The document discusses the author's experience managing a diverse team at Reliance Industries for a large gas generation project, highlighting challenges such as resource constraints, team conflicts, and the dynamics of team development stages. The author reflects on management theories and conflict resolution techniques used during the project while noting the importance of participative management and emotional intelligence in improving team performance. Ultimately, the project was completed successfully, with lessons learned in team dynamics and management approaches.

1. ASSIGNMENT ON ORGANISATIONAL BEHAVIOUR
Case:I joined Reliance Industries Limited in 2013 and given the challenging task of
managing team of mechanical engineers from Reliance , our business partner Larsen
& Toubro for the 2.1 million meter cube per second gas generation plant which
include to handle not only the engineers but also supervisors and technicians from
diverse backgrounds and demography.I started distributing and managing work ,
resources among team. Timeline was completion of project by Dec2016. This was a
very big and challenging project where the total scope included erection 30,000 Tons
of steel, more than 0.5 million Inch meter of piping erection, 50000CuM of concrete
pouring and last our part of erecting , proving and handing over of more than 500
static and rotary equipment.
This was a huge volume of work and co-ordination among the various disciplines was
also very important for the success of the project.
Team interaction and dynamics with various stakeholders i.e
Civil,Structure,E&I,piping , Vendor and contracts is depicted in the diagram below.
civil
structure
MECHANICAL
E&I piping
Vendors
Contracts

2. We had the constraints of Resources, budget, Schedule.To meet the targets and
perform on these parameters was really tough and challenging with such diverse
teams.The project was started in Sep2013 , it peaked during the year 2015-2016 with
more than 20,000 headcounts and finally the plant was handed over in Dec2017..
ANALYSIS:
1. It was noticed that as the people started joining the team and the team size started
to grow, conflict started among the people due to the limited resources but after
knowing each slowly the differences went on dwindling and team cohesiveness
started build the project objectives getting attained .I was worried during the conflict
stages as the work was suffering but this could be explained in terms of “Tuck man
stages of group development” like forming-storming-norming-perfroming and
adjourning.
2. If I look at the performance period major 205-2016, the people behaved
differently.But as manager I was expecting at least some threshold of performance
from every team member. But this was actually not happening and created stressed
work-environment .I could have avoided the situation if I was aware of the “Mc
Gregor Theory X & Theory Y”.Theory X states that people are lazy and avoid work
and need to be handled with stick.Theory Y states that people inherently motivated
and get the work delivered on their own.We need to identify people in the team who
fall in the X catagory and dealt with strongly.

3. 3. During the course of project on time salary hike was given also computers and
chairs we re replaced with new one to motivate the employee and get the desired
results.But it was observed that there no increase in performance or motivation.
This can be explained in terms of “Herzberg Hygiene Theory” which states that
Salary and working conditions are Hygiene facors which don’t motivate the
employees but promotion and recognition cand motivate the employees.
4. A.Air-Coler is one of the heat exchangers we installed at the gasification
project.This was not being accepted by the client which was asking for additional
partition. I got approval from vendor “BGR” that additional partion is not required ,
but still it was not getting accepted by the client.During the project I threatened the
client to stop other works if this machine is not accepted and got the acceptance the
same day.This is an example of “Confrontation” as a problem resolution technique.
B. During the installation of pulse jet piping in the project, I have made a written
complaint against my piping lead who is not able to install hoses in the system and
also copied in the email to operations head.I got a scolding from construction head
that this is not the proper way to communicate the problem and get the work done.I
have accepted the comment although construction head is not correct in his
approach.This is an example of “Avoid” as conflict resolution technique.
Also we learned other conflict resolution techniques like
smooth/accommodate,compromise, force and collaborate

4. 5. We had team member and a mechanical engineer Mr. Samir from L&T who was
very hard working and delivered the erection of Precast civil structures. Under the
impression he is very hard working and he can deliver the ercetion and
commissioning of static and rotary equipments, I have recommended to be part of the
mechanical team and it is accepted by the management.But later on I discovered that
he is not performing well and he he is not able to handover the mechanical
equipments to the customer,this happened due to his limited knowledge of machines.
This is an example of “HALO EFFFECT” as I made the decision to include him in
my team based on erection skills only.There are several other biases like bounded
rationality,Contrast effect, sterotyping,selective perception,anchoring bias etc which
play a role in decision making and we are not aware of it.
6. I have realised that before taking the course , I was using forcing or say autocratic
ways in making decisions. Now while decsion making I am trying to take the views of
all the team members and incorpoaratimng their views before taking a final call.
This is making the team memebers more responsible towards the project and I have
taken the buy-in from the team.This is one of the ways of “employee involvement”
towards the work and is termed as “participative management”.This is really
yielding very positive results and also helped in solving some complex problems at
the work.This can also be termed as a shift of mannagement style from Autocratic to
participative.
7. A.previously I was very strict in the reporting time of my team memebers.But
now I have given them a little bit of flexibility, like change of shift , after going

5. through the course.Now the team members look happy and the perfomance has
increased. This is an example of use of “Reward Power”
8. Understanding the Moods and emotions of the team is also very important at the
workplace.This is part of the broader term” Emotional Intellligence”.With the use of
EI team mangement is very productive and results into better productivity.