This document discusses the importance of teamwork and interrelationships between tasks, people, and the work environment for achieving organizational goals. It defines a team and describes how teamwork allows goals to be accomplished that individual efforts cannot. The document then examines how organizational culture can support teamwork and provides examples of how companies have created cultures that foster collaboration, independence, and interdepartmental coordination to boost performance. It concludes that teamwork and strong interpersonal relationships are critical for an organization's success.

1. INTERNATIONAL INSTITUTE OF PLANNING AND MANAGEMENT
AHMEDABAD
CIP
SUBMISSION
ON
Organizational Development
Submitted To:
Proff Arvind Rajshekhar
Submitted By:
By
Pratik K S Negi (HR)
SS/09-11/ISBE/HR

2. Q 1 "team working" and interrelationships between task, people and environment is
critical for the achievement of organizational goals, identify with examples and instances
where this has been found to be true.
What is team?
Definition--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 responsibility for self-management,
(3) Accountable for the collective performance,
(4) Work toward a common goal and shared rewards(s).
A team becomes more than just a collection of people when a strong sense of mutual
commitment creates synergy, thus generating performance greater than the sum of the
performance of its individual members.
What is team work?
Teamwork comprehending + recognizing
Setting and then applying
In the 21st century, as people are becoming more sophisticated and society is becoming more
technically advanced, working as a team makes it easier to accomplish goals.' Some things
cannot be accomplished by people working individually. Larger, ambitious goals usually require
that people work together with other people. Anyone who has ever been to a job interview will
invariably be asked what the concept of teamwork means to them. The reason for this is because
companies today want people who are team player, people who are able to get along with their
colleagues and work together in a cohesive group. Because teamwork is the desired goal of much
Capability
y
Diverse strength and abilities in a group
final solution

3. organization today, they will often go to the effort of coordinating team building events in an
attempt to get people to work as a team rather than as individual
How organization cultures reflect to perform a task?
Team work is one of the basic things of the organisation that always necessary to improve
organisation performance & to increase a performance of any task there should be a proper
culture in organisation. To build a teamwork culture using various skills which can lead you to
sustain a strong relationship with fellow employees who you can emerge together with for
cooperative teamwork?
It is true that by planning and making decisions together in a team can be more effective while
being fun and exciting. However, it is difficult to find work places that allow teamwork. To find
such work, you will have to do a lot of searching which can waste a huge amount of your time.
This is why it is better to create your own teamwork culture. Unfortunately, In order to do this, it
is required to follow a few difficult steps. But the hard effort that you put in for the job can
reward you with a sense of teamwork culture in your job group.
Creating a teamwork culture
The executive leader should
allow you to work in teams
Those who achieve good
results by working together are
better valued than the
achievements of individuals.

4. Teamwork building tips
There are some ways you can build your teamwork.
How build a team to create a good orgnisation culture
People in every workplace talk about building the team, working as a team, and my team, but
few understand how to create the experience of team work or how to develop an effective team.
Belonging to a team, in the broadest sense, is a result of feeling part of something larger than
you. It has a lot to do with your understanding of the Mission or Objective of your organization.
In a team-oriented environment, you contribute to the overall success of the organization. You
work with fellow members of the organization to produce these results. Even though you have a
specific job function and you belong to a specific department, you are unified with other
organization members to accomplish the overall objectives. The bigger picture drives your
actions;
“Your function exists to serve the bigger picture.”
You need to differentiate this over all sense of team work from the task of developing an effective
intact team that is formed to accomplish a specific goal. People confuse the two team building
objectives. This is why so many team building seminars, meetings, retreats & activities are
deemed failures by their participants. Leaders failed to
define the team they wanted to build. Developing an overall
sense of team work is different from building an effective,
focused work team when you consider team building
approaches.
Twelve Cs for Team Work
Its not a 1 day activity keep employees engaged
Keep the team in good, strong energy by training them in
different methods. This way you can improve their works in
little time
Arrange team meeting to discuss your projects and the
progress of each individual
Organize some outdoor activities such as picnics, lunches
and a few meals to different types of restaurants
your work ends up with success, do not celebrate by
yourself but include all team members.

5. Executives, managers and organization staff members universally explore ways to improve
business results & profitability.
 team-based, horizontal
 organization structures
Team Work is the best design for involving all employees in creating business success.
No matter what you call your team based improvement –
 effort: continuous improvement
 total quality
 lean manufacturing or self-directed work teams
Few organizations, however, are totally pleased with the results their team improvement efforts
produce. If your team improvement efforts are not living up to your expectations, this self-
diagnosing checklist may tell you why.
Successful team building, that creates effective, focused work teams,
requires attention to each of the following.
Clear Expectations: the goals that have to be clear.
 Leadership of the organization clearly communicated it
 Expectation for the team’s performance and expected outcomes
 Do team members understand why the team was created.
 Is the organization demonstrating constancy of purpose in supporting the team
with resources of
 people,
 time
 money
Context:
 Do team members understand why they are participating in team?
 Do they understand how the strategy of using teams will help the organization attain its
communicated business goals?
 Can team members define their team’s importance to the accomplishment of corporate
goals?
 Commitment:
 Do team members want to participate on the team?
 Do team members feel team mission & it’s objective?
 Are members committed to accomplishing the team mission and expected
outcomes?

6.  Do team members perceive their service as valuable to the organization and to
their own careers?
 Do team members anticipate recognition for their contributions?
 Are team members excited and challenged by the team opportunity?
 Competence:
 Does the team feel that it has the appropriate people participating? (As an
example, in a process improvement, is each step of the process represented on the
team)
 Does the team feel that its members have the knowledge, skill and capability to
address the issues for which the team was formed?
 Does the team feel it has the resources, strategies and support needed to
accomplish its mission?
 Character:
 Has the team taken its assigned area of responsibility and designed its own
mission, vision and strategies to accomplish the mission.
 Has the team defined and communicated its goals; its
 anticipated outcomes and contributions;
 its timelines;
 and how it will measure both the outcomes of its work and the process
 Control:
 Does the team have enough freedom & empowerment to feel the ownership
necessary to accomplish its charter?
 do team members clearly understand their boundaries?
 How far may members go in pursuit of solutions?
 Has the organization defined the team’s authority?
 Collaboration:
 Does the team understand team and group process?
 Do members understand the stages of group development?
 Are team members working together effectively interpersonally?
 Do all team members understand the roles and responsibilities of team members?
 Do team members cooperate to accomplish the team charter?
 Has the team established group norms or rules of conduct in areas such as conflict
resolution, consensus decision making and meeting management?
 Is the team using an appropriate strategy to accomplish its action plan?
 Communication:

7.  Are team members clear about the priority of their tasks?
 Does the organization provide important business information regularly?
 Do the teams understand the complete context for their existence?
 Do team members communicate clearly and honestly with each other?
 Do team members bring diverse opinions to the table?
 Creative Innovation:
 Is the organization really interested in change?
 Does it value create thinking, new solution & new ideas?
 Does it reward people who take reasonable risks to make improvements?
 Consequences:
 Do team members feel responsible and accountable for team achievements?
 Are rewards & recognisation supplied when teams are successful? Is reasonable
risk respected and encouraged in the organization?
 Do team members fear reprisal?
 Do team members spend their time finger pointing rather than resolving
problems?
 Is the organization designing reward systems that recognize both team and
individual performance?
 Coordination:
 Are teams coordinated by a central leadership team that assists the groups to
obtain what they need for success?
 Have priorities and resource allocation been planned across departments?
 Do teams understand the concept of the internal customer—the next process,
anyone to whom they provide a product or a service?
 Are cross-functional and multi-department teams common and working together
effectively?
 Is the organization developing a customer-focused process-focused orientation
and moving away from traditional departmental thinking?
 Cultural Change:
 Does the organization recognize that the
 team-based,
 collaborative,
 empowering,
 enabling organizational culture of future is different than the traditional,
 hierarchical organization
 Is the organization planning to or in the process of changing how it

8. rewards,
recognizes,
appraises,
hires, develops,
Plans with, motivates and manages the
people it employs?
Now the question that comes to my mind what would
be the?
Team work relationships elements
In order to happy at your work place everyone needs to work together and be a team. Different people’s
personalities can cause conflicts sometimes so try to avoid this. Not being critical about your co-
workers. Find the good things about people and don't dwell on their faults. Think about you say before
saying it. Be friendly at all times and bite your tongue if you have to to keep piece. Have good
communications and explain any situations completely. Concentrate on your work, do your work so your
co-workers can do their work. Admit when you have done some wrong, then fix it without complaining.
Again, we are human beings and sometimes we have a bad day but try not to let this enter fear with
your work and how you relate to your co-workers.
Interrelationship can comprise of the following factors
In tasks
Task that is to be done in an organization can be divided into
 Teams
 Workgroups
 Special task force
 Specialized work group
Thus the internal coordination between the groups working in has to be concrete as task that has to
completed may get hampered b y following issue that may arise
1. Task not getting complete in time
2. Task getting derogated and not able to complete
3. Data integrity
4. Leg pulling

9. 5. Making issue for others to showcase own supremacy
Interrelationship between people
This is a very important part of the workgroup and is an important part of the organization to be
successful as an entity, as the workforce is the backbone to complete the projects, issues, work allotted
And organizational goals
So interrelationship between people becomes important as they are the integral part of the organization
for completion of goals,
The organization must make sure that the goals must not get effected due to following reasons
1. Internal rivalry
2. Friction between teams
3. Issues between middle management
4. Hindrances in flow of information
5. Hesitation in people to get close and ask for help
6. Issue cropping because of the Org policies
7. Unwanted matter due to inefficient and loopy norms of the company
8. Personal or private rivalry coming to the office from home
Environment that is with the organization
The degree of freedom and the work arena and the platform where the whole work force is
working should be very lucid and easy for the people to work and thus overall environment that
are there should be that good for the employee that he should be happy to walk in to the office at
an ease.
5 Steps To Building A Successful Team
1. Measure the current effectiveness of your team
2. Create your vision of a highly successful team
 The vision of your team can include the following components:
- Team's values, priorities and desired results
- Organization's values, priorities and desired results for this team
- Your own values, priorities and desired results for this team
3. Communicate effectively
4. Develop a plan to turn your team vision into reality Remember to set goals that are
Specific
Measurable
Attainable

10. Realistic
Time oriented (make sure each goal has a deadline!)
That’s why many companies make sure that how many people
“COME ON MONDAY ON TIME”
EXAMPLES WHERE
Team working and Interrelationships between task, people and environment is critical for the
achievement of organizational goals.
–
 They provide complete independence to the employees
 20% extra time for personal relevant assignments and group assignments
 Out of the box thinking by the employee and group meetings
 Personalized care and remunerations for team building
 Leave and incentive policies and mentoring policies
 Canteen and innovative work space to be build by the employee to work as in home
 Weekly conference with top management
 Transport facility where multi department people travel together for better
coordination
 Interrelationship within teams and SME sessions
 Task allotment to individuals and online help from executives
 Team leader becoming very important for the group and weekly targets
Thus we can conclude that the team working and interrelationship between people in the
organization for the betterment of the organization is very important area.
By
Pratik K.S Negi
ISBE SS (09-11) – [HR]