A PROJECT REPORT

ON

TEAMWORK USING BELBIN’S MODEL

A Detailed study done in

RASHTRIYA CHEMICALS & FERTILIZERS LTD.

Chembur, Mumbai-400 074

Submitted by-

Miss. Ashwini K Poojari

MBA (SEMESTER II)

TIMES BUSINESS SCHOOL, VASHI

Under the guidance of-

Mr. Hemant Kulkarni

CM (HR Corp)

~ 1 ~

ACKNOWLEDGEMENT

I would like to thank RASHTRIYA CHEMICALS & FERTILIZERS LTD. for giving us the opportunity to be a part of the company and learn the aspects of HUMAN RESOURCE DEPARTMENT.

I wish to express my deep sense of gratitude to Mr. Hemant Kulkarni Chief Manager HR (Corp), my

project guide for his constant guidance throughout this project.

I would also like to thank Mr. Prashant Patil, Miss. Suprieya Ghoderao & all other the staff members of

RCF who treated me like family and made me feel welcome.

I also express my regards to Mrs.Pooja Shinde (Sr. HR Asst.) who exchanged her knowledge with me,

thought many different types of work and made the journey more exciting.

Finally, I would like to thank all the people, who were instrumental in making the project a reality and a

pleasurable experience. These people not only helped in doing a successful project but also helped a lot in

learning market research, implementations and its features.

I express my profound gratitude to People’s Times Business School for giving me the opportunity to

work on the project and broaden my knowledge and explore new horizons.

I would like to thank my friend Miss. Nisha Nayak who extended her help in regard to this project.

As I express my gratitude, I must never forget that the highest appreciation is not to utter words, but to

live by them.

~ 2 ~

INDEX

Sr. No.

Topic Page No.

01. Introduction of the Topic 4

02. Objectives 5

03. Research Methodology 6

04. Scope of the study 6

05. Company Profile 7-23

06. Literature Survey 24-36

07. Analysis & Interpretation 37-59

08. Limitations of study 60

09. Conclusion 61

10. Suggestions 62

11. Annexure 63

12. Bibliography 65

~ 3 ~

INTRODUCTION OF TEAMWORK

What is Team?

T - Together

E - Everyone

A – Achieves

M – More

What is Teamwork?

T - Trust

E - Effective Communication especially Listening

A - Attitude Positive : “Can do”

M - Motivation to perform & improve

W - “We” mentality

O - Ownership of process with pride in accomplishment

R - Respect & consideration of others

K – Keeping Focus

~ 4 ~

OBJECTIVES

To understand the perception of the HR staff about Teamwork.

To find out the strengths & areas of improvements of individual employees.

To suggest action plan for improving teamwork.

LITERATURE SURVEY

Exploratory research

RESEARCH DESIGN

The research will be designed to achieve the objectives set out by the researcher.

SAMPLING DESIGN

Random Sampling technique will be used along with the designed questionnaire.

~ 5 ~

RESEARCH METHODOLOGY

Sources of Data Collection:

Primary Sources :

Questionnaire : Corresponding to the nature of the study direct, structured questionnaires

with a mixture of close and open-ended questions will be administered to the relevant

respondents within the HR Department of the organization.

Secondary Sources :

Secondary data consisted of the reference books and websites.

SCOPE OF STUDY

The benefit of the study for the researcher is that it helped to gain knowledge & experience and also provides the opportunity to study & understand the teamwork in details.

~ 6 ~

COMPANY PROFILE

Type : Public Company

Founded : 1978

Headquarters : Mumbai, India

Key Person : R. G. Rajan, Chairman & Managing Director (CMD)

Products : Chemicals, Fertilizers

Revenue : 64.33 billion (US$1.17 billion) (2011-12)

Net Income : 2.49 billion (US$45.32 million) (2011-12)

Website : www.rcfltd.com

~ 7 ~

HISTORY

The Rashtriya Chemicals and Fertilizers Ltd. (RCF) was incorporated on 6th March 1978, on re-organisation of

the rest while fertilizer corporation of India Ltd. RCF is engaged in the manufacturing and marketing of a full

range of chemical fertilizer and a series of industrial chemical. RCF is having two manufacturing units at

Trombay and at Thal, Raigad District. The Corporate office is at Mumbai where marketing division is also

housed.

The Trombay unit has been started in 1965 with 5 plants having a capacity of 9.90 lakhs of metric tonnes of N2

and 0.9 lakhs of metric tonnes of P205 per annum over the years, the company has been grown up into

multidimensional, multiproduct and multiunit Corporation having manufacturing capacity at Trombay and at

Thal. They have 20 plants with capacity of 10 lakhs of metric tonnes of N2, 1.2 lakhs metric tonnes of K20

ORGANISATION CULTURE

a) Democratic culture of working together and taking decisions.

b) Officers are well experienced, loyal and knowledgeable skills wise they are competent enough to carry

out their tasks.

c) Training facilities are available to enhance knowledge and skills of officers and workers in both

technical as well as managerial disciplines.

d) Systems and techniques are available for smooth working, e.g. SAP.

e) Aspirations of the people are more or less met with.

f) The Human Relations atmosphere is good and since there is a cordial relationship between management

and union the problems are mostly sorted out across the table.

g) Wage and perks given to the employees are more or less comparable with other well managed public

sector companies.

h) Production and productivity wise RCF is earning Profit since last 20 years.

i) Since RCF is a continuous Learning organisation so the employees are given proper training from time

to time to enhance their skills and knowledge.

~ 8 ~

Rashtriya Chemicals & Fertilizers Ltd (RCF) is engaged in production and manufacturing of chemical

fertilizers, bio fertilizers, and industrial chemicals with its manufacturing units at Trombay and Thal and

marketing offices in most of the states. It is a Government of India Undertaking, registered under the Companies

Act 1956 and was incorporated on March 6, 1978 on re-organization of the erstwhile Fertilizers Corporation of

India Limited and National Fertilizers Limited.

During last two decades the company with sustained expansion, diversification and modernization programs,

has come a long way and is now recognized as a leader in the fertilizer industry in the country. Rashtriya

Chemicals & Fertilizers Ltd. has been graded as ‘Excellent Company’ under the MOU rating by the Government

of India for its overall performance in the last several years. Rashtriya Chemicals & Fertilizers Ltd. has been

given ‘Mini Ratna’ status by Government of India and is entitled for greater autonomy in taking several major

decisions of corporate governance without the approval of the Government.

Major breakthroughs in Research & Development, advanced systems of Environmental Management,

Computerized Operations, excellence in Manpower Management and a planned development strategy for

expansion and diversification make RCF a successful, high-profile organization.

Since its inception RCF is continuously striving to achieve higher levels of excellence by modernizing and

upgrading the technology, updating the knowledge base, developing multiple skills and shaping up mind set.

Both the Units of RCF are accredited with ISO-14001 Certification for the environmental systems while Thal

Industrial Products are accredited with ISO 9002 certification for quality control. Thal and Trombay Units have

also received OSHAS 18001 Certification (Occupational health and safety).

RCF has constantly striven to maintain the environment in its vicinity. Several projects, notable among them

being the Chembur Green project at Trombay and the forestation of Thal have been highly successful. RCF has

invested substantially in pollution abatement schemes at Trombay and Thal through technology up gradation.

RCF has won several awards for pollution control and clean technology.

Notable awards being the Indira Gandhi Memorial award for Pollution Control and the Rajiv Gandhi Award for

Clean Technology awarded to Thal. RCF has been an MOU (memorandum of understanding) signing Company

since 1988-89. The Company was rated EXCELLENT for the years 1989-90, 1997-98, 1998-99, 1999-2000,

2000-01, 2002-03 and 2003-04 and VERY GOOD for the remaining years.

~ 9 ~

Products & Services

RCF is one of the leading producers of Fertilizers in India. Sujala, Suphala 15:15:15, Suphala 20:20:0, Ujjwala, Microla and Biola are its major fertilizers. All the products can be used with different soil types and in various climatic conditions.

 

RCF pioneered the manufacture of basic chemicals such as Methanol, Sodium Nitrate, Sodium Nitrite, Ammonium bicarbonate, Methylamines, Dimethyl Formamide, Dimethylacetamide in India. Today R.C.F is the only manufacture of DMF in India. Product characteristics, consumer needs, economy to the consumers and safety are the primary considerations in determining the type of packaging and modes of transportation for each of the products.

Fertilizers 1. Suphala(15:15:15)

RCF produces two grades of complex fertilizers at its    Trombay unit. They are commonly known as “Suphala”, which has almost become a generic name for NP/NPK complexes in the farming households of the country.

2. Ujwala Urea (46%)

RCF’s  Ujjwala urea is a chemical fertilizer produced in white round prill form containing 46% nitrogen. It is 100% water soluble and is suitable for any type of soil or crop. It can be applied through sowing, broadcasting or spraying. Ujjwala urea should be applied to different crops in two to three split doses.

~ 10 ~

3. Biola(PSB)

This multifaceted bio-fertilizer solubilises the fixed phosphorus in the soil and makes it available to the crops. Bacteria multiply very fast in the soil and this helps to improve the texture and structure of the soil. This also helps to enhance the growth of the crops and also induces resistance against various pests and diseases.

4. Sujala 19:19:19

Rashtriya Chemicals & Fertilizers Ltd, manufactures 100% water soluble fertilizers containing all the three major plant nutrients i.e. Nitrogen, Phosphorus and Potash for crops grown in green houses as well as other field crops. Sujala is available in two forms Foilar grade and drip grade.

5. Microla(Micronutrients)

Over a period of years, we have been cultivating different crops in the field which has resulted in the depletion of essential micro-nutrients in the soil. This has in turn affected the productivity of the soil. This fact has also been validated in the soil analysis reports drawn over a period of time indicating that the micronutrients in the soils are on the decline, resulting in lowering the quality and yields of the crops.

~ 11 ~

ORGANISATION CHART

~ 12 ~

VISION BUILDING & INNOVATION

One of the powerful tools of taking the organization in leaps and bounds, Vision Building is considered to be of

top relevance for today's dynamic organization. RCF has been engaging its executives across all levels,

including shop-floor and frontline executives to the senior strategy makers of the organization in fruitful

Vision-Building exercise and Idea sharing for business growth.

RCF’S MISSION STATEMENT

a) To produce fertilizers and chemicals efficiently, economically and in environment friendly manner.

b) To serve the farmers and other customers with quality products along with support services.

c) To join hands in the growth of national economy.

CORPORATE GOALS

To help increase the national agricultural productivity by providing agricultural inputs and services.

To provide the above inputs and services with least consumption of real resources and at least cost.

To obtain for its employees as decent a standard of living and as good a quality of life as possible,

consistent with the general socio-economic conditions in the country.

To secure as high a return on the rate of investment as possible, keeping in view the requirements of

other competing objectives. 

To promote self-reliance in all activities in relation to company's operations including process know-how,

design and engineering, erection, commissioning, operations, maintenance of plants and marketing of

products.

~ 13 ~

To manufacture and market industrial chemicals related to agricultural inputs and also others based on

similar technology and intermediates, by-products, co-products and waste from the main operations.

To promote, organize, and perform research and development in products, technology, engineering, soil

science and agronomy in furtherance of various corporate objectives.

To improve the environment and minimize the extent of technology possible, the harmful emissions,

atmospheric discharges and effluents.

To continuously upgrade the quality of human resources and promote organizational and management

development.

To co-operate nationally and internationally in exchange of information and services of personnel.

To have corporate growth at a pace consistent with availability of resources and developmental needs of

the economy.

To promote specific social objectives such as development of entrepreneurs, ancillary industries, special

assistance to SC / ST and other backward classes.

ISO CERTIFICATION

RCF has obtained ISO- 14001-1996 Certificate for Trombay and Thal units and ISO 9001-2000 approved

manufacturing facility for Thal Chemical group of plants.

Thus RCF Ltd as a corporate body and Government of India undertaking is responsible to the people of India,

the Government as owner, as Government, as Consumers, as Employees, as the Society at large. The company

is simultaneously accountable to all the agencies that have a stake in its successful operation, growth and

welfare with International Reputation, Rich Experience & Expertise, Result Oriented approach, Judicious

exposure to concepts and practices, All services under one roof with Excellent Infrastructure and Excellent

Quality.

~ 14 ~

RCF POLICY AND OBJECTIVES

Policy:

Rashtriya Chemicals and Fertilizers Limited Commits to Produce and Market Fertilizers and Industrial

Chemicals of Excellent Quality by using modern and Eco-Friendly Technology to meet the requirements of

customers. RCF will also endeavour to fulfil its obligation to society at large by continuous improvement and

growth.

Objectives of the Company:

a) To produce and market fertilizers and chemicals efficiently and economically in environmentally sound

manner.

b) To maintain optimum levels of efficiency and productivity in the use of resources and to secure optimal

return on investment.

c) To take up and implement the schemes for saving energy.

d) To promote self-reliance in Company’s operations including process know-how, design, engineering,

erection, commissioning, operation and maintenance of plants and marketing of products with special emphasis

on Research and Development.

e) To aim at international standards of excellence in production and quality of products and services.

f) To continuously upgrade the quality of human resources and promote organizational and management

development.

g) To enhance safety standards.

h) To care for and protect the environment and minimize the harmful effects of emissions, atmospheric

discharges and effluents by conforming and also improving up on the standards laid down by Pollution Control

Authorities.

i) To ensure corporate growth by expansion as well as diversification.

j) To care for the community around especially SC/ST and other backward classes.

~ 15 ~

OVERALL OUTSTANDING ACHIEVEMENTS AND

RECOGNITION

RCF has made outstanding contribution to the life of farmer community by supplying different kinds of

chemical fertilizers and bio fertilizers at cheap and affordable prices.

It has made conspicuous contribution towards protection of environment, greenery development, health,

sanitation, safety and committed in discharging its social responsibilities through rural development, organizing

blood donation camps, adoption of villages, adoption of students particularly from backward classes and giving

them free education, free medical check-up of employees and school children, relief at the time of disaster,

imparting training to the ladies clubs from surrounding places for gardening etc.

RCF has also provided soil, manures and tree saplings to various schools for tree plantation activity and also for

different residential societies in Mumbai.

ADMINISTRATIVE SETUP OF THE ORGANISATION

In public enterprises government plays an important role in determining the organization structure of the unit.

The organization structure is not static, but may change from time to time in response to the needs of the

situation.

In RCF, the chairman and the managing director (CMD) is the chief executive of the company. He is charged

with the responsibility of implementing the policy decisions taken by the board of directors and formulating the

procedures and rules for policy implementation. There are five executive directors on the company’s board

working under the overall supervision of chairman of the board who also is the managing director of the

company. The general manager is the higher managerial authority and is a government appointee for the day to

day functioning of the company he keeps in touch with executive directors; he reports to and is answerable to

the managing directors only.

The heads of functioning departments are in turn assisted by managerial personnel each responsible for a

separate department.

~ 16 ~

HUMAN RESOURCES OF RCF

The HRD Center at Trombay was inaugurated on 25thAugust 1967. RCF Ltd. believes that its people are its

most important asset. The company also has a well-designed system of giving personal attention, guidance and

counseling services to new recruits there by keeping their motivation levels high. It also reduces talent drain

through a system of conducting Exit Interviews, creating an environment full of open culture, encouraging

creativity and also enhancing mutual trust in order to maintain high employee motivation. RCF has always been

an organization with- HRD approach.

HUMAN RESOURCE MANAGEMENT

HR is the singular most powerful factor affecting any organization. It involves three phases termed as welfare,

development and empowerment. Human Resource Management (HRM) is a process of bringing people and

organizations together so that the goals of each are met. The “art and science” of HRM is indeed complex.

We have chosen the term “art and science” as HRM is both the art of managing people by recourse to creative

and innovative approaches; it is a science as well because of the precision and rigorous application of theory

that is required.

The various features of HRM include:

- It is pervasive in nature as it is present in all enterprises.

- Its focus is on results rather than on rules.

- It tries to help employees to develop their potential fully.

- It encourages employees to give their best to the organization.

- It is all about people at work, both as individuals and groups.

- It tries to put people on assigned jobs in order to produce good results.

- It helps an organization to meet its goals in the future by providing for competent and well

motivated employees.

- It tries to build and maintain cordial relations between people working at various levels in the

organization.

~ 17 ~

- It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology,

economics etc.

Various Facets of Personnel Management in RCF:

Recruitment

Promotion

Training and Development

Wage& Allowances

Welfare facilities Medical Attendance &Treatment Rules

Social Security Schemes

Industrial Relations

Manpower Planning, Career Planning& Succession Planning

Contract Labour/Mathadi Labour Administration Leave Rules, Reservation Policy and other aspect

MEDICAL: 17 plants, 18 services departments include a great deal of risk and uncertainty. Therefore every

plant and field sectors are assigned with trained employees in advance first aid knowledge and required first

aid kitis available. Duty doctors are appointed in the plant for accidents caused due machinery and mishaps.

Post first aid, the patient is shifted to the company hospital located nearby with necessary facilities, with

medical aid and operation theatre at their disposal followed by doctors’ advice.

TRANSPORTATION: The Company comprises of many production units. The requirement of raw

materials is in high demand and on daily basis. Delaying the delivery of raw materials would put a stop to

production and wastage to initially processed goods. Therefore to keep a track on timely delivery of raw

materials the company has a huge a network of roadways and has laid a rail line passing through the company

itself. This has made transportation of heavy raw materials, poisonous chemicals and highly inflammable

substances to come in and in the same manner supply of finished goods outward to suppliers and distributors.

SECURITY: Having such a vast network and transaction made both on rail and road is of risk and a high

~ 18 ~

tension zone as this company is a chemical and fertilizer production unit. There are chances of mishap and

unforeseen events to occur. The management has therefore, set up the best of security in large numbers–

CENTRAL INDUSTRIAL SECURITYFORCE (CISF).For a major part of the public government

undertakings the CISF has assisted with its services.

ENGINEERING DEPARTMENT: The Company has engineers with different experience levels working in

shifts to enable the proper functioning of the machinery. The engineers also assist newly joined recruits to

ensure that nothing wrong is done leading to mishaps and accident sat the site of production. The engineers in

departments also work on research and development of new products and updating of technology for increase

in the production by the day to meet deadlines. These new introductions are usually made during shut downs

to ensure proper running of the machinery and called as trial basis. This is another attempt to improve the

working environment thus, easing work load of the employees.

VIGILANCE: Vigilance is an important procedure to be followed for the proper operation of the plants,

services, transactions and other minor details recorded on day-to-day basis. Hence, the company and its

directors have set up 6 teams for those sensitive areas of the company. This helps in the smooth functioning

of the existing units and services. This unit refreshes the whole account systems time and over as perthe

dynamic change in the government policies in order to keep up the company’s profit. A certain example is

the latest advancement made by the Finance Minister by introducing tax deductions and the software’s

supporting the same for the whole of India.

~ 19 ~

SIGNIFICANCE OF HR DEPARTMENT

Man power has played an important role in shaping of RCF. Through dedicated and competent man power,

RCF has achieved the present position of leadership in Fertilizer manufacturing. RCF's management has

always considered the Man power as an asset and has taken care of its employees through various welfare

schemes such as Housing, medical care, sports facilities and various Social Security schemes. There are

different Social Security schemes operating in the Company like Group Saving Linked Insurance Scheme,

Group Personal Accident Insurance Scheme, House Building Loan Insurance Scheme and RCF Death

Benevolent Scheme. Housing facility is provided to the employees at colonies in Chembur and Kihim/Kurul,

near Alibag, Dist. Raigad. The colonies have well maintained sports club and also School facilities for the

employee children. To take care of the health of the employees and their families, RCF has two well

equipped hospitals one each in the housing colonies at Mumbai and Kurul. The company takes efforts to keep

the employees motivated and maintain good Industrial Relations. Excellent growth opportunities are

available to the employees. The Company believes in workers participation in Management for which various

committees are functioning at both its Units. RCF has a strong and dedicated team of 4069 permanent

employees. The breakup as on 01.06.2012 is as follows:

Area Officers Workers Total

Trombay 726 1440 2166

Thal 496 1041 1537

Marketing 289 77 366

~ 20 ~

Total 1511 2558 4069

~ 21 ~

Levels of HR Department

The HR Department is headed by an Executive Director (HR) and GM (HR) Corp.at

Trombay Unit and one DGM (HR) at Trombay and one DGM (HR) at Thal assist him for

the smooth functioning of Human Resource Department. At RCF, Human Resources

Management is actively linked to the Corporate Vision and goals. The HR approach of

RCF is through Total Employee Development Focus. While achieving the heights of

business and customer satisfaction, Quality of Management, Innovativeness, Employee

Talent Dynamism and Social Responsibility are proving to be as important as effective

operations, cost saving and product quality. HRM sub-systems are very well established in

terms of Design, Infrastructure and Continuity.

I. HR Corporate

Functions:

1. Handles personal files of officers.

2. Recruitment of Management Trainee and officer.

3. Performance management system, statistical sale and pension plan.

4. Administration of security scheme.

5. Ministry letters, corporate level meetings, social activities(free education to 10

SC/ST students)

6. Total establishment of officers.

II. Marketing HR1. Manager HR

- Officers for field work.

2. Non Technical

- Finance

- Secretary

- Clerical

3. Technical

- Engineers- Operating managers

III. Trombay Unit HR

~ 22 ~

Functions:

1. IR issues

2. Union issues

3. Recruitment of Trombay workers

4. Public festivals such as 15th August, 26th January,etc.

5. Mathadis

IV. Level 4: Thal Unit HR

Functions:

1. Contract activities

2. Recruitment of Thal workers and Apprentices

3. Unions issues

4. Mathadis

5. Grievances

Set up of Human Resource Department

~ 23 ~

The Human Resource Department is headed by an Executive Director (HR) and CGM (HR) Corp. at Trombay Unit and one and one GM (HR) at Thal assists him for the smooth functioning of Human Resource Department. 

~ 24 ~

LITERATURE SURVEY

What is Team?

A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks.

A group in itself does not necessarily constitute a team. Teams normally have members with complementary skills and generate synergy

through a coordinated effort which allows each member to maximize his/her strengths and minimize his/her weaknesses.

Team members need to learn how to help one another, help other team members realize their true potential, and create an environment that allows everyone to go beyond their limitations.

Why Teams?

Benefits of Teams : B – Better decisions & motivation E – Everyone can participate N – Nurtures improved working relationships E – Encourages rewards in work itself F – Free contribution of information I – Increases communication T – Thrusts an organization towards common goal S – Supports an organization-wide perspective

~ 25 ~

What is Teamwork?

Teamwork is the technique where individual team members work together to achieve a common goal. This involves cooperative relationships, open communications, group problem-solving, and consensus decision-making. Teamwork can only be effective in an environment of honesty, trust, open communications, individual involvement, pride of workmanship, and commitment. Teamwork involves team members trusting each other to do whatever is necessary within their defined boundaries. Action through cooperation is practiced within the team. Problem-solving and decision-making are natural activities. Effective, open, and full communication, especially listening, is prolific. The leader and the members possess a positive "can do" attitude even during difficult times. Team members motivate, respect, and support each other and manage conflict. Team members build each other’s self-esteem and motivate other team members. They all contribute their technical competence. Effective teams realize diversity, individuality, and creativity are their greatest advantages. Individual and team contributions are rewarded and recognized appropriately. The team takes ownership and pride in their performance. Everyone is totally committed and focused on a common purpose.

WHAT WILL TEAMWORK TEACH?

Teamwork helps you develop characteristics that will make you successful both on and off the playing surface. You learn to:

• Care about others • Work with others • Adapt to difficult situations • Be unselfish • Be responsible and dependable • Develop self-discipline

~ 26 ~

BELBIN'S TEAM ROLES (BELBIN’S SELF PERCEPTION INVENTORY)

Dr Meredith Belbin

“What is needed is not well balanced individuals, but individuals who balance well with each other.”

Team Role: Belbin’s definition

“A tendency to behave, contribute and interrelate with others in a particular way”

Belbin Team Role Expert System

• Belbin - 9 team roles type• Each type has a typical behavioural strength and a characteristic weakness

~ 27 ~

Understanding Team Roles to Improve Performance:

When a team is performing at its best, you'll usually find that each team member has clear responsibilities. You'll also see that every role needed to achieve the team's goal is being performed fully and well.

But often, despite clear roles and responsibilities, a team will fall short of its full potential.Perhaps some team members don't complete the things you expect them to do. Perhaps others are not quite flexible enough, so things "fall between the cracks." Maybe someone who is valued for her expert input fails to see the wider picture, and so misses out tasks or steps that others would expect. Or perhaps one team member becomes frustrated because he disagrees with the approach of other team members.

Dr Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different "team roles." He defined a team role as "a tendency to behave, contribute and interrelate with others in a particular way" and named nine such team roles that he argued underlie team success.

Creating Balanced Teams:

Team leaders and team development practitioners often use the Belbin model to help create more balanced teams.Teams can become unbalanced if all team members have similar styles of behavior or team roles. If team members have similar weakness, the team as a whole may tend to have that weakness. If team members have similar team-work strengths, they may tend to compete (rather than co-operate) for the team tasks and responsibilities that best suit their natural styles.Knowing this, you can use the model with your team to help ensure that necessary team roles are covered, and that potential behavioural tensions or weaknesses among the team member are addressed. Also, by understanding your role within a particular team, you can develop your strengths and manage your weaknesses as a team member, and so improve how you contribute to the team.

Belbin's "team roles" are based on observed behaviour and interpersonal styles.

~ 28 ~

Whilst Belbin suggests that people tend to adopt a particular team-role, bear in mind that your behaviour and interpersonal style within a team is to some extent dependent on the situation: it relates not only to your own natural working style, but also to your interrelationships with others, and the work being done.

Also, be aware that there are other approaches in use, some of which complement this model, some of which conflict with it. By all means use this approach as a guide - however do not put too much reliance on it, and temper any conclusions with common sense.

Understanding Belbin's Team Roles Model:Belbin identified nine team roles and he categorized those roles into three groups: Action Oriented, People Oriented, and Thought Oriented. Each team role is associated with typical behavioural and interpersonal strengths.Belbin also defined characteristic weaknesses that tend to accompany each team role. He called the characteristic weaknesses of team roles the "allowable" weaknesses; as for any behavioural weakness, these are areas to be aware of and potentially improve.

~ 29 ~

BELBIN’S 9 TEAM ROLES

~ 30 ~

Thought RolePlant

Monitor Evaluator

Specialist

PeopleOrientatedCo-ordinator

Resource Investigator

Team Worker

Action Orientated

ShaperCompleter/

FinisherImplementer

The nine team roles are:

Action Oriented Roles:

1. Shaper (SH)Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches for solving problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent.Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting.Their potential weaknesses may be that they're argumentative, and that they may offend people's feelings.

2. Implementer (IMP)Implementers are the people who get things done. They turn the team's ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and efficiently and are very well organized. These are the people who you can count on to get the job done.On the downside, Implementers may be inflexible and can be somewhat resistant to change.

3. Completer-Finisher (CF)Completer-Finishers are the people who see that projects are completed thoroughly. They ensure there have been no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious, and anxious.However, a Completer-Finisher may worry unnecessarily, and may find it hard to delegate.

People Oriented Roles:

4. Coordinator (CO)Coordinators are the ones who take on the traditional team-leader role and have also been referred to as the chairmen. They guide the team to what they perceive are the objectives. They are often excellent listeners and they are naturally able to recognize the value that each team members brings to the table. They are calm and good-natured and delegate tasks very effectively.Their potential weaknesses are that they may delegate away too much personal responsibility, and may tend to be manipulative.

5. Team Worker (TW)Team Workers are the people who provide support and make sure that people within the team are working together effectively. These people fill the role of negotiators within the team and they are

~ 31 ~

flexible, diplomatic, and perceptive. These tend to be popular people who are very capable in their own right, but who prioritize team cohesion and helping people getting along.Their weaknesses may be a tendency to be indecisive, and to maintain uncommitted positions during discussions and decision-making.

6. Resource Investigator (RI)Resource Investigators are innovative and curious. They explore available options, develop contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members, who identify and work with external stakeholders to help the team accomplish its objective. They are outgoing and are often extroverted, meaning that others are often receptive to them and their ideas.On the downside, they may lose enthusiasm quickly, and are often overly optimistic.

Thought Oriented Roles:

7. Plant (PL)The Plant is the creative innovator who comes up with new ideas and approaches. They thrive on praise but criticism is especially hard for them to deal with. Plants are often introverted and prefer to work apart from the team. Because their ideas are so novel, they can be impractical at times. They may also be poor communicators and can tend to ignore given parameters and constraints.

8. Monitor-Evaluator (ME)Monitor-Evaluators are best at analyzing and evaluating ideas that other people (often Plants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all the options before coming to a decision.Monitor-Evaluators are critical thinkers and very strategic in their approach. They are often perceived as detached or unemotional. Sometimes they are poor motivators who react to events rather than instigating them

9. Specialist (SP) Specialists are people who have specialized knowledge that is needed to get the job done. They pride themselves on their skills and abilities, and they work to maintain their professional status. Their job within the team is to be an expert in the area, and they commit themselves fully to their field of expertise.This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the bigger picture.

~ 32 ~

Team-Role Descriptions:

~ 33 ~

Strong ownership of idea when co-operation with others would yield better resultsLooks down on others

Ignores detailsToo preoccupied to communicate effectivelyNeglects practical matters

Source of original ideasCreative, imaginative, unorthodoxSolves difficult problems

Non Allowable

Weaknesses

Allowable Weaknesses

Strengths1. Plant

Letting down colleagues/ clients by neglecting to make follow-up arrangements

Over optimisticLoses interest once initial enthusiasm has passed

Creative negotiatorExtrovert, enthusiastic, communicativeExplores new opportunitiesDevelops outside contacts and brings home new ideas

Non Allowable

Weaknesses

Allowable Weaknesses

Strengths

2. Resource Investigator

~ 34 ~

Takes personal credit for the effort of the team

Can be seen as manipulativeDelegates personal workInclination to be lazy if someone else can be found to do the work

The team controllerMature, confident, trustingGood chairperson – recognises skills Clarifies goals, promotes decision making, delegates well

Non Allowable

Weaknesses

Allowable Weaknesses

Strengths3.Co-ordinator

Consistently tramples on people’s feelingsInability to recover situation with good humor or apology

Can be provocativeSometimes hurts people’s feelingsProne to frustration and irritation

Drives other people to excelChallenging, dynamic, thrives on pressureHas the drive and courage to overcome obstacles

Non Allowable

Weaknesses

Allowable Weaknesses

Strengths

4. Shaper

~ 35 ~

Constant harsh criticism, regardless of people’s feelings

Sometimes lacking in tact – “these are the facts”Inability to inspire othersToo critical

The analyser of problemsCool, strategic, discerningSees all optionsJudges accurately

Non Allowable

Weaknesses

Allowable Weaknesses

Strengths

5. Monitor Evaluator

Avoids situations that involve pressureNever giving their opinion

Indecisive in difficult situationsEasily influencedAlways deferring to others – “what do you think?”

Focuses on harmonyCo-operative, mild, diplomaticListens, builds understandingDefuses conflict

Non Allowable

Weaknesses

Allowable Weaknesses

Strengths

6. Team worker

~ 36 ~

Obstructs changeUnwilling to adapt to changing circumstances

Inflexible – slow to respond to new situationsSticks only to the proven and reliable

Effective organiserDisciplined, reliable, conservative, efficientTurns ideas into practical actions

Non Allowable

Weaknesses

Allowable Weaknesses

Strengths

7. Implementer

Always focusing on small details mistakes in a way which de-motivates Unnecessarily rushing the planning stage of a project

Reluctant to delegate and worries too muchPerfectionist – “you wont do it the right (my) way”

Meets deadlines Guarantees delivery on timeConscientious – notices errors and omissions Can be totally relied upon

Non Allowable

Weaknesses

Allowable Weaknesses

Strengths

8. Completer-Finisher

~ 37 ~

Does not want to get involved in broader team issues“Not my problem” syndrome

Focuses too much on technical detailsToo theoretical with little concern for how their ideas link to the big picture

“The expert”Single minded, self starting, dedicatedProvides knowledge and skills in short supply

Non Allowable

Weaknesses

Allowable Weaknesses

Strengths

9. Specialist

ANALYSIS

HR CORPORATE ANALYSIS

1) Overall Percentage of Roles as voted by employees.

CO SH ME TW IMP CF PL SP RI0

102030405060708090

100

10093 93 93 93 93

8780

67

PERCENTAGE OF ROLES

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

Interpretation:

According to the graph, the Co-ordinator role is played the best but Resource Investigator role needs some improvements.

However, the outcome is based on the current state of work performed by the employees in the department.

Therefore, whenever the assignment changes the outcome will also change.

~ 38 ~

2) Individual profile

a) HEMANT KULKARNI

CF PL CO SP TW SH IMP ME RI0

10

20

30

40

50

60

70

80 74

6562

5754 52 52

4539

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

b) PRASHANT PATIL

CF TW CO SH IMP PL RI ME SP0

10

20

30

40

50

60

7066

6056

46 4539

34

2623

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 39 ~

c) VISHWAS CHAUDHARY

IMP CF ME RI CO SH TW SP PL0

10

20

30

40

50

60 52

39

3229 28 28 26 25

20

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

d) MAHALAKSHMI IYER

ME CF TW IMP RI SP PL SH CO0

5

10

15

20

25

30

35

40

4543

39

32 3128 28

20 20

14

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 40 ~

e) RAHUL AHIRE

IMP ME CF SH TW SP PL CO RI0

5

10

15

20

25

30

35

40

45

5049

45 45

34

29 2825

15 14

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

f) ASHWIN KAMBLE

PL CO TW IMP CF SH RI ME SP0

10

20

30

40

50

6051

31 3128 28

2017

128

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 41 ~

g) ARATI INGALE

PL RI CO SH ME TW IMP CF SP0

5

10

15

20

25

30

35

40

45

6

1715

28

2219

42

29

6

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

h) SUPRIEYA GHODERAO

SH ME IMP TW CF PL CO RI SP0

5

10

15

20

25

30

35

40 37 37 37

25 2523

20

12

5

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 42 ~

i) ARVIND KUDALKAR

TW CF SP SH IMP CO ME RI PL0

5

10

15

20

25

30

35

40

40

29

2220 20

1715 14

8

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

j) RAJI NAIR

CO ME TW CF RI IMP SH PL SP0

5

10

15

20

25

3029 28 28

2220 20

15 14 14

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 43 ~

k) JANAKI NAGVEKAR

CO SP IMP PL RI SH ME TW CF0

2

4

6

8

10

12

14

1615

98

3 3 3 3 3 3

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

l) VIJAYA AWARE

CF ME SP IMP TW CO SH PL RI0

5

10

15

20

25

30

35

40

4543

22 2219

1714

12 11

6

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 44 ~

m) POOJA SHINDE

TW CF ME RI SP IMP SH CO PL0

5

10

15

20

25

30

35

40 3734

26 25 2522

1714

12

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

n) DISHA JADHAV

CF TW SP SH IMP PL CO ME RI0

5

10

15

20

25

30

35 3129

2017

15

11 11 119

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 45 ~

3) Effectiveness of roles

CF IMP TW ME SH CO PL SP RI05

10152025303540 36

31 3026 25 24 22 21 19

EFFECTIVENESS

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 46 ~

4) AREAS OF IMPROVEMENT

Sr. Nos.

NAMESTEAM ROLES IN RANK ORDER

PL RI CO SH ME TW IMP CF SP

01. HEMANT KULKARNI

02. PRASHANT PATIL

03. VISHWAS CHAUDHARY

04. MAHALAKSHMI IYER

05. RAHUL AHIRE

06. ASHWIN KAMBLE

07. ARATI INGALE

08. SUPRIEYA GHODERAO

09. ARVIND KUDALKAR

10. RAJI NAIR

11. JANAKI NAGVEKAR

12. VIJAYA AWARE

13. POOJA SHINDE

14. DEEPAK DAVANE - - - - - - - - -

15. YOGESH PATIL

16. DISHA JADHAV

17. ANUSHKA GHANEKAR - - - - - - - - -

18. RAJANI PABALE

~ 47 ~

HR UNIT ANALYSIS

1) Overall percentage of roles.

PL CO TW SH ME SP IMP CF RI0

102030405060708090

100

100 100 10091 91

8273 73

64

PERCENTAGE OF ROLES

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

Interpretation:

According to the graph, the Plant, Co-ordinator & Team Worker roles are played the best but Resource Investigator role needs some improvements.

However, the outcome is based on the current state of work performed by the employees in the department.

Therefore, whenever the assignment changes the outcome will also change.

~ 48 ~

2) Individual profile

a. VINAYA DALVI

TW CF IMP PL ME RI CO SH SP0

10

20

30

40

50

6051

4238

29

18

7 7 7 7

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

b. SHARAD SONAWANE

CO TW ME SH RI CF SP IMP PL0

10

20

30

40

50

60

6055

49

4238 36 35

2924

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 49 ~

c. SUVARNA SHETTY

CF TW ME CO IMP PL RI SH SP0

5

10

15

20

25

30

3533

27

16 1513

4 4 4 4

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

d. NANDA KULKARNI

CO CF PL IMP ME SH TW SP RI0

10

20

30

40

50

60

70

80 71

5144 44

36 35 3531

24

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 50 ~

e. VINAYAK PATIL

TW IMP CF CO SH ME RI PL SP0

5

10

15

20

25

30

35

40

45

5049

47 46

40

3533

2624

22

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

f. PANKAJ PATIL

TW IMP CF PL ME SH RI SP CO0

10

20

30

40

50

60

70 64

44

3631

27

2016

9 7

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 51 ~

g. JAGRUTI SHETYE

CF PL TW IMP SP RI ME CO SH0

5

10

15

20

25

30

35

40

4542

27 26

2018

1311

6 6

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

h. VITHAL JADHAV

TW ME CF PL IMP SH SP CO RI0

5

10

15

20

25

30

35

40

45

50 4644 44

31 31

24 24

139

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 52 ~

i. PRAMILA PATIL

CF TW IMP PL RI CO SH ME SP0

5

10

15

20

25

30

35

40

4542

35

22

11

6 6 6 6 6

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

j. MAKANDER

TW CF IMP ME PL SP SH CO RI0

10

20

30

40

50

6058

49

3833

27

20 1815

9

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 53 ~

k. SANJEEVANI GAWADE

TW CF IMP PL SH RI SP ME CO0

10

20

30

40

50

60

60 58

40

27 27

2016

13

6

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

l. N. V. MOHITE

CF CO ME TW SP IMP PL RI SH0

5

10

15

20

25

30

35

40

4544

31 31 31 31

24

18

139

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 54 ~

m. KISHORI HANDE

TW CF ME SH IMP PL CO RI SP0

5

10

15

20

25

30

35

40

45

5047

38

22

16 16

119

6 6

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

n. NEENU NEOGI

CF IMP TW ME PL SH RI CO SP0

10

20

30

40

50

60 55

2724

16 15 15 13 116

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 55 ~

3) Effectiveness of roles

CF TW IMP ME PL CO SH SP RI05

1015202530354045

44 43

31

25 23 21 19 1714

EFFECTIVENESS

PERCENTAGE OF ROLES

ROLES

PE

RC

EN

TA

GE

%

~ 56 ~

4) AREAS OF IMPROVEMENTS

Sr. Nos.

NAMESTEAM ROLES IN RANK ORDER

PL RI CO SH METW

IMP CF SP

01. VINAYA DALVI

02. SHARAD SONAWANE

03. SUVARNA SHETTY

04. NANDA KULKARNI

05. VINAYAK PATIL

06. PANKAJ PATIL

07. JAGRUTI SHETYE

08. VITHAL JADHAV

09. PRAMILA PATIL

10. MAKANDER

11. SANJEEVANI

12. RAMESH KUSALE

13. MOHITE

14. R.B.THAKUR

15. SATISH DESHPANDE

16. KISHORI HANDE

17. NEENU NEOGI

18. ASHOK HUNDEKAR

~ 57 ~

INTERPRETATION OF ANALYSIS

I. PLANT As per the analysis, the PLANT role is played more in HR Unit as compared to

HR Corporate. All the employees in HR Unit play the PLANT role.

II. RESOURCE INVESTIGATOR As per the analysis, the RESOURCE INVESTIGATOR role is played more in

HR Corporate as compared to HR Unit. Majority of the employees in HR Corporate play the RESOURCE

INVESTIGATOR role.

III. CO-ORDINATOR As per the analysis, the CO-ORDINATOR role is played very well by both HR

Unit and HR Corporate. Therefore, it indicates that there is a good co-ordination in the respective

departments.

IV. SHAPER As per the analysis, the SHAPER role is played more in HR Corporate as

compared to HR Unit. Majority of the employees in HR Corporate play the SHAPER role.

V. MONITOR EVALUATOR As per the analysis, the MONITOR EVALUATOR role is played more in HR

Corporate as compared to HR Unit. Majority of the employees in HR Corporate play the MONITOR

EVALUATOR role.

VI. TEAMWORKER As per the analysis, the TEAMWORKER role is played more in HR Unit as

compared to HR Corporate. All the employees in HR Unit play the TEAMWORKER role.

~ 58 ~

VII. IMPLEMENTOR As per the analysis, the IMPLEMENTOR role is played more in HR Corporate

as compared to HR Unit. Majority of the employees in HR Corporate play the IMPLEMEMTOR role.

VIII. COMPLETER FINISHER As per the analysis, the COMPLETER FINISHER role is played more in HR

Corporate as compared to HR Unit. Majority of the employees in HR Corporate play the role.

IX. SPECIALIST As per the analysis, the SPECIALIST role is played more in HR Unit as

compared to HR Corporate. All the employees in HR Unit play the SPECIALIST role.

~ 59 ~

SUGGESTIONS GIVEN BY EMPLOYEES TO IMPROVE TEAMWORK

Employees must have positive attitude.

There must be good co-operation among employees.

There must be open communication among all levels of employees. Frequency of informal meetings should be increased. All employees must take equal part in all types of work and help others to achieve the

targets. Employees contributing positively in teamwork must be encouraged & rewarded.

Employees not contributing should be pushed to do it by providing training & encouragement.

~ 60 ~

LIMITATIONS OF THE STUDY

Time was a major factor which was not sufficient to judge the overall organization. But an attempt was made to gather maximum information.

Difficulty was experienced while asking employees to fill out the questionnaire as some employees have not given true answers due to fear that their superiors may not like their answers.

The analysis is based on the feedback given by some employees.

Since all employees were not so interested in filling questionnaire, the final interpretation may not be as per the requirement.

~ 61 ~

CONCLUSION

“Don't be afraid of pressure. Remember that Pressure is what turns a lump of coal into a diamond.”

~ 62 ~

SUGGESTIONS & RECOMMENDATIONS

In order to improve teamwork, there must Trust among the employees of the team.

Informal get together must be conducted frequently.

Because of this the employees will feel comfortable with each other in the team.

There must be openness among the members of the team.

They must have the courage to express their views about other members of the team even if it is negative about others.

There must be job rotation so that all members get equal opportunity to show their talent.

There must be good understanding among all members of the team.

Various activities must be conducted frequently to monitor the performance of members.

Roles for each member should be clearly defined.

Feedback from members must be taken in order to increase the efficiency of the team.

Rewards must be given to the members for their good performance.

~ 63 ~

~ 64 ~

ANEXURE

QUESTIONNAIRE

BELBIN’S 9 TEAMWORK ROLES

Action Oriented Roles

Shaper (SH) Challenges the team to improve.

Implementer (IMP) Puts ideas into action.

Completer Finisher (CF) Ensures thorough, timely completion.

People Oriented Roles

Coordinator (CO) Acts as a chairperson.

Team Worker (TW) Encourages cooperation.

Resource Investigator (RI) Explores outside opportunities.

Thought Oriented Roles

Plant (PL) Presents new ideas and approaches.

Monitor-Evaluator (ME) Analyzes the options.

Specialist (SP) Provides specialized skills.

~ 65 ~

HR CORPORATE/UNIT

NAME (OPTIONAL).....................

Q.1. Please tick mark the roles played by the concerned people & rate the marked roles as mentioned in the scale below: 5 – Excellent 4 – Very Good 3 – Good 2 – Average 1 – Below Average 0 - Poor

Sr. Nos.

TEAM ROLES IN RANK ORDER TOTAL

PL RI CO SH ME TWIMP

CF SP

01.02.03.04.05.06.07.08.09.10.11.12.13.14.15.16.17.18.

Q.2. Suggest the areas of improvements for the following persons with respect to previous roles. For example: XYZ area of improvement is Specialist.

Sr. Nos. AREA OF IMPROVEMENTS

01.02.03.04.05.06.07.08.09.10.11.

12.

13.

14.

15.

16.

17.

18.

Q.3. Suggest what according to you should be done to improve teamwork?

~ 66 ~

BIBLIOGRAPHY

Websites:

www.belbin.com

www.mindtools.com

www.teamworkpm.net

www.rcfltd.com

www.managementparadise.com

www.wikipedia.org

Search Engine:

www.google.com

~ 67 ~