CHAPTER - I

INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION
Team management refers to techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal i.e. a team. Team building is basically the selection, development and collective motivation of a team. A team is a group of people who are joined together with a common goal or objective. Teams are most suitable for highly comple tasks. Team building has gained immense popularity over the years and it is one of the most common e ercises in the corporate world. . The research study conducted is descriptive in nature and the sample size used for

this study is 1!!. "oth primary and secondary data are collected to meet the requirements. #or collecting the data, a structured questionnaire method is used as a instrument. The questionnaire is based on the multiple choices, open ended and close ended questions. The study is mainly based on the primary data were collected through the structured questionnaire from the hundred sample respondents. $n this study percentage analysis, chi%square is used to interpret the data collected. And this study reveals that the team management, also identified and relevant suggestion are given to the team management in e&uadriga 'oftware (vt )td

1.2 STATEMENT OF THE PROBLEM

The study on team management in e&uadriga 'oftware (vt )td, Trichy is to know the team based skills like team formation, interpersonal communication among the team members and coordination in the team and find whether the organization give any mentoring practices to increase the motivation level of the team and analyze how the management tackle conflict among the team members and how the team ethics can be followed in the organization.

1.3 OBJECTIVES
To study the team based skills like team formation, interpersonal communication among the team. To study the problem tackling among the team members and coordination levels in the team. To assess the +oal achievement and decision making in the team. To know the mentoring practices handled in an organization regarding team management To understand ,onfidentiality among team members. To analyze the -otivation levels of the team. To identify the Team ethics followed in an organization.

1.4 NEED OF THE STUDY This study is required to know the present team management system at e&uadriga software. A team must be managed effectively to e pect the best from the team members. The team leader plays an essential role in managing his team well. Team work and Team "uilding are essential to make the organization a better place to work. .mployees are the assets of every organization and its success is directly proportional to the hard work every employee puts in. All aspects related to team management system will be studied and analyzed. 1.5 SCOPE OF THE STUDY
An increasing number of organizations are working on improved ways to manage a team in order to increase productivity and eventually lead to the growth of the organization. /ith knowledge based competence becoming more valued and necessary, high competent resources become an increasingly important investment for any thriving

business. (roper team management is important in facilitating and ma imizing return on investment. Team management system need to focus on employee growth and inculcate the sense of greater commitment to organizational goals, improve overall confidence, allow honest and open communications and creating a preferred leadership style and thereby creating a new value for the client.

1.6 RESEARCH METHODOLOGY

Re e!"#$ is a systematic quest for undiscovered knowledge. $t is a combination of both e perience and reasoning and is regarded as the most successful approach to discover knowledge. Thus it is a systematized effort 1planned, organized with a specific goal2. The discovery and creation of knowledge therefore lies at heart of research. The purpose of research is to discover answers to questions through the application of scientific procedures. $t helps to portray accurately the characteristics of a particular individual, situation or a group. Re e!"#$ %e&$'(')'*+ is a way to systematically solve the research problems by logically adopting various steps. $t aims to describe and analyze methods, throw light on their limitations and resources, clarify their pre% suppositions and consequences relating their potentialities to the twilight zone at the frontier of knowledge. 3esearch methodology includes the various steps that are generally adopted by a researcher in studying the research problem along with the logic behind them

T+,e '- "e e!"#$ . De #"/,&/0e "e e!"#$

5escriptive research involves describing the characteristics of a particular situation, event or case. This is a descriptive study that focuses on the team management and the factors that team management at e&uadriga

1.1 SAMPLING DESIGN

1. U2/0e" e - T$e universe for the present study includes 1*6 employees who are

working in all departments in e&uadriga 2. S!%,)/2* Me&$'( - 'imple random sampling 7arious strategies can be used to collect quantitative data. 8owever in this study simple random sampling was carried out. This is because aim of the study is to measure variables distributed in a population i.e., e&uadriga. 3. S!%,)e S/3e The sample size taken is 96 employees who are working in all departments in e&uadriga

1.4 SAMPLING TECHNI5UES USED FOR ANALYSIS

1. The data was collected systematically, processed and analyzed depending on the distribution of data. *. #irst the socio%demographic characteristics of the respondents were analyzed and the percentage of the various characteristics present in the respondents was calculated. 0. ,omparison of socio%demographic characteristics of respondents was made with the team management procedure and the factors which influence it. 'tatistical techniques like, percentage analysis ,chi square and weighted average were used to make this comparison

S#'"/2* ,"'#e(6"e
The scoring is done in five point scale techniques as mentioned below 1. 'trongly Agree *. Agree 0. :eutral 4. 5isagree 6. 'trongly 5isagree

1.7 SOURCES OF DATA COLLECTION

The method of data collection adopted for the study is primary and secondary data. The primary data ,ollected is through questionnaires, which was collected from individuals from the study area. The secondary data was collected from published books, journals and websites

1.18 STATISTICAL TOOLS EMPLOYED

'imple percentage analysis method ,hi%square method /eighted average method

1. S/%,)e ,e"#e2&!*e !2!)+ / %e&$'(

(ercentage is often used in data presentation for they simplify numbers reducing all of them to a !%1!! range. Through the use of percentage, the data are reduced into the standard form with base equal to 1!!.

Pe"#e2&!*e926%:e" '- "e ,'2 e ;&'&!) < 188

2. C$/- =6!"e %e&$'(

The chi%square test is one of the simplest and most widely used non% parametric tests in statistical work< $t makes no assumptions about the population being sampled. The quantity chi%square describes the magnitude of discrepancy between theory and observation, i.e., with the help of chi%square test we know whether a given discrepancy between theory and observation can be attributed to chance or whether it results from the inadequacy of the theory to fit the observed facts. $f chi%square is zero, it means that the observed and e pected frequencies completely coincide. The greater the value of chi%square, the greater would be the discrepancy between observed and e pected frequencies. The formula for computing chi%square is= X = O- E E /here, > % The frequencies observed .% The frequencies e pected ?% the @sum ofA

3. >e/*$&e( A0e"!*e Me&$'(

'coring pattern of the ranking attributes is 'trongly agree Agree :eutral B1 B* B0 9

5isagree

B4

'trongly 5isagree B 6

F'"%6)!?
>1<@1A>2<@2A>3<@3A>4<@4A>5<@5 >1A>2A>3A>4A>5 >$e"eB /1% /eight of the first favorable response 1'ay 62 /*% /eight of the second favorable response 1say 42 /6 %/eight of the third favorable response 1say 02 /4 % /eight of the fourth favorable response 1say *2 /6 % /eight of the fifth favorable response 1say 12 C1% #irst favorable response C*% 'econd favorable response C6 % Third favorable response C4 % #ourth favorable response C6 % #ifth favorable response

1.11 PERIOD OF THE STUDY The period of the study is 0 months from #eb *!10 to April *!10 1.12 GEOGRAPHICAL AREA COVERED
The aim of the study is to measure variables distributed in population i.e., e&uadriga D'oftware (rivate ltd. and to test the hypotheses about which factors are contributing significantly to team management The geographical area covered is restricted to the employees working at e&uadriga 'oftware (vt ltd.

1.13 HYPOTHESIS
1. There is no significant relationship between income per annum of the respondents and satisfaction on present salary structure *. There is a significant relationship between e perience of the respondents and conflict arise due to difference in values 0. There is a no significant relationship between designation of the respondents and reward recognition in their organization

1.14

LIMITATION OF THE STUDY

C'0e"!*e - The study is micro in nature and data were collected only from 96 C'2-/(e2&/!)/&+- 3espondents at certain locations or work places were hesitant to reveal certain information due to fear of their management.

1.15 CHAPTER SCHEME

CHAPTER I CHAPTER II CHAPTER III CHAPTER IV CHAPTER V CHAPTER VI

. $ntroduction And 5esign >f The 'tudy . 3eview And (revious 'tudies . Theoritical #ramework >f Team -anagement . (rofile >f .quadriga 'oftware (vt )td Trichy . Analysis And $nterpretation . #indings,'uggestion And ,onclusion >f The 'tud

CHAPTER II

REVIE> AND PREVIOUS STUDIES

1!

1. A number of @competenciesA to become a successful team member in health professions learning and practice have been identified in literature. #rom a management perspective, a competency is defined as a Gcluster of knowledge, skills and attitudesH CP!""+B Re e!"#$ '2 &e!%D'"E #'%,e&e2#/e /2 $e!)&$#!"eB1774F. *. .ducational competencies identified in the literature on teamwork in healthcare are either the @curriculum outcomesA, or the @knowledge, skills and attitudesA that are their @enablers @for effective team performance< common commitment and purpose, performance goals, complementary skills, and mutual accountability. 0. 'T.7.:' A:5 ,A-($>: 11FF42 categorize the knowledge, skills and abilities required for teamwork as interpersonal 1conflict resolution, collaborative problem solving, communication2 and self%management 1goal setting and performance management, and planning and task coordination2 competencies. These competencies are similar to the healthcare related teamwork competencies described below. (arallel to these developments, team performance has been e tensively studied in high reliability conte ts such as aviation, nuclear power plants and military teams. These researchers have identified competencies and developed frameworks and ta onomies 1table 12 in constructing and validating teamwork measures. CF)e/ $%!2 G H!##!"'B 1772I D/#E/2 '2 G M#I2&+"eB 1772I B"!22/#E et al., 1775F. A systematic literature review on medical team training literature by "aker et al. 1*!!6a2 summarizes these competencies as knowledge 1shared task models, situational awareness, teammate characteristic familiarity, knowledge of team goals and task specific responsibilities2< skills 1monitoring, adaptability, backup behaviour, team leadership, conflict resolution, feedback, closed%loop communication2 and attitude 1team orientation, collective efficacy, shared vision, team cohesion, mutual trust, importance of teamwork2 competencies. $n *!!E, 'alas, ,ooke, 3osen, writes on an $ntegrative review of the literature on Teaming. E discoveries and 6 challenges, more than 10! models and frameworks of team 11

performance were identified. ,ore concepts include input%output framework, multilevel and dynamic nature of teams, team members engage in both individual task work and teamwork processes. .mphasized importance of shared cognition, effectiveness of team training, factors that influence team performance, the multidisciplinary nature of team research and theory, need for better measures of teamwork processes and team effectiveness $n *!!9 -c,allin, "amford writes on team work in :ursing, Australia. 8e says there is a need to e amine team processes as well as team effectivness. .motional intelligence as model for e amination of team processes was proposed 5ysfunctional team members, avoidance of confrontation, need for members to Ifit= the team, need for trust%building, communication a priority, leaders set the tone. $n *!!6,-ckan writes about teamwork in 8ealthcare ,Australia. Theory development article on effective healthcare teams describes e amination of teamwork and a ,onstructivist approach to development of a model. (articipants in study were 16 doctors, 1! nurses, 9 administrators, and 9 allied health professionals. ; categories were identified which were conceptually linked across 4 emerging themes 1team environment, team structure, team processes, and individual contribution2. 4 stage guide for reflective analysis and team development was developed. M/#E!2 !2( R'(*e" C2885FB ,. 365. Jn 1FFF, 'aavedra, 7an 5ybe writes about a research study on social e change, emotional investment, and group performance. 'ample was *E work groups consisting of 104 individuals 1undergraduate students2. $t was found that emotional investment was key variable in prediction of group effectiveness, along with costs, rewards.

$n 1FFF /heelan, "urchill write about /heelanKs model of group development 1similar to traditional models2. A ;!%item questionnaire was developed with 4 scales and 16 items per scale. $t was tested on 14 units 1teams2 and it was found that lower scores on 1*

dependency and inclusion and lower scores on conflict and counter dependency were associated with higher levels of group productivity across settings. -any articles in the business literature provide suggestions for effective teams that are based on traditional models of teamwork and leadership that may or may not be supported by evidence. . pert opinion is a major source of much of this literature. ,onsultant Lean )loyd 1*!!F2 advises these rules for being a team player= appreciate your teammates, reach out to help others, confront conflicts face to face, stay focused on the team goal instead of your own glory, communicate, and treat all team members as equals. 'he offers this team%building advice for managers= empower employees, focus on results, pay for performance, recognize individuals, and set guidelines. Timothy "rady 1*!!F2 advises teams to= understand responsibilities, have common goals, deal with change, deal with conflict, share information, share ideas, perform team maintenance, use direct communications, and develop trust.

10

CHAPTER - III

THEORITICAL FRAME>ORJ
3.1 INTRODUCTION
-anagement is vital if we e pect our work to be effective. A job goes through several activities and cycles between when it comes through the door and leaves as a nice shiny finished package< and effective management needs to be in place at each stage for the product to be completed on time, to a high standard and within the budget. Time and project management are not the only things to consider, though. Lust as important are

14

bringing a team in line with the companyAs objectives and motivating the team so that it truly wants the outcome of its creativity to be successful. Team management refers to techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goalMi.e. a team. Team building is basically the selection, development and collective motivation of a team. A team is a group of people who are joined together with a common goal or objective. Teams are most suitable for highly comple tasks. Team building has gained immense popularity over the years and it is one of the most common e ercises in the corporate world. >rganizations that ma imize success embrace the concept of ITeam )eadershipI and their managers are skilled at leading group problem%solving sessions ma imizing collaboration across all functional units. This feeling of mutual respect, trust and maturity becomes the foundation for teamwork and problem solving.

3.2 DEFINITION OF A TEAM

A team is a group of individuals, all working together for a common purpose. The individuals comprising a team ideally should have common goals, common objectives and more or less think on the same lines. $ndividuals who are not compatible with each other can never form a team. They should have similar if not the same interests, thought processes, attitude, perception and likings.

3.3 DEFINITION OF TEAM BUILDING

Team building refers to the various activities undertaken to motivate the team members and increase the overall performance of the team.

3.4 DEFINITION OF TEAM MANAGEMENT

Team management refers to the various activities which bind a team together by bringing the team members closer to achieve the set targets. #or the team members, their team

16

must be their priority and everything else should take a back seat. They should be very focused on their goals.

3.5 FACTORS OF A TEAM Te!% %e%:e"

The team members must complement each other. All team members should help each other and work in unison. (ersonal interests must take a back seat and all of them must deliver their level best to achieve the team objective. Team members must not argue among themselves or underestimate the other member.

Te!% S/3e
The team size depends on the comple ity of the task to be accomplished. $deally a team should consist of 9%1! members. Too many members also lead to confusions and misunderstandings.

3.6 TEAM DEVELOPMENT STAGES S&!*e 1? F'"%/2*

5uring this stage, group members may be an ious and adopt wait%and%see attitude. They will be formal towards each other. There would be no clear idea of goals or e pectations. This is the stage where the team needs to write its own charter or mission statement as well as clarify goals. The most important thing here is that goals must have a personal buy%in.

S&!*e 2? S&'"%/2*
5uring this stage, team members are eager to get going. ,onflict can arise as people tend to bring different ideas of how to accomplish goals. At this time, they notice differences rather than similarities. This leads to some members dropping out mentally or physically.

1;

S&!*e 3? N'"%/2*
This stage is when people begin to recognize ways in which they are alike. They realize that they are in this together. 8ence, they tend to get more social and may forget their focus in favor of having a good time. This is the time to help with training if applicable. $t becomes important to encourage them in order to feel comfortable with each other and with systems. Also, the group needs to stay focused on goal.

S&!*e 4? ,e"-'"%/2*
This stage is when team members are trained, competent, as well as able to do their own problem%solving. At this time, ways need to be looked at in order to challenge them as well as develop them. The team is mature now. The members understand their roles and responsibilities. They would require more input in processes. The members would be self%motivated as well as self%trained.

3.1 CHARACTERISTICS OF AN EFFECTIVE TEAM

.ach team member participates actively and positively in meetings as well as projects..This is shows a personAs commitment as well as understanding towards a project.

,ommunication is vital for achieving successful completion of any project. $ndividual members have thought about creative solutions to the teamAs problem. Thinking out of the bo is vital in todayAs economic scenario. .veryone takes the initiative in order to get things done. There is no concept of passing the buck. This is an indication of clear communication leading to understanding of indiviDdual responsibilities.

.veryone has to be supportive of the project as well as of others. A team is one unit. Nnless these cohesive forces are there, the team will never be able to work efficiently enough.

Team decisions are made by using organized as well as logical methods.

19

3.4 TYPES OF TEAMS

-ajor types of teams are 1 * 0 >perational teams 'ervice teams ,ross%functional team

1.

O,e"!&/'2!) &e!%
>perational teams may be defined as permanent groups of workers with a range of skills organised to produce a product either for internal or e ternal customers. $n some instances the team has complete responsibility for converting raw material into a finished product. Alternatively a teamKs KproductK may involve completion of a segment of the production process. -any different names are given to operational teams, including primary teams, shop%floor teams, autonomous work groups, cells or cellular teams and self%managed teams.

2.

Se"0/#e &e!%
$n manufacturing organisations service teams commonly comprise maintenance, administrative and clerical staff and provide support to production areas. $n commercial and service organisations teams are likely to be based on the need to service a particular client or group of clients or to provide a particular product or service to a wide range of clients.

3.

C"' --62#&/'2!) &e!%

,ross%functional teams are made up of representatives from various functions and disciplines. They tend to be set up to look at particular problems or issues either on a part%time basis or full%time for a fi ed duration. $ssues commonly dealt with by cross% functional teams are quality improvement and product development. They are made

1E

up of representatives from various functions and disciplines. #requently members of cross%functional teams will also be members of other teams.

O&$e" &+,e '- &e!%

1. Pe"%!2e2& &e!% - These teams perform on a permanent basis and are not dissolved once the task is accomplished. )et us understand the concept with an e ample. *. Te%,'"!"+ &e!% - Nnlike permanent teams, temporary teams loose their importance, once the task is accomplished. 'uch teams are usually formed for a shorter duration either to assist the permanent team or work when the members of the permanent team are busy in some other project. 0. T! E F'"#e - 'uch teams are formed for a special purpose of working on any specific project or finding a solution to a very critical problem. 4. C'%%/&&ee - ,ommittees are generally formed to work on a particular assignment either permanently or on a temporary basis. $ndividuals with common interests, more or less from the same background, attitude comes together on a common platform to form a committee and work on any matter. 6. O"*!2/3!&/'2;>'"E F'"#e - 'uch groups are formed in organizations where team members work together under the e pert guidance of leader. A leader or a supervisor is generally appointed among the members itself and he along with his team works hard to achieve a common goal ;. Se)- M!2!*e( Te!% - 'elf -anaged Teams consist of individuals who work together again for a common purpose but without the supervision of any leader. 8ere as the name suggests every individual is accountable for his individual performance

3.7 IMPORTANCE OF TEAM AND TEAM >ORJ

Teams are formed when individuals with a common taste, preference, liking, and attitude come and work together for a common goal. Teams play a very important role in organizations as well as our personal lives. GComing together is a beginning. Keeping together is progress. Working together is

1F

success- enr! "or#$

The above proverb by 8enry #ord can very well highlight the importance of working together in teams. .very employee is dependent on his fellow employees to work together and contribute efficiently to the organization. :o employee can work alone< he has to take the help of his colleagues to accomplish the tasks efficiently. Te!% D'"E / e e2&/!) /2 #'",'"!&e -'" :e&&e" '6&,6& !2( ! :e&&e" :'2(/2* !%'2* e%,)'+ee .

:o organization runs for charity. Tasks are accomplished at a faster pace when it is done by a team rather than an individual Team work is also important to improve the relations among the employees. Team members can also gain from each

3.18 TIPS FOR PROFESSIONALS TO BE A GOOD TEAM MEMBER

A team member must avoid playing blame games or dirty politics at the workplace. A professional must develop the habit of using planners and organizers at work to set reminders against the desired date and time An individual must be transparent with his colleagues Adopt a friendly attitude at work "e a good communicator. >ne has to be disciplined at work Take care of your dressing also. *!

A team member should be organized

3.11 TEAM SPIRIT

Team spirit is nothing but a combination of high energy and synergy. $t is the willingness and the ability to work in an interdependent fashion where one team member needs to rely on other members to accomplish his or her work or to achieve the goals of the team without having to worry about the recognition for the work done. $n order to build a great team spirit, the following factors are essential= 1 * 0 4 6 Transparent communication, 5ecision O making capabilities, 5efined roles and responsibilities, .ffective leadership 3obust reward and accountability system for individuals and the team

3.12 BARRIERS OF EFFECTIVE TEAM BUILDING

/hen individuals give priority to their personal interests than work, the team suffers. $ndividuals not being clear about the teamAs goal and their roles and responsibilities in the team also create problems in effective team building. The roles and responsibilities must be designed according to the team memberAs interest, educational qualification and specializations. )ack of discussions is again a barrier to effective team building (oor communication is also one of the barriers to effective team building. )ack of discipline and punctuality also create problems in team

3.13 CONCLUSION

*1

Team working is not a finite project but a process of continuous improvement and innovation. $n order to achieve high performance, teams require regular changes and challenges. These may include= changes to team personnel< new tasks< re% e amining the contribution the team makes to the overall business aims. The concept of autonomous teams may be misleading as teams will always be answerable to management and rely on the provision of resources and other support. :evertheless one of the best ways to ensure that teams continue to develop is to move towards self%regulation % an important way of monitoring the progress of teams is to assess the level of dependence on management. $t is for management to encourage progress by helping the teams develop greater independence.

CHAPTER IV
**

PROFILE OF E5UADRIGA SOFT>ARE PVT LTDB T"/#$+

4.1 ABOUT E5UADRIGA

.&uadriga group started its operations in the year *!!! through the incorporation of e&uadriga 'oftware (vt. )td., the first -:, in Trichy, with its 8ead quarters in +ermany. The other group companies are EQuadriga Finishing School EQuadriga ITES EQuadriga Placement Services

.&uadriga was started to cater to the software development needs of the Plett +roup, +ermany. $n >ctober *!!0, e&uadriga software was acquired by +#T Technologies, +ermany and became their offshore development centre. $n -arch *!!E, e&uadriga *0

again became independent to e plore new markets and +#T still continues as a shareholder in e&uadriga. 'tarting from its initial days, e&uadriga has been catering to the .uropean market and hence, I5elivery on Time, 5elivery with &ualityI has been the mantra which has brought the company to where it stands today. .&uadriga software was established to provide seamless, innovative $nformation Technology 'olutions for business organizations across wide range of verticals. The company offers business and technology solutions of highest standard that helps business organizations to realize the benefits of $nformation Technology, Along with the technology solutions Q services, we bring in the best global business practices, proven methodology, world%class quality processes and domain e pertise that best suit the needs of local business communities. /e strive to assist our customers to reach their goals, to improve the quality of their businesses, provide measurable 3>$ through operational efficiencies, and increase customer satisfaction

*4

V/ /'2?
To become a G,omplete solution providerH in the field of software development, thereby enabling ourselves to deliver innovative and customized solutions to our clients which adds value to their portfolio.

M/ /'2?
To create a culture of e cellence that delivers high end software solutions with a commitment to total customer satisfaction and employee morale, striving to attain the highest standards in the quality of deliverables and motivation of employees.

4.2 E%&'()*+' ,EO,-E The success of our company rests purely on our people. They are the reason for the high quality services and products which we commit to deliver. 'pecialists from the fields of technology, business, strategy and design form the nucleus of our competence. The secret of our success is the diversity of our staff. Their diverse e perience, knowledge, creativity and personality allow us to promote our customersK business with innovative solutions. /e have integrated this conviction into our company culture which is based on all around openness, mutual respect, shared responsibility and comprehensive personal growth and development. 4.3 E%&'()*+' C')EE).

T$e Be & /2 Te#$2')'*+ !2( &$e Be & /2 EK,e"/e2#e

/ith us you will get to work on challenging projects at the fore front of technology. /ith *6

the best of hardware at your finger tips and a seasoned team of professionals at the helm, there is nothing to hold you back from discovering your talent.

>'"E C6)&6"e
>ur great work culture rewards hard work, innovative ideas and true out of the bo thinking. /e provide for a creative
innovative products. and inspiring atmosphere for the exploration of your true potential. We take good care of our own and thus create a top class team responsible for the

E(6#!&/'2 !2( T"!/2/2*

/e firmly believe that the process of education is a never ending one. >ur work involves countless bouts of innovation
of specialization. and we constantly adapt to the new technologies in our fields. Our extensive training programs ensure that all are abreast with the latest in their spheres

F/2!2#/!) !2( Re%62e"!&/'2

/e reward performance and the members of the team share the financial rewards of their projects with a well entrenched system of Pay-for-Performance.

4.4 EQUADRIGA PROCESS METHODOLOGY

*;

4.5 ORGANIHATION CHART

.&uadriga 'oftware ,hairman and -anaging 5irector

*9

(roject -anager

P"'Le#& Le!(e"

P"'Le#& Le!(e"

Te & Le!(e"

A2!)+3e"

De0e)',e"

Te &e"

*E

CHAPTER

ANALYSIS AND INTERPRETATION T!:)e 5.1 Ge2(e" '- &$e Re ,'2(e2&

S.NO

GENDER

FRE5UENCY *F

PERCENT

1 *

-ale #emale

6; 1F

96 *6

T'&!)

15

188

S'6"#e= primary data I2&e","e&!&/'2?

#rom the above table *.0.1 regarding +ender of the respondents it is found that 96R of the respondents are -ale and *6R of the respondents are #emale -ajority of the respondents are male

C$!"& 5.1 Ge2(e" '- &$e Re ,'2(e2&

0!

100

80

7 75 5

60

40 25 20

0 M!)e Fe%!)e

T!:)e 5.2 A*e '- &$e Re ,'2(e2&

01

S.NO 1 * 0 4

AGE "elow *6 years *6%0! years 0!%06 years Above 06 years T'&!)

FRE5UENCY 1! 06 1F 11 15

PERCENT 10. 49 *6 16 188

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.* regarding age of the respondents it is found that 10R of the respondents are belongs to the age of below *6 years, 49R of the respondents are belongs to the age of *6%0! years, *6R of the respondents are belongs to the age of 0!%06 years and 16R of the respondents are belongs to the age of above 06years -ajority of the respondents are belongs to the age of *6%0! years.

C$!"& 5.2 A*e '- &$e Re ,'2(e2&

0*

Above 35 years

15

30-35 years

25

25-30 years

47

13 Below 25 years

10

20

30

40

50

60

T!:)e 5.3 M!"/&!) S&!&6 '- &$e Re ,'2(e2&

00

S.NO

MARITAL STATUS

FRE5UENCY

PERCENT

-arried

0F

6*.

Nnmarried

0;

4E

Total

96

1!!

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.0 regarding marital status of the respondents it is found that 6*R of the respondents are -arried and 4ER of the respondents are Nnmarried. -ajority of the respondents are -arried

C$!"& 5.3 M!"/&!) S&!&6 '- &$e Re ,'2(e2&

04

48% Married Unmarried 52%

T!:)e 5.4 E(6#!&/'2!) =6!)/-/#!&/'2 '- Re ,'2(e2&

06

S.NO 1 *

EDUCATIONAL 5UALIFICATION +raduate (ost +raduate

FRE5UENCY *1 64

PERCENT *E. 9*.

Total

96

1!!

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.4 regarding .ducational &ualification of the respondents it is found that *ER of the respondents are +raduates and 9*R of the respondents are (ost +raduates. -ajority of the respondents are (ost +raduates.

C$!"& 5.4 E(6#!&/'2!) =6!)/-/#!&/'2 '- Re ,'2(e2&

0;

100 72

80

60 28

40

20

0 Grad a!e "G

T!:)e 5.5 De /*2!&/'2 '- &$e Re ,'2(e2&

09

S.NO

DESIGNATION

FRE5UENCY

PERCENT

Lunior .associate

*0

01

Associate

*;

06

'enior Associate

1E

*4

(roject lead

1!

Total

96

1!!

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.6 regarding 5esignation of the respondents it is found that 01R of the respondents are Lunior Associates, 06R of the respondents are Associates, *4R of the respondents are 'enior Associates and 1!R of the respondents are (roject )ead . -ajority of the respondents works under the 5esignation of Associates. .

C$!"& 5.5 De /*2!&/'2 '- &$e Re ,'2(e2&

0E

40 35 30 31

35

24 25 20 15 10 5 0 # nior $Asso%ia!e Asso%ia!e &enior Asso%ia!e "ro'e%! (ead 11

T!:)e 5.6 % EK,e"/e2#e '- &$e Re ,'2(e2&

0F

S.NO

E@PERIENCE

FRE5UENCY

PERCENT

1 * 0 4 6

less than 1 year 1%0 years 0%6 years Above 6 years Total

1! 19 1F *F 96

10 *0 *6 0F 1!!

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.; regarding . perience of the respondents it is found that 10R of the respondents having the . perience of less than 1 year, *0R of the respondent having the . perience of 1%0 years, *6R of the respondents having the . perience of 0%6 years and 0FR of the respondents having the . perience of above 6 years -ajority of the respondents having the . perience of above 6 years.

C$!"& 5.6 EK,e"/e2#e '- &$e Re ,'2(e2&

4!

50 45 40 35 30 23 25 20 13 15 10 5 0 less !*an 1 year 1-3 years 3-5 years Above 5 years 25

3)

T!:)e 5.1 I2#'%e '- &$e Re ,'2(e2&

41

S.NO 1 * 0 4 6

INCOME PER ANNUM less than 1 lakh 1%0 lakhs 0%6 lakhs above 6 lakh Total

FRE5UENCY 1E 09 1! 1! 96

PERCENT *6 4F 10 10 1!!

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.9 regarding $ncome of the respondents it is found that *6R of the respondents getting the $ncome of less than 1 lakhs,4FR of the respondents getting the $ncome of 1%0 lakhs,10R of the respondents getting the $ncome of 0%6 lakhs, and 10R of the respondents getting the $ncome of above 6 lakhs, -ajority of the respondents getting the $ncome of 1%0 lakhs per annum.

C$!"& 5.1 I2#'%e '- &$e Re ,'2(e2&

4*

60 50 40 30 20 10 0 (ess !*an 1 la+* 24

4)

13

13

"er%en! 1-3 la+*s 3-5 la+*s Above 5 la+*s

T!:)e 5.4 C''"(/2!&/'2 /2 &$e Te!%

40

S.2'

F!#&'"

S&"'2*)+ A*"ee 4 16.002 6 1;.;92 6 1;.;92 6 11*2 F 11*2

A*"ee

Ne6&"!)

D/ !*"ee

S&"'2*)+ D/ !*"ee

T'&!)

Team members know each otherAs point of view +ood understanding of each otherAs abilities Team members show initiative Team members feel free to e press difference in opinion Nnderstanding the (ersonal values T'&!)

64 19*2 6* 1;F.00 09 14F.002 09 14F.002 4; 1;1.00

F 11*2 16 1*!2 *; 104.;92 *6 10.002 19 1**.;92

E 11!.;92 0 142 9 1F.002 E 11!.;92 0 142 ! ! ! ! !

96 11!!2 96 11!!2 96 11!!2 96 11!!2 96 11!!2

*E

**;

F*

*F

096

S'6"#e= primary data

I2&e","e&!&/'2?
1. #rom the above table *.0.E regarding coordination in the team it is found that

6R of the respondents are strongly agree,9*R of the respondents agrees that Team 44

members know each otherAs point of view,1*R of the respondent gives the neutral opinion,11R of the respondents are disagree and there is no opinion for strongly disagree.

2.

#rom the above table *.0.E regarding coordination in the team it is found that

9R of the respondents are strongly agree,;FR of the respondents agree that +ood understanding of each otherAs abilities,*!R of the respondents gives the neutral opinion,4R of the respondents are disagree and there is no opinion for strongly disagree.

3.

#rom the above table *.0.E regarding coordination in the team it is found that

9R of the respondents are strongly agree,4FR of the respondents agree that Team members show initiative,06R of the respondents give the neutral opinion,FR of the respondents are disagree and there is no opinion for strongly disagree.

4.

#rom the above table *.0.E regarding coordination in the team it is found that

1*R of the respondents are strongly agree,6!R of the respondents are agree that, Team members feel free to e press difference in opinion,0R of the respondents gives the neutral opinion,11R of the respondents are disagree and there is no opinion for strongly disagree.

5.

#rom the above table *.0.E regarding coordination in the team it is found that

1*R of the respondents are strongly agree,;1R of the respondents agree that team members Nnderstand the (ersonal values,*0R of the respondents give the neutral opinion,4R of the respondents are disagree and there is no opinion for strongly disagree.

T!:)e 5.7
Ge&&/2* A)'2* D/&$ &$e Te!%

46

S.NO

F!#&'"

FRE5UENCY

PERCENT

1 * 0 4 6 ;

7ery +ood +ood 'atisfactory "ad 7ery "ad TOTAL

1E 0E 1F ! ! 96

*4 61 *6 !. ! 1!!

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.F regarding getting along with the team leader and team members it is found that, *4R of the respondents are from very good category,61R of the respondents are from good category,*6R of the respondents are at the satisfactory level and there is no opinion for bad and very bad category

-ajority of the respondents gives that getting along with the team leader and team members is good

C$!"& 5.4
Ge&&/2* A)'2* D/&$ &$e Te!%
4;

,ery Bad

Bad

&a!is-a%!ory 25 Good 51 ,ery Good 24 0 10 20 30 40 50 60

T!:)e 5.7
A#$/e0/2* *'!) &$"'6*$ &e!%D'"E
49

S.2'

F!#&'"

S&"'2*)+ A*"ee

A*"ee

Ne6&"!)

D/ !*"ee

S&"'2*)+ D/ !*"ee

T'&!)

Team e pects to be successful in achieving its goal -embers agree with the groupAs goal There is not much discussion about team goals The teamAs objectives are being achieved $ndividual commitment to group goals and T'&!)

*1 1*E2

60 19!.;92 4* 16;2 1! 110.002 60 19!.;92 40 169.002 *!1

1 11.002 10 119.002 *0 10!.;92 1* 11;2 19 1**.;92 ;;

96 1!!

1E 1*42 6 1;.;92 F 11*2 10 119.002 ;;

* 1*.;92 *F 10E.;92 1 11.002 1 11.002 00

96 1!!

E 11!.;92 !

96 1!! 96 1!!

1 11.002 F

96 1!! 096

S'6"#e= primary data

I2&e","e&!&/'2?

4E

1.

#rom the above table *.0.1! regarding achieving goals through teamwork it is

found that *ER of the respondents are strongly agree,91R of the respondents are agree that Team e pects to be successful in achieving its goal,*R of the respondents gives the neutral opinion and there is a least opinion for disagree, strongly disagree.

2.

#rom the above table *.0.1! regarding achieving goals through teamwork it is

found that *4R of the respondents are strongly agree,6;R of the respondents agree that -embers agree with the groupAs goal,1ER of the respondents gives the neutral opinion,0R of the respondents are disagree and there is no opinion for strongly disagree.

3. #rom the above table *.0.1! regarding achieving goals through teamwork it is found that 9R of the respondents are strongly agree,10R of the respondents agree, 01R of the respondents give the neutral opinion,0FR of the respondents are disagree that There is not much discussion about team goals and 1!R of the respondents gives strongly disagree.

4.

#rom the above table *.0.1! regarding achieving goals through teamwork it is

found that 1*R of the respondents are strongly agree,91R of the respondents agree that The teamAs objectives are being achieved,1;R of the respondents gives the neutral opinion,*R of the respondents are disagree and there is no opinion for strongly disagree.

5.

#rom the above table *.0.1! regarding achieving goals through teamwork it is

found that 19R of the respondents are strongly agree,69R of the respondents agree that $ndividual commitment to group goals and,*0R of the respondents gives the neutral opinion and there is a least opinion for disagree, strongly disagree.

T!:)e 5.18 A,,"e#/!&/'2 '- Te!%D'"E :+ &', %!2!*e%e2&

4F

S.NO

FACTORS

FRE5UENCY

PERCENT

Ses

61

;E

:o

*4

0*

Total

96

1!!

S'6"#e= primary data

I2&e","e&!&/'2?

#rom the above table *.0.11 regarding Appreciation of teamwork by top management it is found that ;ER of the respondents gives that top management appreciate the teamwork and 0*R of the respondents gives that the top management does not appreciate the teamwork. -ajority of the respondents gives that top management appreciate the teamwork

C$!"& 5.18

6!

A,,"e#/!&/'2 '- Te!%D'"E :+ &', %!2!*e%e2&

80 70 60 50 40 30 20 10 0 .es /o 32

68

T!:)e 5.11
C'2-)/#& !%'2* Te!% %e%:e"
61

S.2'

F!#&'"

S&"'2*)+ A*"ee

A*"ee

Ne6&"!)

D/ !*"ee

S&"'2*)+ D/ !*"ee

T'&!)

,onflicts are due to differences in values ,onflict is dealt with openly ,onflict arise due to misunderstanding ,onflict arise due to poor communication ,onflict arise because of partiality

00 ! 1442

0! 14!2 *E 109.002 6; 194.;92 60 19!.;92 44 16E.;92 *11

11 114.;92 ;

1 11.002 !

96 1!! 96 1!! 96

41 ! 164.;92 16 ! 1*!2 14 ! 11E.;92 *0 ! 10!.;92 ! 1*;

1E2 4 ! 16.012 E ! 11!.;;2 E ! 11!.;;2 09 1

1!! 96 1!! 96 1!! 096

T'&!)

S'6"#e= primary data

I2&e","e&!&/'2?

6*

1.

#rom the above table *.0.1* regarding conflict among team members it is

found that 44R of the to respondents agree that ,onflicts are due differences in values 4!R of the respondents gives the neutral opinion,16R of the respondents are disagree and there is a least opinion for strongly disagree.

2. #rom the above table *.0.1* regarding conflict among team members it is found that 66R of the respondents agree that ,onflict is dealt with openly,09R of the respondents gives the neutral opinion,ER of the respondents are disagree and there is no opinion for strongly disagree.

3.

#rom the above table *.0.1* regarding conflict among team members it is

found that *!R of the respondents agree,96R of the respondents are moderately agree that ,onflict arise due to misunderstanding,;R of the respondents are disagree that and there is a least opinion for strongly disagree.

4.

#rom the above table *.0.1* regarding conflict among team members it is

found that 1FR of the respondents agree,91R of the respondents are moderately agree that ,onflict arise due to poor communication ,11R of the respondents are disagree and there is no opinion for strongly disagree.

5.

#rom the above table *.0.1* regarding conflict among team members it is

found that 01R of the respondents agree,6FR of the respondents are moderately agree that ,onflict arise because of partiality and11R of the respondents are disagree and there is no opinion for strongly disagree.

T!:)e 5.12 M'&/0!&/'2 )e0e) '- &$e Te!%

60

S.2'

F!#&'"

S&"'2*)+ A*"ee

A*"ee

Ne6&"!)

D/ !*"ee

S&"'2*)+ D/ !*"ee

T'&!)

Team encourages innovation )eader is relied upon to give direction and motivation 3eward recognition help us work effectively .ach team member motivation is essential for the output Top management appreciate team for best result T'&!)

19 1**.;;2

64 19*2 60 19!.;92 4* 16;2 49 1;*.492 0; 14E2 *0*

* 1*.;92 1* 11;2 ; 1E2 1; 1*1.002 *E 109.002 ;4

* ! 1*.;92 1 ! 11.002 ! !

96 1!! 96 1!! 96 1!!

F 11*2

*9 10;2 1* 11;2 ; 1E2 91

! !

96 1!!

6 ! 1;.;92 E !

96 1!! 096

S'6"#e= primary data

I2&e","e&!&/'2?

64

1.

#rom the above table *.0.10 regarding motivation level of the team it is

found that *0R of the respondents are strongly agree,9*R of the respondents agree that Team encourages innovation,0R of the respondents gives the neutral opinion and 0R of the respondents gives disagree.

2.

#rom the above table *.0.10 regarding motivation level of the team it is found

that 1*R of the respondents are strongly agree,91R of the respondents agree that )eader is relied upon to give direction and motivation,1;R of the respondents gives the neutral opinion,

3. #rom the above table *.0.10 regarding motivation level of the team it is found that 0;R of the motivation level of the respondents are strongly agree,6;R of the respondents agree that that 3eward recognition help us work effectively,ER of the respondents gives the neutral opinion,

4.

#rom the above table *.0.10 regarding motivation level of the team it is found

that 1;R of the respondents are strongly agree,;0R of the respondents agree that .ach team member motivation is essential for the output,01R of the respondents gives the neutral opinion,

5.

#rom the above table *.0.10 regarding motivation level of the team it is found

that ER of the respondents are strongly agree,4ER of the respondents agree that Top management appreciate team for best result,09R of the respondents gives the neutral opinion and ;R of the respondents are strongly disagree

T!:)e 5.13

66

>'"E)'!( /2 &$e Te!%

S.NO

>ORJLOAD

FRE5UENCY

PERCENT

1 * 0 4 6

>verload -oderate Nnder load >ptimal T'&!)

1E 0; 1 *! 96

*4 4E 1 *9 1!!

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.14 regarding workload in the team it is found that *4R of the respondents feels that overload, 4ER of that respondents feels that workload is moderate and *9R of the respondents feels that workload is optimal -ajority of the respondents feels that workload in the team is moderate

C$!"& 5.13

6;

>'"E)'!( /2 &$e Te!%

60
48

50 40 30 20 10 0
0verload Modera!e Underload o1!imal 27 24

T!:)e 5.14

69

S!&/ -/e( D/&$ &$e ,"e e2& !)!"+ &"6#&6"e

S.NO F!#&'" FRE5UENCY PERCENT

1 * 0 4 6 ;

8ighly 'atisfied 'atisfied :eutral 5issatisfied 8ighly 5issatisfied TOTAL

! 49 *; * ! 96

! ;* 06 0 ! 1!!

S'6"#e= primary data

I2&e","e&!&/'2?

#rom the above table *.0.16 regarding satisfaction of present salary structure it is found that ;*R of the respondents are satisfied with the present salary structure,06R of the respondents are moderately satisfied with the present salary structure and 0R of the respondents are dissatisfied with the present salary structure

-ajority of the respondents are satisfied with the present salary structure

C$!"& 5.14

6E

S!&/ -/e( D/&$ &$e ,"e e2& !)!"+ &"6#&6"e

2i3*ly 4issa!is-ied

4issa!is-ied

/e !ral

35

&a!is-ied 0

62

2i3*ly &a!is-ied 0

10

20

30

40

50

60

70

T!:)e 5.15 Te!% U&/)/3e &/%e 0e"+ e--e#&/0e)+

6F

S.NO

F!#&'"

FRE5UENCY

PERCENT

1 * 0 4 6 ;

'trongly Agree Agree :eutral 5isagree 'trongly 5isagree TOTAL

* 6! ** 16 ! 96

0 ;9 *F 1 ! 1!!

S'6"#e= primary data I2&e","e&!&/'2?

#rom the above table *.0.1; regarding utilization of time in the team it is found that 0R of the respondents are strongly agree that team utilizes time very effectively,;9R of the respondents agree that team utilizes time very effectively,*FR of the respondents gives the neutral opinion. -ajority of the respondents agree that team utilizes time very effectively

C$!"& 5.15 Te!% U&/)/3e &/%e 0e"+ e--e#&/0e)+

;!

80 67 60

40 2) 20 3 0 &!ron3ly A3ree A3ree /e !ral 1 0 1er%en! 4isa3ree &!ron3ly 4isa3ree

T!:)e 5.16 O,/2/'2 &'D!"( &e!% ,e"-'"%!2#e

;1

S.NO

F!#&'"

FRE5UENCY

PERCENT

1 * 0 4 6 ;

8ighly 'atisfied 'atisfied :eutral 5issatisfied 8ighly 5issatisfied TOTAL

0 6F 10 ! ! 96

4 9F 19 ! ! 1!!

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.19 regarding opinion towards the team performance it is found that 4R of the respondents are highly satisfied with the team performance,9FR of the respondents are satisfied with the team performance and 19R are moderately satisfied with the team performance. -ajority of the respondents are satisfied with the team performance

C$!"& 5.11 O,/2/'2 &'D!"( &e!% ,e"-'"%!2#e

;*

2i3*ly 4issa!is-ied

4issa!is-ied

/e !ral

17

7) & a!is-ied 4 2i3*ly & a!is-ied 0 20 40 60 80 100

T!:)e 5.14 R!2E/2* A&&"/:6&e '- Te!%D'"E '2 ! #!)e '- 1 &' 5

;0

S.2' 1 2 3 4 5

F!#&'" C''"(/2!&/'2 S$!"/2* D'"E Te!% S,/"/& S$!"/2* /(e! I22'0!&/'2

1 6E 14 0 ! !

2 14 1 0! *; 4

3 ! 0; *6 11 0

4 0 * 19 04 1F

5 ! ** ! 4 4F

A0e"!*e 00* *!E *44 *!F 110

T'&!) 96 96 96 96 96

>e/*$&e( A0e"!*e 4.4*9 *.990 0.*60 *.9E9 1.6!9

R!2E 1 4 2 3 5

S'6"#e= primary data

I2&e","e&!&/'2?
#rom the above table *.0.1E regarding ranking attributes of good teamwork, respondents give their preference in the order of ,oordination as first rank, Team spirit as second rank, 'haring ideas as third rank, 'haring work as fourth rank and $nnovation as fifth rank.

T!:)e 5.17 R!2E/2* A&&"/:6&e )e!( &' ,''" Te!%D'"E '2 ! #!)e '- 1 &' 5
;4

S.2' 1 2 3 4 5

F!#&'" C'2-)/#& S$!"/2* D'"E P!"&/!)/&+ P''" C'%%62/#!&/'2 I22'0!&/'2

1 19 ! 49 ! 11

2 ! 0; 19 11 11

3 4; 1! ! 1; 0

4 1* 1; ! 09 1!

5 ! 10 11 14 09

A0e"!*e *49 *1F 014 1E! 1;6

T'&!) 96 96 96 96 96

>e/*$&e( A0e"!*e 0.*F0 *.F*! 4.1E9 *.4 *.*

R!2E 2 3 1 4 5

S'6"#e= primary data I2&e","e&!&/'2?

#rom the above table *.0.1E regarding ranking attributes of poor teamwork, respondents give their preference in the order of (artiality as first rank, ,onflict as second rank, 'haring work as third rank, (oor communication as fourth rank, $nnovation as fifth rank. /hen comparing table *.0.1E and *.0.1F, innovation does not affect the teamwork and sharing work is an attribute it plays a major role in both good and poor teamwork.

CHI-S5UARE ANALYSIS
T!:)e 5.28

;6

INCOME PER ANNUM AND SATISFACTION ON PRESENT SALARY STRUCTURE I2#'%e ,e" !226% '- &$e "e ,'2(e2&
)e &$!2 1 )!E$ 1-3 )!E$ 3-5 )!E$ A:'0e 5 )!E$ T'&!)

S!&/ -!#&/'2 '2 ,"e e2& !)!"+ &"6#&6"e S!&/ -/e(

1! *0 ; E 41

Ne6&"!)
; 10 4 * 25

D/ !&/ -/e(
* 1 ! ! 3

T'&!)
14 31 18 18 15

N6)) H+,'&$e / MH8N

There is no significant relationship between income per annum of the respondents and satisfaction on present salary structure

A)&e"2!&/0e H+,'&$e / MH1N

There is a significant relationship between income per annum of the respondents and satisfaction on present salary structure

. 112 B 1ET49U96 B 11.*E . 1*2 B 1ET*6U96 B ; . 102 B 1ET0U96 B !.9* ;;

. 142 B 09T49U96 B *0.1E9 . 162 B 09T*6U96 B 1*.00 . 1;2 B 09T0U96 B 1.4E . 192 B 1!T49U96 B ;.*9 . 1E2 B 1!T*6U96 B 0.00 . 1F2 B 1!T0U96 B !.4 . 11!2 B 1!T49U96 B ;.*9 . 1112 B 1!T*6U96 B 0.00 . 11*2 B 1!T0U96 B !.4

T!:)e 5.21 C!)#6)!&/'2 !:'6& D$e&$e" &$e"e / !2+ /*2/-/#!2& "e)!&/'2 $/, :e&Dee2 I2#'%e ,e" !226% !2( !&/ -!#&/'2 '2 ,"e e2& !)!"+ &"6#&6"e O
1! ; * *0 10 1 ; 4 ! E * !

E
11.*E ; !.9* *0.1E9 1*.00 1.4E ;.*9 0.00 !.4 ;.*9 0.00 !.4

O.E
%1.*E ! 1.*E %!.1E9 !.;9 %!.4E %!.*9 !.;9 %!.4 1.90 %1.00 %!.4

CO . EFO2
1.;0E ! 1.;0E !.!00 !.44E !.*0! !.!9* !.44E !.1; *.FF* 1.9;E !.1;

CO . EFO2;E
!.146 ! *.*96 !.!!1 !.!0; !.166 !.!11 !.104 !.4 !.499 !.60! !.4 @<2 9 4.511

Le0e) '- S/*2/-/#!2#e

De*"ee '- -"ee('% B 1r%12 1c%12 B 14%12 10%12

;9

B; CV* table value CV* calculated value B B 1*.6F* 4.961

4.691 W 1*.6F* The calculated value is less than the table value so null hypothesis is accepted

Re 6)&
There is no significant relationship between income per annum of the respondents and satisfaction on present salary structure

T!:)e 5.22 E@PERIENCE OF THE RESPONDENTS AND CONFLICT ARISE DUE TO DIFFERENCE IN VALUES EK,e"/e2#e '&$e
;E

C'2-)/#& !"/ e (6e &' (/--e"e2#e /2 0!)6e

"e ,'2(e2&
Le &$!2 1 +e!" 1-3 +e!" 3-5 +e!" A:'0e 5 +e!" T'&!)

S&"'2*)+ A*"ee
1 ! ! ! 1

A*"ee
6 1* 1! ; 33

Ne6&"!)
4 4 E 1 27

D/ !*"e e
! 1 1 F 11

S&"'2*)+ D/ !*"ee
! ! ! 1 1

T'&!)
18 11 17 27 15

N6)) H+,'&$e / MH8N

There is no significant relationship between e perience of the respondents and conflict arise due to difference in values

A)&e"2!&/0e H+,'&$e / MH1N

There is a significant relationship between e perience of the respondents and conflict arise due to difference in values

C!)#6)!&/'2
. 112 B 1!T1U96 B !.100 . 1*2 B 1!T00U96 B 4.4 . 102 B 1!T*FU96 B 0.E9 . 142 B 1!T11U96 B 1.49 . 162 B 1!T1U96 B !.100 . 1;2 B19T1U96 B !.**; . 192 B 19T00U96 B9.4E . 1E2 B 19T*FU96 B ;.690 . 1F2 B 19T11U96 B *.4F0 . 11!2 B 19T1U96 B !.**; . 1112 B 1FT1U96 B !.*60 . 11*2 B 1FT00U96 B E.0; . 1102 B 1FT*FU96 B 9.049 ;F

. 1142 B 1FT11U96 B *.9E9 . 1162 B 1FT1U96 B !.*60 . 11;2 B *FT1U96 B !.0E; . 1192 B *FT00U96 B1*.9; . 11E2 B *FT*FU96 B11.*10 . 11F2 B *FT11U96 B 4.*60 . 1*!2 B *FT1U96 B !.0E;

T!:)e 5.23
C!)#6)!&/'2 !:'6& D$e&$e" &$e"e / !2+ /*2/-/#!2& "e)!&/'2 $/, :e&Dee2 eK,e"/e2#e '- &$e "e ,'2(e2& !2( #'2-)/#& !"/ e (6e &' (/--e"e2#e /2 0!)6e

O
1 6 4 ! !

E
!.100 4.4 0.E9 1.49 !.100

O.E
!.E;9 !.; !.10 %1.49 %!.100 9!

CO . EFO2
!.961 !.0; !.!1; *.1;! !.!19

CO . EFO2;E
6.;4; !.!E1 !.!!4 1.4;F !.1*9

! 1* 4 1 ! ! 1! E 1 ! ! ; 1* F 1

!.**; 9.4E ;.690 *.4F0 !.**; !.*60 E.0; 9.049 *.9E9 !.*60 !.0E; 1*.9; 11.*10 4.*60 !.0E;

%!.**; 4.6* %*.690 %1.4F0 %!.**; %!.*60 1.;4 !.;60 %1.9E9 %!.*60 %!.0E; %;.9; !.9E9 4.949 !.;14

!.!61 *!.40! ;.;*! *.**F !.!61 !.!;4 *.;EF !.4*; 0.1F0 !.!;4 !.14E 46.;F9 !.;1F **.604 !.09;

!.**6 *.901 1.!!9 !.EF4 !.**6 !.*6* !.0*1 !.!19 1.146 !.*6* !.4!F 0.6E1 !.!66 6.*FE !.F94 @<2 9 24.761

Le0e) '- S/*2/-/#!2#e

De*"ee '- -"ee('% B 1r%12 1c%12 B 14%12 16%12 B 1* CV* table value CV* calculated value B B *1.!*; *4.F;1

*4.F;1 X *1.!*; The calculated value is greater than the table value so null hypothesis is rejected

Re 6)&

91

There is a significant relationship between e perience of the respondents and conflict arise due to difference in values

T!:)e 5.24 DESIGNATION OF THE RESPONDENTS AND RE>ARD RECOGNITION IN THEIR ORGANIHATION

9*

N6)) H+,'&$e / MH8N

There is a no significant relationship between designation of the respondents

ReD!"( "e#'*2/&/'2 De /*2!&/'2 '&$e "e ,'2(e2&

J62/'" A '#/!&e A '#/!&e Se2/'" A '#/!&e P"'Le#& Le!( T'&!)

S&"'2*)+ A*"ee
; 11 9 4 24

A*"ee
14 10 F 4 48

Ne6&"!)
0 * * ! 1

T'&!)
23 26 14 4 15

and reward recognition in their organization

A)&e"2!&/0e H+,'&$e / MH1N

There is a a significant relationship between designation of the respondents and reward recognition in their organization

C!)#6)!&/'2
. 112 B *0T*EU96 B E.6E9 . 1*2 B *0T4!U96 B 1*.*9 . 102 B *0T9U96 B *.149 . 142 B *;T*EU96 B F.9!9 . 162 B *;T4!U96 B 10.E9 . 1;2 B *;T0U96 B *.4* . 192 B 1ET*EU96 B ;.9* . 1E2 B 1ET4!U96 B F.; . 1F2 B 1ET9U96 B 1.;E 90

. 11!2 B ET*EU96 B *.FE . 1112 B ET4!U96 B 4.*9 . 11*2 B ET9U96 B !.949

T!:)e 5.25
C!)#6)!&/'2 !:'6& D$e&$e" &$e"e / !2+ /*2/-/#!2& "e)!&/'2 $/, :e&Dee2 De /*2!&/'2 '- &$e "e ,'2(e2& !2( "eD!"( "e#'*2/&/'2 /2 &$e/" '"*!2/3!&/'2

O
; 14

E
E.6E9 1*.*9

O.E
%*.6E9 1.90 94

CO . EFO2
;.;F* *.FF*

CO . EFO2;E
!.99F !.*40

0 11 10 * 9 F * 4 4 !

*.149 F.9!9 10.E9 *.4*9 ;.9* F.; 1.;E *.FE 4.*9 !.949

!.E60 1.*F0 %!.E9 %!.4*9 !.*E %!.; !.0* 1.!* %!.*9 %!.949

!.9*9 1.;91 !.96; !.1E* !.!9E !.0; !.1!* 1.!4 !.!9* !.66E

!.00E !.19* !.!64 !.!96 !.!11 !.!09 !.!;! !.049 !.!19 !.94; @<2 9 2.442

Le0e) '- S/*2/-/#!2#e

De*"ee '- -"ee('% B 1r%12 1c%12 B 14%12 10%12 B; CV* table value CV* calculated value B B 1*.6F* *.EE*

*.EE* W 1*.6F*

The calculated value is less than the table value so null hypothesis is accepted

Re 6)&

96

There is a no significant relationship between designation of the respondents and reward recognition in their organization

9;

CHAPTER -VI

CHAPTER-VI FINDINGSB SUGGESTION AND CONCLUSION

6.1 FINDINGS
-ajority of the respondents are male -ajority of the respondents are -arried -ajority of the respondents are belongs to the age group of *6%0! years 99

-ajority of the respondents are (ost +raduates. -ajority of the respondents works under the 5esignation of Associates. . -ajority of the respondents having the . perience of above 6 -ajority of the respondents getting the $ncome of 1%0 lakhs per annum. -ajority of the respondents agrees that Team members know each otherAs point of view -ajority of the respondents agree that of the respondents are agree that +ood understanding of each otherAs abilities, -ajority of the respondents agree that, Team members feel free to e press difference in opinion -ajority of the respondents agree that Team members show initiative -ajority of the respondents agree that team members Nnderstand the (ersonal values -ajority of the respondents gives that getting along with the team leader and team members is good -ajority of the respondents are agree that Team e pects to be successful in achieving its goal -ajority of the respondents are agree that -embers agree with the groupAs goal -ajority of the respondents disagree that there is not much discussion about team goals -ajority of the respondents agree that The teamAs objectives are being achieved, -ajority of the respondents agree that $ndividual commitment to group goals -ajority of the respondents gives that top management appreciate the teamwork -ajority of the to respondents are agree that ,onflicts are due differences in values 9E

-ajority of the respondents agree that ,onflict is dealt with openly -ajority of the respondents are moderately agree that ,onflict arise due to misunderstanding -ajority of the respondents are moderately agree that ,onflict arise due to poor communication -ajority of the respondents are moderately agree that ,onflict arise because of partiality -ajority of the respondents are agree that Team encourages innovation -ajority of the respondents agree that )eader is relied upon to give direction and motivation -ajority of the respondents agree that that 3eward recognition help us work effectively -ajority of the respondents agree that .ach team member motivation is essential for the output -ajority of the respondents feels that workload in the team is moderate -ajority of the respondents agree that Top management appreciate team for best result, -ajority of the respondents are satisfied with the present salary structure -ajority of the respondents agree that team utilizes time very effectively -ajority of the respondents are satisfied with the team performance There is no significant relationship between income per annum of the respondents and satisfaction on present salary structure There is a significant relationship between e perience of the respondents and conflict arise due to difference in values There is a no significant relationship between designation of the respondents and reward recognition in their organization

9F

6.2 SUGGESTIONS

The initiative taking ability of the respondents could be improved. -ore opportunities can be given and the employees could be motivated on the same.

The top management could involve itself more in terms of acknowledging and appreciating team work as this could be a good source of motivation.

E!

There could be more ways to implement reward recognition strategies as the respondents feel that this would motivate them to work effectively.

/orkshops could be conducted to train employees on time management skills as this would be beneficial to both employer and employees.

6.3 CONCLUSION
Team building is very essential for every organization because it is one of the important factors which influence the growth of an organization. +ood team work will not only increase the productivity of an individual but will also create a conducive working environment which will in turn influence the productivity of the organization in a positive way. A study on the team building was conducted at e&uadriga software and it was found E1

that the team work among the employees is satisfactory. 8owever, some suggestions have been given to improve the teambuilding strategies. $t is e pected that the management will look into the areas of improvement and implement the suggestions wherever it is possible, so that the teams are more effective.

E*

BIBLIOGRAPHY

BIBLIOGRAPHY
REFERENCE BOOJS
S&e,$e2.P.R'::/2 . O"*!2/3!&/'2!) :e$!0/'"B ,"e2&/#e O hall of $ndian

private limited, :ew 5elhi, Tenth edition, >ctober *!!*

E0

A D!&$!,,! J . H6%!2 "e '6"#e !2( ,e" '22e) M!2!*e%e2& O Tata -c +raw 8ill publishing company )td, :ew 5elhi, Third edition,*!!*

Me%'"/! C.B - Pe" '22e) M!2!*e%e2& O 8imalaya publishing house, -umbai 1FF9

J'&$!"/.C . Re e!"#$ Me&$'(')'*+ . /hiswa (rakashn publishing company )td,:ew 5elhi 1FE;

J.S!E&$/0e) !2( S. R!%! S6:"!%!2/!2 . S&!&/ &/# -'" M!2!*e%e2&B A.3.' (ublications (vt )td O ,hennai, 'econd edition, Luly *!1!

B/ D!&$/.G . Pe" '22e) M!2!*e%e2& !2( /2(6 &"/!) "e)!&/'2 . The /orld (ress private ltd,,alcutta 1FE9.

I2-/2/&e &$'6*$& %!*!3/2e published in may *!1*

REFERENCE LINJS AND >EBSITES

$&&,?;;)#'%e".,:D'"E .#'%;D;,!*e;28841443;Te!%P28B6/)(/2* P28L/&e"!&6"eP28Re0/eD

DDD.*''*)e.#'% DDD.%!2!*e%e2&,!"!(/ e.#'% DDD.#/&e$".#'% DDD.D/E/,e(/!.#'% DDD.e=6!("/*!./2

E4

ANNE@URE

A STUDY ON TEAM MANAGEMENT AT E5UADRIGA SOFT>ARE PVT LTD.TRICHY

E6

O:Le#&/0e?
The purpose of this &uestionnaire is to collected information required for research work on team management. $ assured you that all the information obtained will be treated as confidential and will be used only for educational purpose,

S'#/' De%'*"!,$/# F!#&'" ?

1. N!%eC',&/'2!)F ? 2. Ge2(e" a2 -ale 3. A*e a2 "elow *6 years 4. M!"/&!) &!&6 ? a2 -arried b2 Nnmarried b2 *6%0! years c2 0!%06 years d2 Above 06 years b2 #emale

5. E(6#!&/'2!) 56!)/-/#!&/'2 a2 Nnder +raduate b2 (ost +raduate

6. De /*2!&/'2 a2 Lunior Associate b2 Associate c2 'enior Associate E; d2 (roject )ead

1. EK,e"/e2#e a2 )ess than 1 year 4. I2#'%e ,e" A226% a2 )ess than 1 )akh 7. C''"(/2!&/'2 /2 &$e &e!% S.N' F!#&'" Team members know each otherAs I I/ I// point of view without needing to ask. +ood understanding of each S&"'2*)+ A*"ee A*"ee Ne6&"!) D/ !*"ee S&"'2*)+ D/ !*"ee b2 1%0 )akhs c20%6 )akhs d2 Above 6 )akhs b2 1%0 years c20%6 years d2 Above 6 years

otherAs abilities. Team members show initiative without depending on each other for instructions Team members

I0 V

feel

free

to

e press differences in opinions. Nnderstanding the personal values

18. H'D (' +'6 *e& !)'2* D/&$ +'6" &e!% %e%:e" !2( &e!% )e!(e"Q a2 7ery good a2 "ad b2 +ood e2 7ery "ad c2 'atisfactory

E9

11. A#$/e0/2* *'!) &$"'6*$ &e!%D'"E S.N' I I/ I// I0 V F!#&'" Team e pects to be successful in achieving its goals. -embers agree with the groupAs goals. There is not much discussion about team goals. The teamAs objectives are being achieved. $ndividual commitment to group goals and tasks are high. S&"'2*)+ A*"ee A*"ee Ne6&"!) D/ !*"ee S&"'2*)+ D/ !*"ee

12. D'e &$e &', %!2!*e%e2& !,,"e#/!&e +'6" &e!% ,"'Le#& '" &e!% D'"EQ a2 Ses b2 :o

13. C'2-)/#& !%'2* &e!% %e%:e" S.N' I F!#&'" ,onflicts are due to differences in values and they are common. S&"'2*)+ A*"ee A*"ee Ne6&"!) D/ !*"ee S&"'2*)+ D/ !*"ee

EE

I/ I// I0 V

,onflict is dealt with openly ,onflicts arise due to

misunderstanding ,onflicts arise due to poor communication 5id conflict arise because of partial among the team

14. M'&/0!&/'2 )e0e) '- &$e &e!% S.N' I I/ F!#&'" The team encourages S&"'2*)+ A*"ee innovation. The leader is relied upon to provide members with direction I// I0 V and motivation. 3eward recognition help us work effectively .ach team member motivation is essential output of result 5id your top management appreciate openly the team for best result A*"ee Ne6&"!) D/ !*"ee S&"'2*)+ D/ !*"ee

15. H'D (' +'6 -ee) !:'6& +'6" D'"E)'!( /2 &$e Te!%Q a2 >verload b2 -oderate c2 Nnder load d2 >ptimal

16. R!2E &$e -'))'D/2* !&&"/:6&e '- &e!%D'"E '2 ! #!)e '- 1 &' 5. F!#&'" ,oordination 'haring work Team spirit 'haring ideas $nnovation

R!2E EF

11. R!2E &$e -'))'D/2* -!#&'" '2 ! #!)e '- 1 &' 5 D$/#$ )e!( &' ,''" &e!% D'"E. F!#&'" ,onflict 'haring work (artiality (oor communication )ack of sharing

R!2E 14. A"e +'6 !&/ -/e( D/&$ &$e ,"e e2& !)!"+ &"6#&6"eQ a2 8ighly 'atisfied b2 'atisfied c2 :eutral d2 5issatisfied e2 8ighly 5issatisfied

17. M+ &e!% 6&/)/3e &/%e 0e"+ e--e#&/0e)+ a2 'trongly agree b2 Agree c2 :eutral d2 5isagree e2 'trongly 5isagree

28. >$!& / +'6" ',/2/'2 &'D!"( +'6" &e!% ,e"-'"%!2#e D$e2 #'%,!"e( &' '&$e" &e!% Q a2 8ighly 'atisfied b2 'atisfied c2 :eutral Thank you d2 5issatisfied e2 8ighly 5issatisfied

F!