation:

From the above table 2.3.18 regarding ranking attributes of good teamwork, respondents

give their preference in the order of

Coordination as first rank,

Team spirit as second rank,

Sharing ideas as third rank,

Sharing work as fourth rank and

Innovation as fifth rank.

Table 5.19

Ranking Attributes leads to poor Teamwork on a scale of 1 to 5

64

S.no Factors 1 2 3 4 5 Average TotalWeightedAverage

Rank

1 Conflict 17 0 46 12 0 247 75 3.293 2

2 Sharing work 0 36 10 16 13 219 75 2.920 3

3 Partiality 47 17 0 0 11 314 75 4.187 1

4Poor

Communication0 11 16 37 14 180 75 2.4 4

5 Innovation 11 11 3 10 37 165 75 2.2 5


Interpretation:From the above table 2.3.18 regarding ranking attributes of poor teamwork, respondents

give their preference in the order of

Partiality as first rank,

Conflict as second rank,

Sharing work as third rank,

Poor communication as fourth rank,

Innovation as fifth rank.

When comparing table 2.3.18 and 2.3.19, innovation does not affect the teamwork and

sharing work is an attribute it plays a major role in both good and poor teamwork.

CHI-SQUARE ANALYSIS

Table 5.20

65

INCOME PER ANNUM AND SATISFACTION ON PRESENT

SALARY STRUCTURE

Income per

annum of the

respondents

Satisfaction on present salary structure

Satisfied Neutral Dissatisfied Total

less than 1 lakh 10 6 2 18

1-3 lakhs 23 13 1 37

3-5 lakhs 6 4 0 10

Above 5 lakh 8 2 0 10

Total 47 25 3 75

Null Hypothesis [H0]

There is no significant relationship between income per annum of the


Alternative Hypothesis [H1]

There is a significant relationship between income per annum of the respondents

and satisfaction on present salary structure

E (1) = 18*47/75 = 11.28

E (2) = 18*25/75 = 6

E (3) = 18*3/75 = 0.72

66

E (4) = 37*47/75 = 23.187

E (5) = 37*25/75 = 12.33

E (6) = 37*3/75 = 1.48

E (7) = 10*47/75 = 6.27

E (8) = 10*25/75 = 3.33

E (9) = 10*3/75 = 0.4

E (10) = 10*47/75 = 6.27

E (11) = 10*25/75 = 3.33

E (12) = 10*3/75 = 0.4

Table 5.21

Calculation about whether there is any significant relationship between

Income per annum and satisfaction on present salary structure

O E O – E (O – E)^2 (O – E)^2/E

10 11.28 -1.28 1.638 0.145

6 6 0 0 0

2 0.72 1.28 1.638 2.275

23 23.187 -0.187 0.033 0.001

13 12.33 0.67 0.448 0.036

1 1.48 -0.48 0.230 0.155

6 6.27 -0.27 0.072 0.011

4 3.33 0.67 0.448 0.134

0 0.4 -0.4 0.16 0.4

8 6.27 1.73 2.992 0.477

2 3.33 -1.33 1.768 0.530

0 0.4 -0.4 0.16 0.4

X*2 = 4.571

Level of Significance

67

Degree of freedom = (r-1) (c-1)

= (4-1) (3-1)

= 6

X^2 table value = 12.592

X^2 calculated value = 4.751

4.571 < 12.592

The calculated value is less than the table value so null hypothesis is accepted

Result



Table 5.22

68

EXPERIENCE OF THE RESPONDENTS AND CONFLICT ARISE

DUE TO DIFFERENCE IN VALUES

Experience of

the

respondents

Conflict arise due to difference in values

TotalStrongly

Agree

Agree Neutral Disagree Strongly

Disagree

Less than 1 year 1 5 4 0 0 10

1-3 years 0 12 4 1 0 17

3-5 years 0 10 8 1 0 19

Above 5 years 0 6 1 9 1 29

Total 1 33 29 11 1 75


There is no significant relationship between experience of the respondents

and conflict arise due to difference in values


There is a significant relationship between experience of the respondents and


Calculation

E (1) = 10*1/75 = 0.133

E (2) = 10*33/75 = 4.4

E (3) = 10*29/75 = 3.87

E (4) = 10*11/75 = 1.47

E (5) = 10*1/75 = 0.133

E (6) =17*1/75 = 0.226

69

E (7) = 17*33/75 =7.48

E (8) = 17*29/75 = 6.573

E (9) = 17*11/75 = 2.493

E (10) = 17*1/75 = 0.226

E (11) = 19*1/75 = 0.253

E (12) = 19*33/75 = 8.36

E (13) = 19*29/75 = 7.347

E (14) = 19*11/75 = 2.787

E (15) = 19*1/75 = 0.253

E (16) = 29*1/75 = 0.386

E (17) = 29*33/75 =12.76

E (18) = 29*29/75 =11.213

E (19) = 29*11/75 = 4.253

E (20) = 29*1/75 = 0.386

Table 5.23

70

Calculation about whether there is any significant relationship between experience

of the respondents and conflict arise due to difference in values

O E O – E (O – E)^2 (O – E)^2/E

1 0.133 0.867 0.751 5.646

5 4.4 0.6 0.36 0.081

4 3.87 0.13 0.016 0.004

0 1.47 -1.47 2.160 1.469

0 0.133 -0.133 0.017 0.127

0 0.226 -0.226 0.051 0.225

12 7.48 4.52 20.430 2.731

4 6.573 -2.573 6.620 1.007

1 2.493 -1.493 2.229 0.894

0 0.226 -0.226 0.051 0.225

0 0.253 -0.253 0.064 0.252

10 8.36 1.64 2.689 0.321

8 7.347 0.653 0.426 0.017

1 2.787 -1.787 3.193 1.145

0 0.253 -0.253 0.064 0.252

0 0.386 -0.386 0.148 0.409

6 12.76 -6.76 45.697 3.581

12 11.213 0.787 0.619 0.055

9 4.253 4.747 22.534 5.298

1 0.386 0.614 0.376 0.974

X*2 = 24.961


71


= (4-1) (5-1)

= 12



24.961 > 21.026

The calculated value is greater than the table value so null hypothesis is rejected

Result

There is a significant relationship between experience of the respondents and


Table 5.24

72

DESIGNATION OF THE RESPONDENTS AND REWARD

RECOGNITION IN THEIR ORGANIZATION


There is a no significant relationship between designation of the respondents

and reward recognition in their organization


There is a a significant relationship between designation of the respondents


Calculation

E (1) = 23*28/75 = 8.587

E (2) = 23*40/75 = 12.27

E (3) = 23*7/75 = 2.147

E (4) = 26*28/75 = 9.707

E (5) = 26*40/75 = 13.87

73

Designation of

the respondents

Reward recognition

Strongly

Agree

Agree Neutral Total

Junior Associate 6 14 3 23

Associate 11 13 2 26

Senior Associate 7 9 2 18

Project Lead 4 4 0 8

Total 28 40 7 75

E (6) = 26*3/75 = 2.42

E (7) = 18*28/75 = 6.72

E (8) = 18*40/75 = 9.6

E (9) = 18*7/75 = 1.68

E (10) = 8*28/75 = 2.98

E (11) = 8*40/75 = 4.27

E (12) = 8*7/75 = 0.747

Table 5.25

74

Calculation about whether there is any significant relationship between

Designation of the respondents and reward recognition in their organization

O E O – E (O – E)^2 (O – E)^2/E

6 8.587 -2.587 6.692 0.779

14 12.27 1.73 2.992 0.243

3 2.147 0.853 0.727 0.338

11 9.707 1.293 1.671 0.172

13 13.87 -0.87 0.756 0.054

2 2.427 -0.427 0.182 0.075

7 6.72 0.28 0.078 0.011

9 9.6 -0.6 0.36 0.037

2 1.68 0.32 0.102 0.060

4 2.98 1.02 1.04 0.347

4 4.27 -0.27 0.072 0.017

0 0.747 -0.747 0.558 0.746

X*2 = 2.882



= (4-1) (3-1)

= 6


75


2.882 < 12.592

The calculated value is less than the table value so null hypothesis is accepted

Result



76

CHAPTER -VI

CHAPTER-VI

77

FINDINGS, SUGGESTION AND CONCLUSION

6.1 FINDINGS

Majority of the respondents are male

Majority of the respondents are Married

Majority of the respondents are belongs to the age group of 25-30 years

Majority of the respondents are Post Graduates.

Majority of the respondents works under the Designation of Associates. .

Majority of the respondents having the Experience of above 5

Majority of the respondents getting the Income of 1-3 lakhs per annum.

Majority of the respondents agrees that Team members know each

other’s point of view

Majority of the respondents agree that of the respondents are agree that

Good understanding of each other’s abilities,

Majority of the respondents agree that, Team members feel free to express

difference in opinion

Majority of the respondents agree that Team members show initiative

Majority of the respondents agree that team members Understand the

Personal values

Majority of the respondents gives that getting along with the team leader

and team members is good

Majority of the respondents are agree that Team expects to be successful in

achieving its goal

Majority of the respondents are agree that Members agree with the group’s

goal

Majority of the respondents disagree that there is not much discussion about

team goals

Majority of the respondents agree that The team’s objectives are being

achieved,

78

Majority of the respondents agree that Individual commitment to group

goals

Majority of the respondents gives that top management appreciate the

teamwork

Majority of the to respondents are agree that Conflicts are due differences in

values

Majority of the respondents agree that Conflict is dealt with openly

Majority of the respondents are moderately agree that Conflict arise due to

misunderstanding

Majority of the respondents are moderately agree that Conflict arise due to

poor communication

Majority of the respondents are moderately agree that Conflict arise because

of partiality

Majority of the respondents are agree that Team encourages innovation

Majority of the respondents agree that Leader is relied upon to give

direction and motivation

Majority of the respondents agree that that Reward recognition help us work

effectively

Majority of the respondents agree that Each team member motivation is

essential for the output

Majority of the respondents feels that workload in the team is moderate

Majority of the respondents agree that Top management appreciate team for

best result,

Majority of the respondents are satisfied with the present salary structure

Majority of the respondents agree that team utilizes time very effectively

Majority of the respondents are satisfied with the team performance



There is a significant relationship between experience of the respondents

and conflict arise due to difference in values

79



6.2 SUGGESTIONS

80

The initiative taking ability of the respondents could be improved. More

opportunities can be given and the employees could be motivated on the same.

The top management could involve itself more in terms of acknowledging and

appreciating team work as this could be a good source of motivation.

There could be more ways to implement reward recognition strategies as the

respondents feel that this would motivate them to work effectively.

Workshops could be conducted to train employees on time management skills as

this would be beneficial to both employer and employees.

6.3 CONCLUSION

81

Team building is very essential for every organization because it is one of the important

factors which influence the growth of an organization. Good team work will not only

increase the productivity of an individual but will also create a conducive working

environment which will in turn influence the productivity of the organization in a positive

way. A study on the team building was conducted at eQuadriga software and it was found

that the team work among the employees is satisfactory. However, some suggestions

have been given to improve the teambuilding strategies. It is expected that the

management will look into the areas of improvement and implement the suggestions

wherever it is possible, so that the teams are more effective.

82

BIBLIOGRAPHY

BIBLIOGRAPHY

REFERENCE BOOKS

83

Stephen.P.Robbins – Organizational behavior, prentice – hall of Indian

private limited, New Delhi, Tenth edition, October 2002

Aswathappa K – Human resource and personnel Management – Tata Mc

Graw Hill publishing company Ltd, New Delhi, Third edition,2002

Memoria C.B - Personnel Management – Himalaya publishing house, Mumbai

1997

Kothari.C – Research Methodology – Whiswa Prakashn publishing company

Ltd,New Delhi 1986

J.Sakthivel and S. Rama Subramanian – Statistics for Management, A.R.S

Publications Pvt Ltd – Chennai, Second edition, July 2010

Biswathi.G – Personnel Management and industrial relations – The World

Press private ltd,Calcutta 1987.

Infinite thoughts magazine published in may 2012

REFERENCE LINKS AND WEBSITES

http://lcomer.pbworks.com/w/page/20041483/Team%20Building

%20Literature%20Review

www.google.com

www.managementparadise.com

www.citehr.com

www.wikipedia.com

www.equadriga.in

84

http://www.equadriga.in/

http://www.wikipedia.com/

http://www.citehr.com/

http://www.managementparadise.com/

http://www.google.com/

http://lcomer.pbworks.com/w/page/20041483/Team%20Building%20Literature%20Review

http://lcomer.pbworks.com/w/page/20041483/Team%20Building%20Literature%20Review

ANNEXURE

A STUDY ON TEAM MANAGEMENT AT EQUADRIGA

SOFTWARE PVT LTD.TRICHY

Objective:

85

The purpose of this Questionnaire is to collected information required for research

work on team management. I assured you that all the information obtained will be treated

as confidential and will be used only for educational purpose,

Socio Demographic Factors:

1. Name(optional) :

2. Gender

a) Male b) Female

3. Age

a) Below 25 years b) 25-30 years c) 30-35 years d) Above 35 years

4. Marital status :

a) Married b) Unmarried

5. Educational Qualification

a) Under Graduate b) Post Graduate

6. Designation

a) Junior Associate b) Associate c) Senior Associate d) Project Lead

7. Experience

86

a) Less than 1 year b) 1-3 years c)3-5 years d) Above 5 years

8. Income per Annum

a) Less than 1 Lakh b) 1-3 Lakhs c)3-5 Lakhs d) Above 5 Lakhs

9. Coordination in the team

S.No Factors Strongly

Agree


Disagree

I

Team members know each other’s

point of view without needing to

ask.

Ii Good understanding of each

other’s abilities.

Iii Team members show initiative

without depending on each other

for instructions

Iv Team members feel free to

express differences in opinions.

V Understanding the personal values

10. How do you get along with your team members and team leader?

a) Very good b) Good c) Satisfactory

a) Bad e) Very Bad

87

11. Achieving goals through teamwork


Agree


Disagree

I Team expects to be successful in

achieving its goals.

Ii Members agree with the group’s

goals.

Iii There is not much discussion

about team goals.

Iv The team’s objectives are being

achieved.

V Individual commitment to group

goals and tasks are high.

12. Does the top management appreciate your team projects or team work?

a) Yes b) No

13. Conflict among team members


Agree


Disagree

I Conflicts are due to differences

in values and they are

common.

88

Ii Conflict is dealt with openly

Iii Conflicts arise due to

misunderstanding

Iv Conflicts arise due to poor

communication

V Did conflict arise because of

partial among the team

14. Motivation level of the team


Agree


Disagree

I The team encourages

innovation.

Ii The leader is relied upon to

provide members with direction

and motivation.

Iii Reward recognition help us

work effectively

Iv Each team member motivation

is essential output of result

V Did your top management

appreciate openly the team for

best result

15. How do you feel about your workload in the Team?

a) Overload b) Moderate c) Under load d) Optimal

16. Rank the following attributes of teamwork on a scale of 1 to 5.

89

Factors Coordination Sharing work Team spirit Sharing ideas Innovation

Rank

17. Rank the following factors on a scale of 1 to 5 which lead to poor team work.

Factors Conflict Sharing work Partiality Poor communication Lack of sharing

Rank

18. Are you satisfied with the present salary structure?

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied

19. My team utilizes time very effectively

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

20. What is your opinion towards your team performance when compared to other

teams?

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied

Thank you

90

team mgt

Documents

team members

team building

team work

team formation

team ethics

team leader

introduction team management

present team management