Project Report On Study on Impact of Team-Work at Reliance Jio Infocomm

1. A
Project Report
On
Study on Impact of Team-Work at Reliance Jio Infocomm
Submitted in partial fulfillment for the award of
BACHLEOR OF BUSINESS ADMINISTRATION
Degree From
Pt. Ravishankar Shukla University, Raipur (C.G)
Session 2016-2017
Project guide Submitted by
Dr. SUSAN.R. ABRAHAM V.Rajesh
HOD, Department of Management Studies BBA-VI SEMESTER
ST.THOMAS COLLEGE, BHILAI
(Affiliated to Pt. Ravishankar Shukla University, Raipur (C.G)

2. CERTIFICATE
This is to certify that the project report on Study on Impact of Team-Work at Reliance Jio
Infocomm submitted in partial fulfillment for the award of BBA degree to St. Thomas College, Bhilai
affiliated to Pt. Ravishankar Shukla University, Raipur (C.G) is the genuine work done by V Rajesh
under our supervision and guidance.
Dr. Susan R. Abraham
HOD, Department of Management Studies
Dr. M.G. Roymon
Principal
ST. Thomas College, Bhilai

3. Company Certificate
This is to certify that V.RAJESH student of B.B.A 6th
Semester of St. Thomas College Bhilai affiliated
to Pt.Ravi Shankar Shukla University, Raipur has done the project on the Study on Impact of Team-
Work at Reliance Jio Infocomm under my supervision & guidance. This report is the result of her
original work undertaken at our office with our permission and suggestions
Place: Charoda-Bhilai Name: Rajendra Agrawal
Date: Designation: Channel partner

4. DECLARATION
I, V Rajesh , student of BBA- VI semester hereby declare that this Project Report on Study on Impact
of Team-Work at Reliance Jio Infocomm Is my original work. This work was done as a requirement
for the partial fulfillment for the degree of Bachelor of Business Administration given by Pt.
Ravishankar Shukla University, Raipur (C.G). All the information and data given in this project are
authentic to the best of my knowledge and are taken from reliable sources.
V Rajesh
BBA VI Semester

5. ACKNOWLEDGEMENT
I sincerely thank to Dr. M. G. Roymon, Principal, for giving me opportunity to do the project. Sincerely
acknowledge the guidance provided to me by Dr. Susan R. Abraham (HOD, Dept. of Management
Studies) and thank her for valuable support and encouragement.
I am highly grateful to “Mahendra and Rajan Agrawal” for providing me the opportunity to complete
my Internship Training with them. I express my whole hearted thanks toShree Sita enterprises channel
partner of Reliance jio, who allowed me to carry my project at their office and thanking for his
engagement, support and constant guidance in organizing my work and giving me valuable inputs in
my learning. I would also convey my sincere gratitude to all the respondents who gave me their
precious time and for cooperating with me and making this project research work possible working on
this project has been a learning experience for me and I thank to all the people associated with me
during this period.
V Rajesh
BBA- VI SEMESTER

6. CONTENTS PAGE NO.
CHAPTER 1: INTRODUCTION…………………………………………………1-22
1.1 Team Work………………………………………………………………………………1
1.2 Team Building…………………………………………………………………………...8
1.3 Team Work & Effective Communication……………………………………………….13
CHAPTER 2: COMPANY PROFILE…………………………………………..23-49
2.1 Reliance Industries Limited (RIL)………………………………………………………23
2.2 Organization Structure…………………………………………………………………..27
2.3 Reliance Infocomm Jio………………………………………………………………….34
2.4 Team work & Reliance Infocomm Jio…………………………………………………..48
CHAPTER 3: RATIONALE OF THE STUDY………………………………50-52
3.1: Objectives of study…………………………………………………………………….50
3.2: Limitations of study……………………………………………………………………51
3.3: Research methodology.………………………………………………………………...52
CHAPTER 4: DATA ANALYSIS AND INTERPRETATION……………..53-67
CHAPTER 5: CONCLUSION………………………………………………...68-70
5.1: Findings of the study……………………………………………………………………68
5.2: Suggestions of the study………………………………………………………………...69
5.3: Conclusion……………………………………………………………………………….70
BIBLIOGRAPHY
APPENDIX

7. Chapter I – Introduction.
1.1. TEAM WORK.
1.1.1 Life cycle of a team.
1.1.2 Ingredients of effective teams.
1.1.3 Potential team problems.
1.1.4 Types of team
1.1.5 Principles for Effective Teamwork
1.1.6 Advantages of Teamwork and Why Teamwork is Important in Organizations.
1.2. TEAM BUILDING.
1.2.1 Team work and team building essentials.
1.2.2 Role of Team Leader in Team Building.
1.2.3 Barriers to Effective Team Building
1.3. TEAM WORK & EFFECTIVE COMMUNICATION.
1.3.1 Nature of communication.
1.3.2 Classification of communication
1.3.3 Objectives/purpose of communication
1.3.4 Importance of team communication
1.3.5 Role of communication in team
1.3.6 Barriers to effective team communication

8. Chapter I – Introduction
Team work is actually the collective effort of each and every team member to achieve their assigned
goal. No member can afford to sit back and expect the other member to perform on his behalf. The
team members must be committed towards their team as well as their organization to avoid conflicts.
Nothing productive comes out of unnecessary conflict and in turn diverts the concentration and focus of
the team members. Every member should adopt an adjusting and a flexible attitude. One should
consider his team members as a part of his extended family all working together towards a common
goal. The team members must be dependent on each other for the best to come out.
1.1Team Work ?
A single brain sometimes is not capable of taking critical decisions alone. An individual needs the
support and guidance of others to come out with an effective solution. When individuals come together
on a common platform with a common objective of accomplishing a task, a team is formed. Ideally the
team members should be from a common background and have a common goal to ensure maximum
compatibility. The team members must complement each other and work in close coordination as a
single unit to deliver their best.
As they say “There is no I in Team Work”, every individual must think of his team first and the
personal interests must take a back seat.
The success of any team is directly proportional to the relation among its team members and their
collective efforts.
The sum of the efforts undertaken by each team member for the achievement of the team’s objective is
called team work. In other words, team work is the backbone of any team .Every member in a team has
to perform and contribute in his best possible way to achieve a common predefined goal. Individual
performances do not count in a team and it is the collective performance of the team workers which
matters the most.
Tips for a better team work
 Think about your team first - Every individual should think of his team first and his personal interests
should take a backseat. Do not mix your personal issues with your professional life. Keep them
separate.
 Never underestimate your team member - Do not neglect any of the members, instead work together
and also listen to them as well. Never try to impose your ideas on any member. Avoid demotivating any
team member.
 Discuss - Before implementing any new idea, it must be discussed with each and every member on an
open platform. Never ever discuss with anyone separately as the other person feels left out and reluctant
to perform and contribute to the team.
 Avoid criticism - Stay away from criticism and making fun of your team members. Help each other
and be a good team player. Be the first one to break the ice and always create a friendly ambience. If
you do not agree with any of your team member, make him understand his mistakes but in a polite tone
and do guide him. Avoid negativity within the team.
 Transparency must be maintained and healthy interaction must be promoted among the team
members. The communication must be effective, crystal clear and precise so that every team member
gets a common picture. Effective communication also nullifies misunderstandings and confusions.

9. Confusions lead to conflicts and individuals waste their time and energy in fighting rather than
working.
 The team leader must take the responsibility of encouraging the team members to give their level
best and should intervene immediately in cases of conflicts. The personality of the leader should be
such that every team member should look up to him and take his advice whenever required. He should
not be partial to any member and support each of them equally. It is the duty of the team leader to
extract the best out of his team members.
 For better team work, try to understand your team members well. Do not just always talk business, it is
okay if you go out with your team members for lunch or catch a movie together. It improves the
relations and strengthens the bond among the team members. The team members must trust each other
for maximum output.
 Avoid conflicts in your team. Don’t fight over petty issues and find faults in others. One should be a
little adjusting with each other and try to find an alternative best suited to all the team members.
 Rewards and Recognition - Healthy competition must be encouraged among the team members. The
performance of every team member must be evaluated timely and the best performer should be
rewarded suitably so that the other members also get motivated to perform. Recognitions like “The Best
Team Player” or the “The Best Performer” go a long way in motivating the team members. Appreciate
the member who performs the best or does something unique.
1.1.1 LIFE CYCLE OF A TEAM
When a number of individual’s begin to work at inter-dependent jobs, they often pass-through several
stages as they learn to work together as a team. These stages are not rigidly followed, but they do
represent a broad pattern that may be observed and predicted in many settings across the team’s time
together. The stages are the result of a variety questions and issues that the team predictably faces. In
addition, members want to know which rules to follow and what each person should contribute.
Life cycle of a team can be illustrated as help in the form of a diagram:
(Life cycle of a team)

10. The typical stages in a team’s evolution are:
i. Forming: Members share personal information. Start to get to know and acceptone another and begin
aiming their attention towards the group’s tasks. An area of courtesy prevails and interactions are often
cautious.
ii. Straming: Members compete for status, jockey for positions of relative control and agree about
appropriate directions for the group. External pressures interfere with the group and tensions rise
between individual’s as they assent themselves.
iii. Norming: The group begins moving together in a co-operative fashion and a tentative balance
among competing forces is struck. Group norms emerge to guide individual behaviour and co-operative
feelings are increasingly evident.
iv. Performing: The group matures and learns to handle complex challenges. Functional roles are
performed and fluidly exchanged as needed and tasks are efficiently accomplished.
v. Adjourning: Even the most successful groups, -committees and project teams disband sooner or
later. Their breakup is called adjourning which requires dissolving intense social relations and returning
to permanent assignments. The adjournment stage is becoming even more frequent with the advent of
flexible organizations, which feature temporary groups.Advising teams of these likely stages can be
helpful to group members and their leaders. Awareness by all team members can help them better
understand what is happening and work through the issue involved. Groups are always different of
course; consequently, not all teams will clearly experience all the stages of the life cycle. Some groups
may be temporarily “stuck” in a certain stage, and others may find themselves reverting to an earlier
stage from time to time. To expedite their own development, team members may find it useful to know
what elements help create successful teams.
1.1.2 INGREDIENTS OF EFFECTIVE TEAMS
i. Supportive Environment
Teamwork is most likely to develop when management builds a supportive environment for it. Creating
such an environment involves encouraging members to think like a team, providing adequate time for
meetings, and starting faith in member’s capacity to achieve. Supportive measures such as these help
the group take the necessary first steps towards teamwork. Since these steps contribute to further co-
operation, trust and compatibility, supervisors need to develop an organizational culture that builds
these conditions.
ii. Skills and Role Clarity
Team members must be reasonably qualified to perform their jobs and have the desire to co-operate.
Beyond these requirements, members can work together asa team only after all the members of the
group know the roles of all the others withwhom they will be interacting. When this understanding
exists, members can actimmediately as a team on the basis of the requirements of that situation,
withoutwaiting for someone to give an order. In other words, team members respondvoluntarily to the
demands of the job and take appropriate actions to accomplish team goals.An example is a hospital
surgical team, whose all members respond to a crisisduring an operation. Their mutual recognition of
the emergency alerts them to the need for simultaneous action and coordinated response. Each knows
what theothers can do, and trusts them to perform capably. The result is a highly efficient level of co-
operation characteristic of a team. If one member of a surgical team fails to perform in the right way at
the right time, a person’s life may be endangered. In more ordinary work situations, a life may not be in
danger, but product quality or customer service may suffer by the failure of just one member. All the
members are needed for effective teamwork.

11. iii. Super-ordinate Goals
A major responsibility of mangers is to try to keep the team members orientedtowards their overall
task. Sometimes, unfortunately, an organization’s policies,record keeping requirements, and reward
systems may fragment individual effortsand discourage teamwork. A district supervisor for a petroleum
company tells theeffect on sales representatives of below-quota reports:Sales representatives are
expected to make quotas in their individual territories inthe same way that the Eastern district as a
whole is expected to make its quota incertain products — or e.g.. Motor oil. It is a known practice for
some of the salesrepresentatives in the field to delay a delivery in their territories until the next month,if
they already have their quotas made. The focus of the sales representatives is ontheir on quotas. not on
the district quota. Any sales representative who is belowquota in a product for a month must report the
reason for the reduction. A salesrepresentative who makes a large sale of several hundred galIons of
motor oil to acustomer knows that the next month the customer may not buy any oil, causingthe
representative to be below quota that month and to have to file a report.The supervisor in the case just
described might consider the creation of a superordinategoal, which is a higher goal that integrates the
efforts of two or morepersons. Super- ordinate goals can be attained only if all parties carry their
quota.Such goals serve to focus attention, unity efforts and stimulate cohesive teams.
iv. Team Rewards
Another element that can stimulate teamwork is the presence of team rewards. These may he financial,
or they may be in the form of recognition. Rewards aremost powerful if they are valued by the team
members, perceived as possible toearn and administered contingent on the group’s task performance. In
addition,organizations need to achieve a careful balance between encouraging and rewardingindividual
initiative and growth and stimulating full contributions to team success.Innovative (non-financial) team
rewards for responsible behaviour may include theauthority to select new members of the group, make
recommendations regardinga supervisor, or propose discipline for team members.
1.1.3 POTENTIAL TEAM PROBLEMS
Effective teams in action are a pleasure to observe. Members are committed to thefirm’s success, they
share common values regarding product quality, safety and customersatisfaction and they share the
responsibility for completing a project on schedule. Beingcomplex and dynamic, team work is sensitive
to all aspects of organizational environment.
Teamwork grows slowly, but on occasions it declines quickly. e.g.. Too many changesand personnel
transfers interfere with group relationships and prevent growth of teamwork.Other potential problems
also exist. The departure from classical lines of authority maybe difficult for some employees to handle
responsibly. The extensive participation indecision making consumes large amounts of time.
Experimentation with team activitiesmay lead to charges of partiality from other employees. Also.the
combination of individualefforts may not result in improved overall performance.
For Example
When employees think their contributions to a group cannot he measured, they may lessen their output
and engage in social loafing. Causes of social loafing include aperception of unfair division of labour a
belief that co—workers are lazy, or a feeling ofbeing able to hide in a crows and therefore not be able
to be singled out for blame. Socialloafing may also arise if a member belives that others intend to
withhold their efforts andthus he or she would be a sucker not to do the same.
1.1.4 Types of team
Organizations use four types of teams, which differ according to the complexity of their task and the
fluidity of their membership.

12.  Self-managed Teams.
 Cross Departmental Team.
 Quality Circles.
 Virtual Teams.
(Types of team)
 Self-Directed /managed Work Teams:
A self-managed work team is a formal group of employees who operate without a manager and are
responsible for a complete work process or segment that delivers a product or service to an external or
internal customer. This kind of team has control over its work pace, determination of work
assignments, etc. Fully self-managed work teams even select their own members and evaluate
performance. As a result, supervisory positions take on decreased importance and may even be
eliminated.Organizationsusing self- managing teams report several advantages:
i. Improved flexibility of staff.
ii. More efficient operations through the reduced number of job classifications.
iii. Lower absenteeism and labour turnover rates.
iv. Higher levels of organizational commitment and job satisfaction.
The disadvantages of this approach include:
i. The extended time to implement them (often take several years).
ii. The high training investment.
iii. Early inefficiencies due to job rotation.
iv. The inability of some employees to adapt to a team structure.
 Cross Departmental Team
Team
Self
directed or
managed
Quality
circle
Virtual
cross
departmental

13. Cross-departmental teams work on simpler tasks, and their membership fluidity is high, which means
that
Members come and go over time. Process teams, which address complex tasks, have highly fluid
membership.
 Problem solving Team
Problem solving also known as Quality circles, which are simple work teams, consist of eight to ten
volunteers from a common work area who meet to find solutions to specific problems about the quality
of work processes, products, or services. Quality circles have a clear and specific focus on quality
improvement within a single work unit. They meet regularly and have limited power to implement their
ideas. Organizations can establish quality circles without making major organizational changes,
because they operate in parallel to the rest of the structure.
 Virtual Teams a Reality Today?
A virtual team is an extension of the electronic meetings; virtual team allows groups to meet
withoutconcern for space or time and enables organizations to link workers together that in the past
couldn't havebeen done. Team members use technology advances to solve problems-even though they
may be geographically dispersed or a dozen time zones away.
1.1.5Principles for Effective Teamwork
• Make sure you are clear about where you are going before you decide how you are going toget there
(ends before means).
• Establish a set of working norms and enforce them in a clear but low-key way.
• Don’t confuse the content with the process (what vs. how).
• Share leadership.
• Begin with the assumption that the others are trustworthy. It’s hard to earn trust, but even harder to
get it backonce you’ve lost it.
• Clarify roles and responsibilities, but change them from time to time.
• Listen actively to one another.
• Ask for opinions and ideas – don’t assume a silent member has nothing to say.
• Encourage diversity of opinion.
• Separate the generation of ideas from decision-making.
• Let other team members know what you need from them.
• Agree on a clear process for making decisions, solving problems, and resolving conflicts BEFORE
you have to make a decision, solve a problem or resolve a conflict.
• Make clear agreements and keep them or change them while there is time to find an alternative.
• Always ask for commitment to agreements, deliverables, and obligations and hold one another to
those commitments. Put agreements in writing and send summaries of agreements to all members.

14. • Deal directly with any member with whom you have an issue, don’t “triangle.”
• Support one another; work out differences within the team, speak with one voice outside of it on team
decisions.
• Make a commitment to learning from both success and failure as a team.
1.1.6 Advantages of Teamwork and Why Teamwork is Important in Organizations
Below are 14 advantages of teamwork:
1. Higher quality output by capitalizing on the strengths of the team members.
2. Involves every team member, making the team players feel important and heard.
3. Pressurizes the group to get things done thereby improving implementation.
4. Generates a bigger pool of ideas through discussion.
5. Improves understanding of others' points of view.
6. Enables discussion to clarify issues and come up with better solutions.
7. Provides the opportunity to bounce ideas off each other and to improve on those ideas resulting in
better problem solving.
8. Keeps people focused for longer.
9. Develops relationships and camaraderie as people communicate and get to know each other's ways of
thinking.
10. Enables sharing of expertise.
11. One of the greatest teamwork benefits is the collaboration of the various skills that the team brings
together. It can result in creativity that the team can produce that individually they simply could not.
12. Teams get results and projects completed much quicker than trying to accomplish it individually.
Everyone uses his or her own skills in order to complete projects in a timelier fashion.
13. Teams work together by brainstorming on new tasks or projects in order to decide how best to
complete it. In addition, they form a supportive environment for the team in which to complete the
projects.
14. The workload seems less to the individuals on the team once it is delegated than if they had to do
everything themselves. Therefore, there is reduced stress among teams that are working together, and
there is more satisfaction knowing they are a part of a bigger project.
The advantages of teamwork are best seen in teams that are well run and that are effective. Teams that do
not perform will not produce the benefits listed above. Use teamwork slogans to get staff to remember
phrases pertaining to teamwork. When building a team you want to be sure that you build one that
performs at a high rate. However, this is often easier said than done. You have to work at building up
the specific characteristics of a high performance team in your team members so that they can come

15. together, be cohesive, perform effectively and get results. So what are the characteristics common to
high performance teams?
characteristics:
1. Respect is keywhen it comes to building high performance teams. You want each team member to
confidently display respectful behavior to everyone else on the team. This means that they allow others
to speak, actively listen, display empathy, and never allow their ego to get in the way of the team as a
whole.
2. Trust within your team is also very important. This may seem like common knowledge, but far too
many teams fall apart because they do not put enough effort into building trust together. Everyone on
your team must feel comfortable to fail and supported so that they can soar.
3.Exchanging ideas freely is also important for any high performance team. All the team members need
to feel confident that they can discuss and disagree on certain points. This healthy debate can help
teams hash through potential pitfalls prior to having to recover from them.
4. Team members have to use each other to truly achieve something great. This doesn't mean that you
take advantage of one and other, but it does mean that you use each other's knowledge and ideas to
build up to something great.
Teamwork is important in just about any environment because it creates a sense of the sum being
greater than its parts. In addition, teams support an empowered way of achieving tasks, and they allow
team members to take on more responsibility. Team members have a sense of accomplishment as goals
are reached.
What Teamwork can Achieve
Teamwork can achieve more in a company than each one working alone because there is power not
only in numbers, but in being part of a team. Team membership carries with it responsibility to hold up
your end of the deal. Therefore, individuals may be tempted to slack, whereas a team knows that
someone else is counting on them and they work harder. teams can use the individual team member's
expertise to strengthen the entire team. For instance, if one team member is brilliant at programming
and another is savvy with sales packages, the two can work together to create the desired outcome.
Teamwork has been a function of many companies for years, while others are just catching on to the
dynamics of teamwork. Leaders creating teams together need to do so in such a way that each team
member adds insight, knowledge, and dedication to the goals so that everyone works toward the same
outcome. It is important to emphasize to staff why teamwork is important and what each individual's
role as a team player is.
1.2 TEAM BUILDING
Team members must work together to be effective, likewise, co-operation is neededamong all the teams
that make up the whole organization. Higher level managers need tointegrate all these groups into one
collaboration group. To do this, managers often relyheavily on team building for both individual teams
and large groups. Team buildingencourages team members to examine how they work together,
identify their weaknesses,and develop more effective ways of co-operating. The goal is to make the
team moreeffective. High-performance teams accomplish their tasks, learn how to solve problems
and enjoy satisfying interpersonal relationships.

16. The Process
The team building process follows the pattern:A unique form of team building involves one of several
varieties of “wildernessexperiences”. In these courses, managers participate in week long adventures
such astrekking, rafting and outdoor obstacle courses. The physical challenge to survive issubstantial
and many participants believe the experience prepares them for psychologicalsurvival in the corporate
world. Creativity and risk taking are encouraged, as arecommunication skills. Trust is essential, and
groups recognise the importance of problemsolvingskills. Team members learn to balance one
another’s strength and weaknesses,and strong bonds of caring often emerge among members. A range
of organizations fromsmall to large have used wilderness experience satisfactory results.
Skills useful in Team Building
The facilitators who assist the development of effective teams need to apply a broadrange of skills,
including consultation skills (diagnosing, contracting, designing change),interpersonal skills (trust
building, coaching and listening), research skills (planning andconducting a study and evaluating
results) and presentational skills (public speaking andreport preparation). Two additional and closely
related skills stand out as critical to successprocess, consultation and feedback. These are skills that
both team leaders and teammembers need.
Process Consultation
In contrast to the roles of experts (who share sophisticated technical information andproblem solvers
(who define problems and suggest solutions), team building calls for yetanother role that of process
consultant. Process consultation is a set of activities thathelp others focus on what is currently
happening around them. In effect, the processconsultant holds up a “mirror” to team members and
helps them see themselves inaction. The intent of process consultation is straightforward; to help team
membersperceive. understand and react constructively to current behavioural events.
Processconsultants or team facilitators encourage employees to examine the intended versustheir actual
roles within the team, the ways in which the team discusses and solvesproblems. the use and abuse of
power and authority and the explicit and implicitcommunication patterns,Process consultants are
helpers, drawing upon several key facilitating behaviours.They observe team meetings, recording
conversational patterns and non-verbal behaviours.They ask probing questions designed to help others
identify problems. They resist “owning”the team’s problems, “taking them off the hook”, or giving
expert advice. If necessary,they confront individuals by asking them to examine their behaviour and its
consequencesor to explore new alternatives. All the while, the process consultant is attempting to
helpother people learn to help themselves. In other words, the goal is to create independencein team
members so that they can more effectively think and act for themselves.
Feedback
Members need feedback so that they have useful data on which to base decisions.Feedback encourages
them to understand how they are seen by others within their teamand to take self—correcting action.
Following is of example, of a feedback exercise inone team building programme. Participants are
separated into two groups representingtwo different view points that exists in the team. Both groups are
asked to develop answersto the following questions:
i. What characteristics best describe our group?
ii. What characteristics best describe the other group?
iii. How will the other group describe us?
1.2.1Team work and team building essentials
Team building skills are critical for your effectiveness as a manager or entrepreneur. And even if you
are not in a management or leadership role yet, better understanding of team work can make you a more
effective employee and give you an extra edge in your corporate office.

17. A team building success is when your team can accomplish something much bigger and work more
effectively than a group of the same individuals working on their own. You have a strong synergy of
individual contributions. But there are two critical factors in building a high performance team.
The first factor in team effectiveness is the diversity of skills and personalities. When people use their
strengths in full, but can compensate for each other's weaknesses. When different personality types
balance and complement each other.
The other critical element of team work success is that all the team efforts are directed towards the
same clear goals, the team goals. This relies heavily on good communication in the team and the
harmony in member relationships. In real life, team work success rarely happens by itself, without
focused team building efforts and activities. There is simply too much space for problems. For
example, different personalities, instead of complementing and balancing each other, may build up
conflicts. Or even worse, some people with similar personalities may start fighting for authority and
dominance in certain areas of expertise. Even if the team goals are clear and accepted by everyone,
there may be no team commitment to the group goals or no consensus on the means of achieving those
goals: individuals in the team just follow their personal opinions and move in conflicting directions.
There may be a lack of trust and openness that blocks the critical communication and leads to loss of
coordination in the individual efforts. And on and on. This is why every team needs a good leader who
is able to deal with all such team work issues.
Here are some additional team building ideas, techniques, and tips you can try when managing teams in
your situation.
 Make sure that the team goals are totally clear and completely understood and accepted by each team
member.
 Make sure there is complete clarity in who is responsible for what and avoid overlapping authority. For
example, if there is a risk that two team members will be competing for control in certain area, try to
divide that area into two distinct parts and give each more complete control in one of those parts,
according to those individual's strengths and personal inclinations.
 Build trust with your team members by spending one-on-one time in an atmosphere of honesty and
openness. Be loyal to your employees, if you expect the same.
 Allow your office team members build trust and openness between each other in team building
activities and events. Give them some opportunities of extra social time with each other in an
atmosphere that encourages open communication. For example in a group lunch on Friday. Though be
careful with those corporate team building activities or events in which socializing competes too much
with someone's family time.
 For issues that rely heavily on the team consensus and commitment, try to involve the whole team in
the decision making process. For example, via group goal setting or group sessions with collective
discussions of possible decision options or solution ideas. What you want to achieve here is that each
team member feels his or her ownership in the final decision, solution, or idea. And the more he or she
feels this way, the more likely he or she is to agree with and commit to the decided line of action, the
more you build team commitment to the goals and decisions.
 When managing teams, make sure there are no blocked lines of communications and you and your
people are kept fully informed.
 Be careful with interpersonal issues. Recognize them early and deal with them in full.
 Don't miss opportunities to empower your employees. Say thank you or show appreciation of an
individual team player's work.

18.  Don't limit yourself to negative feedback. Be fare. Whenever there is an opportunity, give positive
feedback as well.
1.2.2Role of Team Leader in Team Building
A single brain sometimes cannot take decisions alone. One needs the assistance and guidance of others
as well to accomplish the tasks within the desired time frame. In a team, every member contributes to
his level best to achieve the assigned targets. The team members must be compatible with each other to
avoid unnecessary conflicts and misunderstandings.
Every team should have a team leader who can hold his team together and extract the best out of the
team members. The team leader should be such that every individual draws inspiration from him and
seek his advice and guidance whenever required. He should be a role model for his team members.
A team leader plays an important role in guiding the team members and motivating them to stay
focused.
A team leader is one who sets a goal and objective for the team. Every team is formed for a purpose.
The leader alone should not set the goal, suggestions should be invited from one and all and issues must
be discussed on an open forum. He must make his team members well aware of their roles and
responsibilities. He must understand his team members well. The duties and responsibilities must be
assigned as per their interest and specialization for them to accept the challenge willingly. Never
impose things on them.A team leader must be impartial. He should support one and all equally.
Partiality leads to negativity and conflicts among the team members. Don’t favour anyone just because
he is your friend.As a team leader, one should constantly motivate his team members. Motivate them so
that they perform even better the next time. Avoid criticizing anyone. Never make fun of anyone’s
mistakes, instead correct him in a polite way.Encourage the team members to help each other. Create a
positive ambience at the workplace. Avoid playing politics or provoking individuals to fight. Make sure
that the team members do not fight among themselves. In case of a conflict, don’t add fuel to the fire,
rather try to resolve the fight immediately. Listen to both the parties before coming to any conclusion.
Try to come to an alternative feasible for all.Be a mentor to your team members. “Hitler approach”
doesn’t work in the modern scenario. The team members should be able to gain from the team leader’s
talent and mentorship. He must stand by his team always. When a team performs well, the credit goes
to the team leader, similarly at times when the team fails to perform as per the expectations of others,
don’t try to play safe. A leader should own his mistakes as well as his team member’s. Don’t play
blame games or point fingers at others. No body will respect you this way.Problems may crop up
anytime in the team. The leader must be easily available to his team. The team member should have the
liberty to walk up to his mentor whenever he is unable to take a decision on his own. The team
members should be able to fall back on their leader anytime without the fear of getting
rebuked.Theteam leader should take the initiative of bringing the team members closer. A leader should
try his level best to break the ice among them. Celebrate their birthdays, anniversaries together so that
they can discuss issues apart from work more freely. It is okay if you share one or two jokes with them
but make sure you do not cross your limit. Once in a while do organize picnics or parties where
families can also be invited. Such activities strengthen the bond among the employees apart from
increasing the trust factor between them.
It is the duty of the mentor to monitor the team’s performance on a regular basis. Any dip in the
performance of any team member must not be ignored. Call him immediately and discuss with him in
private. He might feel insulted in front of others. Talk to him face to face. Encourage everyone to
participate in team discussions and express their opinions freely. If any team member is not performing

19. up to the expected level, don’t sack him immediately. Try to give him another opportunity or probably
any other role and ensure he delivers his best this time.The team leader is the face of every team as well
as the organization. An aeroplane will definitely crash, if the pilot loses focus and control, similarly a
team can’t perform unless and until the leader has his control on the team. It is okay to be friendly with
your team members, but make sure they do not take undue advantage of this gesture. Discipline is a
must. Give your team a direction, without which it fails to perform.If a team member comes to you to
discuss any of his personal problems, lend him a sympathetic ear. Try to help him. Keep the things to
yourself and do not escalate it to the management. Do not ask for too many favours from your team
members. Don’t ask them to go for your grocery shopping or book movie tickets for you. Remember if
you yourself do not adhere to the rules and regulations of the organization, your team members will
never bother to do so. Be disciplined yourself to expect the same from them. A team leader should set
an example for others.
1.2.3Barriers to Effective Team Building
Teams are formed to ease the work pressure on the individual and achieve the targets within the desired
time frame. In teams, individuals share responsibilities among themselves, help each other to
accomplish a complicated task. The team members must be comfortable with each other and be a little
more flexible and adjusting.
Bringing individuals together is easy, but making them perform is difficult. Giving them task is easy,
but expecting the best from them is tough”
Let’s go through the below example.
When a cricket team loses a game of cricket, we often hear people saying “The batsman did not
understand what his fellow batsman wanted to communicate, ran for a run and got out”, “There was
poor coordination between the bowler and the fielder”, “The batsman was actually more interested in
completing his century rather than winning the game”, “The fielder was lazy and could not save the
run”
What do the above factors indicate?
They are actually the various hurdles which prevented the cricket team to win the game.
The barriers to team building restrict the team members to perform and eventually their performance
goes down and the organization is at loss.
Let us understand the various barriers to team building and the methods to overcome them:
 When individuals give priority to their personal interests than work, the team suffers.
Mike never wanted to have a team meeting in the morning as he had to first drop his son to school and
then his wife to her office. The agenda of the day could never be discussed and everyone worked on
their own sweet will. Mike was more concerned about his son’s school and wife’s office. They are
important but not at the cost of one’s office. Nothing ever productive came out of Mike’s team as he
himself never really was serious about his work. For the maximum output, the team members must
think of their team first and everything else should come later. One has to respect his team as well as
his organization to expect the same in return.

20.  Individuals not being clear about the team’s goal and their roles and responsibilities in the team also
create problems in effective team building. The goal has to be common. Individuals should not have
separate goals.
For a marketing team the goal is to generate revenues for the organization and every one including the
team leader has to work towards it.
 The roles and responsibilities must be designed according to the team member’s interest, educational
qualification and specializations.
For example John, Ali, Kate and Ben were part of the sales team in an organization of repute, but Kate
was more interested in helping the operations team. She was never too keen in marketing activities and
accepted it just because of pressure from the management and the fear of losing the job. She was more
interested in finding a place in the operations team rather than focusing on her work. Individuals should
not accept responsibilities unless and until they are very sure about it. It is better to say a no in the
beginning rather than troubling yourself and others later.
When a team is formed, the team members are almost new to each other. They do not know each other
well and feel shy and hesitant. It is important to break the ice among the employees in the very
beginning otherwise it becomes a strong barrier later. We are not robots who can start working just by
the push of a button and work non stop without even talking to each other. Human Beings must talk to
each other, discuss things among themselves and trust each other. Don’t always assume that everyone
is jealous of your work and will harm you. Trust people, it will reduce half of your tensions.
 Lack of discussions is again a barrier to effective team building. Team members must not sit quietly in
team meetings, instead should speak their heart out. One must participate willingly. Debates are
important and strategies or policies should not be implemented without evaluating the pros and cons.
Every team member must have a say in the team’s decisions. Don’t attend meetings just for fun, come
prepared.
 Poor communication is also one of the barriers to effective team building. Too much of a complicated
hierarchy also result in poor and ineffective communication. Unorganized thoughts and abstract ideas
create misunderstandings and confusions among the team members and in turn decrease the
productivity of the team. Individuals should be very careful about what they speak. One should never
use derogatory statements or lewd remarks in the office. It is better to communicate through mails as it
is more reliable.
 Lack of discipline and punctuality also create problems in team. Never be late for work. It is
unprofessional to keep others waiting. Always reach before time for team meetings and discussions.
One should also maintain the decorum of the workplace. Do not indulge yourselves in unproductive
things. Don’t loiter around unnecessarily.
1.3Team Work & Effective Communication
The term communication has been derived from the Latin word ‘communis’ that means ‘common’ and
thus, if a person effects communication, he establishes a common ground of understanding. Literally,
communication means to inform, to tell, to show, or to spread information. Thus, it may be interpreted
as an interchange of thought or information to bring about understanding and confidence for good
industrial relations. It brings about unity of purpose, interest, and efforts in an organisation.
Definitions:

21. There are a number of definitions of the term communication. A few of them are being reproduced
below:
 “Communication is the sum of all things, one person does when he wants to create understanding in the
minds of another. It involves a systematic and continuous process of telling, listening and
understanding.” – Allen Louis.
 Communication has been defined “As the transfer of information from one person to another whether
or not it elicits confidence.” – Koontz and O’ Donell.
 “Communication is an exchange of facts, ideas, opinions or emotions by two or more persons.” –
George Terry.
 Business Communication and its Scope for Management Communication is defined as “the process of
passing information and understanding from one person to another, it is essentially a bridge of meaning
between people. By using the bridge of meaning a person can safely cross the river of
misunderstanding.” – Keith Davis
 Effective communication is “purposive interchange, resulting in workable understanding and agreement
between the sender and receiver of a message”. – George Vardman
 “Communication is interchange of thoughts, opinions, or information, by speech, writing, or signs”. –
Robert-Anderson.
1.3.1 NATURE OF COMMUNICATION
The analysis of the above definitions implies that communication has the following characteristics,
which define the nature of Communication:
1.It is process: The term process has been defined as an identifiable flow of interrelated events moving
over time towards some goal or an end. Accordingly, communication is a process in which there are
some identifiable inter-related events which starts with the sender. Then it moves by encoding
messages, through some channel till the receiver receives the massage and ends with the feedback.
2.It is inevitable: Communication is essential physically, socially and psychologically. If an individual is
provided all physical comforts but is not allowed to read, write, speak and listen, he will become
mentally retarded.
3. Meaning Based: communication is meaning-based. As has been very succinctly said by a specialist,
“The most immediate need for communication is to be able to refer to things in the real world, that is,
to be able to name things, states, events, attributes, using words”. In addition, we must be able to link
words together so as to make meaningful sentences and language. Hence, there is a need to be
clearheaded about what we want to say.
4. Communication is intentional as well as unintentional: While some communication is intended, that
is, it is purposely done, much of the communication may be unintentional, that is, we might convey, in
many-ways.
5. Communication is systematic: Every component of Communication is affected by the other. The one
who sends the message, the message itself as well as the receiver of the message; all are interrelated and
affected by each-other.

22. 6. A two-way traffic: A significant aspect of communication is involvement of atleast two people, i.e., a
sender and a receiver. In fact, one person cannot communicate to himself. A receiver is must to
complete the communication act. There is no communication, until the massage sent by the sender is
being received by the receiver. A personnel director may send hundreds of memos and warning letters
to employee, but communication is not complete unless it is received and read by them. Since
communication is an exchange of views, opinions, directions etc., it is a two-way traffic. The “two
way” can be understood in many ways. It is not just the sender is involved in communication, but the
receiver, is also equally involved in the process. In another way, Communication is both ways, upward
as well as downward, in an organization. Messages, directives, opinions, etc., are sent to lower levels in
the hierarchy of management. Likewise, grievances, complaints, opinions feelings, points of view etc.,
are communicated upward along the line, i.e., from workers (lower level) to management (higher level).
George Terry has rightly remarked, “Simply talking or writing, without regard to the recipients’
response, is conducive to misunderstanding.” Thus, communication should be both-ways.
7. Communication is a social process: Human being is a social animal. He cannot live in isolation.
Communication is a process which helps the human being to interact and socialize. Hence, it is a social
process.
8. Dynamic Process: Dynamic means “ever changing”. Communication is not a constant, one time
event. It is a dynamic process, which is changing all the time.
9. Continuous Process: Communication is a continuous process. More often than not, it is repeated to
achieve the desired results. It is an ongoing process, in which one interaction is followed by the other.
10. Communication is both interaction and transaction: The participants of communication exchange
ideas and information and also influence each other in the process. They share and exchange both
thoughts and meanings.
11. It is spiraling process: Communication between the receiver and the sender usually does not start as
the same level or grow at the same rate. It is due to difference at abilities of the sender as well as the
receiver. Moreover, noise and time have an impact on it. As a result. Communication takes a spiral
shape before it is completed and reaches the receiver the same level and space
12. It is contextual: Communication happens with reference to a context. The same words would mean
different things if they are said in different contexts. Hence, meaning may differ in different situations.
13. Needs proper understanding: There may be numerous media of communication but the main
purpose of conveying the message is to create a proper understanding of the message in the mind of the
other party. For this purpose, it should be clearly and concisely worded.
14. Leads achievement of the organizational objective: Effective communication does this by creating
the sense of object orientation in the organization.
15. Dispels misunderstanding: In this sense, it provides clear understanding between persons and thus
builds a bridge of camaraderie among people.
16.It has four specific skills: Communication has four specific skills. They are reading, writing, speaking
and listening.
16. It is all pervasive: Irrespective of the type and size of the organization, communication is inevitable. It
is important at all levels. It exists everywhere in an organization. With communication, it is possible to
delegate authority, to coordinate activities, and to take managerial decisions.

23. 17. It shares thoughts and ideas, which produce response: Thoughts and ideas, which do not produce
response, do not come under the Preview of communication.
19. It is the lifeblood of the business: No business organization and no civilized society can exist,
survive and grow without the existence of an effective communication network. Through
communication, people working in an organization get activated and involved in performing variety of
roles for achieving organizational goals. Various mode of communication are used for people outside
the organization to know the existence, products, profit and progress of the organization.
Businesses often ask employees to complete projects that require they work as a team. Working
together has many benefits, including the possibility to create new friendships, a sense of group
accomplishment and distribution of responsibilities. Conversely, teamwork also may cause tension and
anxiety among employees because of poor communication. Effective communication can eliminate
much of the stress and negative feelings sometimes associated with working closely as a team. Business
owners should encourage their employees to communicate with one another clearly when working
together. This is especially important for smaller companies, whose employees often must work closely
with one another. Some points which should be kept in mind:
 To have effective communication in the work place, team members must keep an open mind, engage in
active listening and have a clear understanding of project goals and requirements. Active listening is
perhaps the most important of these. Active listening involves note taking, asking relevant questions
and repeating that the other person says to verify clarity.
 Effective communication determines the success or failure of projects requiring teamwork, and
ultimately, the business itself. When team members communicate with open minds, and by asking
questions rather than making assumptions, they build trust and harmony in the working environment.
These elements work together to create a business culture of camaraderie and success.
 Companies interested in ensuring that their employees know how to communicate effectively can
purchase training materials through various business consulting companies that specialize in
interpersonal communication. Alternatively, local organizations may offer training seminars taught by
experts that employees can attend. Here they can engage in role-playing activities and communication
games to enforce newly learned skills and techniques.
 Every level of an organization must communicate with others in a variety of ways. Types of
communications include e-mail, traditional letter writing, phone conversation and face-to-face
exchange of ideas. Each platform has its own set of etiquette rules and skill sets. With proper training in
communication skills and techniques, employees often improve their effectiveness across all
communication-platform.
 Managers must have an awareness of the signs of poor communication among employees. Missed
project deadlines and slow progress toward problem solving can indicate communication issues. Teams
that spend too much time discussing strategies rather than implementing them could be lacking the
communication skills necessary to delegate tasks and get the job done. Other indications of poor
communication skills include no clear team direction or focus, team dissension and arguing among
team members. Taking steps to train employees to communicate and work as a team can change the
working environment in a positive way, increasing productivity and revenue.

24. 1.3.2 CLASSIFICATION OF COMMUNICATION
We classify communication according to the number of persons (receivers) to whom the message is
addressed:
1. Intrapersonal Communication: It is talking to oneself in one’s own mind. Examples are soliloquies
or asides in dramatic works.
2. Interpersonal Communication: It is the exchange of messages between two persons. For example, a
conversation, dialogue, or an interview in which two persons interact (others may also be present as
audience). An author communicates interpersonally with his reader, who is always present as a silent
audience in the author’s mind while he writes. A letter too is an example of interpersonal
communication between the writer and the person to whom it is written.
3. Group Communication: It can be among small or large groups, like an organization, club or
classroom, in which all individuals retain their individual identity.
4. Mass Communication: It occurs when the message is sent to large groups of people, for example, by
newspaper, radio, or television. In this process, each person becomes a faceless individual with almost
no opportunity for personal response or feedback.
Communication can also be classified on the basis of the medium employed:
1. Verbal Communication: It means communicating with words, written or spoken. Verbal
communication consists of speaking, listening, writing, reading, and thinking. It may further be
classified as Oral or Written Communication.
2. Non-verbal communication: It includes using of pictures, signs, gestures, and facial expressions for
exchanging information between persons. It is done through sign language, action language, or object
language. Non-verbal communication flows through all acts of speaking or writing. It is a wordless
message conveyed through gestures (sign), movements (action language), and object language
(pictures/clothes) and so on. Further non-verbal communication can be identified by personal space
(proxemics), sense of smell (olfactics) and time (chronemics).
3. Meta Communication: Here the speaker’s choice of words unintentionally communicates something
more than what the actual words state. For example, a flattering remark like “I’ve never seen you so
smartly dressed” could also mean that the regular attire of the listener needed improvement.
4. Formal Communication: A formal channel of communication can be defined as a means of
communication that is formally controlled by managers or people occupying positions in an
organization. The communication flows through formal channels, that is, officially recognized positions
along the line in the organization. This ensures that the information flows orderly, timely, and
accurately. Any information, decision, memo, reminder etc. will follow this path.
5. Informal Communication: Side by side with the formal channel of communication every
organization has an equally effective channel of communication that is the informal channel. It is not
officially sanctioned, and quite often it is even discouraged or looked down upon. But, then, it is very
much there, and has been given the name ‘grapevine’ precisely because it runs in all directions-
horizontal, vertical, diagonal. As the management experts put it, “it flows around water coolers, down
hallways, through lunch rooms, and wherever people get together in groups”.

25. 6. Downward Communication: The Communication that flows from Top to Bottom is known as
downward communication. Any organization has an inbuilt hierarchical system, and in that, in the first
instance, communication invariably flows downwards.
7 .Upward Communication: The Communication that flows from bottom to top, which is from lower
hierarchical level to higher level, is called Upward Communication. The main function of upward
communication is to supply information to the upper levels about what is happening at the lower levels.
It is just the reverse of the previous dimension
8. Lateral Communication: When communication takes place between two or more persons who are
subordinates working under the same person, or those who are working on the same level, it is called
lateral or horizontal communication. A good example of this kind of communication is that between
functional managers. It is necessary for the reviewing of the activities assigned to various subordinates
having identical positions
9. Diagonal Communication: Diagonal or Crosswise communication includes flow of information
among persons at different levels who have no direct reporting relationships. As an example, the
Communication between the Training Supervisor and Marketing Manager, regarding the Training of a
few employees of Marketing Department, is Diagonal Communication. This kind of communication is
used to speed up information flow, to improve understanding, and to coordinate efforts for the
achievement of organizational objectives.
1.3.3 OBJECTIVES/PURPOSE OF COMMUNICATION
An objective is something that we want to attain or accomplish by our efforts; it is the purpose with
which we undertake an activity. When we speak or write to our friends, we may not have a specific
purpose, except to keep in touch, to be friendly; when we chat with a group of friends, we simply want
to socialize, be friendly, or express ourselves. But in an official or business situation, when we speak,
listen or write to customers, or to our subordinates or our superiors, we have a specific purpose or
objective; we want to accomplish something. Communication could have many objectives depending
on the context and persons involved. Communication within a family, in a classroom, in a theatre, in a
seminar, in a boardroom and in the organsation has different objectives.
The objectives depend upon the purpose to be achieved. The objectives of business communication
would include the following:
 To inform: This is the foremost objective of communication. Information is power. The information
needs within and outside the organization can be met through communication
 To persuade: Businesses work through persuation. It is important to persuade employees to work
efficiently, to persuade customers to buy our product and so on. The objective of communication may
be to persuade.
 To educate: To disseminate knowledge and develop skills and attitudes among people working in the
organization may be another objective of communication.
 To train: Communication is an integral part of any training programme. Training is required to achieve
proficiency in specific skills. Instruction, demonstration, practice and discussion during training require
communication as an integral part.

26.  To motivate: High level of morale and motivation are a must to ensure high levels of productivity and
efficiency on a sustainable basis. Communication provides a means to keep motivation levels high.
 To integrate: Large business organizations have different business units, departments and territorial
divisions, pursuing different targets. Communication provides the means for an integrated approach in
pursuing organizational goals.
 To relate: Good business relations are a must for the continued success of any business organization.
Communication provides the means for building and nurturing mutually beneficial relationships.
 To entertain: Whatever be the nature of business, there is always a time for entertainment.
Communication facilitates social bonding and brings lighter moments that help in entertainment and
relieving tension.
1.3.4Importance of Team Communication
Team communication skills are critical for ensuring the success of the team effort, whether the team is
charged with creating a new product, making a process improvement, or planning the summer picnic.
Strong team communication skills can help build relationships, ensure the sharing of new ideas and best
practices, and benefit team members through coaching and counseling.
 Cohesiveness
Effective teams need to work well together and that team cohesiveness depends on building strong
relationships among team members. Communication is critical and is driven by the team leader who
will work with the team to establish ground rules and work to bring the team together so that it can
accomplish its goals. All teams will go through expected stages of development, from forming to
storming to "norming," and eventually, performing, according to business consultant Bruce Tuckman.
Navigating through these stages effectively will help teams build relationships.
 Sharing
When team communication skills are strong, it raises the chance that good ideas and best practices will
be shared openly says Lin Grensing-Pophal, author of "Employee Management for Small Business."
Team members can be hesitant to provide input for fear of being criticized or having their ideas
dismissed, says Grensing-Pophal. Teams that can establish an open, positive and supportive
environment among team members are in a better position to hear those good ideas and learn from the
best practices of the group.
 Professional Development
Effective team communication can lead to both personal and professional development. Team leaders
will be influenced by the coaching and counseling skills of the team leader and, when the team leader is
a positive role model, these insights can help employees improve their own communication skills.
Strong team communication skills can also help team members learn how to manage conflict in
positive ways, an important professional development skill, says Grensing-Pophal. "Too often, we can
have a tendency to avoid conflict," she says. "By learning to respond to conflict in positive ways, both
employees and companies can benefit."
1.3.5 Benefits of Effective Team Communication

27. In order to be able to function as an efficient team, you need to develop effective team communication.
There are many benefits of effective team communication that can help your business become more
productive. When a team is able to work together through good communication, it can bring more
revenue to the company's bottom line.
 Efficient Action
According to the online communication resource People Communicating, when a team is able to
effectively communicate, it cuts down on time lost to misinterpretation. A message that is delivered
poorly due to a breakdown in team communication can cause the receiver to take incorrect actions. That
means the team has to stop, correct the problem and then try to move forward. When correct messages
are received through an effective team communication network, the team can take proper and efficient
actions to get projects completed on or ahead of schedule.
 Encourages Input
The Los Angeles Westside Toastmasters suggests that effective communication fosters open
communication. When there is an effective communication network in place, team members feel
confident that their opinions will be heard. This encourages input from the entire team, and the team
can then utilize all of its internal resources to solve an issue or get a project completed.
 Encourages Dynamic Change
The business world is constantly changing, and effective team communication is important in allowing
a team to keep up with the evolving workplace, according to the Wisconsin Business Alumni. An
effective team communication structure can withstand changes in the business world, and as the
marketplace gets more complex, the team is able to keep up because important information is shared
efficiently. Information that the team needs in order to adapt to business changes reaches each team
member quickly in an efficient team communication structure.
 Creates Understanding
A business team is a collection of people, and those people have a variety of backgrounds that can be
difficult to bring together with an inefficient communication system. When a team is able to
communicate effectively, each member is better able to understand his teammates. Cultural diversity
becomes a benefit, because the team communicates so well that mutual understanding helps to facilitate
progress.
1.3.6 Role of Communication in Team
A team is formed when individuals with a common goal come together on a common platform. The
team members must complement each other and avoid silly conflicts among themselves.
Communication plays a very important role in team building and extracting the best out of the
team members.
A team member must clearly understand what his fellow team members are up to. He should be very
clear about his roles and responsibilities in the team. It is the duty of the team leader to delegate
responsibilities as per the interest and specializations of the team members without imposing things on
them.Never confuse any employee.

28. Verbal communication sometimes may create misunderstandings and confusions, thus it is
always better to rely on written communication for better clarity and transparency.
Communication is effective when the information is passed on through emails. Emails are more
reliable. Do not send the mails to individuals separately as they might assume that you want to hide
something from them. This way they tend to interfere in each other’s work, trying to find out what extra
is written in their fellow member’s mail. The mails should be sent with all the participants in loop. Also
invite suggestions from them. It is not always that you are correct; your team members might come out
with a brilliant idea as well. Ask them to participate in discussions, this way they feel motivated and
indispensable for their team and as well as the organization.
Conference room, board room or a suitable place must be used for meetings and discussions. It is
always better that the issues are discussed on an open forum and the participants are allowed to
speak freely. Avoid a noisy place. The agenda of the meeting should be prepared well in advance and
must be circulated among the team members. Ask them to come prepared so that they do not sit blank
in the meeting. The speaker should take the help of white board, marker or a pen and paper so that he
doesn’t miss any point. One should not attend any meeting empty handed. Carry something to note
down the important points for future reference. Confusions and misunderstandings are nullified this
way and people start trusting each other.
The goal and the objective of the team should not be set only by the team leader itself. Every employee
should contribute equally and give his valuable inputs. The team members must not fight among
themselves and try to reach to a conclusion best suited to all. The goal must be very well communicated
to all the team members and they must be very clear from the beginning what they are supposed to do
to avoid problems later. The goal can never be achieved unless and until all of them work hard together
and contribute their level best.
Your idea however brilliant it is fails to work unless and until it is implemented in the correct way. The
strategies, methods, concepts not communicated in the correct way can lead to severe confusions and
have adverse effects. The decisions, thoughts, strategies must be communicated to one and all very
clearly. One should not play with words or pass on only half the information. Teams must not be too
complicated with a simple hierarchy where the subordinates have an easy access to their team leaders.
Policies and strategies must be made taking into consideration each and everyone’s suggestions and
should be communicated in an effective way.
Every individual should have the freedom to speak. Do not keep things within yourself and crib
later. If you feel that your fellow colleague is going wrong somewhere and needs to be corrected, go
ahead. Do not hesitate, after all his mistakes will also effect your work also. Do not shout or criticize
him, but make him realize his mistakes in a polite but convincing way. If you feel that you need to go
for a vacation, please discuss with your superior. Don’t just assume that your boss will know things on
his own and grant you holidays. You need to communicate to him, instead of cribbing and spreading
negativity.
Effective Communication reduces the chances of conflicts and fights among team members. No
body has ever gained anything from fights. Communication improves the relations among the team
members and they feel fresh and motivated the whole day at work.
1.3.7 Barriers to Effective Team Communication
1. Physical Barriers: this has to do with poor or outdated equipment used during communications,
background noise, poor lighting, temperatures that are too hot or too cold.

29. 2. Attitudes: emotions like anger or sadness can taint objectivity. Also being extremely nervous,
having a personal agenda or “needing to be right no matter what” can make communications less than
effective. This is also known as “Emotional Noise”.
3. Language: this can seem like an easy one, but even people speaking the same language can have
difficulty understanding each other if they are from different generations or from different regions of
the same country. Slang, professional jargon and regional colloquialisms can even hurt communicators
with the best intentions.
4. Physiological Barriers: ill health, poor eyesight or hearing difficulties, pain.
5. Problems with Structure Design: companies or institutions can have organization structures that
are not clear, which can make communications difficult. Also to blame for faulty communications are
bad information systems, and lack of supervision or training of the people involved.
6. Cultural Noise: people sometimes make stereotypical assumptions about others based on their
cultural background.
7. Lack of Common Experience: it’s a great idea to use examples or stories to explain a point that is
being discussed. However, if the speaker and the audience cannot relate to these examples because they
do not have the same knowledge or have not shared the same experiences then this tool will be
ineffective.
8. Ambiguity and Abstractions Overuse: leaving things half-said, using too many generalizations,
proverbs or sayings, can all lead to communications that are not clear and that can lend themselves to
misinterpretations.
9. Information Overload: it takes time to process a lot of information and too many details can
overwhelm and distract the audience from the important topics. Keep it Simple, Sweetie.
10. Assumptions and Jumping to Conclusions: This can make someone reach a decision about
something before listening to all the facts.

30. CHAPTER-II COMPANY PROFILE
2.1 Reliance Industries Limited (RIL).
2.1.1 History of reliance industry ltd.
2.1.2 Major subsidiaries and associates.
2.1.3 Information about employees.
2.1.4 Awards and recognition.
2.1.5 Reliance’s groups.
2.1.6 Reliance’s overviews.
2.1.7 Reliance’s corporate governance.
2.1.8 Reliance’s vision.
2.2 Organization’s structure.
2.2.1 Awards and Achievements
2.2.2 Organization’s board of directors.
2.3 Reliance Infocomm Jio
2.3.1 Reliance InfocommJio
2.3.2 History
2.3.3 Telecommunications in India
2.3.3.1 History of Telecommunications in India
2.3.3.2 Revenue of telecom sector in India
2.3.3.3 Services offered by reliance telecommunications
2.3.4 Partnerships
2.3.5 Products and Services
2.4 Team work & Reliance

31. CHAPTER-II COMPANY PROFILE
Reliance JioInfocomm(previously Reliance infocomm was known as Reliance telecommunications)
Limited, doing business asJio, is a LTEmobile network operator in India. It is a wholly owned
subsidiary of Reliance Industries headquartered in Mumbai, that provides wireless 4GLTE service
network (without 2G/3G based services) and is the only 'VoLTE-only' (Voice over LTE) operator in the
country with coverage across all 22 telecom circles in India.
2.1 Reliance Industries Limited (RIL) is an Indian conglomerateholding company
headquartered in Mumbai, Maharashtra, India. Reliance owns businesses across India engaged in
energy, petrochemicals, textiles, natural resources, retail, and telecommunications. Reliance is the third
most profitable company in India, the second-largest publicly traded company in India by market
capitalization, and the second largest company in India as measured by revenue after the government-
controlled Indian Oil Corporation. The company is ranked 215th on the Fortune Global 500 list of the
world's biggest corporations as of 2016. It is ranked 8th among the Top 250 Global Energy Companies
by Platts as of 2016.
2.1.1 History of reliance industry ltd
(1960–1980)
The company was co-founded by DhirubhaiAmbani and his brother ChampaklalDamani in 1960s as
Reliance Commercial Corporation. In 1965, the partnership ended and Dhirubhai continued the
polyester business of the firm. In 1966, Reliance Textiles Industries Pvt Ltd was incorporated in
Maharashtra. It established a synthetic fabrics mill in the same year at Naroda in Gujarat. In 1975, the
company expanded its business into textiles, with "Vimal" becoming its major brand in later years. The
company held its Initial public offering (IPO) in 1977. The issue was over-subscribed by seven times.
In 1979, a textiles company Sidhpur Mills was amalgamated with the company. In 1980, the company
expanded its polyester yarn business by setting up a Polyester Filament Yarn Plant in Raigad,
Maharashtra with financial and technical collaboration with E. I. du Pont de Nemours & Co., U.S.
(1981–2000)
In 1985, the name of the company was changed from Reliance Textiles Industries Ltd. to Reliance
Industries Ltd. During the years 1985 to 1992, the company expanded its installed capacity for
producing polyesteryarn by over 145,000 tonnes per annum.TheHazira petrochemical plant was
commissioned in 1991–92.
In 1993, Reliance turned to the overseas capital markets for funds through a global depositary issue of
Reliance Petroleum. In 1996, it became the first private sector company in India to be rated by

32. international credit rating agencies. S&P rated Reliance "BB+, stable outlook, constrained by the
sovereign ceiling". Moody's rated "Baa3, Investment grade, constrained by the sovereign ceiling".
In 1995/96, the company entered the telecom industry through a joint venture with NYNEX, USA and
promoted Reliance Telecom Private Limited in India. In 1998/99, RIL introduced packaged LPG in
15 kg cylinders under the brand name Reliance Gas.
The years 1998–2000 saw the construction of the integrated petrochemical complex at Jamnagar in
Gujarat, the largest refinery in the world.
(2001– till date)
In 2001, Reliance Industries Ltd. and Reliance Petroleum Ltd. became India's two largest companies in
terms of all major financial parameters.4
In 2001–02, Reliance Petroleum was merged with Reliance
Industries. In 2002, Reliance announced India's biggest gas discovery (at the Krishna Godavari basin)
in nearly three decades and one of the largest gas discoveries in the world during 2002. The in-place
volume of natural gas was in excess of 7 trillion cubic feet, equivalent to about 1.2 billion barrels of
crude oil. This was the first ever discovery by an Indian private sector company. In 2002–03, RIL
purchased a majority stake in Indian Petrochemicals Corporation Ltd. (IPCL), India's second largest
petrochemicals company, from Government of India. IPCL was later merged with RIL in 2008. In the
years 2005 and 2006, the company reorganized its business by demerging its investments in power
generation and distribution, financial services and telecommunication services into four separate
entities. In 2006, Reliance entered the organised retail market in India with the launch of its retail store
format under the brand name of 'Reliance Fresh'. By the end of 2008, Reliance retail had close to 600
stores across 57 cities in India. In November 2009, Reliance Industries issued 1:1 bonus shares to its
shareholders. In 2010, Reliance entered Broadband services market with acquisition of Infotel
Broadband Services Limited, which was the only successful bidder for pan-India fourth-generation
(4G) spectrum auction held by Government of India. In the same year, Reliance and BP announced a
partnership in the oil and gas business. BP took a 30 per cent stake in 23 oil and gas production sharing
contracts that Reliance operates in India, including the KG-D6 block for $7.2 billion. Reliance also
formed a 50:50 joint venture with BP for sourcing and marketing of gas in India. In 2012, RIL set up a
joint venture with Russian Company Sibur for setting up a Butyl rubber plant in Jamnagar, Gujarat. The
plant was scheduled to be operational in 2015 Presently,Tejpal Singh Bisht is the President and CEO of
New Ventures in the Chairman's Office at Reliance Industries Limited.[28
2.1.2 Major subsidiaries and associates
On 31 March 2013, the company had 123 subsidiary companies and 10 associate companies.
 Reliance Retail is the retail business wing of the Reliance Industries. In March 2013, it had 1466 stores
in India. It is the largest retailer in India. Many brands like Reliance Fresh, Reliance Footprint, Reliance
Time Out, Reliance Digital, Reliance Wellness, Reliance Trends, Reliance Autozone, Reliance Super,
Reliance Mart, Reliance iStore, Reliance Home Kitchens, Reliance Market (Cash n Carry) and Reliance
Jewel come under the Reliance Retail brand. Its annual revenue for the financial year 2012–13 was
₹108 billion (US$1.6 billion) with an EBITDA of ₹780 million (US$12 million).
 Reliance Life Sciences works around medical, plant and industrial biotechnology opportunities. It
specializes in manufacturing, branding, and marketing Reliance Industries' products in bio-
pharmaceuticals, pharmaceuticals, clinical research services, regenerative medicine, molecular
medicine, novel therapeutics, biofuels, plant biotechnology, and industrial biotechnologysectors of the
medical-business.

33.  Reliance Institute of Life Sciences (RILS), established by DhirubhaiAmbani Foundation, is an
institution offering higher education in various fields of life sciences and related technologies.
 Reliance Logistics is a single-window company selling transportation, distribution, warehousing,
logistics, and supply chain-related products, supported by in-house telematics and telemetry solutions.
Reliance Logistics is an asset based company with its own fleet and infrastructure. It provides logistics
services to Reliance group companies and outsiders.
 Reliance Clinical Research Services (RCRS), a contract research organisation (CRO) and wholly
owned subsidiary of Reliance Life Sciences, specialises in the clinical research services industry. Its
clients are primarily pharmaceutical, biotechnology and medical device companies.
 Reliance Solar, the solar energy subsidiary of Reliance, was established to produce and retail solar
energy systems primarily to remote and rural areas. It offers a range of products based on solar energy:
solar lanterns, home lighting systems, street lighting systems, water purification systems, refrigeration
systems and solar air conditioners. Merged content from Reliance Solar to here.
 Relicord is a cord blood banking service owned by Reliance Life Sciences. It was established in 2002.
It has been inspected and accredited by AABB, and also has been accorded a license by Food and Drug
Administration(FDA).
 Reliance JioInfocomm Limited (RJIL) previously known as InfotelBroadband, is a broadband
service provider which gained 4Glicences for operating across India. Sandip Das, former CEO of
Maxis Malaysia, is the current group president of Reliance JioInfocomm.
 Reliance Industrial Infrastructure Limited (RIIL) is an associate company of RIL. RIL holds
45.43% of total shares of RIIL. It was incorporated in September 1988 as ChemburPatalganga Pipelines
Limited, with the main objective being to build and operate cross-country pipelines for transporting
petroleum products. The company's name was subsequently changed to CPPL Limited in September
1992, and thereafter to its present name, Reliance Industrial Infrastructure Limited, in March 1994.
RIIL is mainly engaged in the business of setting up and operating industrial infrastructure. The
company is also engaged in related activities involving leasing and providing services connected with
computer software and data processing. The company set up a 200-millimetre diameter twin pipeline
system that connects the Bharat Petroleum refinery at Mahul, Maharashtra, to Reliance's petrochemical
complex at Patalganga, Maharashtra. The pipeline carries petroleum products including naphtha and
kerosene. It has commissioned facilities like the supervisory control and data acquisition system and
the cathodic protection system, a jackwell at River Tapi, and a raw water pipeline system at Hazira. The
infrastructure company constructed a 71,000 kilo-litre petrochemical product storage and distribution
terminal at the Jawaharlal-Nehru,Port-Trust(JNPT) .
 LYF, a 4G-enabled VoLTE device brand from Reliance Retail.
 Network 18, a mass media company. It has interests in television, digital platforms, publication,
mobile apps, and films. It also operates two joint ventures, namely Viacom 18 and History TV18 with
Viacom and A+E Networks respectively. It also have acquired ETV Network and since renamed its
channels under the Colors TV brand.
2.1.3 Information about employees
As on 31 March 2013, the company had 23,519 employees of which 1,159 were women and 83 were
employees with disabilities. It also had 29,462 temporary employees on the same date. As per its

34. Sustainability Report for 2011–12, the attrition rate was 7.5%. But currently, the same attrition rate has
gone up to 23.4% in 2015 as per latest report released within the organization. In its 39th Annual
General Meeting, its Chairman informed the shareholders of the investment plans of the company of
about ₹1,500 billion (US$22 billion) in next three years. This would be accompanied by increasing the
staff strength in Retail division from existing strength of 35,000 to 120,000 in next 3 years and
increasing employees in Telecom division from existing 3,000 to 10,000 in 12 months.
2.1.4 Awards and recognition:
 International Refiner of the Year in 2013 at the HART Energy's 27th World Refining & Fuel
Conference. This is the second time that RIL has received this Award for its Jamnagar Refinery, the
first being in 2005.
 According to survey conducted by Brand Finance in 2013, Reliance is the second most valuable brand
in India.
 The Brand Trust Report ranked Reliance Industries as the 7th most trusted brand in India in 2013 and
9th in 2014.
 RIL was certified as 'Responsible Care Company' by the American Chemistry Council in March, 2012.
 RIL was ranked at 25th position across the world, on the basis of sales, in the ICIS Top 100 Chemicals
Companies list in 2012.
 RIL was awarded the National Golden Peacock Award 2011 for its contribution in the field of
corporate sustainability.
 In 2009, Boston Consulting Group (BCG) named Reliance Industries as the world's fifth biggest
'sustainable value creator' in a list of 25 top companies globally in terms of investor returns over a
decade.
 The company was selected as one of the world's 100 best managed companies for the year 2000 by
Industry Week magazine.
 From 1994 to 1997, the company won National Energy Conservation Award in the petrochemical
sector.
2.1.5 RELIANCE’S GROUPS
Reliance – Anil DhirubhaiAmbani Group, an offshoot of the Reliance Group founded by Shri
Dhirubhai H Ambani (1932-2002), ranks among India’s top three private sector business houses in
terms of net worth. The group has business interests that range from telecommunications (Reliance
Communications Limited) to financial services (Reliance Capital Ltd) and the generation and
distribution of power (Reliance Infrastructure Limited).
Reliance – ADA Group’s flagship company, Reliance Communications, is India's largest private sector
information and communications company, with over 80 million subscribers. It has established a pan-
India, high-capacity, integrated (wireless and wireline), convergent (voice, data and video) digital
network, to offer services spanning the entire infocomm value chain. Other major group companies —
Reliance Capital and Reliance Infrastructure — are widely acknowledged as the market leaders in their
respective areas of operation
2.1.6 RELIANCE’S OVERVIEWS
“A dream comes true the DhirubhaiAmbani dreamt of a digital India – an India where the common man
would have access to affordable means of information and communication. Dhirubhai, who single-

35. handedly built India’s largest private sector company virtually from scratch, had stated as early as
1999: “Make the tools of information and communication available to people at an affordable cost.
They will over come the handicaps of illiteracy and lack of mobility.”
It was with this belief in mind that Reliance Communications (formerly Reliance Infocomm) started
laying 60,000 route kilometres of a pan-India fibre optic backbone. This backbone was commissioned
on 28 December 2002, the auspicious occasion of Dhirubhai’s 70th birthday, though sadly after his
unexpected demise on 6 July 2002.
Reliance Communications has a reliable, high-capacity, integrated (both wireless and wireline)
and convergent (voice, data and video) digital network. It is capable of delivering a range of services
spanning the entire infocomm (information and communication) value chain, including infrastructure
and services — for enterprises as well as individuals, applications, and consulting. Today, Reliance
Communications is revolutionizing the way India communicates and networks, truly bringing about a
new way of life
2.1.7 RELIANCE’S CORPORATE GOVERNANCE
 Organizations, like individuals, depend for their survival, sustenance and growth on the support and
goodwill of the communities of which they are an integral part, and must pay back this generosity in
every way they can...
 This ethical standpoint, derived from the vision of our founder, lies at the heart of the CSR philosophy
of the Reliance – ADA Group.
 While we strongly believe that our primary obligation or duty as corporate entities is to our
shareholders – we are just as mindful of the fact that this imperative does not exist in isolation; it is part
of a much larger compact which we have with our entire body of stakeholders: From employees,
customers and vendors to business partners, eco-system, local communities, and society at large.
 We evaluate and assess each critical business decision or choice from the point of view of diverse
stakeholder interest, driven by the need to minimize risk and to pro-actively address long-term social,
economic and environmental costs and concerns.
 For us, being socially responsible is not an occasional act of charity or that one-time token financial
contribution to the local school, hospital or environmental NGO. It is an ongoing year-round
commitment, which is integrated into the very core of our business objectives and strategy.
 Because we believe that there is no contradiction between doing well and doing right. Indeed, doing
right is a necessary condition for doing well.
2.1.8 RELIANCE’S VISION
“We will leverage our strengths to execute complex global-scale projects to facilitate leading-edge
information and communication services affordable to all individual consumers and businesses in India.
We will offer unparalleled value to create customer delight and enhance business productivity. We will
also generate value for our capabilities beyond Indian borders and enable millions of India's knowledge
workers to deliver their services globally.”
2.2 Organization Structure.
Regarded as one of the foremost corporate leaders of contemporary India, Shri Anil D Ambani, 48, is
the chairman of all listed companies of the Reliance ADA Group, namely, Reliance Communications,
Reliance Capital, Reliance Energy and Reliance Natural Resources limited.

36. He is also Chairman of the Board of Governors of DhirubhaiAmbani Institute of Information and
Communication Technology, Gandhi Nagar, Gujarat.
Till recently, he also held the post of Vice Chairman and Managing Director of Reliance Industries
Limited (RIL), India’s largest private sector enterprise.
Anil D Ambani joined Reliance in 1983 as Co-Chief Executive Officer, and was centrally involved in
every aspect of the company’s management over the next 22 years.
He is credited with having pioneered a number of path-breaking financial innovations in the Indian
capital markets. He spearheaded the country’s first forays into the overseas capital markets with
international public offerings of global depositary receipts, convertibles and bonds. Starting in 1991, he
directed Reliance Industries in its efforts to raise over US$ 2 billion. He also steered the 100-year
Yankee bond issue for the company in January1997. Regarded as one of the foremost corporate leaders
of contemporary India,Shri Anil D Ambani, 48, is the chairman of all listed companies of the Reliance
ADA Group, namely, Reliance Communications, Reliance Capital, Reliance Energy and Reliance
Natural Resources limited.He is also Chairman of the Board of Governors of DhirubhaiAmbani
Institute of Information and Communication Technology, Gandhi Nagar, Gujarat. Till recently, he also
held the post of Vice Chairman and Managing Director of Reliance Industries Limited (RIL), India’s
largest private sector enterprise. Anil D Ambani joined Reliance in 1983 as Co-Chief Executive
Officer, and was centrally involved in every aspect of the company’s management over the next 22
years. He is credited with having pioneered a number of path-breaking financial innovations in the
Indian capital markets. He spearheaded the country’s first forays into the overseas capital markets with
international public offerings of global depositary receipts, convertibles and bonds. Starting in 1991, he
directed Reliance Industries in its efforts to raise over US$ 2 billion. He also steered the 100-year
Yankee bond issue for the company in January 1997. He is a member of:
 Wharton Board of Overseers, The Wharton School, USA
 Central Advisory Committee, Central Electricity Regulatory Commission
 Board of Governors, Indian Institute of Management, Ahmedabad
 Board of Governors Indian Institute of Technology, Kanpur
2.2.1 Awards and Achievements:
 Conferred the ‘CEO of the Year 2004’ in the Platts Global Energy Awards
 Rated as one of ‘India’s Most Admired CEOs’ for the sixth consecutive year in the Business Barons –
TNS Mode opinion poll, 2004
 Conferred ‘The Entrepreneur of the Decade Award’ by the Bombay Management Association, October
2002
 Awarded the First Wharton Indian Alumni Award by the Wharton India Economic Forum (WIEF) in
recognition of his contribution to the establishment of Reliance as a global leader in many of its
business areas, December 2001
Selected by Asiaweek magazine for its list of ‘Leaders of the Millennium in Business and Finance’ and
was introduced as the only ‘new hero’ in Business and Finance from India, June 1999.

37. 2.2.2ORGANIZATION’S BOARD OF DIRECTOR’s
Shri P.M.S. Prasad
Shri Mukesh D. Ambani

38. Prof. Dipak C. Jain
Independent Director
Shri Nikhil R. Meswani
Executive Director
Dr. DharamVirKapur
Independent Director

39. Shri Ramniklal H. Ambani
Non-Executive Non-Independent Director
Shri Mansingh L. Bhakta
Independent Director
Shri Yogendra P. Trivedi

40. Independent Director
Shri Mahesh P. Modi
Independent Director
Shri Hital R. Meswani
Executive Director
Prof. Ashok Misra
Independent Director

41. Dr. Raghunath A. Mashelkar
Independent Director
Shri AdilZainulbhai
Independent Director
Shri Pawan Kumar Kapil
Executive Director

42. 2.3 Reliance Infocomm Jio
2.3.1 RelianceInfocommJio
[Reliance Communications Ltd. (RCom)]
Industry Telecommunications
Founded 2002
Founder Anil Ambani
Headquarters
DAKC, KoparKhairane, Navi Mumbai,
Maharashtra, India[2]
Key people Anil Ambani (President)
Revenue ₹220 billion (US$3.3 billion) (2015)
Net income ₹7.14 billion (US$110 million) (2015)
Total assets ₹703 billion (US$10 billion) (2015)
Members 98.70 million (June 2016)
No.of employees 8,500 (2015)
Subsidiaries
Global Cloud Xchange
Reliance Digital TV Limited
Reliance Telecom Limited
Reliance Infratel Limited
Reliance Global Call
MTS India
Aircel (50℅), Jio4G
Website www.rcom.co.in

43. 2.3.2 History
Reliance Communications Ltd. was established in 2002. The same year, it launched CDMA services
nationwide. In 2008, Reliance Communications launched GSM services. In the 2010 spectrum auction,
Reliance Communications paid ₹ 58,642.9 million for 3G spectrum in 13 circles Delhi, Mumbai,
Kolkata, Punjab, Rajasthan, Madhya Pradesh, West Bengal, Himachal Pradesh, Bihar, Odisha, Assam,
North East and Jammu & Kashmir.
On 25 May 2012, RCom announced a price reduction of 51% on its 3G services. In 2011, Reliance
provided up to 28 Mbit/s data rate in India with its MIMO technology. On 31 January 2013, RCom
announced its partnership with Lenovo to market co-branded smartphones in India. The smartphones
were said to use the Android operating system and have dual-core processors. In 2015, it launched
CDMA in REV. B technology in non 3G circles.
In April 2016, RCom informed its CDMA subscribers that it would be shutting down its CDMA
operations, and that all CDMA subscribers would be migrated to GSM and LTE networks. The
company announced that the migration had been completed in September 2016.
Acquisition of company.
On 14 January 2016, RCom announced that it had acquired Sistema ShyamTeleServices Limited
(SSTL), doing business as MTS India, in an all stock deal, in which SSTL received a 10% stake in
RCom, after paying off its existing debt. RCom would assume the liability for installments that SSTL
had to pay the government from purchasing spectrum. The liability amounted ₹392 crore annually for
10 years. As a result of the deal, Reliance acquired MTS India's subscribers, as well as SSTL's
spectrum in the 850 MHz band.
The merger deal was approved by the Competition Commission of India (CCI) in February 2016. SEBI
cleared the deal by March, and SSTL shareholders approved the deal on 18 March. By mid-August, the
deal was approved by tax authorities and the shareholders and creditors of RCom and SSTL. The
merger was approved by the Rajasthan High Court on 30 September 2016, and the Bombay High Court
on 7 October 2016. The final approval, from the Department of Telecommunications, is expected by
the end of March 2017.
2.3.3 Telecommunications in India
India's telecommunication network is the second largest in the world by number of telephone users
(both fixed and mobile phone) with 1.053 billion subscribers as on 31 August 2016. It has one of the
lowest call tariffs in the world enabled by mega telecom operators and hyper-competition among them.
India has the world's second-largest Internet user-base. As on 31 March 2016, there were 342.65
million internet subscribers in the country. Major sectors of the Indian telecommunication industry are
telephone, internet and television broadcast Industry in the country which is in an ongoing process of
transforming into next generation network, employs an extensive system of modern network elements
such as digital telephone exchanges, mobile switching centres, media gateways and signalling gateways
at the core, interconnected by a wide variety of transmission systems using fibre-optics or Microwave
radio relay networks. The access network, which connects the subscriber to the core, is highly
diversified with different copper-pair, optic-fibre and wireless technologies. DTH, a relatively new
broadcasting technology has attained significant popularity in the Television segment. The introduction
of private FM has given a fillip to the radio broadcasting in India. Telecommunication in India has
greatly been supported by the INSAT system of the country, one of the largest domestic satellite