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Study of the Principle for Team Working TechniquesAnd

Team working effectivenessAt Shoppers Stop

NAME OF STUDENT

NAME OF COURSE MODULE

NAME OF DEPARTMENT

SUBMITTED TO

NAME OF UIVERSITY

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Dissertation

Submitted to the ………………………………….

In Partial fulfillment of the requirements of

Master of Business Administration, awarded by the …………………………….

(May 2011)

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DECLARATION

To be written by the student.

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TABLE OF CONTENTS

DECLARATION............................................................................................................................................... 3

DEDICATION AND ACKNOWLEDGEMENTS.............................................................................................8

CHAPTER 1: INTRODUCTION................................................................................................................................ 9

1.1. BACKGROUND AND RATIONALE:......................................................................................................................91.1.1. Defining Team:........................................................................................................................................101.1.2. Defining Team Work:...............................................................................................................................111.1.3. Defining Team Building:...........................................................................................................................121.1.4. Types of Team:........................................................................................................................................131.1.5. The Team Task:........................................................................................................................................141.1.6. Team Effectiveness:.................................................................................................................................14

1.2 AIMS AND OBJECTIVES:...................................................................................................................................16

CHAPTER 2: RESEARCH METHODOLOGY:........................................................................................................... 17

2.1 INTRODUCTION:..............................................................................................................................................182.1.1 The advantages and disadvantages of a Team Work:...............................................................................182.1.2 Motivation Theories associated with Team Work:...................................................................................192.1.2.1 Mc Gregor’s Theory of X and Y:.............................................................................................................192.1.2.2. Maslow’s hierarchy of needs:...............................................................................................................202.1.2.3. Herzberg's motivation hygiene theory:................................................................................................212.1.2.4 Theory of Group Development and Behaviour:.....................................................................................222.1.2.5. Team Role Theory - Meredith Belbin:...................................................................................................252.1.2.6. Theory of Interpersonal Communication:.............................................................................................282.1.2.7. Knowledge, Skill, and Ability (KSA) Requirements for Teamwork:........................................................312.1.2.8. Obstruction in Team Work:..................................................................................................................332.1.2.9 Conflict Resolution in Team Work:........................................................................................................352.1.2.10. Communication style:.........................................................................................................................362.1.2.11. Listening:............................................................................................................................................392.1.2.12. Training:.............................................................................................................................................412.1.2.13. Goal Setting and Performance Management:....................................................................................41

2.2 CONCLUSIVE REMARKS:.........................................................................................................................................44

CHAPTER 3: RESEARCH METHODOLOGY............................................................................................................ 44

3.1 RESEARCH DESIGN:...............................................................................................................................................453.2 RESEARCH METHOD:.............................................................................................................................................453.3 QUANTITATIVE RESEARCH:.....................................................................................................................................453.4 QUALITATIVE RESEARCH:.......................................................................................................................................453.5 DATA COLLECTION:...............................................................................................................................................463.6 QUESTIONNAIRES:................................................................................................................................................463.7 APPENDIX II........................................................................................................................................................47

3.7.1 Questionnaire A:.......................................................................................................................................473.8 APPENDIX II........................................................................................................................................................47

3.8.1 Questionnaire B:.......................................................................................................................................47

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3.9 STRUCTURED INTERVIEW:.......................................................................................................................................483.10 SAMPLING STRATEGY:.........................................................................................................................................493.11DATA ANALYSIS:..................................................................................................................................................493.12 LIMITATION:......................................................................................................................................................493.13 RESOURCES:......................................................................................................................................................503.14. ETHICAL CONSIDERATION....................................................................................................................................503.13 DISSERTATION SCHEDULE:....................................................................................................................................513.14 RELIABILITY AND VALIDITY:...................................................................................................................................513.15: CONCLUSION:...................................................................................................................................................52

CHAPTER 4: FINDINGS AND ANALYSIS OF DATA.................................................................................................53

4.1 PERCEPTION OF EMPLOYEE’S AT SHOPPERS STOP:.......................................................................................................534.2 “JO JITA WOHI SIKANDER” – "WINNERS ARE CHAMPIONS!" (HINDU BUSINESS LINE, 2003)..............................................534.3 FACTORS DETERMINING THE EFFECTIVENESS OF WORKING AS A TEAM:............................................................................56

4.3.1 The Four Factors of Execution:.................................................................................................................584.4 TRAINING:...........................................................................................................................................................59

4.4.1 Induction programmes:............................................................................................................................594.5 DATA ANALYSIS..............................................................................................................................................60

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS........................................................................................67

5.1 FINDINGS:...........................................................................................................................................................675.1.1. The main positive trends observed are summarized below:...................................................................675.1.2 The main improvement area observed is summarized below:.................................................................67

5.2 SUGGESTIONS AND RECOMMENDATIONS TO OVERCOME THE ABOVE PROBLEM:................................................................685.2.1 Recommendation 1:.................................................................................................................................685.2.2 Recommendation 2:.................................................................................................................................68

LIST OF TABLES:TABLE 1. DIFFERENCE BETWEEN TEAM AND WORKING GROUP.................................................................................11TABLE 2.COLLABORATING DATA..................................................................................................................................61TABLE 3 CO-EXISTING DATA.............................................................................................................................................62TABLE 4. CO-CREATING DATA...........................................................................................................................................63TABLE 5 COMPENSATING DATA.........................................................................................................................................64TABLE 6. CO-OPERATING DATA........................................................................................................................................65TABLE 7 DATA FOR CONTINUOUS IMPROVEMENTS................................................................................................................66

LIST OF FIGURES:FIGURE 1. BELBIN TEAM ROLE MODEL; SOURCE: HTTP://WWW.EMERALDINSIGHT.COM/JOURNALS.HTM?

ARTICLEID=1573032&SHOW=HTML.........................................................................................................................10FIGURE 2TEAM BUILDING. SOURCE: HTTP://WWW.LAYNETWORKS.COM/TEAM-BUILDING.HTML............................................13FIGURE 3 TEAM EFFECTIVENESS MODEL. SOURCE:KATZENBACH & SMITH, 1993.......................................................15FIGURE 4 STAGES OF TEAM EFFECTIVENESS. SOURCE:HTTP://TECHDOERTIMES.COM/BOOSTING-EFFECTIVENESS/FOUR-STAGES-

OF-TEAM-EFFECTIVENESS.........................................................................................................................................22

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FIGURE 5BELBIN'S TEAM ROLES. SOURCE:HTTP://WWW.BNE.UWE.AC.UK/FLIC/CONSTRUCTION_SITE/6069/SECTION8.HTM......25FIGURE 6. COLLABORATING CHART REPRESENTATION............................................................................................................62FIGURE 7. CO-EXISTING CHART REPRESENTATION.................................................................................................................63FIGURE 8 CO-CREATING CHART REPRESENTATION................................................................................................................64FIGURE 9 COMPENSATING CHART REPRESENTATION..............................................................................................................65FIGURE 10. CO-OPERATING REPRESENTATION CHART...........................................................................................................66FIGURE 11 CONTINUOUS IMPROVEMENTS REPRESENTATION CHART.........................................................................................67

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ABSTRACT

Team work is considered as a powerful tool which contributes to the success of a company.

Team work culture is introduced from the day one, the employee gets hired and all activities

revolve around developing a team work culture in the employee. His performance is monitored

from day one and feedback given as and when required to correct the actions. Growth and

expansion is a long continuing development that engross a collection of actions intended to

increase the personal and professional skills of a worker with the assistance of on-the-job and

off-the-job learning and development. The achievement of any team solely lies on the assortment

of appropriate technique to approach a problem and in a proper way. This includes involvement

of team members in deciding the right course of action to approach a problem. This constructs

the common sense of accountability and sense of custody towards the besieged objective. The

awareness of employees plays a very decisive role in making a triumphant team. This

dissertation critically investigates various theories of motivation and team work to get an in-

depth understanding of what motivates team members to remain committed to the achieve team

goals. This study also focuses its attention on the important ingredients of team dynamics and

team work that are instrumental in team working effectiveness.

The main aim of this dissertation is to Study the “Principle for Team Working Techniques and

Team Working Effectiveness”. For this study "Shoppers Stop" a leading retail chain store in

India has been selected. The information has been collected with the aid of survey technique and

pre-decided opinion poll from large number of respondents. The opinion poll contains two sets of

questions with 15 questions each, one for team members and other for department managers. The

dissertation emphasizes different confronts, advantages and disadvantages, and obstacles faced in

team work environment and the challenges that the team manager and team member face in the

process of achieving the desired team goals and to become an effective team. In the conclusion,

this study puts forward commendation and further suggestions to Shoppers Stop that desires to

advance the efficacy of teams to achieve greater success and strong hold in the market. This is a

useful construct of work that offers abundant scope for investigating the philosophies of team

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work milieu and its usefulness, this topic can be used by readers for further insight into this

subject.

DEDICATION AND ACKNOWLEDGEMENTS

To be written by the student.

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CHAPTER 1: INTRODUCTION

1.1. BACKGROUND AND RATIONALE:

Academic literature highlights the significance of team for organizational success in the today’s

economy." Many articles have been written about designing empowered or self directed teams"

(Byham & Wilson, 1991; Bailey, 1996).The use of team has expanded as an answer to

competitive challenges. “Teams are ubiquitous". Teams are the critical unit that ‘‘gets things

done’’ in all field like software development, Olympic hockey, disease outbreak response, or

urban warfare. In this complex, technological sophisticated world the need for rapid response,

collaboration among team members has led to outcomes that could not be accomplished by

individuals alone”. (Source: Psychology Journal, Marks, 2006). “Team working has been a focal

point of interest for practitioners and academics for more than half a century” (Bayerlein, 2000

cited in Van Hootegem et al, 2005) Antoni, (2005:174) highlighted that in the past many

companies in order to increase their effectiveness and to match with international competition

used team work. However according to Watson, (1994), “The team working is regarded as a

mixed blessing of success and failure”

The main focus of this study is on “TEAM WORK” in an organisational setting. This includes

team that provide customer services in departmental store. Attention is restricted to studies of

team effectiveness in terms of performance, attitudinal, or behavioural, are captured from

individual team and organisation. Research indicates that team work in an organization is useful

for increasing effective and soft operations of a section. The dissertation includes a case study

based research work which took place at Shoppers Stop in a chain of stores in Hyderabad, India.

The research also considered organization and its employee’s outlook on team work.

The output of this research gives insights to team work and its significance as well as a better

perception of team creation and team development techniques in the store. This piece of study

largely focuses on the analysis of the development of teams at Shopper Stop, Hyderabad. As

there is hardly any study present on Indian departmental store on team work effectiveness, this

research is useful in revealing the hidden facts on team work.

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Figure 1. BELBIN TEAM ROLE MODEL; SOURCE: http://www.emeraldinsight.com/journals.htm?articleid=1573032&show=html

1.1.1. Defining Team:

Larson and Lafasto, (1989) cited in Manion et al. (1996:5) defined that,” A team has two or more

people and a specific performance objective or recognizable goal to be attained. Coordination of

activity among team members is required to achieve the team goal or objective”.

A team is a "high-performing task group whose members is actively interdependent and share

common performance objectives"(Frances and Young, 1992).

From the above definition it can be implied that the difference between a team and a group

comes from the shared goal of the team. It is imperative to note down that not all groups are

teams. Table.1 provides the differentiating guideline between team and working group:

Table 1. DIFFERENCE BETWEEN TEAM AND WORKING GROUP

Team Working Group

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Common leadership roles focused leadership role

Collective work Individual work

Discuss, decides and execute Discuss decides and delegates

Open-ended discussions Efficient meetings

Team differs from working group in the aspect that team requires individual and mutual

accountability. Team requires debate, discussions, brainstorming sessions to reach consensus.

Katzenback and Smith Douglas, (1993) stated that "Team is a small number of people with

complementary skills who are committed to a common purpose, set of performance goals and

approach for which they hold themselves mutually accountable".

In addition Archer, (1996:36) listed the principle characteristics of a team as follows:

Successful teams have clearly defined short term and long term goals which are specific

and measurable.

Have clarity of commitment to team objective

Support creativity and innovation

Successful teams have proven daily objectives which help to achieve goals.

1.1.2. Defining Team Work:Team work is the practice in which a group of individuals perform jointly and try to accomplish

the common objective. The members of the team may come together voluntarily, or have vested

interest in achieving common goal. The affiliates of the team realize what is obligatory from

them and what they anticipate from other members of the assemblage. In team work individual

members have to keep away personal differences to work together to reach their common goal.

Successful communication among the team associates, information distribution and construction

of a sagacity of unison in the team is imperative for accomplishment of the team effort.

According to Robbins, (1998) there are three types of team operational planning. They are

“problem solving teams, management quality circles and product development teams”. “Problem

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solving teams” have a small number of employees from the same department; they meet on

weekly basis to discuss on issues such of quality, efficiency and improving working conditions.

The conceptualization of team effectiveness is based on the common sense of an input–process–

output formulated by McGrath (Salas et al., 1992). In this framework, inputs refer to the

composition of the team individual characteristics and resources at multiple levels (individual,

team, and organisation). The activities performed by the team members, determines job

commands. "Although team processes are by definition dynamic, they are most typically

addressed in static terms—as constructs that emerge over time as team members interact and the

team develops"(Kozlowski et al., 1999). "Output has three facets: (a) performance judged by

relevant others external to the team; (b) meeting of team-member needs; and (c) viability, or the

willingness of members to remain in the team" (Hackman, 1987).

1.1.3. Defining Team Building:Team Building is collection of different activities designed for improving team performance.

Team building can range from activities like mutual trust building exercise to multifarious

simulations, a multi-day team building crowd evaluation, and lively participative games. Team

Building is focused towards the following activities:

Motivating a team

Improving team productivity

Making the workplace more enjoyable

Improving communication within the team

Developing self-regulation strategies

Learning strengths and weaknesses

Bringing everyone "onto the same page", including goal setting

Katzenbach and Smith Douglas (1999) "A demanding performance challenge tends to create a

team. The quest tom perform better is further significant to team victory than team-building

activities, unique spur, or team managers with superlative performances. In reality, teams

frequently plan such challenging performances and activities without much support from the

management authority. Conversely, potential teams without such challenges usually fail to

become teams."

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Pheiffer (The Encyclopaedia of Team-Building Activities 2-3) lists four phases of team-building

process:

1) Sensing;

2) Diagnosing;

3) Resolving identified issues;

4) Follow through.

Figure 2TEAM BUILDING. SOURCE: http://www.laynetworks.com/Team-Building.html

1.1.4. Types of Team:There are four types of teams identified in organisation namely Work team, parallel teams,

project teams and management teams. In this research focus will be on management team."

Management team coordinates and gives direction to the sub units, laterally integrating

interdependent sub units across key business processes" (Mohrman, et al. 1995). For the whole

performance of a business entity .its influence stalks from the chain of command of its associates

and for the overall success of the unit the management squad is accountable. The management

team comprises of the managers accountable for each one of the subunits. "The executive

management team determines the firm strategic direction and manages its performance.

Management team achieves competitive advantage by applying and implementing collective

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expertise, integrating disparate efforts, and sharing responsibility for the success of the firm".

(Mankin et al., 1996)

1.1.5. The Team Task:The main focus of the team is to accomplish the goals, roles, and task. This is the main factor

that separates the social-psychological perspective from organisational perspective. It is very

essential to have interpersonal interaction within the team. The individuals in the team should set

aside the individual differences and capabilities and should work together. The team can be

effective only when the members have necessary knowledge, skills, abilities, or resources to

resolve the issue."The primary focus is on teams that do things and in the process of striving

toward and accomplishing goals decisions have to be taken to invent, create, and adapt solutions

to resolve task-driven problems."(Kozlowski & Ilgen, 2006)

1.1.6. Team Effectiveness:According to Cohen and bailey (1996) "Approach to effectiveness includes the multiplicity of

outcomes that matter in organisational settings. These outcomes occur at several levels: at the

individual, group, business unit, and organisational level". Achievement or disappointment can

be associated with one another. The Effectiveness at one level of analysis can influence

effectiveness at another level. It is essential to know the factors that determine effectiveness and

the level at which it is been considered. The effectiveness can be assessed as quantity and quality

of output, member’s attitude and behavioural outcomes.

The well structured with right people is not always successful. The best teams are well designed

up front, yet just because a team has the right people doesn’t mean that it will be successful.

Kozlowski & Ilgen, (cited in Marks, 2006) states "What we know about the way team members

interact that leads to success" Marks (2006). “We learn that the best teams leverage the

knowledge and expertise of their members and are confident to allocate their resources

appropriately, and coordinate their collective actions well."

The losing teams do not have a collective mindset. They are not able to manage conflict and their

attention gets diverted from core tasks, they don’t learn from mistakes, and they don’t back each

other up when needed. The endearing team members are profoundly dedicated to one another’s

individual augmentation and accomplishment. The feat of activities is the core of concern for

teams; it is just the assets and not the conclusion

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An effective team is characterised by:

• Understanding and appreciation by all team members

• Two-way communication between team members

• Planning and agreed decision-making processes

• Honest evaluation of activities and results

• Celebration of and recognition of the accomplishments

Figure 3 TEAM EFFECTIVENESS MODEL. SOURCE:KATZENBACH & SMITH, 1993.

The best practice research acknowledges these above characteristics and that the teams function

well when certain core conditions are met. The team should have a fixed rationale, precision and

transparency with collective and mutual morals and ethics and in tenor with individual functions.

The teams in which individuals have mutual respect for each other and loyalty to the team are

considered as successful teams. Such team members complement and compensate each other

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when necessary for the different skill of the individual members. The members take equal

acceptance and accountability for both triumph and disappointment, and team members are

answerable amongst themselves about the decision taken coherently. Team members in are

committed to resolve to compromise on their differences and acknowledges collective and

personal commitment to the team. The team members get benefitted from high echelon of

reliance and perform as autonomous entities.

The Effective Teamwork Questionnaire is aimed at identifying five characteristics which are

integral to creating an environment where authentic team-work can thrive. The questionnaire has

been deliberately framed to support the team head and his/her team corresponding associates to

measure the intensity and superiority of team-performance amongst themselves and to recognize

those aspects which need perfection and improvement. It can also be employed by various teams

to converse and be in agreement, how teamwork could be enhanced and increased between

themselves and between other cohesive and functional departments.

1.2 AIMS AND OBJECTIVES:

This research focuses on importance of team work and team working techniques, and to support

the discussion, we have taken the example of Shoppers Stop, a retain chain in India. Because

team work is an essential ingredient for the successful performance of the organization, therefore

it is necessary to investigate in detail what are the necessary components of a team work and

how a team can perform efficiently under the administration of a good team leader.

Communication and motivation are some additional points which have been stressed over here as

it is known that if the team is self-motivated and well versed then they can exceed the

expectations of the authority. On the ground work of empirical results from Shoppers Stop retail

chain in India, the research investigates the effect of team work and the strategies adopted by

them for better performance and productivity.

This research attempts to accomplish following objectives:

To understand the perception of employees regarding their Team Performance

To understand the perception of employees regarding their Team Manager and their

organization.

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To determine the factors, that is considered important by various individuals and team

managers in determining the effectiveness of working in a team.

To explore the strengths and weaknesses of the existing Team.

To study the organisation principle of team work and the techniques implemented and

build up teams at shopper stop, Hyderabad in India.

To investigate the team working effectiveness at shopper stop, Hyderabad.

To provide detailed recommendations that the organization can undertake in order to

improve the effectiveness of their team leading to better employee motivation.

CHAPTER 2: RESEARCH METHODOLOGY:

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2.1 INTRODUCTION:

This part of the dissertation tries to use the literary evidence given by various authors to support

the discussion and also it given ample scope for a reader to go through various opinion and

suggestions as put forward by various authors and scholars.

2.1.1 The advantages and disadvantages of a Team Work:Many propositions have been made so far regarding team work. According to Morrison, (1998)

the greatest declaration so far is the concept of synergy. It is possible for a good team to achieve

targeted goal which may not be possible for a single individual. According to Morrison, (1998)

there are multifarious attractions for the team work which are as follows:

1. The team can handle a greater number of challenges; attain greater number of tasks and

responsibilities compared than the number of tasks attained by a single person or one

individual.

2. Commitment towards work is increased in a manifold manner which results in lower

absenteeism and lesser number of attrition rates.

3. The overall quality of solutions to the problems is more improved.

4. Commitment to carry out a task and to find its solutions will be much more if the team is

given the responsibility for working on the solutions.

5. The cross functional boundaries are crossed and a new dimension of work area is created

with effective team work.

6. Due to assembly of several persons in a team, the overall talent pool is increased and

larger variety of skills is explored as a whole.

7. Teams are responsible for expanding and increasing the “promotability and flexibility”.

8. A much improved communication and accurate relations are established between the

team members.

9. Peer demands are also ostensible.

10. The burden gets shared across and a fair solution is obtained.

11. Teamwork needs a particular strategy to get operated in a healthy atmosphere.

12. Overall growth and expansion is improved through mutual collaboration.

13. Team work increases the mutual respect between people.

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14. Team Work is the only good choice when there is a constraint of time and tasks are

needed to be done in a short timeline.

2.1.2 Motivation Theories associated with Team Work:

2.1.2.1 Mc Gregor’s Theory of X and Y: McGregor Douglas (1960) proposed that there are two basic management philosophies, which he

called “theory X and theory Y”.

In this study this has been observed that the factors from “Theory X and Theory Y” are

applicable in team motivation of staff members at Shoppers Stop. It has been observed that this

theory of Mc Gregor is implemented at Shoppers Stop which has lead to high level of motivation

of team members.

Theory X

The theory X states that an average individual commonly:

Refuse to accept changes

Detests exertion and try to keep away from work.

Is self-centred and doesn't care for organizational goals

Has no ambitions, wants no responsibility, and would rather follow then to lead

Theory X assumes that average person works for money and security.

Theory Y

The theory Y is based on the conjecture that common person's:

Endeavour for a particular task is same as that of in an amusement.

Apply self-control and self- direction in the pursuit of organisational objectives

Commitment to objective achievement is associated with reward

Capacity to use imagination, creativity in solving problems is widely distributed in

population

Intellectual potential is partly utilised.

Theory Y holds that firm can improve the motivational level of its employees by

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Decentralizing and Delegation

Broadening the scope of employee's job

Participative Management

Performance Appraisals

If implemented properly, this would lead to high level of motivation of employees. "Intellectual

creativity cannot be involuntary and directed the way we program and direct an assembly line or

an accounting department but it is inherent within an individual. This theory explains

successfully why motivation is necessary for better team performance.

2.1.2.2. Maslow’s hierarchy of needs:Maslow, (1970) introduced five-stage model of “Hierarchy of Needs, which states that we must

satisfy each need starting with the first, which deals with the most obvious needs for survival

itself.

In this study it has been found that the satisfaction of these needs listed in this theory is quite

healthy at Shoppers Stop because of various programs flourishing in team work model at

Shoppers Stop. The management has created a healthy atmosphere for competition and has given

space for each individual team member to select his motivation factor.

In this dissertation an endeavour has been made to identify Shoppers Stop's staff motivating

factors. Maslow's theory of motivation help the managers in finding various ways of motivating

the employees and managing the personnel.

The foundation of Maslow's hypothesis of motivation tries to portray that individuals are

encouraged by unmet requirements. He recognised that few of the less important needs should be

fulfilled before superior needs can be satisfied. According to Maslow, (1970) there are basic

needs such as “physiological, safety, love, and esteem” which needs to get satisfied before a

person is capable to extend help for others in the team. These needs are termed as "deficiency

needs." As a person gets motivated to fulfil these fundamental necessities, they continue to move

toward growth, and eventually self-actualization.

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2.1.2.3. Herzberg's motivation hygiene theory: Herzberg Frederick (1959) “theory of motivation” is also known as a “two factor theory”. The

theory takes into consideration that motivation consists of “hygiene factors” and “motivation

factors”.

“Hygiene Factors” as stated by Herzberg, (1959) influence the intensity of discontent, but are

infrequently referred as initiators of job contentment. The factors are:

Remuneration

Administration

Interpersonal Associations

Physical condition and working atmosphere.

“Motivation Factors” as cited by Herzberg, (1959) as the cause of job satisfaction include:

Advancement

Achievement

Recognition

Responsibility

The above factors are needed to avoid unpleasantness and discomfort and meet the need for

personal development. Motivation factors are required to motivate an employee to higher

performance

In this study the focus was to analyse the impact of Hygiene and Motivation factor on Shopper

Stop's staff. It has been found that the management has taken due consideration in implementing

this theory as well. The hygiene factors and motivation factors are incorporated in all the

motivation schemes launched for the team member's better performance. There are recognition

and achievement programs that run across Shoppers Stop to motivate them and recognize their

effort in making the company a leader in the market.

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2.1.2.4 Theory of Group Development and Behaviour:

A four staged framework of “group development and behaviour” has been developed by

Tuckman, 1965. Tuckman’s Forming, Storming, Norming and Performing model is simple, it

cover developments in relationships, team capabilities and leadership styles which spread over

the lifetime of a team. In the 1970s, Tuckman completed his model by including “Adjourning”,

stage in the model.

The focus of this study is also to observe the stages that a team goes through during its

development life cycle at Shoppers Stop. It has been observed that the team goes through all the

four stages of Forming, Storming, Norming and Performing at Shoppers Stop.

Figure 4 STAGES OF TEAM EFFECTIVENESS. SOURCE:http://techdoertimes.com/boosting-effectiveness/four-stages-of-team-effectiveness

1. Forming

The first stage where team is formed by bringing the employees together and the duties are

allocated to each of them.

The main focus at this stage is research activities and collecting information. Planning is the next

step which is followed at this stage. The teams that understand the team culture at this stage are

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more likely to perform better at later stages. At this stage the team members get to know each

other and start breaking the barriers and silence in effort to building healthy relations ship.

The team members work as individuals and their hesitation to approach other team members may

lead to resistance. The leader’s authority is not recognised and there remain lots of questions on

his leadership authority. The leaders show an inclination towards the dictatorial style of

leadership. The leader at this stage should communicate clearly the project objectives and should

welcome questions raised by team members. The questions rose by team members should be

answered properly and with a reason to build confidence in leader’s capability and competence.

The leader should aim at developing a greater bond among the team members to be successful at

this stage.

2. Storming

At this stage the team brainstorm to reach consensus. The team members generate ideas based on

their learning and experience and expertise to work towards resolving issues in project. They

suggest solutions and discuss their ideas to outline plans and develop specifications. Superior and

inferior relations are formed amongst the members and they may become set. Power struggles

erupts as team members discuss alternative solutions. This power struggle and drive for

consensus is counter-productive if not addressed properly. The leader should take up a

facilitative approach, allowing judgment of decisions, but should be ready to give the concluding

opinions if disparaging and time-consuming incongruities persist and impede the process of final

decision making. It is significant that the team should not divert away from the target.

Responsibilities should be restructured to ascertain a smooth movement to the subsequent phase.

3. Norming

The norming stage is where team is performing in a balanced fashion and has reached a stage of

harmony in shared principles and policies. Major decisions are made by the whole group, while

delegation based on skills and roles lets team members contribute fully.

Acknowledgment of each other’s strengths and contributions leads to greater group unity.

Relationships are fortified and teams start doing social activities which are included within the

purview of work.

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The leader has leverage to step back a little at this stage as team members start to share the

leadership responsibility for parts of the project. The Leader should be well aware of the whole

scope of the project undertaken. Satisfaction can become a threat, as all operations start to run

very smoothly without any hurdles. There should still be a focus on objectives to ensure that the

project is driven forward. Timescales and resourcing should be carefully monitored to ensure this

focus.

Performing

When team performs well with minimum intervention from the management, it is said to be

performing stage. The team is able to work with wider frame of mind and behaves more

purposefully while trying to achieve goal. Disputes become the positive contribution factors in

decision making process. The members value each other's opinion and suggestions. The team

affiliates look for acknowledgment of their abilities and gives stress on individual and

professional advancement. They look for getting trained for next level of their role next time.

The team members have high independence and pay attention to what others have to say in the

team. The team works on criteria and can handle the project independently to exceed

expectations.

The leader who has a team at this stage can take a monitoring role for his team and can

concentrate on building new ideas for new projects. The teams that reach such a stage are very

effective for the organizations success. Many teams are not able to reach such stage because the

team members have not reached the maturity stage to work at this level.

The team members at performing stage are very effective and are flexible to adjust their style of

working according to the development stage and ability to recognise the hallmark if the leader

who brought forward the best from the team working ..

Adjourning

Tuckman included this “Adjourning Stage” in the 1970s, to explain the ending of the venture

with the fragmentation of the team members. Team members find this stage as a departing stage

and are unsettling and even threatening for them as they move at the next project. At this

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juncture the organisation rejoices the triumphant victory of ending the project. The organizations

thank members for their contribution towards completion of the project successfully.

2.1.2.5. Team Role Theory by Meredith Belbin:

Belbin, (1970) defined Team Role as: “A tendency to behave, contribute and interrelate with

others in a particular way.” Belbin, (1970) recognized nine team functions and he classified these

roles into three categories:

Figure 5BELBIN'S TEAM ROLES. SOURCE:http://www.bne.uwe.ac.uk/flic/construction_site/6069/section8.htm

A. “Action Oriented”: This category includes people like:

1. “Shapers”

2. “Implementers”

3. “Completer Finisher”

B. “People Oriented”: This group contains:

4. “Co-ordinator”

5. “Team worker”

6. “Resource Investigator”

C. “Thought Oriented”: This group is comprised of:

7. “Plant”,

8. “Monitor Evaluator”

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9. “Specialist”

A. “Action directed Responsibilities”:

1. “Shapers (SH)”

According to Belbin, (1970) the gregarious persons, who challenges team members to progress

are called “shapers”. They enjoy stimulating other team member's to find best solutions to

problems. They investigate all the potentials to make a resolution of the problems or subject

matter of concern at hand. Such people are argumentative and may be offending at times hurting

others feelings. Such people have the valour to move forward when others relinquishes.

2. “Implementer (IMP)”

People who are catalyst and turn the team member's ideas into practical action plans are

implementers. Such people are disciplines, systematic and conservative. These people are very

structured and dependable. Such people show resistance to change and are at times inflexible.

3. “Completer Finisher (CF)”

These people are responsible to impel the project to reach a conclusion and are known as

“Completer Finishers” Belbin (1970). They compel for precision and flawlessness in deliverance

of the task. They look for intricate inaccuracies and errors and give concentration to diminutive

particulars. They keep the deadline in mind and push the team to strive for completion on time.

They are purist. They often fret gratuitously and find tough time to hand over their job.

B. Person Oriented Responsibilities:

4. “Coordinator (CO)”

People who guide the team according to what they perceive and they are excellent listeners and

planners. They realise the potential of each team member and remain calm, good natured. They

trust in entrustment and prove to be very effective. At times they may over delegate the task and

are manipulative.

5. “Team Worker (TW)”

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Team Workers are the major constituents who provide sustenance and make certain that the team

is operating together, hand in hand. They carry out the role of mediators in the team and they are

supple, tactical, and intuitive. They become soon very popular among team members as they not

only quite efficiently manage their own tasks and authorities but also keep in mind about team

strength and help other members to work properly. They have a propensity towards faltering, and

continue being in an apathetic position during negotiations and administrative decisions.

6. “Resource Investigator (RI)”

Resource Investigators are pioneering and inquisitive people and they love to explore accessible

alternatives, build up connections, and parley for assets on behalf of the team members. They are

passionate individuals and recognize how to work in unison with outside people to assist the

team complete its tasks. They are open, and often they are found quite receptive of others ideas

and opinions. They may lose eagerness rapidly, and are frequently excessively confident.

C. “Contemplation Directed Roles”:

7. “Plant (PL)”

According to Belbin, (1970) the “Plant” is the imaginative trendsetter and are always juggling

with new information and imaginations. They prosper on praise but criticism is especially hard

for them to deal with. Plants are seldom reclusive and prefer to work alone; they can be

unrealistic at times. They are also sometimes poor in communicating and can be inclined to pay

no attention to specified limitations and constrictions.

8. “Monitor – Evaluator (ME)”

Monitor-Evaluators are apt at scrutinizing and assessing information that other people may

contribute. These people are perceptive and purposeful and they cautiously ponder over all the

dos and don’ts of an available choice before making any firm decision. “Monitor-Evaluators” are

indispensable philosophers and very planned and calculative in their movements. They are often

professed as disconnected or dispassionate individuals. Sometimes they are meagre motivators

who act in response to proceedings rather than encouragements.

9. “Specialist (SP)”

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According to Belbin, (1970) “Specialists have specialized knowledge that is needed to get the

job done”. They are quite proud of their skills and capabilities, and they continuously strive to

maintain their proficient status. They are basically experts in particular areas and they are fully

dedicated to their work. This can restrict their involvement, and may portray an obsession with

procedures at the expenditure of the greater representation.

In the present study at Shoppers Stop it has been found that team members are functional in all

the nine roles as identified in this theory. It has been explored that there exist a productive

working relationships, high performing teams, personal effectiveness and mutual trust and

understanding at Shoppers Stop.

2.1.2.6. Theory of Interpersonal Communication:

SOCIAL EXCHANGE THEORY (SET):

Social exchange theory explains and predicts the relationship maintenance in team work

environment.

Thibaut and Kelley, (1959), developed this theory to clarify when and why individuals develop

some personal relationships while breaking others. This theory also highlights how satisfied you

will be with the relationships that you choose to maintain.

Exchange concept advancement to social associations is based on the judgment of compensation

and outlay.

Thibaut and Kelley’s (1959) theory considers personal relationships in terms of costs versus

benefits. The rewards you receive from a given relationship, and the cost you pay to obtain those

rewards.

A. Assumptions of Social Exchange Theory: Three assumptions that guide SET are

1. Individual associations

2. “The minimax principle”.

3. In nature human individuals are self-centred.

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These assumptions are explained more clearly within the frame of SET’s. The three important

components are: outcome, comparison level, and comparison level of alternatives.

B. Main Components of “Social Exchange Theory”: Three main ingredients of social exchange

theory are:

1. “Social relationships bring both rewards and costs”. {Rewards − Costs = Outcome} (Thibaut

& Kelley, 1959).

Relational recommendation assist in attain precise objectives. The rewards or cost are perceived

differently by different people. It is advocated that the rewards outweigh the costs, resulting in a

positive outcome value. If perceived value of the relationship yields more drawbacks than

benefits, a negative outcome value will result. The outcome can be considered as a benchmark to

measure the relationship rewards. Individuals begin to determine satisfaction and stability of that

relationship, as well as the likelihood of its continuing.

2. “Comparison level”.

“The rewards which are expected by a person in a particular relationship is known as comparison

level” (Thibaut & Kelley, 1959).

Expectations are based on associations. What is expected in a relationship is what individuals

compare their current outcome value with their CL. In other words, if the perceived value is

more of rewards than costs in your relationship this is perceived as exceeds your expectations for

the relationship. This indicates that:

Outcome > CL: Conversely, if the perceived cost is more that the reward a sense of

dissatisfaction is predicted (CL > Outcome). Predicting the satisfaction with a relationship is

dependent on a positive outcome value that also meets or exceeds one’s expectations (CL).

3. Evaluation stage of substitutes.

Thibaut and Kelley, (1959) recognized that simply determining one’s satisfaction, or

dissatisfaction, with a relationship is still not enough to predict whether the relationship will

continue or end.

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There will always be handful of individuals who are dissatisfied with one of their personal

relationships—be it a friendship, team, or work partnership—but, despite their unhappiness,

these individuals remain in that relationship. Why?

According to Thibaut & Kelly, (1959) SET considers “For any relationship to continue or end,

individuals must also examine their comparison level of alternatives or CLalt" (Thibaut &

Kelley, 1959).

When the alternatives are perceived greater than your outcome and greater than our CL, the

relationship ends. Even after being satisfied with a current relationship , you may perceive that

your alternatives are even better, in that case SET predicts that you will terminate the

relationship (represented mathematically by CLalt >Outcome > CL). With the help of above

theory the predictions about the state and status of a relationship can be determined.

SET has explained and predicted how an individual’s decision is maintained or de-escalate in a

particular relationship. People appraise the remunerations and expenses linked with outstanding

things in their associations and also deem other available opportunities and alternatives.

Predictions Made by Social Exchange Theory

Outcomes > CL (comparison level) = Satisfied

Outcomes < CL (comparison level) = Dissatisfied

Outcomes > Clalt (comparison level of alternatives) = Stay

Outcomes < Clalt (comparison level of alternatives) = Terminate

This theory has provided a valuable insight to the relationship that exists in a team work

environment. This has given a good understanding of team dynamics that takes place at Shoppers

Stop. This has also given insight to the reasons for decisions taken by team managers at

Shoppers Stop.

Attributes such as initiative, trust, openness, helpfulness, flexibility, and supportiveness are

routinely mentioned as desirable team member characteristics (e.g., Kinlaw, 1991; Varney,

1989), (Dyer, 1984:285-323). The use of teams has become an extremely popular work design in

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all types of organizations today. The eagerness for this task arrangement is so sturdy that it might

be painstaking and leveled as a whimsical measure in contemporary management beliefs.

2.1.2.7. Knowledge, Skill, and Ability (KSA) Requirements for Teamwork:

According to Dyer (1984), there is very modest methodical information pertaining to which

interpersonal skills are most advantageous. There is simple comprehensive predictability about

the requirement for "team players."

A goal of this study is to understand interpersonal team member capabilities in such a way that

will allow meaningful operation.

In the sections interpersonal knowledge, skills and ability are acknowledged which individual

team members should possess to become effective team contributors: (1) conflict resolution; (2)

combined problem solving; and (3) communication.

INTERPERSONAL KSAs:

“Conflict Resolution KSAs”: Dyer, (1984)

1. The information, dexterities and aptitude to differentiate and support attractive, and dishearten

objectionable, player’s divergence.

2. The acquaintance, capabilities and talent to differentiate the kind and basis of disagreement in

the team and to put into practice a suitable disagreement resolve approach.

3. The awareness, cleverness and capacity to make use of a win-win conciliation approach

relatively than to use the conventional win-lose stratagem.

“Collaborative Problem Solving KSAs”:

4. “The knowledge, skills and ability to recognize situations that require participative group

problem solving and to deploy proper degree and type of participation.”

5. “The knowledge, skills and ability to recognize the obstacles that obstruct collaborative group

problem solving and implement appropriate corrective actions” Dyer, (1984).

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“Communication KSAs”:

6. “The knowledge, skills and ability to utilize decentralized networks to enhance

communication where possible and to understand communication networks”.

7. “The knowledge, skills and ability to communicate openly and supportively. This includes

sending messages which are: (1) behaviour- or event-oriented; (2) congruent; (3) validating; (4)

conjunctive; and (5) owned”.

8. “The knowledge, skills and ability to appropriately use active listening techniques”.

9. “The knowledge, skills and ability to optimise balance between nonverbal and verbal

messages”.

10. “The knowledge, skills and ability to engage in small talk, and recognition of their

importance”

11. “The knowledge, skills and ability to help establish challenging, and accepted team goals”.

12. “The knowledge, skills and ability to evaluate, and provide feedback and monitor the overall

team performance and individual team member performance” Dyer (1984).

“Planning and Task Coordination KSAs”:

13. The acquaintance, expertise and aptitude to harmonize actions, data, and organize mission

interdependencies between group members.

14. The knowledge, skills and ability to help determine the role expectations of individual team

members, and balance workload in the team.

Many problems facing work team solved in less time and with fewer disruptions. It may be of

due importance to involve the entire team for several reasons.

Participation of team members in every decision might not always be required. "The degree of

participation vary from situations to situation such as the importance of team acceptance,

simplicity of the decision, significance of a wrong decision , accessibility of information, and

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capability of the members "(Vroom & Jago, 1978). "The drawbacks of participation may result

in increased time requirements, lower quality decisions if members lack the ability to contribute,

diminished individual responsibility, and the creation of an attitude of entitlement to involvement

in all decisions" (Yukl, 1981).

2.1.2.8. Obstruction in Team Work:

"The problems with that deviates the team work in problem solving are suboptimal

compromises, egocentrism, inability to recognize suitable solutions, and domination by assertive

or egocentric members"(Falk & Johnson, 1977; Guzzo & Waters, 1982; Libby et al., 1987;

Miner, 1984; Tjosvold & Field, 1983).

(Janis, 1982)"groupthink phenomenon occurs whenever the desire for team harmony and unity

interfere with the ability to evaluate alternative solutions, leading to poor quality decisions".

(Asch, 1956) "In conformity groups exert strong forces on members to conform to majority

opinions. Members can be influenced to accept team judgments even when they contradict

reason or objective reality"

Team members should recognize and avoid problems of groupthink and conformity.

Techniques developed for avoiding obstacles to group problem solving

1. Restricting interactions so as to limit negative team influences

An example is brainstorming which promotes imagination by separating idea generation from

evaluation. "It encourages new ideas by not allowing dampening criticism" (Bouchard,

Barsaloux & Drauden, 1974; Diehl & Stroebe, 1991; Philipsen, Mulac & Dietrich, 1979).

2. Ostensible grouping procedure.

In this technique the ideas are generated by team members privately and team meetings

encourage the tem members presenting and clarifying their ideas.

"Decisions are made by private voting rather than trying to publicly resolve differences"

(Delbecq, Van de Ven & Gustafson, 1975; Rogelberg, Barnes-Farrell & Lowe, 1992).

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This technique is effective where there exist poor relations in the team, or the topic is personal or

emotional.

There are other ways of solving group disagreements like “Delphi technique, alternative group

voting strategies, Stepladder technique”, etc.

The team members must use the principles of proper team structure formation during meetings

and gatherings and separate idea formation during assessments.

The other factors that could also act as barricade in team work are:

1. Narcissism

Narcissism vests the wellbeing of everyone in a group – mostly seen in selfish persons. A team

should function as a group working toward a common commitment, but selfishness causes the

team to disorient from target, as each individual strives toward what he sees as his interest. In

such a divided state, the “team” ceases to function as a one collective unit, and little, if anything

is accomplished.

2. Half-heartedness

When believe that the team is not accomplishing anything useful the people tend to work half -

heartedly. This leads to lack of attention and will weaken the team’s efficacy and it will

eventually spread amongst others.

3. Uncooperative

Excessive antagonism within a team at times obliterates the capability of the team to work as one

functional entity.

For example, team members challenging for a raise may be lured to try to perform better than

team members and snatch the existing opportunities. This act will increase disbelief, and the

team fails to achieve its objectives.

4. Stubbornness

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When team members become adamant and consider refusing new ideas and methods it becomes

major problem. Team members who refuse to consider new processes and procedures will

destroy the team bonding and deviate the team from achieving its goals.

2.1.2.9 Conflict Resolution in Team Work:

The capability to successfully resolve disagreements is a significant characteristic for team

members. Team conflict arises when "the actions of one or more members of the group are

incompatible with, and resisted by, one or more of the other group members" (Forsyth, 1990, p.

79). "Conflicts occur when members believe their different goals cannot be achieved

simultaneously" (Levine & Moreland, 1990).

Conflicting situation in team work environment can be dealt in the following ways.

1. Selflessness

Team member own interests and work should be kept aside to work toward the goals of the team.

If there are the selfish team members, the leader should show the member that he care for them

and their goals, leader should convince the team member that they do not have to defend their

own interests. If team member maintains the selfish attitude and only think of oneself then the

team leader has to take necessary actions in order to resolve the issue or he may also land up in

requesting them to leave the team. Selfishness must be corrected in the very beginning because

its malaises spread rapidly all over.

2. Dedication

Team members who are passionate about the goal and who want to be on the team should be

selected when building a team. If there is an uncommitted team member in the team, leader

should talk the problem over with the team member and take appropriate action. The member

should not feel disregarded and insignificant. In such team where leader cares about his team

member will gladly become dedicate participant. If a team member does not want to be on the

team, the best choice might be to let him go and choose a another dedicated replacement

member.

3. Collaboration

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Collaboration is very helpful in increasing team’s efficiency. The team where there are no

internal contentions, the team is sure to successfully compete with other teams. If there is no

cooperation in team, leader should call meeting to discuss the problems and should strive to

resolve the conflicts as soon as possible. A team to be successful must have collaboration as

success depends on contribution of all team members.

4. Flexibility

A good team member should have a keen attitude to learn and maintain his long-held thoughts

and judgments at the first indication of a new-fangled contemplation. If team member introduces

new idea he should make it clear to his team members that he is putting a practical idea. Forsyth

(1990), "group conflict is as common as group harmony". Conflicts are important to develop

unique solutions but should be moderate. Conflicts lead to sense the need for change and draw

attention to problem areas.

Coser, (1956) "The positive effects from conflict includes reducing stress, venting opinions,

communicating dissatisfaction, fostering innovation, and stabilizing relationships by removing

dissociating elements". "Conflicts should be addressed otherwise it will lead to serious negative

consequences may occur, including hostility, reduced performance, and dissolution of the team"

(Levine & Moreland, 1990; Nemeth & Staw, 1989).

2.1.2.10. Communication style:Team members are open and interested to information, ideas, and feelings of others, and ask

questions and consider issues from others perspective. The communication style usually

practiced in effective teams is informal, relaxed, comfortable, and with no obvious tensions

(Argyris, 1966; Likert, 1961; McGregor, 1960). In a well balanced team, members communicate

with one another and make sure that all important issues are discussed and resolved in a proper

way. This open and supportive style fosters a healthy relationship among team members.

“The ability to develop an open communication style is a direct function of personal

relationships” (Jackson, 1988; Kinlaw, 1991; Larson & LaFasto, 1989). “Members have an open

communication style to the degree they can structure messages to be consonant with their

relationships, and good communication is instrumental in strengthen relationships” (Gudykunst,

1991; Whetten & Cameron, 1991; Wiemann & Backlund, 1980).

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The ideologies that help the open and compassionate contact method are:

1. “Behavior oriented, not person-oriented”.

“Messages are less likely to elicit defensive reactions when they focus on characteristics of the

problem rather than the individual, are specific rather than general, are descriptive rather than

evaluative, and make comparisons to objective rather than subjective standards" (Gibb, 1961).

2. “Link between what the communicator feels and says”.

"Such link leads to a matching of verbal and nonverbal messages, thus enhancing

communication effectiveness" (Dyer, 1972; Rogers, 1961).

3. “Validates individuals”.

"Messages that arouse negative feelings about self-worth, identity, and relatedness to others tend

to invalidate. Messages are especially invalidating when they convey superiority, rigidity of

position, or indifference towards the recipient" (Driskell, Olmstead & Salas, 1993).

4.”Conjunctive rather than disjunctive”.

"Individuals communicate conjunctively and ensurs that everyone has equal opportunity to

speak, using appropriate timing in conversations, and ensuring that topics are not disconnected or

monopolized"(Wiemann & Backlund, 1980).

"Empirical evidence exists that conjunctive as opposed to disjunctive communicators are judged

as more competent"(Wiemann, 1977).

5.”Owned, not disowned”.

Owning message is taking liability for one's statement and recognizing that the basis of a

proposal is individual.

Wilson Learning Social Style Profile is a tool that assist people understand their own

preferences. It helps them to see how other people perceive them in the workplace, and learn

skills to adapt to others’ Social Styles.

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Wilson Learning accumulated research data from over seven million people; this data

demonstrates that measurements of the three principal dimensions of Social Style—

assertiveness, responsiveness, and Versatility—hold up across cultures and sales audiences

worldwide.

The four Social Styles—Analytical, Driver, Amicable, and Expressive—are clearly and

consistently identified within and across multiple cultures.

Characteristics of Analytical communication style are: Industrious, Need organization, High

Standards. His opposing style may be Expressive.

Characteristics of Driver Communication Style are: Generates Ideas, Wants action and change,

Needs to be in Charge, expects efficiency, and dislikes being controlled. His opposing style may

be Amiable.

Characteristics of Expressive Communication Style are: Promotes ideas, wants to be liked,

playful, need recognition, expects freedom, and likes to help. His opposing style may be

Analytical.

Characteristics of Amiable Communication Style are: idea fulfiller, wants security, need

appreciation, expects harmony, team player, needs organization. His opposing style may be

Driver.

1. Nonverbal communication:

“Nonverbal communication is essential” (Driskell et al., 1993; McCaskey, 1979; Mullen, Salas

& Driskell, 1989; Ridgeway, 1987; Ridgeway & Diekema, 1989; Sielski, 1979; Williams, 1989),

and “nonverbal communication can take precedents over verbal communication in certain

contexts” (DePaulo, Rosenthal, Eisenstat, Rogers & Finkelstein, 1978; Harrison, Hwalek, Raney

& Fritz, 1978).

“Nonverbal communication is necessary and can take upper hand over verbal communication in

certain aspects:

Types of nonverbal communication,

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1. Paralinguistic’s like pitch, rate, hesitations and loudness,

2. Kinesics like facial expressions, body postures, gestures,

3. Touch like handshake, pat on back, and arm around shoulder,

4. Chronemics like making people wait,

5. Iconics like size of desk or display of trophies,

6. Proxemics like personal space, and

7. Dress like clothing and physical appearance” Buck, (1984).

Team members must recognize that nonverbal messages either reinforce or undermine verbal

messages"."To ensure that nonverbal messages enhance communication, members should

understand underlying sentiments and their open disclosures" (Buck, 1984).

Impressions of deception can be perceived if nonverbal communication is controlled. Team

Members should appreciate nonverbal communication of others. The members should realizing

that others may not say precisely what they think and may not express their thoughts verbally

and or have no choice but to use non-verbal modes."Nonverbal cues may allow team members to

assess the emotional state of others" (Buck, 1984).

2.1.2.11. Listening:

“Listening” is a fundamental tool for communication. Feedback loop is necessary to ensure what

is listened and is comprehended and understood. “It reduces the distortion between what is said

and what is understood” Thus listening is important to teams. “The first component of good

listening is to listen non-evaluative and hold judgment”. "This is difficult because people tend to

evaluate what they hear very rapidly" (Fiske & Neuberg, 1990).The listener tend to adjoin

psychological annotations to the significance of the message e.g., whether the conversationalist

is straightforward or untruthful, perfect or erroneous.

"Listeners play a vital role to improve their understanding of messages by probing, reflecting,

and deflecting. The probing, the listener encourages the speaker to elaborate, provide additional

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information, or clarify the meaning" (Whetten & Cameron, 1991). When the listener reacts, the

listener replicates back to the communicator the message as it was heard and demonstrating that

the listener is attentive, and understands the message in the same contest it is said. The listener

helps the communicator better understand a problem by deflecting. Deflecting is used to

compare, reassure, and show that compassion is needed to avoid an uncomfortable situation.

The following ways demonstrate to the speaker that listener is paying attention.

1. Sustain eye contact;

2. Don't stop the orator;

3. Sit calmly;

4. Jiggle your head in understanding;

5. Sit straight and bend over toward the speaker;

6. Reiterate directions and ask apposite queries when the orator has ended up.

A good listener is conscientious and listens carefully to what the speaker wants to make clear

through the speeches and remaining attentive at this point is very essential. The listener construes

the non-verbal reminders such as stance, facial appearances to comprehend the speaker.

Hurdles to Listening: The following act as potential obstacles to listening.

1. Predisposition or bigotry;

2. Language differences or accents;

3. Clamor;

4. Worry, fright, or annoyance; and

5. Deficient in of concentration distance.

Team members should listen non-evaluative and should use active listening techniques.

2.1.2.12. Training:

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In teamwork Knowledge Skills Ability s are important to perform a specific job, companies must

consider whether such skills should be trained and how they can be trained.

Many team building focus on necessary functioning of team that is related to the teamwork. The

four approaches to training programs are goal setting, interpersonal, role, and problem solving.

These training programs are to enhance Knowledge Skills and Ability and promote team work.

Managers over teams should be trained in teamwork Knowledge Skills and Ability, irrespective

whether the teams are self-managed or manager-led. The Knowledge Skills and Ability are

essential tool for interacting with employee teams and for participating on management teams.

"It has been noted that managers of teams, especially autonomous work teams, need to develop

the employees" (Cummings, 1978; Hackman & Oldham, 1980; Manz & Sims, 1987).Training

must not only ensure that managers possess teamwork Knowledge Skills and Ability, but that the

managers know how to train these Knowledge Skills and Ability to employees. There is

consequence of work understanding and the hands-on use of work know-how through job

rotation and it is allied to the acquirement of communiqué and interpersonal expertise.

2.1.2.13. Goal Setting and Performance Management:

"Goal setting is a well-documented individual-level performance management technique"

(Mento, Steel & Karren, 1987). "A clearly defined mission or purpose is integral to team

effectiveness according to both the conceptual" (Gladstein, 1984; Hackman, 1987; Larson &

Schaumann, 1993; Shea & Guzzo, 1987; Sundstrom et al., 1990)

The team should know all levels of difficulty that may arise in reaching the goal inorder to

perform well. The team should select the best way to accomplish the victory in attainment of the

goals. The team may lose is the best course of action is not selected properly and may not reach

its goal. "Team goals must be challenging, but attainable" (Larson & LaFasto, 1989; Likert,

1961).

The team members must acknowledge the goals to be attained and comprehend the goals

unmistakably. They should not bring froth their individual conflict or disagreement and should

strive to achieve team goals."Lack of goal clarity reduces effectiveness" (Larson & LaFasto,

1989).

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Balance between individual and team goals can be reaches if they are the same, highly linked,

and can be pursued simultaneously. To increase the goal acceptance, the members should

participation in setting goals. “This enhances acceptance, and increase congruence between

individual and team goal. This also leads to better quality goals and greater satisfaction with the

process" (Levine & Moreland, 1990).

Performance management is the catchphrase and is the requirement in recent times of neck to

neck opposition and the executive encounter for headship. Performance management is a wide

and detains responsibility of HR, as it covers actions such as joint goal setting, incessant

development appraisal and recurrent announcement, opinion and instruction for enhanced

performance, implementation of employee training and development with compensation and

benefits.

The process of performance management starts from the stage when a new employee joins the

organization and ends the day when the employee leaves the organization. Performance

management is a methodical procedure which increases the overall performance and productivity

of the organization while increasing the efficacy of each member belonging to the team. It is a

resource for superior activities by delivering and directing proper orders and commands which

will fulfill the expectations, define objectives, and will be successful in achieving the benchmark

for the organization.

According to Armstrong and Baron (1998), “Performance Management is both a strategic and an

integrated approach to delivering successful results in organizations by improving the

performance and developing the capabilities of teams and individuals.”

The term performance management became popular in early 1980’s when total quality

management programs received utmost importance for achievement of superior standards and

quality performance.

Ingredients like job blueprint, headship enlargement, and instruction and remuneration system

are of equivalent impetus besides the customary act appraisal process in the innovative wide-

ranging arena.

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Performance management is continuing process which goes on between the mentors and the

workers all through the year. The procedure is very much recurring and incessant. A

performance management system includes the necessary actions:

1. Setting transparent job responsibilities and employee action plan which covers the key result

areas (KRA') and performance parameters along with selection of the right kind of people, by

following a proper stratagem.

2. Negotiating is the performance values for assessing the result and on the whole efficiency

against the preformed yardsticks. Providing incessant education and criticism is indispensable

throughout the stage of deliverance.

3. Identifying the learning and methodological needs by assessing the end results obtained

against the predefined principles and executing effectual growth and expansion modules for

upgradation.

Regular quarterly performance development discussions and evaluating employee performance

on the basis of performance plans has become an integral part of performance analysis.

An effective compensation and reward systems is designed to recognize those employees who

excel in their jobs by achieving the set standards and exceed the performance benchmarks.

Providing promotional/career development opportunities and guidance to the employees is very

important retain a satisfied employee.

Egress interviews are important to comprehend the reason of worker unhappiness and departure

from an organization.

The podium for remunerating brilliance is supplied by performance investigation. Performance

analysis plays a vital role in aligning individual employee accomplishments with the

organization’s mission.

Performance potential which includes consequences, events and activities, helps the employees

in reorganization of their responsibilities and roles and also help to set approachable measures

thus removing those jobs which are petty and of no use.

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Customary response and training identify the evils at an early period and remedial measures can

be adopted to avoid them.

Thus performance management is an upbeat method of organizing worker performance for

motivating the members and directing them towards the attainment of organizational goals and

objectives.

2.2 Conclusive Remarks:Thus in this section of the literature review, critical evaluation and in-depth study has been

carried out regarding various advantages, disadvantages of team work, the various motivating

factors which play an important role in increasing the team performance, various theories of

communication and listening and inter-personal key responsibilities. In this section it has been

also discussed regarding the proper resolution of conflicts which arise within team members, the

role of a team leader and also the need of performance management. All the aspects have been

supported with literary evidences from various authors who have already worked in these

principles. Thus it is evident that “team work” is an umbrella term which embraces various

management and hr philosophies and to make construct a proper team it is essential to

understand this basic phenomenon. This will further help us to analyze, compare and conclude

the results which have been obtained through survey method in case of Shoppers Stop in India.

CHAPTER 3: RESEARCH METHODOLOGY

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This section will mainly include the methodologies which have been followed in carrying out the

dissertation, the data collection procedure, the design and structure of the dissertation and an

introduction to the various types of questionnaires.

3.1 Research Design:Deciding the approach of a research implies to settle on the course of action that the research

would follow. The process chosen include self-directed opinion poll and semi-structured

interrogation and interview. The use of secondary data for information about the organization

and also the employees’ view of team working have been used.

3.2 Research Method: An apposite examination methodology is indispensable for carrying out a successful study.

Collection of knowledge can be done by using various methods of quantitative study."The

Quantitative research starts with an idea for measuring, the aspects of generation of data and, by

presumption, to come to a conclusion"(Pinsonneault & Kraemer, 1993).The researchers study the

situation of the subject and get the desired objectives uncovered. A qualitative researcher can

apply interviewing method for conducting the research, whereas a quantitative researcher implies

survey method for conducting the research. Adopting a more reasonable approach, qualitative

and quantitative research methods have been applied in this research.

3.3 Quantitative Research: The Quantitative research is a scientific and classic method and is less controversial. In the

Quantitative study collection of information is absolute as it is based on statistical data. The

numerical figures and statistics can be appraised in an unbiased mode.

3.4 Qualitative Research: The Qualitative study is based on the concept of social reality and involves the experience of

people. Qualitative researchers decode the hidden aspect and are concerned for explaining the

effectiveness of the method. The Qualitative research is generally done when research topic is

focus on the activities happening in day to day life. In this research both qualitative and

quantitative methods were applied. The qualitative research was conducted with the help of

documents and quantitative research was conducted through questionnaire survey. The

quantitative data will be used to analyze the team working effectiveness in the all department at

shopper stop, Hyderabad. In person self-directed questionnaires will be used for this purpose. A

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self completed questionnaire would be the best way to collect data about team effectiveness

because responses to postal surveys have a lower degree of response rates. Qualitative method

was used for this piece of work because it gave a chance to communicate and interact with the

people (Staff and managers) associated with this study.

It also helped to understand people’s feelings, views and experience about the work. Information

was obtained from departmental managers as well as the subordinates through interviewing. The

use of qualitative methods helped to investigate the underlying principle for team working and

also an understanding from the management the methods they adapt to set up and develop teams.

3.5 Data Collection:Research data was collected either in the form of secondary or primary or both (Saunders et al,

2003. Both primary and secondary data were used in conducting the research.

The data that is collected by the researcher for the initial information which is collected for the

first time not directly relating to the company and topic but furnish relevant facts are primary

data. This data supplies comprehensible manifestations for the rationale of study. Congregation

of the actual data takes a lot of time and it is also very costly. The information gathered by this

method is more reliable and consistent. There are various ways to collect primary date like

surveys, focus groups, interviews over telephone, surveys, collection of physical artifacts,

documentation review and observations.

3.6 Questionnaires: Questionnaires are defined by de Vaus, (2002) as cited by Saunders et al. (2003) as “A general

term to include all techniques of data collection in which each person is asked to respond to the

same set of questions in a predetermined order“. One of the objectives of this research was to

analyze the team working effectiveness in Shopper Stop. Self-directed questionnaires have been

used. These questionnaires were dispensed to the employees of Shopper Stop. The personnel or

the respondents were asked to fill in the questionnaires which were collected afterwards. Open

ended questions were also used for this purpose so that the respondents could express themselves

freely.

In the questionnaire, a grouping of the questions in the following categories have been done to

have a clear understanding of the effectiveness of the team work as understood by team members

at Shoppers Stop:

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3.7 Appendix II

3.7.1 Questionnaire A:

From Q1 to Q5 –Collaborating

The ability and willingness to work jointly with others is a characteristic that is sometimes

difficult to cultivate in a get-it-done-quick environment. Team members that work together in a

balanced manner have a powerful universal and joint vision and have a sturdy accomplishment

of the point of reference.

From Q6 to Q10 – Co-Existing

To Co-Exist is to live at peace with one another and others despite differences. In a team this

means embracing diversity as well as valuing commonly held cultures and values.

This is a key requirement for effective team working.

From Q11 to Q 15 –Co-Creating

To Co-Create is to giving and receiving of ideas and to collaborate without requiring to have

authority. It is about sharing best practice and encouraging the free exchange of ideas.

3.8 Appendix II

3.8.1 Questionnaire B:From Q1to Q 5 – Compensating

To compensate for one another is one of the essential factor to cultivate a team environment, it is

important for team members to not only learn but to desire to counterbalance one another.

From Q6 to Q10– Co-Operating

The ability to work together toward a common purpose and putting the good of the team first and

their personal goals second is one of the most satisfying elements in a relationship

From Q10 to Q15– Continuous improvement

Improving the existing process is a key to success of any team .Continuously getting inputs from

the team members and validating and implementing the inputs from team members brings a

bigger commitment from team members towards achieving the team goals.

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The above six qualities are fundamental to foster a healthy and balanced atmosphere where

genuine team-work can nurture. The questionnaire has been deliberately predesigned as an

instrument to aid the team leader and his/her team members to gauge the intensity, values and

principles of team-working techniques.

3.9 Structured Interview:An interview is a purposeful discussion between two or more people (Kahn and Cannell cited in

Saunders et al, 2007, p. 310). Open-ended questions were used for interrogation purpose and the

answers were jotted down. This was used to ask questions to the managers and take their views

to investigate the principle for team working. The questions were developed for 10 managers of

different departments. These managers included the

Men’s apparel department manager,

Men's accessories department manager,

Women's apparel department manager,

Women's accessories department manager,

Women's footwear department manager,

Cosmetics and skin care department manager,

Kid's apparel and toys department manager,

Home and travel department manager,

Personnel manager,

Customer service manager

Company’s managers were targeted with a semi–structured interview. This indicates that the

interview was of an informal nature and contained semi-structured questions, such that the

respondents are free to give their opinions and talk freely about their feelings. Also, open-ended

questions do not limit the respondents in any way and greater amount of autonomy is there to

answer a particular question.

Other questions can be described as closed, “where the respondent’s answer is selected from a

number of predetermined alternatives” (Hussey & Hussey 1997). Closed questions were very

suitable for gathering factual data and were usually easy to analyze, since the range of potential

answers is limited.

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Secondary data, in general, is factual information which can be obtained on the basis of data

which is already collected from other sources, and is easily accessible from these sources

(Kumar, 1999) before, as well as the fact that the secondary data collected in this study, the cost

would be to analyze the advantages and disadvantages of these data. Secondary data was

collected from newspapers, diaries, journals, magazines official records, articles and internet.

3.10 Sampling Strategy:Sampling is “the process of using a small number of items or parts of a larger population to make

conclusion about the whole population” Zikamund (2003:369) .Because of time limitation and

staff access in all the departments total of 100 questionnaires were distributed to staff in Shopper

Stop, Hyderabad and 10 questionnaires were distributed to 10 managers bringing the sample size

to 110. The total of sample size of research was 110 including managers. Telephonic

conversation served as the data collection mode responses were noted down.

3.11Data analysis:Saunders (2003), “analyzing data is about the process of abstracting from it, highlighting what is

deemed important, unusual etc. analysis, therefore, is about the search for explanation and

understanding, in the course of which concepts and theories are likely to be advanced, considered

and applied”. Qualitative approach was used to analyze the data. The researcher collects the data

by conducting semi-structured interviews, and then analyzes this information. Qualitative data

analysis follows three processes in the forms of noticing, coding and interpreting, where coding

takes the most important notice (Patton, 2002). The main intention of coding purposes is to

summarize and synthesize which helps the researcher in categorically interpreting and analyzing

the data.

3.12 Limitation: This piece of work has certain limitations. Limitation of the study is the small sample size the

study was done from here (U.K), with the subject organization being in India, there were some

limitations which made the collected data inaccurate. Lesser number of individuals participated

was another problem.

3.13 Resources:The following resources facilitated this research

Human resources:

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o A good portion of support from the experts in industry

o Guidance from Teesside University dissertation supervisor

Physical resources:

o The use of a computer and internet for e-journals, magazines and articles.

o Access to the Teesside University learning resource centre and internet access to lots of

information like articles, journals and books.

Financial resources:

o Postage, printing of questionnaires agreed

o Cost for research is estimated to be approximately £400.

3.14. Ethical ConsiderationEthical issue in a research is mainly concerned about maintain privacy of data provided. Correct

procedures and appropriate means of data accumulation were used to interpret the findings

clearly in the research. This research has been conducted with a balanced and professional

approaches keeping in mind the ethical issues, space and time constraints. All the research

participants were made aware of the intention with which the research has been carried out. All

the information which has been gathered will solely be kept confidential and will not be used for

any other purpose, reprints or publishing. With that guidance provided by the Teesside

University was carefully considered while carrying out the research.

3.13 Dissertation Schedule: Months of Year (2011)

2 3 4 5 1 2 3 4 1 2 3 4 5 1 2 3Tasks Jan

Weeks

Feb

Weeks

March

Weeks

April

Weeks

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Submission of

Proposal

Problem

Identification

Literature Review

Research Design

Methodology

Data Sources

Data Collection

Data Analysis

Writing up Draft

Editing

Final Document

Binding

Submit

3.14 Reliability and Validity: The reliability and validity of the data is dependent upon responses which have been obtained

from the employees of the chosen organisation. Here in this case it has been obtained from the

employees of Shoppers Stop (Hyderabad, India). Hence the inputs which they have provided and

the answers of the questionnaires can raise a factor of validity and authenticity. Since it has been

obtained through survey and questionnaire method the reliability, to some extent is dependent

upon the correctness of the information provided by the employees. The data has been collected

by interview method (Robson, 2002) and no particular scientific or statistical method has been

used in the tabulation of the data, and it is totally based on the secondary sources of information.

There is also a lack of intricate details in the data since it has been collected from limited number

of employees working at various strata. Hence due to this lack of generalisation which is mainly

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due to the boundaries and limitation of space the research factor may get affected. As suggested

by the Saunders, (2007), the explanation of circumstances is acquired by achievement in

obtaining responses from the employees working in Shoppers Stop, India.

Other research constraints arrive due the inadequate approach towards collection of the data. The

other constraints are limitation of space and time which has also affected the reliability and

validity issue.

3.15: Conclusion:

In this chapter of the dissertation, there are few significant theories and hypothesis which have

been discussed keeping in focus the main purpose for carrying out this research work. For

conducting an appropriate way of research one should take into consideration the various

methods of data collection techniques, the research philosophies. One should also design an

appropriate design of research and should construct a framework on which the research factor

should be based.

Qualitative and quantitative research methods have been discussed and has also been explained

properly how these methods can be utilized for collecting data from various sources. Exploratory

research plays an important role in the collection of data and this factor has been well elucidated

in this chapter. Ethical consideration has been explained keeping in mind about the reliability

and validity aspect and various restraints has been put forward which the researcher should keep

in mind while conducting the research work.

CHAPTER 4: FINDINGS AND ANALYSIS OF DATA

4.1 Perception of employee’s at Shoppers Stop:

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Employee satisfaction is key driver for retention and growth at Shoppers Stop. While striving to

serve the customers and thus flourishing in business in the retail market, Shoppers' Stop also try

to win for the youthful, multicultural, college alumni who are employed as front-line Customer

Care Officers or Associates. These employees mainly function in the retail front and maintain

initial contacts with the customers. Revenues earned with the help of these trained employees to

serve customers are a prime challenge at Shoppers stop.

“Through ongoing employee and customer satisfaction research with Customer Satisfaction

Management & Measurement (CSMM), a division of Indian Market Research Bureau (IMRB)

International, and one of more than 20 partners comprising the Walker Information Global

Network, Shoppers' Stop had previously identified "employee satisfaction" as a key driver for

retention of quality employees” (adapted from Shoppers Stop).

Shoppers Stop research studies indicate that a more satisfied and committed employee base

could contribute to tangible improvements in business measures, like improved customer loyalty,

more return visits, and increased spending among customers.

4.2 “Jo Jita Wohi Sikander” – "winners are champions!" (Hindu Business Line, 2003)CSMM initiated this research program with a series of employee surveys to establish a

benchmark measure of employee satisfaction at shoppers stop retail outlets. Results of these

satisfaction surveys brought to light the three top factors driving employee loyalty are:

"leadership/supervisor quality,"

"fairness (mainly compensation)," and

"Appreciation/recognition."

Shoppers Stop has inducted training, reward, and recognition programs designed to improve

employee loyalty amid front-line CCAs. Shoppers' Stop arranged for special training modules for

top managers to attend 200 hours of sophisticated training programs with a wide array of

management practices to personal analysis proficiencies to detail merchandise information.

Shoppers Stop has put in place "compensation" and "reward/recognition" to gain employee

loyalty. Shoppers' Stop put into practice a series of training programs intended to tackle these

problems.

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Shoppers Stop salary structure gives employees the opportunity to increase their variable pay

through a reward system tied to performance which makes take-home pay directly linked to

monthly performance.

Individual monetary performance awards are augmented by group reward programs, like one “Jo

Jita Wohi Skander” (adapted from Hindu Business Line, 2003), which is Hindi for "winners are

champions!" Under this group reward program, CCAs at each store are rated on product

knowledge, operational skills, and customer feedback, with individual CCAs and supervisors

designated as “sikanders” (champions) and with the leading store receiving a substantial cash

award divided among the team.

Shoppers' Stop also has conducts numerous non-cash compensation/appreciation programs for

recuperating team performance. Employee/management forums are encouraged, and employee

opinion page in in-house magazine, is regularly published.

Employee training is very essential to achieve greater customer satisfaction.

CSMM conducts customer satisfaction surveys for Shoppers Stop, and conducts statistical

analyses to gauge whether stores with more satisfied employees had more satisfied customers –

by tracking positive customer feedback, increased number of visits to the stores, and more

spending by targeted customers.

Research showed supervisor training is very instrumental in higher employee opinion of

supervisor quality, which in turn resulted in greater employee motivation. At Shoppers' Stop

outlets where the employees are highly content, the customers there are also highly satisfied

because of the activities and services received from the employees. At these stores, enhanced

customer commitment translated into more customer visits.

Employee and customer satisfaction research Results from my research prove Employee

perceptions of quality leadership, fair compensation, and appreciation/recognition have played

vital role in making Shoppers Stop a leader .

Shoppers Stop has a strong value base work environment.

Shoppers Stop lists their values as follows:

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We will not take what is not ours.

The Obligation to dissent.

We will have an environment conducive to openness.

We will believe in Innovation.

We will have an environment for development.

We will have a willingness to apologize and forgive.

We will respect our customers' rights.

We will create an environment of trust.

We shall be fair.

We will be socially responsible.

Their transparency in practices and freedom of expression exudes an overall feeling of boundary-

less organization. Their leadership is committed to create an organization where exceptional

careers are built. Their Values guide them in everyday actions.

At Shopper stop there is an environment that makes daily challenges enjoyable and rewarding for

its employees, which makes it a great place to work. At Shoppers Stop they work hard and play

harder.

Their Annual Sports day is one of the favorite events of the year. They believe that the support

system provided by employee's families contribute significantly to the productivity of their

employees.

Assessment is done periodically and is a fair and transparent process through which their

employees can grow both laterally and vertically within the organization.

At Shoppers Stop there is an informal atmosphere and an easy approach, “no doors” workplace.

Shoppers Stop is at leadership position in the Retail Space because it brings together highly

talented people in a creative, collaborative environment.

At Shoppers stop they give importance to employees and believe that their ability to accomplish

what they want to achieve depends on their employees “associates” and the people they hire.

At Shoppers Stop they give importance to growth and development of “associates” in their

constant reinvention of Shoppers Stop.

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They hunt for people who are passionate, adaptable, self-motivated, team players and who

reflect their mission statement – “Nothing but the best”.

At Shoppers Stop Limited there is an atmosphere which makes employees feel that he/ she is in

“a college, a University – a place to have fun and learn”.

4.3 Factors determining the effectiveness of working as a team:There are six critical success factors that are in place at Shoppers Stop for the effectiveness of

working as a team

1. Supportive Management

Management at Shoppers Stop recognizes that reaching an organizational goal will require a

team working together. To provide the leadership necessary to move a company, division or unit

towards the organization's goals they have appointed Department Team Managers.

Department Team Manager creates a ‘guidelines’ that establishes the leadership team and its

primary focus. Management also establishes specific goals the leadership team is to accomplish

and also select the department team manager and gain his or her commitment to lead the

leadership team in defining and carrying out the needed actions.

2. Focus on Stakeholder Outcomes

At Shoppers Stop they understands of the leadership team’s stakeholders, their expectations of

the team, and the values the team embraces integral to create the focus needed as the leadership

team members plan and execute the actions necessary to achieve the team’s goals.

3. SMART Goals

At shoppers stop the goals are Specific, measurable, achievable, realistic and time-bound goals.

They are established by the Management and then broken into sub-goals by the leadership team.

Without SMART goals, the team at Shoppers Stop shall lack the milestones necessary to drive

action.

4. Committed Leadership

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Leadership team focuses the members of the team on the mission, purpose, and goals of the

team. This member of the team is committed to the team’s results and willing to be held

accountable by the team’s sponsor and other stakeholders, for leading the team through processes

that insure the team’s goals are reached. The leader involves each team member in the processes

of the team build and mutual trust that leads to open debate, collaboration, individual

commitment, and personal accountability.

5. Mutual Trust

The most important element of successful team work at Shoppers Stop is the institution of a

platform of mutual trust; this trust enables management to engage in open debate and decision

making. This leads to commitments to action by individual members of the team. Building this

trust requires an openness that allows team members to know and understand the beliefs and

behaviors of all members of the team. This leads to team actions that can be structured and

advantage of each member's uniqueness and talents is utilized.

6. Engaged Leadership Team Members

Effective leadership team at Shoppers Stop has team members who are actively engaged in the

work and have their focus of the team. Each team member emotionally is committed to actively

participate in the team’s processes in the pursuit of the team’s goals. The team members are

loyal to carry out action plans to complete individual actions necessary for the team to reach their

team goals. The team members at Shoppers Stop are dependable and they carry the full weight

of personal responsibility to complete their individual commitments. Engaged team members

passionately support each other and add value to other team members. They engage others in a

positive manner to find solutions to issues and challenges they individually or as a team face.

They constantly seek to improve themselves and others for the benefit of the team and never

quit.

4.3.1 The Four Factors of Execution: The following four critical success factors at Shoppers Stop that insure the leadership team

carries out the actions necessary to reach their designated goals.

7. Collaborates to Solve Problems

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Teamwork dynamics at Shoppers Stop is practiced, the leadership team members come together

to focus collectively on goals, issues, challenges, and problems. Team managers manage the

processes of team meetings so that the maximum power of the collective knowledge and skills of

the team members is extracted and utilized. In this research it has been found that the most

effective leadership teams include individuals who follow a meeting methodology that is focused

on dealing with issues requiring the leadership team's attention and maximizes the power of the

collective knowledge and skills of the team members.

8. Individual Commitments

At Shoppers Stop work of leadership team is conceded by individual members of the team. It is

important to have plan of actions that are necessary to achieve their goals and overcome barriers.

Individual team member at Shoppers Stop commits to carrying out specific actions.

The leadership team's collaborative processes include steps to: Define individual actions, Gain

the commitments by individual team members to complete the actions, Document due dates, and

Establish status reporting processes.

9. Personal Accountability

Team goals are aligned with individual goals at Shoppers Stop. Leadership team members hold

a discipline to complete their commitments as scheduled. They agree to clasp each other

personally accountable for completing, as scheduled, the commitments each person has made to

the team. The leadership team member reports the status of their open commitments to the team

so that barriers to achievement can be identified early in order to permit the leadership team

leader and other team members the opportunity to deal with the issues before overall deadlines

are impacted.

10. Identify and Remove Barriers

Barriers to team progress occur in every team effort and are dealt with quickly at Shoppers Stop

to continue progress towards the team's goals. The team Manager monitors the status of each

individual's commitments and initiate barrier removal processes where appropriate. Team-based

processes for developing action plans to overcome barriers impacting individual commitments

are instilled as a part of the team's culture.

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4.4 Training:Shoppers stop has realized the potential of working with young employee force it has increased

its annual training sessions from 45 hours to 52 hours a year. At Shoppers Stop greater emphasis

on improving the communication skills of the employees since they are trainable and can handle

bigger responsibilities in future. This is part of the employee focus at Shoppers Stop. It has

facilitated training in its assessment centers across the country. These assessment centers cater to

training requirements of its employees known as ‘Customer Care Associates.’ Shoppers’ Stop

realizes the scarcity of trained manpower in the retail space and has an arrangement with

Mumbai-based Welingkar School of Retailing to conducts a professional programme in retailing

forts employees. Shoppers’ Stop provides inputs to the retailing school to upgrade its curriculum

and participates in its placement process. Shortage of manpower is going to be even more acute

in the future as currently only 2% of retailing is in the organized sector.

4.4.1 Induction programmes:There is a rigorous induction programme in place. Since most of the employees are into their

first jobs, the training programme assumes more significance. Classroom training dwelling on

the basics of retail store design, store space planning, visual merchandising, selling and

cashiering is followed by a two-week ‘buddy’ programme where the new recruits have to follow

a senior in the workplace.

The second phase of the induction training involves the parents of the new recruits. The parents

are invited over for an informal breakfast and are given a feel of the Shoppers’ Stop store. The

company claims that this creates an emotional bondage and the new recruits develop a sense of

belonging within the organization.

However, for Shoppers’ Stop, the learning experience has been curious. “Indian sentiments are

very different. In the west, customers in a department store like to shop on their own and won’t

stand any intrusion. Here in Hyderabad customers like to be pampered.

4.5 Data Analysis

To understand the effectiveness of the team work at Shoppers Stop data has been gathered

through the questionnaire for the team Manager and Team member. The responses have been

divided in six categories:

Questionnaire: 1

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1. From Q1 to Q5 –Collaborating

Table 2.COLLABORATING DATA

Factors Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Common

vision

94 5 9    

Common goal 86 15 7    

Shared values

and beliefs

63 37 8    

Mutually

supportive

91 11 4 2  

Willingness to

be led

97 6 5    

Strongly Agree

Agree Neutral Disagree Strongly Disagree

0

10

20

30

40

50

60

70

80

90

100

Common visionCommon goal Shared values and beliefs Mutually supportiveWillingness to be led

Figure 6. Collaborating Chart Representation

Interpretation: The Shoppers Stop team has immense ability and willingness to work together

with others. Though at times it is difficult to cultivate in a get-it-done-quick environment but the

Department managers have done a tremendous job in collaborating the efforts of individuals in

team. Team members have collaborated well and have a strong common and shared vision and

have a strong achievement orientation.

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2. From Q6 to Q10 – Co-Existing

Table 3 Co-existing Data

Factors Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Need to work with

others

76 32      

Build positive

relationships

85 16 7    

Confront and

resolve conflicts

68 20 17 3  

Affirm and

encourage

78 17 13    

Share their

knowledge

88 16 2 2  

Strongly Agree

Agree Neutral Disagree Strongly Disagree

0

10

20

30

40

50

60

70

80

90

Need to work with others Build positive relationships Confront and resolve con-flictsAffirm and encourage Share their knowledge

Figure 7. Co-Existing Chart representation

Interpretation: At Shoppers Stop to Co-Exist is to live at peace with one another and others

despite differences. In a team at Shoppers Stop this means embracing diversity as well as valuing

commonly held cultures and values. This is the key for effective team working at Shoppers Stop

that makes it a most favourite place to work.

3. From Q11 to Q 15 –Co-Creating

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Table 4. Co-Creating Data

Factors Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Innovative and

creative thinking

65 37 5 1  

Consult openly 79 23 3 3  

Use problem

solving techniques

54 43 6 5  

Actively listen 76 18 12 2  

Solution oriented

versus problem

oriented.

97 5 4 2  

Strongly Agree

Agree Neutral Disagree Strongly Disagree

0

10

20

30

40

50

60

70

80

90

100

Innovative and creative thinkingConsult openly Use problem solving techniquesActively listenSolution oriented versus problem oriented.

Figure 8 Co-Creating Chart Representation

Interpretation: Co-Creating at Shoppers Stop is to giving and receiving of ideas and to

collaborate without requiring to have authority. The team member's shares best practice and

encouraging the free exchange of ideas, brainstorm and consult openly to reach their goals.

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Appendix III- Questioner 2

1. From Q1 to Q5– Compensating

Table 5 Compensating Data

Factors Strongly

Agree

Agree Neutral Disagre

e

Strongly

Disagree

Acceptance of individual

strengths

98 2 7 1  

Actively encouraged 80 11 5    

Flexibilit and

adaptabilit

94 4 8 2  

Support people’s

weaknesses

92 5 9 2  

combined effort on

achievements

86 12 8 2  

Strongly Agree

Agree Neutral Disagree Strongly Disagree

0

10

20

30

40

50

60

70

80

90

100

Acceptance of individual strengthsActively encouraged Flexibilit and adaptabilitSupport people’s weaknesses combined effort on achievements

Figure 9 Compensating Chart Representation

Interpretation: At Shoppers Stop they encourage the environment to compensate for one

another. This plays a vital role and is one of the essential factors to cultivate a team environment

at Shoppers Stop. The team members not only learn but desire to counterbalance one another.

2. From Q6 to Q10– Co-Operating

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Table 6. Co-Operating Data

Factors Strongly

Agree

Agree Neutral Disagre

e

Strongly

Disagree

Openly share

information

78 21 5 4  

Share their individual

resources

83 15 9 1  

Spot and respond to

team members.

92 11 4 1  

Help other team

members

91 10 4 3  

Complies with the values 89 12 7    

Strongly Agree

Agree Neutral Disagree Strongly Disagree

0

10

20

30

40

50

60

70

80

90

100

Openly share information Share their individual resources Spot and respond to team members.Help other team membersComplies with the values

Figure 10. Co-Operating Representation Chart

Interpretation: The team members at Shoppers Stop have the ability to work together toward a

common purpose. They put the good of the team first and their personal goals second which is a

satisfying element in a relationship in team work environment.

3. From Q10 to Q15– Continuous improvement

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Table 7 Data for Continuous Improvements

Factors Strongly

Agree

Agree Neutral Disagre

e

Strongly

Disagree

Jointly defines success

criteria

97 5 4 2  

Keen to measure its

success.

86 12 6 4  

Coach and train one

another

92 11 4 1  

Paying attention to

competitor

76 15 14 3  

Committed to

continuous improvement

84 13 7 4  

Strongly Agree

Agree Neutral Disagree Strongly Disagree

0

10

20

30

40

50

60

70

80

90

100

Jointly defines success cri-teriaKeen to measure its success.Coach and train one another Paying attention to competitor Committed to continuous improvement

Figure 11 Continuous Improvements Representation Chart

Interpretation: At Shoppers Stop they believe in improving the existing process. This is a key to

success of team at shoppers Stop. Team Managers Continuously gets inputs from the team

members and validates and implements the inputs from team members brings a bigger

commitment from team members towards achieving the team goals.

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CHAPTER 5: CONCLUSION AND RECOMMENDATIONS

5.1 Findings:

5.1.1. The main positive trends observed are summarized below:

Teamwork dynamics at Shoppers Stop is effective and the leadership team members come

together to focus collectively on goals, issues, challenges, and problems. Team managers manage

the processes of team meetings and bind the team members together to optimize the power of the

collective knowledge and skills of the team members to achieve the goals. In this research it has

been found that well controlled and managed teams always perform a systematic approach in

handling a task and effective team leaders are responsible for managing the teams and make

them more vibrant, keeping in mind the original focus and goals of the organization. Successful

team leaders who follow a conventional grouping and discussion technique which mainly deals

with problems, conflicts and other issues achieve maximum beneficial results and the collective

knowledge of the team is increased in this whole process. Well managed teams with a successful

leader can identify individual responsibilities, achieve the goals and commitments. They

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complete the task within the given deadline and also document each and every status reports in a

methodical manner. There exist trust in team members which enables management to engage

team members in open debate and decision making.

5.1.2 The main improvement area observed is summarized below:

Though there is high level of Teamwork dynamics at Shoppers Stop, it's been observed that team

members tend to do three things when face with a problem: either they get afraid or

uncomfortable and wish it would go away; they believe that they have to come up with an

answer in a meeting and it has to be the right answer; and they always look for someone else to

blame. Sometimes it becomes a matter of concern to face the related problems and to tackle

them strategically. So they need more improvement in this aspect of taking strategic decisions

for problems and for resolution of critical issues.

5.2 Suggestions and Recommendations to overcome the above problem:

At times something needs to change: Something has to be done to fix the problem. But does

always people are very sure that whatever steps they are taking, those are appropriate for the

existing problem. And are they absolutely certain that the solution will work perfectly, in every

way? So how one makes sure that he is on the right track and with the right solution, not just this

time but every time? The solution for this is to have a process to follow when one needs to make

a change or solve a problem; a process that will ensure one’s plan, test and incorporate feedback

before he commit and step towards implementation.

5.2.1 Recommendation 1:

After due analysis of the data, a popular tool for Shoppers Stop Managers can be suggested

which they can use when team members face the problem of resolving a critical issue. This tool

is “Deming’s PDCA Cycle” (Deming, 1982), or the Deming Wheel which is a powerful tool for

continuous improvement. This methodology was previously called as “Shewart Chart”

developed by Walter A. Shewart which was later called as Deming’s Cycle by the Japanese.

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Edwards Deming is a initiator of the quality management advancement and he recommended

four segments in the helm. They are “Plan-Do-Check-Act Cycle” (PDCA):

Plan: Recognize and scrutinizing the problem and hence making a constructive plan to deal with

the problems.

Do: Formulating a potential solution for the problem concerned and developing it systematically.

Check: Evaluate the efficacy of the resolution and gauging further steps of improvements.

Act: Putting into practice the enhanced resolution in a regular basis.

The “Plan-Do-Check-Act (PDCA) Cycle” put forward by Deming, (1982) endow with a very

valuable solution for problem resolution and supervision of alteration, making sure that

information are properly authenticated and gathered before performing the final operation.

5.2.2 Recommendation 2:

The most common mistake made in problem solving is trying to find a solution right away

without delving into the problem. That is a common mistake which is committed by most of the

unplanned personnel of the organization. Team members often try to implement the solution at

the initial stages without understanding the problem but the solution should be applied in the end

after due consideration of every possible actions and consequences. It is advisable to inculcate

the following seven-steps for an effective problem-solving process.

1. Recognize and point out the root cause of the problem

2. Consider all the aspects and check for the interests of other persons.

3. Enlist all the probable alternatives

4. Calculate the preferences

5. Choose the best alternative

6. Preserve and list the agreements

7. Concur on emergencies, scrutinizing, and appraisal.

An effective method of solving the problems is time consuming and needs meticulous attention

since it is critical and necessitates a consideration of many important aspects. Making this

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process functional is not always an easy task and it does not always follow the same linear

pattern. During the operation, one may have to step backwards to an early stage and scrutinize

things in a more detailed fashion. Problem is existent everywhere but if these methods are

followed in a stepwise manner problems can be dealt more efficiently. They actually provide the

tools and information necessary to fix the problems and do a better job. If problems are

approached with these considerations then it will be a very easy task to fix them up.

Thus, with the help of this dissertation, it has been successfully established that effective team

work is a prime factor for the success of the organization and that necessary management of team

works by a successful team leader can curb a bright future for the organization.

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