1. The document presents a mathematical model for ideal teamwork where all team members work in a unified, goal-oriented direction with maximum efficiency and no wasted efforts.
2. An actual team is modeled, where team members have varying levels of commitment to goals and some have aimless or damaging attitudes, reducing effectiveness.
3. The role of an effective leader is to channel all team member efforts productively towards goals by addressing issues like communication gaps and caring for team member needs.
The document discusses the key differences between teams and groups. It notes that teams have shared leadership, interdependent roles, and both individual and group accountability and rewards. Groups have a clear leader and members perform independent jobs with individual accountability. Examples are provided of how teams improve organizational results by increasing employee involvement, reducing costs and absenteeism, and enhancing creativity and innovation.
The document discusses Bruce Tuckman's model of team development, which identifies 5 stages that teams generally progress through: Forming, Storming, Norming, Performing, and Adjourning. In the Forming stage, team members are cautious and focus on getting to know each other and their goals. Storming involves conflicts as roles and tasks are debated. Norming occurs as the team establishes cohesion, roles, and commitments. In Performing, the team works well together and is highly productive. Finally, Adjourning happens when the team disbands after completing its task.
The document discusses team building and team effectiveness. It defines team building as converting employees into interdependent team members through establishing trust and collaboration. It notes several approaches to team building, including the Johari Window and role negotiation approaches. The importance of team building is highlighted as enhancing performance, reducing turnover, and benefiting employees and the organization. Team effectiveness is defined as getting people to work together effectively to achieve more. Key factors for team effectiveness include the right mix of skills, motivation, and ability to resolve conflicts. Elements that impact team effectiveness are reward systems, communication, workspace, leadership, and organizational structure and environment.
A team is a group of people who are mutually dependent on each other to achieve a common goal. Team building is important for any organization and focuses on bringing out the best in a team to ensure self-development, positive communication, leadership skills, and the ability to work closely together to solve problems. Successful teams are made up of effective individuals with experience, problem-solving abilities, and who are open to addressing problems and taking action. Team building benefits both individuals and the team as a whole by improving communication, making the workplace more enjoyable, motivating teams, allowing people to get to know each other better, and getting everyone focused on the same goals.
This document discusses team building and the different types of teams. It defines a team as a group that works together temporarily to achieve a common purpose, as opposed to a group which does not have shared objectives. There are three main types of teams: functional teams organized by department, cross-functional teams with members from different departments, and self-directed teams responsible for entire processes. The document also outlines the stages of team development from forming to performing, and lists characteristics of high-performing teams such as clear vision, communication, and shared leadership.
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
The document discusses the importance of creating great workplaces where employees feel engaged. It notes that most organizations are not truly great places to work, with high percentages of disengaged or stressed employees in many countries. The missing link is often the line manager and how they interact with and develop their employees on a daily basis. Practicing "Giftwork" through generous, unique, individualized, fitting interactions can help build the trust that is key to employee engagement. Doing small caring acts each day, even when busy, can make a difference in the workplace culture and employees' perception of their managers.
The document discusses team building and team development. It defines what team building is and the types of teams, including departmental, problem-solving, virtual, cross-functional, and self-managed teams. It also outlines the five stages of team development: forming, storming, norming, performing, and adjourning. Effective team communication and setting clear goals are important for team success. Regular team-building exercises can help improve cooperation, problem-solving, and employee satisfaction.
The document discusses the key differences between teams and groups. It notes that teams have shared leadership, interdependent roles, and both individual and group accountability and rewards. Groups have a clear leader and members perform independent jobs with individual accountability. Examples are provided of how teams improve organizational results by increasing employee involvement, reducing costs and absenteeism, and enhancing creativity and innovation.
The document discusses Bruce Tuckman's model of team development, which identifies 5 stages that teams generally progress through: Forming, Storming, Norming, Performing, and Adjourning. In the Forming stage, team members are cautious and focus on getting to know each other and their goals. Storming involves conflicts as roles and tasks are debated. Norming occurs as the team establishes cohesion, roles, and commitments. In Performing, the team works well together and is highly productive. Finally, Adjourning happens when the team disbands after completing its task.
The document discusses team building and team effectiveness. It defines team building as converting employees into interdependent team members through establishing trust and collaboration. It notes several approaches to team building, including the Johari Window and role negotiation approaches. The importance of team building is highlighted as enhancing performance, reducing turnover, and benefiting employees and the organization. Team effectiveness is defined as getting people to work together effectively to achieve more. Key factors for team effectiveness include the right mix of skills, motivation, and ability to resolve conflicts. Elements that impact team effectiveness are reward systems, communication, workspace, leadership, and organizational structure and environment.
A team is a group of people who are mutually dependent on each other to achieve a common goal. Team building is important for any organization and focuses on bringing out the best in a team to ensure self-development, positive communication, leadership skills, and the ability to work closely together to solve problems. Successful teams are made up of effective individuals with experience, problem-solving abilities, and who are open to addressing problems and taking action. Team building benefits both individuals and the team as a whole by improving communication, making the workplace more enjoyable, motivating teams, allowing people to get to know each other better, and getting everyone focused on the same goals.
This document discusses team building and the different types of teams. It defines a team as a group that works together temporarily to achieve a common purpose, as opposed to a group which does not have shared objectives. There are three main types of teams: functional teams organized by department, cross-functional teams with members from different departments, and self-directed teams responsible for entire processes. The document also outlines the stages of team development from forming to performing, and lists characteristics of high-performing teams such as clear vision, communication, and shared leadership.
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members (1) operate with a high degree of interdependence, (2) share authority and ...
definition of team
what makes a team
what defines a team
10 characteristics of effective teams
what makes a great team
what are team goals
characteristics of a good team
what are team building activities
The document discusses the importance of creating great workplaces where employees feel engaged. It notes that most organizations are not truly great places to work, with high percentages of disengaged or stressed employees in many countries. The missing link is often the line manager and how they interact with and develop their employees on a daily basis. Practicing "Giftwork" through generous, unique, individualized, fitting interactions can help build the trust that is key to employee engagement. Doing small caring acts each day, even when busy, can make a difference in the workplace culture and employees' perception of their managers.
The document discusses team building and team development. It defines what team building is and the types of teams, including departmental, problem-solving, virtual, cross-functional, and self-managed teams. It also outlines the five stages of team development: forming, storming, norming, performing, and adjourning. Effective team communication and setting clear goals are important for team success. Regular team-building exercises can help improve cooperation, problem-solving, and employee satisfaction.
This document discusses teams and teamwork. It defines a team as a group of people linked by a common purpose who are suited to complex, interdependent tasks. Teamwork requires members to help each other improve while creating synergy greater than the sum of individual efforts. For a team to work best, it needs commitment to objectives, defined roles, effective decision-making, and good relationships. Stages of team development include forming, storming, norming, performing, and adjourning. Key aspects of successful teams are shared goals, clear roles and skills, effective processes, communication, and personal relationships.
Team building ppt manisha (may & june, 2012)Manisha Sharma
The document discusses the importance of team building. It defines a team as a group of people who depend on each other to combine their skills to achieve a common goal. Effective teams have commitment to shared objectives, clear roles, open communication, rapid response to problems, and strong leadership. The document outlines several factors that are important for successful team performance, including having a strategy, clear roles and responsibilities, open communication, rapid response, and effective leadership. It emphasizes the importance of trust, empowerment, information sharing, developing team spirit, and sharing success to build a strong team. Team building activities can help develop creativity, initiative, combined effort, individual growth, and a sense of responsibility.
This document discusses teamwork and effective team characteristics. It defines teamwork as a technique used by organizations to accomplish assigned tasks through collaboration. Key points made include:
- There are four main types of teams: informal, problem-solving, leadership, and self-directed.
- Effective team characteristics include credibility, a shared sense of purpose, accountability, and a cooperative spirit.
- Building effective teams requires communication, problem-solving, negotiation, and trust.
- Teams can fail due to a lack of vision, responsibility, personality conflicts, or power struggles.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
• Introduction to Group Behaviour
Group Dynamics: Nature, types, group behaviour model (roles, norms, status, process, structures)
Team effectiveness: nature, types of teams, ways of forming an effective team.
Team work- purposes, characteristics, techniques and stages of team work.bhartisharma175
it explain about introduction, definition of team work, purposes, characteristics, responsibilities of team work, advantages and disadvantages of team work. techniques used in working together effectively, stages of team work, conclusion.
Competency mapping is the process of identifying the competencies needed to successfully perform a given job or role. It involves breaking down a role into its constituent tasks and activities and identifying the technical, behavioral, and conceptual knowledge and skills required. Competency mapping creates an accurate job profile that defines expectations for both candidates and employees, and helps align employee efforts with organizational needs. It provides transparency that can motivate employees while helping the organization achieve its strategic goals. Competencies are identified through methods like interviews, group work, and questionnaires with input from managers, current role holders, and others interacting with the role.
Human resource planning is the process by which an organization ensures it has the right number and kind of people at the right place and time to complete tasks and achieve objectives. It involves determining future personnel needs, both quantitatively and qualitatively, to balance the supply and demand of human resources. The key aspects of HR planning include analyzing jobs to understand skill requirements, forecasting demand and supply of personnel, developing HR programs to meet needs, implementing plans, and controlling and evaluating outcomes.
Performance management is defined as a strategic and integrated approach to delivering successful organizational results by improving employee performance and developing capabilities. It involves setting expectations, reviewing results, and rewarding performance. The goal is to establish a shared understanding of what needs to be achieved and develop an approach to managing employees so goals can be met. Performance is influenced by ability, motivation, and opportunity. It is measured using indicators like productivity, efficiency, innovation, and control of external factors. Performance appraisals assess accomplishments and develop plans for improvement. They are used for evaluation decisions, training needs assessments, and human resource functions like compensation, promotion, and succession planning.
The document discusses group development and dynamics. It describes the five stages of group development: forming, storming, norming, performing, and adjourning. It outlines the key characteristics and tasks associated with each stage. The document also discusses factors that influence group structure and processes, including roles, norms, status, size, composition, and cohesiveness. It covers topics like decision-making techniques, groupthink, and the differences between work groups and teams.
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
This document discusses team dynamics and what makes an effective team. It defines a team as a group of two or more people assigned connected tasks within a company. Team dynamics are the relationships between team members and how they work together, which directly impacts productivity. The document outlines different types of teams and describes how team dynamics can be improved through teamwork, understanding each other, and showing respect. It also discusses the stages of team development and elements that influence team cohesiveness and performance.
Teams consist of employees from diverse backgrounds working together for a specific period of time on projects. According to Stephen Robbins, a work team is a collection of people whose combined efforts result in performance greater than the sum of individual contributions. Teams generate synergy by coordinating individual member efforts. There are various types of teams including problem-solving teams, self-managed teams, and cross-functional teams composed of employees from different departments collaborating to complete tasks. Effective teams require the right environment, skills, clear roles, and rewards to maximize performance.
This document discusses factors that contribute to team effectiveness. It identifies key elements that make an effective team such as good communication, shared goals, accountability, and conflict resolution processes. Additional factors that can affect team effectiveness are having the right mix of skills among team members, ensuring proper motivation, and the ability to solve conflicts without compromising quality. The document provides strategies for improving team effectiveness, which include clarifying the team mission, setting goals, creating plans, and conducting reviews. It also discusses roles, communication skills, and dimensions that can influence team effectiveness such as loyalty, confidence, and open communication.
A team is a group working toward a common goal through interdependent tasks. Effective team building involves clarifying goals, identifying inhibitors to teamwork, and assessing strengths and weaknesses through feedback to improve performance. Teams can take different forms such as process improvement or self-managed teams. Team processes provide benefits like improved quality and innovation while allowing individuals to enhance skills and commitment.
Team building involves turning individuals into a cohesive team through various activities. It facilitates better communication, breaks down barriers, and motivates employees. There are five stages of team building: forming, storming, norming, performing, and adjourning. Main team building activities include communication activities, problem solving activities, adaptability activities, and trust building activities. Effective teamwork requires skills like communication, conflict management, listening, reliability, and respect.
The document discusses team building and effective teamwork. It provides 12 tips for successful team building, characteristics of effective teams and team members, and qualities that make a team successful. It emphasizes that teamwork does not come naturally and requires commitment from all employees. Effective team leaders develop leadership in others and value each member's contributions to achieving shared goals.
This document discusses effective and successful management. It defines effective managers as those who achieve high performance standards and satisfy subordinates, while successful managers are defined by their speed within an organization. The document recommends treating people fairly according to merit, praising others, encouraging feedback, and criticizing sandwiched between praise. Effective people management also involves thinking of oneself as a team leader and changing structures in response to markets. Key skills for managers include planning, organizing, goal-setting, self-assessment, team building, time management, problem-solving, communication, and emotional intelligence. Stress and its sources at work are examined, as well as techniques for combating stress like exercise, meditation, and prioritizing responsibilities. The importance of
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
This case study describes how a lack of transparency and trust in communication between a project manager and intern led to the intern resigning from his position. The manager assured the intern he would be hired permanently but then the intern was unexpectedly fired in an interview. When the intern asked about it, the manager cited company policy but his previous assurances contradicted this. As a result, the intern felt he had no options and resigned. This highlights the importance of effective, transparent communication and fulfilling commitments to build trust between employees and management.
This document discusses teams and teamwork. It defines a team as a group of people linked by a common purpose who are suited to complex, interdependent tasks. Teamwork requires members to help each other improve while creating synergy greater than the sum of individual efforts. For a team to work best, it needs commitment to objectives, defined roles, effective decision-making, and good relationships. Stages of team development include forming, storming, norming, performing, and adjourning. Key aspects of successful teams are shared goals, clear roles and skills, effective processes, communication, and personal relationships.
Team building ppt manisha (may & june, 2012)Manisha Sharma
The document discusses the importance of team building. It defines a team as a group of people who depend on each other to combine their skills to achieve a common goal. Effective teams have commitment to shared objectives, clear roles, open communication, rapid response to problems, and strong leadership. The document outlines several factors that are important for successful team performance, including having a strategy, clear roles and responsibilities, open communication, rapid response, and effective leadership. It emphasizes the importance of trust, empowerment, information sharing, developing team spirit, and sharing success to build a strong team. Team building activities can help develop creativity, initiative, combined effort, individual growth, and a sense of responsibility.
This document discusses teamwork and effective team characteristics. It defines teamwork as a technique used by organizations to accomplish assigned tasks through collaboration. Key points made include:
- There are four main types of teams: informal, problem-solving, leadership, and self-directed.
- Effective team characteristics include credibility, a shared sense of purpose, accountability, and a cooperative spirit.
- Building effective teams requires communication, problem-solving, negotiation, and trust.
- Teams can fail due to a lack of vision, responsibility, personality conflicts, or power struggles.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
• Introduction to Group Behaviour
Group Dynamics: Nature, types, group behaviour model (roles, norms, status, process, structures)
Team effectiveness: nature, types of teams, ways of forming an effective team.
Team work- purposes, characteristics, techniques and stages of team work.bhartisharma175
it explain about introduction, definition of team work, purposes, characteristics, responsibilities of team work, advantages and disadvantages of team work. techniques used in working together effectively, stages of team work, conclusion.
Competency mapping is the process of identifying the competencies needed to successfully perform a given job or role. It involves breaking down a role into its constituent tasks and activities and identifying the technical, behavioral, and conceptual knowledge and skills required. Competency mapping creates an accurate job profile that defines expectations for both candidates and employees, and helps align employee efforts with organizational needs. It provides transparency that can motivate employees while helping the organization achieve its strategic goals. Competencies are identified through methods like interviews, group work, and questionnaires with input from managers, current role holders, and others interacting with the role.
Human resource planning is the process by which an organization ensures it has the right number and kind of people at the right place and time to complete tasks and achieve objectives. It involves determining future personnel needs, both quantitatively and qualitatively, to balance the supply and demand of human resources. The key aspects of HR planning include analyzing jobs to understand skill requirements, forecasting demand and supply of personnel, developing HR programs to meet needs, implementing plans, and controlling and evaluating outcomes.
Performance management is defined as a strategic and integrated approach to delivering successful organizational results by improving employee performance and developing capabilities. It involves setting expectations, reviewing results, and rewarding performance. The goal is to establish a shared understanding of what needs to be achieved and develop an approach to managing employees so goals can be met. Performance is influenced by ability, motivation, and opportunity. It is measured using indicators like productivity, efficiency, innovation, and control of external factors. Performance appraisals assess accomplishments and develop plans for improvement. They are used for evaluation decisions, training needs assessments, and human resource functions like compensation, promotion, and succession planning.
The document discusses group development and dynamics. It describes the five stages of group development: forming, storming, norming, performing, and adjourning. It outlines the key characteristics and tasks associated with each stage. The document also discusses factors that influence group structure and processes, including roles, norms, status, size, composition, and cohesiveness. It covers topics like decision-making techniques, groupthink, and the differences between work groups and teams.
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
This document discusses team dynamics and what makes an effective team. It defines a team as a group of two or more people assigned connected tasks within a company. Team dynamics are the relationships between team members and how they work together, which directly impacts productivity. The document outlines different types of teams and describes how team dynamics can be improved through teamwork, understanding each other, and showing respect. It also discusses the stages of team development and elements that influence team cohesiveness and performance.
Teams consist of employees from diverse backgrounds working together for a specific period of time on projects. According to Stephen Robbins, a work team is a collection of people whose combined efforts result in performance greater than the sum of individual contributions. Teams generate synergy by coordinating individual member efforts. There are various types of teams including problem-solving teams, self-managed teams, and cross-functional teams composed of employees from different departments collaborating to complete tasks. Effective teams require the right environment, skills, clear roles, and rewards to maximize performance.
This document discusses factors that contribute to team effectiveness. It identifies key elements that make an effective team such as good communication, shared goals, accountability, and conflict resolution processes. Additional factors that can affect team effectiveness are having the right mix of skills among team members, ensuring proper motivation, and the ability to solve conflicts without compromising quality. The document provides strategies for improving team effectiveness, which include clarifying the team mission, setting goals, creating plans, and conducting reviews. It also discusses roles, communication skills, and dimensions that can influence team effectiveness such as loyalty, confidence, and open communication.
A team is a group working toward a common goal through interdependent tasks. Effective team building involves clarifying goals, identifying inhibitors to teamwork, and assessing strengths and weaknesses through feedback to improve performance. Teams can take different forms such as process improvement or self-managed teams. Team processes provide benefits like improved quality and innovation while allowing individuals to enhance skills and commitment.
Team building involves turning individuals into a cohesive team through various activities. It facilitates better communication, breaks down barriers, and motivates employees. There are five stages of team building: forming, storming, norming, performing, and adjourning. Main team building activities include communication activities, problem solving activities, adaptability activities, and trust building activities. Effective teamwork requires skills like communication, conflict management, listening, reliability, and respect.
The document discusses team building and effective teamwork. It provides 12 tips for successful team building, characteristics of effective teams and team members, and qualities that make a team successful. It emphasizes that teamwork does not come naturally and requires commitment from all employees. Effective team leaders develop leadership in others and value each member's contributions to achieving shared goals.
This document discusses effective and successful management. It defines effective managers as those who achieve high performance standards and satisfy subordinates, while successful managers are defined by their speed within an organization. The document recommends treating people fairly according to merit, praising others, encouraging feedback, and criticizing sandwiched between praise. Effective people management also involves thinking of oneself as a team leader and changing structures in response to markets. Key skills for managers include planning, organizing, goal-setting, self-assessment, team building, time management, problem-solving, communication, and emotional intelligence. Stress and its sources at work are examined, as well as techniques for combating stress like exercise, meditation, and prioritizing responsibilities. The importance of
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
This case study describes how a lack of transparency and trust in communication between a project manager and intern led to the intern resigning from his position. The manager assured the intern he would be hired permanently but then the intern was unexpectedly fired in an interview. When the intern asked about it, the manager cited company policy but his previous assurances contradicted this. As a result, the intern felt he had no options and resigned. This highlights the importance of effective, transparent communication and fulfilling commitments to build trust between employees and management.
Starbucks Corporation: Motivation and TeamworkSimpal Deshmukh
This document is a case study analysis of Starbucks Corporation that discusses the company's emphasis on motivation and teamwork. It outlines Starbucks' history and growth to over 4000 branches worldwide. Key points made in the document include that Starbucks thinks of employees as people rather than machines, promotes teamwork in all aspects of operations, and has achieved success through quality products, atmosphere, and effective teamwork. The relationship between Starbucks and its customers and employees is cited as a major factor in the company's success.
This is a one day program for organizing, leading and facilitating effective teams. Participants will take part in a range of discussions, activities and exercises to learn the key elements needed for an effective and efficient team.
This document discusses teams and teamwork. It defines a high-performance team as a small group that works together to achieve common goals and holds itself accountable. Team building involves planned activities to improve a team's effectiveness. Characteristics of high-performance teams include strong values and the right mix of skills. The document also discusses how to improve team processes through roles, norms, cohesiveness and leadership. It describes how different types of teams like self-managing teams contribute to workplace performance.
MindTree has successfully sustained its business over decades by prioritizing culture and employee engagement from its founding. It established core values of high achievement and caring, and innovative people practices like campus-style work environments that combine learning, team-building, and professional development. MindTree continues enhancing its culture and employees' skills through initiatives focusing on various learning disciplines and channels. This commitment to culture and competence has supported MindTree's growth into a global IT company with thousands of employees.
A case study in communications improvement for a client which is a leading source of intelligent information for businesses and professionals. Best Practices helped the client solve communication gaps by examining communication best practices of high-performing organizations.
Coca Cola entered India in the 1990s as one of the most powerful multinational companies but faced many problems in maintaining its success. Some of the key issues included arrogance as a large MNC, high costs associated with frequent CEO changes, high employee turnover, lack of employee involvement in decision making, and no long-term sustainability plans. Addressing these problems through better employee retention, involvement, and relations with the public would help the company regain its position.
1. Shantanu performed well as an intern at a company and was assured by his manager that he would be hired permanently.
2. However, after a formal interview that differed from previous assurances, Shantanu was told he was not being hired.
3. This damaged trust between Shantanu and his manager due to lack of transparency and conflicting communications.
Team building, aliraza afzal, pimsat, preston institute of management science and technologu , zubair shah,presentation to major zubair shah on team building
Organisational Management: Objectives & Case Studiesguest67a84a02
The document summarizes a presentation on organizational management focusing on decision making, managing teams, and good and bad organizational practices. It discusses techniques for group decision making like brainstorming and nominal group technique. It outlines the steps in the decision making process from identifying problems to evaluating decisions. It also looks at characteristics of effective teams like communication and direction. Different types of work teams for unique situations are examined, including problem-solving, self-managed, cross-functional, and virtual teams. Secondary research covers topics like succession management, predictive versus reactive management, cynical employees, and compensation practices.
This document discusses motivation strategies used by Tesco, a large British retailer. It began as a small market stall in 1919 and has since expanded internationally with over 2,200 stores. Tesco uses both financial and non-financial rewards to motivate its over 468,000 employees globally. Strategies discussed include competitive pay and benefits, training opportunities, recognition programs, flexible work schedules, and soliciting employee feedback to ensure a supportive work environment.
PPT on TATA motors limited by MohamedArif and his team!!Azim Uchiha
Tata Motors is India's largest automobile company and a leader in commercial vehicles and among the top three in passenger vehicles. It is the world's fourth largest truck manufacturer and second largest bus manufacturer. Tata Motors was founded in 1945 and has manufacturing plants in several Indian cities. It focuses on research and development to produce innovative vehicles that meet customer needs while reducing pollution.
The document describes UPS's Community Internship Program (CIP) which aims to improve cultural understanding and empathy among managers. The monthly program places 50 executives each year in communities around the country to experience challenges faced by employees and citizens. A UPS manager credits his CIP experience with helping him better understand an employee's need for time off to care for family. The program opened his eyes to issues of poverty and inequality that some employees face. It is believed to help managers relate better to UPS's diverse workforce.
Teamwork involves people working together towards a common goal. It allows ordinary people to achieve extraordinary results when members create an environment where everyone can exceed their limitations. For an organization to be profitable, all members need to work together towards that shared purpose. Effective team building involves forming a group, learning to work through conflicts, developing shared norms, and ultimately high performance through cooperation, trust and good communication. Leading a team requires setting clear expectations, fostering commitment, and facilitating collaboration and creative problem solving. The benefits of teamwork include quicker solutions, improved productivity, shared workload, diverse ideas, better decision making and motivation.
The document discusses the benefits and importance of teamwork in the workplace. It notes that teamwork allows for shared workloads, building bonds between employees, increased work pace, reduced risks, learning opportunities, and mutual creativity which leads to first-rate output, job satisfaction, mutual organizational interests, and an improved overall reputation for the organization. Successful teamwork is built on trust and accountability between team members. The document provides guidelines for defining duties and expectations, setting time commitments, providing feedback and advice, and recognizing accomplishments to facilitate effective teamwork.
The document discusses the challenges of extracting coal from underground mines that have been developed with pillars, by using opencast mining methods. It notes that as opencast mines deplete virgin coal seams, developed underground pillars will be an important future source of coal. However, extracting coal from these areas poses risks like coal dust explosions, fires, and miners falling into unstable voids ("pot holes"). The document outlines safety guidelines from DGMS for working in areas with underground development, including maintaining minimum partings above galleries, controlled blasting procedures, and isolating active underground areas. It also describes the processes used to systematically extract coal from developed pillars, including delineating zones of increasing risk and ensuring ground control through compaction before
The document discusses several issues with politics and governance in India that hinder its progress, and proposes amendments to the constitution. It argues that the current system of 2/3 majority requirement and instability of coalitions allows unworthy politicians to form governments and pass bills for their own interests rather than the country's. The key amendment proposed is replacing the 2/3 majority system with allowing the major pre-election alliance to form government irrespective of seat share, in order to end power-brokering of smaller parties and curb corruption.
The document discusses the design of super elevation for haul roads in opencast mines. It explains that super elevation is used to counter the centrifugal force experienced by vehicles turning at curves, preventing them from toppling over. The appropriate super elevation depends on the radius of curvature and vehicle speed, with smaller radii and higher speeds requiring greater super elevation. An equation is provided to calculate the exact super elevation based on these factors. Tables show example super elevations for different radii and speeds. Designers can use this information to determine the minimum radii that require super elevation at specific speeds. The document aims to help ensure haul road safety by providing guidance on super elevation design.
The author proposes modifications to the existing Rock Mass Rating (RMR) system used in India to calculate rock load and design support systems in underground coal mines. The current system does not satisfy key assumptions regarding the relationship between rock load and RMR values. The author derives new constants for the rock load formula so that the minimum rock load occurs at the maximum RMR of 100, as assumed originally. Compared to the original system, the modified system calculates higher rock loads for a given RMR, requiring stronger support designs to improve strata control. Graphs and calculations demonstrate the shortcomings of the original system and advantages of the proposed modified approach.
- The design of pillars is a critical aspect of underground pillar mining to ensure strata control and prevent sudden, catastrophic pillar collapses.
- Statutory guidelines exist for pillar dimensions but have limitations as they are based only on past experience and do not consider dynamic loading or scientific analysis.
- The author suggests a modified formula for calculating pillar load that includes a dynamic load factor to account for loads during pillar extraction, which are different depending on the extraction method.
The document discusses energy efficiency in lighting homes from production to utilization. It shares a news clip from The Hindu newspaper showing how energy is used from when it is produced to power lights in homes. The author is Tikeshwar Mahto, Deputy Director of Mines Safety in Bilaspur Region, India, who provides his contact information.
This document discusses the design of pillars in underground coal mining. It notes that pillar failure can be either gradual or sudden, with sudden failures causing disasters. Statutory guidelines for pillar dimensions are provided but have limitations as mine depths increase. The author proposes modifications to the standard formula for calculating rock load on pillars to account for dynamic loads during pillar extraction, with a dynamic load factor. Two common formulas for estimating pillar strength are examined, with the author noting limitations and suggesting greater consideration of pillar width in the calculations. Overall, the author aims to provide a more scientifically-based approach to pillar design for stability during formation and extraction.
1. The author proposes modifications to the roof bar (girder) design used for strata control in underground mines extracting thick coal seams via the blasting gallery method.
2. The existing roof bar design fails prematurely due to bending stresses, as support resistance from props is transferred to the roof bar rather than the roof.
3. The author's modified design places wooden lagging directly above props to transfer support resistance to the roof, eliminating bending of the roof bar. The web thickness and dimensions are also increased to strengthen the roof bar against failure.
This document summarizes a new approach proposed for calculating rock load in underground coal mines. [1] The existing CMRI system for calculating rock load based on RMR is critically analyzed and shown to have drawbacks like failing to meet assumed conditions and allowing for negative rock load values. [2] The author suggests modifications to the constants used in the existing formula to address these issues. The modified formula is shown to better meet the pre-assumed conditions. [3] Comparisons of support patterns required under the original and modified systems show that the modified system requires less area to be supported by each roof bolt, indicating safer strata control.
This document discusses energy management strategies for underground mines. It notes that only 5-10% of the initial thermal energy from coal is available for industrial use after energy conversion and transmission losses. Major electricity consumers in underground mines include ventilation fans and dewatering pumps. The document recommends ways to improve the efficiency of fans and pumps, such as using higher capacity equipment, staggered operation times, and repairing leaks. It also discusses selecting optimal fan and motor types based on mine characteristics to reduce electricity costs for continuous ventilation. Overall, the document emphasizes the importance of reducing energy waste in mines through improved planning and equipment maintenance.
The author discusses the importance of properly designing pillars in underground coal mining to ensure stability and prevent disasters from sudden pillar collapses. Current statutory guidelines for pillar dimensions are limited and not scientifically based. The author suggests a modified formula for calculating pillar loads that considers both static loads from overburden strata as well as dynamic loads experienced during pillar extraction, which can cause premature collapses if pillars are not strong enough. The dynamic load factor would depend on the extraction method used - being close to 1 for sand stowing but much higher for caving methods. Proper pillar design accounting for both static and dynamic loads is critical to maintain safety during coal extraction.
This document discusses team building and leadership through a case study of a mining industry. It explains that a mine manager must lead various sub-teams effectively and efficiently to produce coal safely and achieve targets. The manager delegates work to sub-team leaders and grooms team members to take independent decisions. It presents a mathematical model showing that the strength of a team is maximized when all sub-teams apply their individual strengths in a united, pre-decided direction, like the maximum force generated by fingers of a closed fist. Only a good leader who coordinates all efforts can extract the best from a team and ensure progress towards goals.
The document discusses modifications to the roof bar (girder) support system used in underground coal mining. It describes issues with the existing design where bending stresses cause premature failure of the roof bar. The author proposes a modified design where wooden lagging is placed directly above props to transfer support resistance to the roof rock, rather than through the bending roof bar. This eliminates roof bar bending and increases support resistance to improve mine stability. Finite element analysis of the new design shows reduced stresses in the roof bar, suggesting it will provide safer, more economical roof support for thick seam underground mining.
The document discusses the design of pillars in underground coal mining. It notes that pillar failure can be gradual or sudden, with sudden failures causing disasters. Statutory guidelines exist for pillar dimensions but have limitations. The author proposes a modified formula to calculate pillar load that includes a dynamic load factor to account for loads during pillar extraction. Pillar strength is typically estimated using empirical formulas that the author critiques. The author suggests experience and site conditions be considered to better estimate pillar strength for ensuring stability of underground workings.
More from DGMS, Ministry of Labour & Employment, New Delhi (15)
1. 1
TIKESHWAR MAHTO,
DY. Director of Mines Safety
Bilaspur Region (India)
tikeshwarmahto@yahoo.co.in
TEAM BUILDING & LEADERSHIP
:-A CASE STUDY
ABSTRCT
In mining profession, many of us aim to lead a large team with prestigious
responsibilities. For making a team productive, just being a boss is often not good
enough. You have to learn to be a good leader. Only a good leader can extract the
maximum from his work force and help them grow.
Mining Industry is a manpower based industry. Works are shared by different sub-
groups or sub-teams like Mining (or excavation), Electrical & Mechanical etc. and
which are led by the sub-team leaders like Asst. Managers (for mining), Exec.
Engineers (for E & M). Overall mine is led by the Mine Manager. We can say this a
Leader of whole system (i.e. Mine), who is sole responsible for leading the sub-
teams effectively and efficiently. Our main aim is to produce coal effectively,
efficiently and safely. Effectively means achieving our Target or Goal and
efficiently means economically and also safely means not at the cost of any life.
Hence, a Mine Manager has vast responsibility to lead the team. Some leaders
make the mistake of keeping all the controls of the work that their team performs
with them. Managers must learn to delegate work, else they can never grow. They
must groom team members to function independently and take decisions on
smaller pies of the whole task. Thus you can encourage people by giving them
more power, and at the same time, freeing your time to take larger strategic step
from the growth of your team.
Sub- teams or team members (for small team) are strengths (or forces), which
are applied to achieve the Target or Goal. The direction of application of these
strengths or forces is controlled by the Team Leader or Manager. It means the
Strengths (or Forces) of sub- teams or Team –members should be applied united
in such a direction that the resultant of these strengths is maximum and our
Target becomes easy.
For example – a single finger of a hand has no importance unless all fingers of the
hand are united and maximum strength or force of fist appears when all fingers
apply their individual strength united in pre-decided direction.
In this paper, the author is going to explain this concept mathematically in
subsequent pages.
2. 2
An example of a problem of Physics showing different forces applied to
move a body lying on the ground. The author is trying to correlate this
with `Team work` in an organization to achieve the Target.
Suppose a body (target) having mass `M` is lying on the surface. This body is to
be pushed forward by applying forces like F1, F2 and F3. This is our target or aim
or goal. The maximum force required to push the body is
F= ηR,
where , F = Resistance or frictional force offered by the ground, η = co-efficient
of friction,
And, M = weight of the body, R = Total vertical ground resistance
Direction of these forces applied on the body to push forward are as follows;
F1 = at an angle of `θ1` from horizontal ,F2 = at an angle of `θ2` from
horizontal
F3 = at an angle of θ3` from horizontal
Now resolving F1 , F2 and F3 in horizontal and vertical direction we get,
FH = F1 Cosθ1 + F2 Cosθ 2 + F3 Cosθ 3, and FV = F1Sinθ1 + F2 Sinθ2 – F3 Sinθ3
Assuming θ2 = 0 means , F2 is acting parallel to horizontal plane
i.e. FH = F1 Cosθ1 + F2 + F3 Cosθ3 , and FV= F1 Sinθ1 – F3 Sinθ3
Hence, R (total ground resistance) = M (weight of the body) + FV
Or, R = M + F1Sinθ1 – F3 Sinθ3, and , F = ηR = η (M + F1Sinθ1 – F3 Sinθ3 )
So, in any case FH > F , for moving the body. Hence, if , FH > F, Or FH > η R,
Or,( F1 Cosθ1 + F2 + F3 Cosθ3 ) > η ( M + F1 Sinθ1 – F3 Sinθ3). Therefore , to
satisfy this condition ` θ ` should be minimum i.e. θ ≈ 0
If ` θ1 = θ2 = θ3 = 0 , then FH = F1 + F2 + F3 and FV = 0 ,Thus F = η M
It means all forces F1, F2 and F3 should act parallel (uni-direction) to the
horizontal plane to maximize the resultant of three forces..
TARGET
F = ηRM
F
1
F
3
F
2
3. 3
So, in the above problem loss of efforts (forces) have been minimized in the
useless activities (i.e.FV = vertical forces) and the Goal setting efforts or forces (i.e.
FH = horizontal forces) have been maximized to achieve the target (i.e. FH > F). All
forces or efforts were made uni-directional and effective by minimizing the useless
forces (i.e. FV = 0). This technique can be also used in `Team work` to align the
team efforts in pre-decided direction to achieve the goal.
Mathematical Model of an Ideal Team Work
FIG: 1
Sub- Team `A` = A small team or an individual member having strength or
capacity ` FA `
Sub- Team `B`= A small team or an individual member having strength or
capacity ` FB `
TARGET
F = ηRM
F
1
F
3
F
2
TEAM
WORK
Sub-
Team-A
`A`
Sub-
Team-B
`B`
Sub-
Team-C
`C`
Sub-
Team-D
`D`
Sub-
Team-E
`E`
AIM OR GOAL
AIMLESS
DAMAGE
FA
FC
FD
FB
FE
Green
Minded
4. 4
Sub- Team `C` = A small team or an individual member having strength or
capacity ` FC `
Sub- Team `D` = A small team or an individual member having strength or
capacity ` FE `
Sub- Team `E`= A small team or an individual member having strength or
capacity ` FD `
In ideal team work , sub- teams or team members work in pre-decided direction (
means uni- direction ), as shown in the above figure. It means every team
members has single motive or goal. There is no any energy loss or wastage of
efforts of team members in aimless or damaging activities. Total team is
structured, united, punctual, sincere and positive attitude towards their goal.
Hence, the author has denoted all the team members with same colour i.e. green.
Mathematical model of an Actual Team Work in
Practice
FIG:2
Sub- Team `A`(Dark Green) = A small team or an individual member having
strength or capacity `FA`
TEAM
WORK
Sub-
Team
`A`
Sub-
Team
`B`
Sub-
Team
`C`
Sub-
Team
`D`
Sub-
Team
`E`
θ1
θ2
θ3
AIM OR GOAL
AIMLESS
FA
FC
FD
FB
FE
Red Colour
DAMAGE
Green colour indicates positive attitudes, sincerity, honesty,
unanimity and a good co-ordination & co-operation among team
members and team leader
Dark Green
Light Green
Light Green
Yellow
5. 5
Sub- Team `B`(Light Green) = A small team or an individual member having
strength or capacity ` FB `
Sub- Team `C`(Light Green) = A small team or an individual member having
strength or capacity ` FC `
Sub- Team `D`(Yellow colour) = A small team or an individual member having
strength or capacity ` FD `
Sub- Team `E`(Red colour) = A small team or an individual member having
strength or capacity ` FE
In actual team work , which is in practice is totally different from Ideal team work
as shown in the above figure, where efforts of sub- teams or team members are
not applied uni- directionally (or pre- decided direction). They are divided on their
goal. Some members are partly inclined towards their goal. Some are doing totally
aimless activities and some are having totally damaging attitudes, as shown in the
above figure. Due to this reason, the Team becomes unable to achieve the goal or
target. And all this happens mainly due to ineffective and inefficient Team leader.
A Team leader has great role in channelising the efforts of team members in the
direction of path of success.
In the above figure, the author has denoted different sub- teams or members with
different colours. Dark green colour shows total devotion of team member towards
their goal, Light green colour means partly devoted towards their goal, yellow
colour shows total aimless attitudes and red colour shows totally aimless and
damaging attitudes
Dark Green colour indicates positive attitude, sincerity, honesty,
unanimity and a good co-ordination & co-operation among team
members and team leader.
Light Green colours indicates some negligence, carelessness
towards their duty and responsibility.
They are not fully devoted.
Yellow colour indicates total aimless attitude. Such type of persons
take salary from the organization, but their contribution to the
organization is zero. Their duty is only for time pass.
Red colour indicates totally aimless and damaging attitude. Such
type of persons are very dangerous for the organization.
6. 6
Solving the above mathematical concept
FIG:3
Separating `Team work attitudes (Dark green) , `aimless attitudes (yellow )` and
`damaging attitudes (Red colour)`of sub- teams or team members as shown in
the above fig. : 3, we can analyse the team efforts. This figure also separates
weaknesses and strengths of the Team. This figure also shows efficiency of team
work
Sub-
Team
`D`
Red
TEAM
WORK
Sub-
Team
a
`A`
Green
Sub-
Team
`C`
Sub-
Team
`B`
Sub-
Team
`E`
Sub-
Team
`B`
Sub-
Team
`C`
Sub-
Team
`E`
AIM OR GOAL
AIMLESS
DAMAGE
`A`
Yellow
7. 7
THE EFFORTS APPLIED BY THE SUB-TEAMS OR TEAM MEMBERS AS
INDICATED ABOVE CAN BE WRITTEN IN ALGEBRIC FORM
FIG:4
In algebraic form, the resultant of different forces acting on the body is ,
→ → → → → →
R = FA + FB+ FC + FD + FE
Team efforts = FA + F`B + F`C
Damage of Team work = F`E
Aimless efforts = F``B + F``C + FD + F``E
The fig:5 shows the algebraic sum (or Resultant) of team efforts. The resultant
`R` (team effort) is having both `aimless & damaging efforts` and goal efforts`
So, it is Team leader, who can convert the aimless and damaging efforts of the
team members into goal efforts, as shown in fig: 6,below. That is total team
members can be made uni- directional and uni- colour.
FA F`B
F`CF`E
FD
F``B
F``C
F``E
AIM OR GOAL
DAMAGE
AIMLESS
8. 8
FIG:5
RESULTANT OF ABOVE MENTIONED ALGEBRIC FORM
So, here is the role of a leader to change the Aimless & Damaging attitudes of
team members into goal efforts.
FIG:6
RESULTANT OF ABOVE MENTIONED ALGEBRIC FORM CHANGED ,DUE TO QUALITY LEADERSHIP
F
AIM OR GOAL
TEAM
WORK
R
AIMLESS
TEAM
WORK
F
AIM OR GOAL
9. 9
Factors behind poor team work and poor leadership damaging the motto
of the organization are as follows.
Vast communication gap among the team members and team
leaders;
Bossism and dictatorship ;
One way communication ;
Not caring personal and practical problem of team members;
Lack of friendliness between team leader and team members;
Lack of familism.
Written disciplinary action against team members;
Lack on unanimity on decision making;
Job dissatisfaction of team members;
Lack of job delegation.
Hard and fast rule.
Leading from back.
Deviation from Line Management.
Passing down the orders or Instructions of higher officials without
filtration or purification
Following points to be remembered for a good leadership and
good team work
1.No any communication gap should be there among team
members and team leader. -- It is necessary to communicate to everyone
working under you about things that are going on in the company. Deciding things
on your own and not bothering to inform or communicate can be de-moralizing to
the team. In fact, it is nice to involve team members in the decision making
process.
2.``Boss is always right ``is not true at current scenario.-- When
a person is leading a team, he should forget about his status and behave like a
friend. Team members should feel free to discuss any thing with the leader and
the leader should involve team members in the decision making process. Written
instruction without any discussion among team members and leader is dangerous
for the organization and the team. It is very common in public sector organization.
3.Two way communication system.--
Whatever the team leader tells, the team members should listen and
whatever the team members tell, team leader should also listen
patiently.
10. 10
Team leader should care about personal problem and also
practical problem at work place.- You make to realize that you are
always with team members.
4.A great leader touches the heart of his followers, and not the
body.--It is the great quality of a great leader. A leader who becomes successful
in touching the heart of his followers/ sub-ordinates/team members, his aim
/target/goals become easier. There should be no any communication gap among
the leader and team members. They should behave like friends. A `praise` or
`thank you` takes very little time to say, but is remembered and treasured by the
receiver. Appreciating people on tasks `well done` should be something the leader
should make a point to follow. It keeps the team inspired and spirited.
5.The organization is like a family. ---The organization is a family and all
employees including top officials are family members. Higher officers should
behave like guardian (family head) with the other members of the organization.
When a senior officer comes for visit or site inspection, he should shake hands
with the site in charges and other employees. It reduces the communication gap
and feel free to express any thing or any problem with the higher officers (or team
leader) , so that the problem will come out and will be immediately solved. In
public sector organization, it is main problem. A public sector officer comes for
inspection like an Inspector. Every body will be in fear that there should be no any
mistake during the inspection. No body wants to share the problems with such
type of officer (or team leader). And this is not good for growing organizations.
6.Written disciplinary action is like a cancer and oral punishment
is like a boon.
The written disciplinary action against the team members (or any employee)
damages team work and it effects directly on the `Goal` of the organization. His
motivation changes from constructive to destructive. But, if he gets oral
punishment his motivation level becomes doubled. He becomes inspired and
spirited. He corrects his mistakes not to reoccur in future and tries more and more
for the organization. Generally no body does mistake intentionally.
7.Unanimity on decision making;
Unanimous decision` is mere a phrase of story book in Public sector organization.
Team leaders just pass the order and do not think necessary to take suggestion
of team members on decision making. Every team member should take part in
decision making. This is also the one of the main reason for the public sector to lag
behind. Private sectors take benefits of this technique to manifold the goal or aim.
11. 11
8.Job satisfaction of team members;
Good remuneration is not the only factor to satisfy the employees. Other factors
also necessary for job satisfaction are:-
: Excellent work place,
: Good leadership,
: Good working relationship etc.
9.Job delegation;
Job delegation means decentralization of Authority, power and Decision making to
subordinates, sub-team leaders or team members. Some leaders make the
mistake of keeping all the controls of the work that their team performs with
them. Groom your team members. Managers must learn to delegate work, else
they can never grow. They must groom team members to function independently
and take decisions on smaller pies of the whole task. Thus you can encourage
people by giving them more power, and at the same time, freeing your time to
take larger strategic step from the growth of your team.
10. Flexibility in decision making:
There should be no hard and fast rule for team members. There should be some
flexibility at implementation level. Otherwise sub-team leaders or team members
will not be satisfied from their jobs and they will be like a postman.
11. Leading from front:
The author has observed that, in Public sector organization Team leaders generally
lead from back. They just pass instruction to sub- team leaders or team members.
They do not bother about the hardship or difficulties of team members. They want
only result. If the team becomes failure, total blame goes on team members. They
get disciplinary actions, humiliation, torturing etc. Team leader does not take
responsibility of failure. Therefore, the team leaders should be front leading like
our freedom fighter leaders Mahatma Gandhi, Subash Chandra Bosh etc., to make
the team successful. Front leaders can understand the difficulties, problems of the
team. It will minimize the communication gap among team leader and team
members, and the task will be easier.
12. Following Line Management principle:
One Sample example of Line Organization at area level is shown below.
GM - AGENT - MANAGER-ADDL. MANAGER/ OR DY. MANAGER --
UNDER MANAGER -OVERMAN--MININING SIRDAR--WORKMEN
In Line Organization every person should behave and perform their duty as per
Line Organization and don`t deviate from line. No body should pass instruction
bypassing or overtaking their sub-ordinates. This type of attitudes makes
encroachment into the authority and power of sub-ordinates, which causes
paralysis in their working attitudes and enthusiasm. They become jobless, relaxed
12. 12
and unhappy with their jobs. It is shown in below chart `How the people make
encroachment into the authority and power of their sub-ordinates`?
One example of Line Organization in Opencast Working in which a Manager of the
Mine gives instruction to sub-ordinates deviating from Line Organization.
MANAGER-ADDL MANAGER/ OR DY. MANAGER -OVERMAN --
WORKMEN
In the above Organization chart a Manager gives working instruction directly to
Overman or Workmen bypassing his sub-ordinates (Addl. Manager or Dy. Manager
or Under Manger). What happens, if this occurs in the Organization?. The
bypassed sub-ordinates become idle, jobless and unhappy with their jobs. Their
Team work becomes a one man team. So, the author’s suggestion is that every
instruction should pass through their immediate sub-ordinate.
13. Filtration of every instruction of higher officials before
passing it to the sub- team leader or team members:--
The atmosphere at implementation level should be cool and peaceful.
The harsh instructions and orders of higher officials should be filtered
at many levels before reaching finally to implementation level. If it
does not happen, the team leader and team members will feel
discomfort at work place and their target will be difficult to achieve.
One simple example of `Filtration of instruction` at Project level is
shown below.
Agent (Addl. GM)`s Order or Instruction
↓
Manager
↓ Filtration level- 1
Asst. Manager
↓ Filtration level- 2
Overman
↓ Filtration level-3
Workmen
13. 13
Here, author has put an idea of `Filtration instruction` based on his
own practical experience. Filtration instruction` means filtration of
crudeness in instruction. It is quality of team leaders or sub- team
leaders, which purify or filter the harsh order or instruction of their
higher officials before passing to the team members or workmen. If a
team leader passes the orders or instruction of their higher officials in
the same tone to their team members, it shows his immature
leadership.
Conclusion
Progress of any Organization depends upon the style of management
at different levels in the organization. The Organization spends huge
amount of money in the form of salaries to their Qualified Leaders
(Line Managers). Direction of progress of the Organization is decided
by the Decision making of Line Managers. And a good `Team work and
Leadership` quality of the Line Managers decides the path of the
success of the Organization.
Declaration :
All the observations made by the author in this article are personal and
not necessarily to the organization.
TIKESHWAR MAHTO
Date 26-1-2014 DY. Director of Mines Safety,
Bilaspur Region (India)
+917898033693
tikeshwarmahto@yahoo.co.in