The document discusses team building approaches to improve organizational performance. It outlines problems in an RMG sector organization like absenteeism, quality defects, and efficiency failures. It then describes pillars of effective team building like goal setting, role clarification, relationship management, and problem solving. The document uses an example of applying these team building strategies in Unit 2 of an organization to address their problems. Strategies used included setting goals for the next month, clarifying roles, building relationships through fun activities, and systematically solving problems. The document argues that combining strong internal team processes with external networking and information gathering can create high performing "X-Teams." It suggests considering X-Teams approaches in the organization to foster innovation.
Bangladesh is a developing nation. It is a country with few large and some moderate size industries of different kinds. Among these, the industry that has been making stringent contribution to develop the country and its economy is none other than the Ready-made Garment (RMG) industry which is now the single biggest export earner for Bangladesh. The sector contributes significantly to the GDP. Bangladesh RMG Industry has played important role by creating employment opportunities for the poor mainly women from low income families and uneducated people who were previously engaged with the traditional agriculture sector. So my target audiences are policy makers, government agencies, and donor agencies of this RMG sector.
Bangladesh is a developing nation. It is a country with few large and some moderate size industries of different kinds. Among these, the industry that has been making stringent contribution to develop the country and its economy is none other than the Ready-made Garment (RMG) industry which is now the single biggest export earner for Bangladesh. The sector contributes significantly to the GDP. Bangladesh RMG Industry has played important role by creating employment opportunities for the poor mainly women from low income families and uneducated people who were previously engaged with the traditional agriculture sector. So my target audiences are policy makers, government agencies, and donor agencies of this RMG sector.
Practical roadmap for value driven product owner excellence
The product owner is vital for the effective transformation of the organization. This presentation provides a practical roadmap to product owner excellence. We discuss BABOK framework and a business analysis approach for product owners - defining key concepts and methods for success. We touch on:
The Business Analyst, Agile - the manifesto, and the Product Owner;
PO and BA differences and similarities;
Three key differentiators for Product Owner excellence.
Professional Product Owners - pivotal in leading organization growth
B2B Marketers: Close the B2B Content Marketing Gap...Before Your Competition ...Alex Milo, CSCP, CPL
This week I'm focusing on B2B content marketing. Why? Because it's an area where, as a B2B marketer, time hasn't left you in the rear view mirror.
That means there’s still time to profit from this trend! In fact… you have huge opportunity to outflank the more than 60% of your competition.
Stats show that 9 out 10 marketers use content marketing. By itself, that stat doesn't mean much.
Here’s a more meaningful stat: fewer than 4 out of 10 marketers say they employ content marketing effectively.
Read the presentation below to find out how to bump up your B2B content to the next level and surpass the competition.
MANAGERIAL FUNCTIONS OF UNILEVER BANGLADESH LIMITEDMonwar Anik
This report contains both qualitative and quantitative analysis about Unilever. It is a renowned multi-national consumer goods company. Unilever Bangladesh Limited (UBL) is a household name virtually for every Bangladeshi national. Being a multi-national, no other company has achieved this level of success. It is regarded as one of the most reputed multi-cultural companies of the world. With its history of over 70 years globally, UBL, an operating and Brand building company of Unilever Group has predominantly served the Bangladeshi market with mainly Home and Personal Care (HPC) FMCG products for last 47 years with limited presence in the food business with Lipton tea. With dominant brands in HPC like Lux, Lifebuoy, Wheel and Pond’s, growing brands like Sunsilk, Clear and rising stars like Rexona and Dove, the company now wants to check its possibilities in the foods category which globally is the largest business of Unilever (54% of total portfolio).
In this report we focused on the management of the Unilever and tried to make a comparison what we have learned so far in our management course. One of the important fact is as it is a multi-national company and UBL is only a regional country based part of it. So we couldn’t ignored the existing international information. We gathered as much information as we could and make the necessary editing, modification and combination.
Though UBL has a strong brand image in our country, it his has some competitor in our country. As a developing country, we have some consumer company that simply can’t be ignored. By providing products with a most reasonable cost with the existing quality it can expand its user group.
Practical roadmap for value driven product owner excellence
The product owner is vital for the effective transformation of the organization. This presentation provides a practical roadmap to product owner excellence. We discuss BABOK framework and a business analysis approach for product owners - defining key concepts and methods for success. We touch on:
The Business Analyst, Agile - the manifesto, and the Product Owner;
PO and BA differences and similarities;
Three key differentiators for Product Owner excellence.
Professional Product Owners - pivotal in leading organization growth
B2B Marketers: Close the B2B Content Marketing Gap...Before Your Competition ...Alex Milo, CSCP, CPL
This week I'm focusing on B2B content marketing. Why? Because it's an area where, as a B2B marketer, time hasn't left you in the rear view mirror.
That means there’s still time to profit from this trend! In fact… you have huge opportunity to outflank the more than 60% of your competition.
Stats show that 9 out 10 marketers use content marketing. By itself, that stat doesn't mean much.
Here’s a more meaningful stat: fewer than 4 out of 10 marketers say they employ content marketing effectively.
Read the presentation below to find out how to bump up your B2B content to the next level and surpass the competition.
MANAGERIAL FUNCTIONS OF UNILEVER BANGLADESH LIMITEDMonwar Anik
This report contains both qualitative and quantitative analysis about Unilever. It is a renowned multi-national consumer goods company. Unilever Bangladesh Limited (UBL) is a household name virtually for every Bangladeshi national. Being a multi-national, no other company has achieved this level of success. It is regarded as one of the most reputed multi-cultural companies of the world. With its history of over 70 years globally, UBL, an operating and Brand building company of Unilever Group has predominantly served the Bangladeshi market with mainly Home and Personal Care (HPC) FMCG products for last 47 years with limited presence in the food business with Lipton tea. With dominant brands in HPC like Lux, Lifebuoy, Wheel and Pond’s, growing brands like Sunsilk, Clear and rising stars like Rexona and Dove, the company now wants to check its possibilities in the foods category which globally is the largest business of Unilever (54% of total portfolio).
In this report we focused on the management of the Unilever and tried to make a comparison what we have learned so far in our management course. One of the important fact is as it is a multi-national company and UBL is only a regional country based part of it. So we couldn’t ignored the existing international information. We gathered as much information as we could and make the necessary editing, modification and combination.
Though UBL has a strong brand image in our country, it his has some competitor in our country. As a developing country, we have some consumer company that simply can’t be ignored. By providing products with a most reasonable cost with the existing quality it can expand its user group.
6. Team building in
organizations is a common
approach to achieving
organizational or departmental
results, in fun and non-
threatening environments
11/19/2015 Abdullah Al Babul, Business HR
7. Pillars of Team
Building
1. Goal Setting
2. Role Clarification
3. Interpersonal-relationship
Management
4. Problem Solving
11/19/2015 Abdullah Al Babul, Business HR
8. Goal Setting
Emphasis Setting Objectives & Developing
Individual & Team Goals.
Help teams to work towards the same
outcomes & make more task and action
orientated.
11/19/2015 Abdullah Al Babul, Business HR
9. Role Clarification
Reducing Role Ambiguity.
Increasing communication among team
members regarding their respective
roles within the team.
Allow members to understand why clear
roles are important.
11/19/2015 Abdullah Al Babul, Business HR
10. Interpersonal Relations
Management
Emphasize on increase
the teamwork skills
Member will develop
trust in one another
& confidence in the
team.
Enhance the Team
characteristic by
achieving higher
levels of trust &
cooperation.
11/19/2015 Abdullah Al Babul, Business HR
11. Problem Solving
Identify major task
related problems
within the team.
Member involves in
action planning,
implementing
solutions &
evaluating those
Enhance critical skills to
practice setting
goals, developing
interpersonal
relations, clarifying
team roles &
working to improve11/19/2015 Abdullah Al Babul, Business HR
12. Effectiveness of Team
BuildingFor Most Effective Team Building Occurs,
when-
1. Members are highly interdependent in
performing the task.
2. Members are highly knowledgeable &
experienced in the task to be
accomplished.
3. Organizational leadership actively
11/19/2015 Abdullah Al Babul, Business HR
13. Application of Team
Building – Team Building
in SQBL
Example- Unit-2
Faced problem of
absenteeism, quality,
productivity and efficiency!
11/19/2015 Abdullah Al Babul, Business HR
14. Team Building in Unit-2:
Objectives
Goal Setting (December’2015):
1. No Unauthorized Absenteeism
2. 100% Voluntary Turnover
3. 100% Quality Garments
4. 100% Efficiency
5. Work 8 to 511/19/2015 Abdullah Al Babul, Business HR
15. Team Building in Unit-2:
Communication of
Objectives
Lines Agenda Date of Implementation
Nov-21 Nov-22 To be
continued
up to 31
Nov
West Side
Lines
Communicat
e the Goal of
Dec-2015 to
All members
East Side
Lines
Communicat
e the Goal of
11/19/2015 Abdullah Al Babul, Business HR
16. Team Building in Unit-2:
Role ClarificationSelected Team Leader &
Identify their role.
Selected MO’s for Specific
operations to produce
quality garments.
Selected QC & Packer for
checking & packing quality11/19/2015 Abdullah Al Babul, Business HR
17. Team Building in Unit-2: Role
Clarification
11/19/2015 Abdullah Al Babul, Business HR
18. Team Building in Unit-2: Role
Clarification
11/19/2015 Abdullah Al Babul, Business HR
19. Team Building in Unit-2:
Role –Never Tell & Always
TellNever Tell Always Tell
Operation Manager/ Unit-
manager/Controller Never
Tell to
Operator/QC/Packer-
Where is my production?
They Always tell to
Operator/QC/Packer –
Where is our Quality
Production?
IE never tell – it’s not
possible to improve the
MO’s efficiency.
IE always tell We will
improve our workforce for
better efficiency & we
must do.
Technician never tell- MO’s
handling could not be ok
Technician always tell- we
will improve MO’s handling
11/19/2015 Abdullah Al Babul, Business HR
20. Team Building in Unit-2:
Role –Never Tell & Always
TellNever Tell Always Tell
QA/QC never tell- what
they (MO) produce, we will
pass it
QA/QC always tell- we will
only pass the quality
product.
Packer never tell- what I
get I will pack it.
Packer always tell- we will
pack only quality
garments.
Mechanic/Technician
never tell- Fabrics problem
machine could not be ok.
Mechanic/Technician
always tell- we will fix the
machines for quality
production.11/19/2015 Abdullah Al Babul, Business HR
21. Team Building in U-2:
Interpersonal relationship
managementFor increasing communication
going for team activities.
Teams can create after lunch-hour
for 1 or ½ hr for social gatherings
2 Teams/Day/Month, where they
can have fun and not have to
worry about playing catch-up from
missing work.11/19/2015 Abdullah Al Babul, Business HR
22. Team Building in Unit-2:
Team Fun
Do Role
play/dance/music/sharing
feelings of lives/…..
11/19/2015 Abdullah Al Babul, Business HR
23. Team Building in Unit-2:
Team Fun
Abdullah Al Babul, Business HR11/19/2015
24. Team Building in Unit-2:
Team Fun
11/19/2015 Abdullah Al Babul, Business HR
25. Team Building in Unit-2:
Team Fun
11/19/2015 Abdullah Al Babul, Business HR
26. Team Building in Unit-2:
Problem Solving
Identify Major Task Related
problem on Daily & Weekly.
Go to Root cause analysis for
absent / quality production /
efficiency.
Sit together of the Team Leader &
Members for solving the problem.
11/19/2015 Abdullah Al Babul, Business HR
27. Solve The Problem by
GRRPI Method
Goal
Role
Resource
s
Procedura
l
Interperso
nal
11/19/2015 Abdullah Al Babul, Business HR
28. Solve The Problem by
GRRPI MethodGoal: What is the team trying to
accomplish?
Role: Who should be doing what
to help this team reach its goal?
Resources: Do we have the
resources needed to meet the11/19/2015 Abdullah Al Babul, Business HR
29. Solve The Problem by
GRRPI Method
Procedural: How should we
function?
Interpersonal: Feelings people
should have toward each other.
11/19/2015 Abdullah Al Babul, Business HR
31. X Teams: The External
Route to Team
Performance
11/19/2015 Abdullah Al Babul, Business HR
32. Agenda
1. Your Views on Team
Performance
2. The X-Teams Framework
3. Creating X-Teams in SQ
11/19/2015 Abdullah Al Babul, Business HR
33. What Do You Think
Accounts for Strong
Team Performance?
11/19/2015 Abdullah Al Babul, Business HR
34. Good Internal Process
is Only Half The Story
and If You Have Only
Half the Story Right…
“You Fail”
11/19/2015 Abdullah Al Babul, Business HR
35. Principles of X Teams
1. High Performing X-Teams
Combine Extreme Execution
Inside with External Activity
Outside
Example: SQ ….
11/19/2015 Abdullah Al Babul, Business HR
36. What do teams do across
their boundaries?
Ambassadorial activity > Power
structure
Task coordination > Workflow
structure
Scouting > Information
11/19/2015 Abdullah Al Babul, Business HR
37. Principles of X Teams
2. High-
Performing
X-Teams
Shift Their
Activities
Over the
Lifetime of
Phases>
1. EXPLORATI
ON
2. EXPLOITATI
ON
3. EXPORTATI
11/19/2015 Abdullah Al Babul, Business HR
38. Why consider X-Teams
in SQ? We want to innovate but everyone is
already overworked with day-to-day
activities.
Top management has a vision and
strategy but sometimes
implementation lags behind.
Line management know the problems,
the customers, the competition, and
have ideas for change, but feel11/19/2015 Abdullah Al Babul, Business HR
39. Why consider X-Teams
in SQ?
Teams need information and
expertise that lie outside their
boundaries, but they cannot always
access what they need.
The world is rapidly changing,
problems are complex, and we
need to find a way to adapt and
work under these conditions.11/19/2015 Abdullah Al Babul, Business HR
40. Conditions for Effective
X-Team Program
Commitment from the Top
Launch- Content, Who are We,
Brainstorm Ideas, Plan of Action
Stringent Structure
Support & Feedback
11/19/2015 Abdullah Al Babul, Business HR
41. What Do We Get?
Individual Growth in Leadership
& Teamwork
Team Success
Infrastructure for Innovation in
the industry11/19/2015 Abdullah Al Babul, Business HR