Impact of Team 200321

A STUDY ON
IMAPCT OF TEAM WORK ON THE OUTPUT OF IDEA

CELLULAR LIMITED
Submitted in partial fulfillment of the requirements for the award of

Degree of
BACHELOR OF BUSINESS MANAGEMENT
Of
Bangalore University
By
NGOIE KABEYA DOUDOU
Reg. No: 133EC24043
UNDER THE GUIDANCE OF
Mr. JAGADISH.N M.B.A, M.Com
S.S.R COLLEGE OF SCIENCE & MANAGEMENT STUDIES

No. 25/4 KYALASANAHALLI, KOTHANUR POST,
BANGALORE – 560077
2013 – 2016
CERTIFICATE OF ORIGINALITY
This is to certify that the dissertation report titles “IMAPCT OF TEAM WORK
ON THE OUTPUT OF IDEA CELLULAR LIMITED”. Is the original work of
Mr. NGOIE KABEYA DOUDOU student of sixth semester BBM of our
esteemed college bearing register number 133EC24043. This study report has been
submitted to fulfill the partial requirement for the award of BBM degree of
Bangalore University.
D E C LA R AT I O N
I, NGOIE KABEYA DOUDOU a student of SSR College of Management and

Science, pursuing BBM course hereby declare that the project work entitled
“IMAPCT OF TEAM WORK ON THE OUTPUT OF IDEA CELLULAR
LIMITED”, from 14th January 2016 to 15th February 2016 and its value added
services is an original work carried out by me availing the guidance of my project
guide to my entire satisfaction. This report bears no resemblance with any other
report submitted to Bangalore University during the current academic year, earlier
to another university for the award of any degree of diploma. I am presenting this
during the year 2015-2016 in partial fulfillment of “Bachelor of Business
Management”.
I also declare that this project report work is not submitted to any other university
for any degree.
Date: 19th February 2016
NGOIE KABEYA DOUDOU

ACKNOWLEDGEMENT
I deeply express my profound gratitude and whole hearted thanks to the God
Almighty for giving me the wisdom and strength to undertake this project.
Our beloved College, who provided necessary facilities, guidance and endless
encouragement, which helped me soundly. The institute is a boon to all of us not
only in completing our projects but also throughout the course of study under the
humanitarian grounds.
I record my thanks to my principal XXXX for his support and encouragements
I record my thanks to my Guide XXXXXXX for his guidance and encouragements
towards me.
I wish to express my gratitude to Mr. Hari Menon, the senior manager of my
company for his co-operation. I also thank all the employees for their cooperation
in successful completion of my project.
I would like to thank all the faculty members for their excellent guidance and
dedicated involvement.
NGOIE KABEYA DOUDOU

TABLE OF CONTENT
CHAPTER ONE............................................................................................................................1
1.0 Introduction................................................................................................................................1
1.1 Industry Profile..........................................................................................................................1
1.2 Theoretical Background of Study..............................................................................................4
1.3 Objectives of the Study..............................................................................................................4
CHAPTER TWO: LITERATURE REVIEW.............................................................................7
2.0 Introduction................................................................................................................................7
2.1 Statement of the Problem...........................................................................................................7
2.2 Scope of Study.........................................................................................................................11
2.3 Objective of Study...................................................................................................................13
2.4 Mehtodology............................................................................................................................14
2.3 Limitation of Study..................................................................................................................15
CHAPTER THREE: COMPNAY PROFILE...........................................................................20
CHAPTER FOUR: DATA ANALYSIS AND INTERPRETATION OF THE STUDY ........24
4.0 Introduction..............................................................................................................................24
4.1 Background information of the respondents............................................................................24
4.1.1 Gender of the respondents....................................................................................................24
4.1.2 Age of the respondents in years............................................................................................25
4.1.3 Marital status of respondents................................................................................................26
4.1.4 Education level of respondents.............................................................................................27
4.1.4 Duration in organisation.......................................................................................................29
4.2 Benefits of employee team work at Idea Cellular Ltd Residency Road branch......................30
4.3 employee performance.............................................................................................................36
4.3.1 Motivation and employee performance................................................................................36
4.3.2 Goal clarity and performance...............................................................................................37
4.3.3 Working Conditions and performance..................................................................................38
4.3.5 Modern Technology and performance..................................................................................39
4.4.6 Ability, training, experience and performance......................................................................40
4.4 Challenges faced by Idea Cellular Ltd Residency Road branch..............................................41
CHAPTER FIVE: SUMMARY OF THE STUDY FINDINGS, CONCLUSIONS AND
RECOMMENDATIONS.............................................................................................................45
5.0 Introduction..............................................................................................................................45
5.1 Summary of the study findings................................................................................................45
5.2 Conclusions..............................................................................................................................48
5.3 Recommendations....................................................................................................................49
5.4 Areas for further studies...........................................................................................................50
Reference:......................................................................................................................................51
APPENDICES...............................................................................................................................56
Appendix A: Questionnaire Tool (Idea Staff)................................................................................56
Appendix B: Interview Guide (Company clients).........................................................................60
LIST OF TABLE
Table 1: Showing Sample size.......................................................................................................21
Table 2: Showing gender of the respondents.................................................................................24
Table 3: Showing age of respondents in years...............................................................................25
Table 4: showing marital status of respondents.............................................................................26
Table 5: Showing education level of the respondents....................................................................28
Table 6: Duration in organization Idea Cellular Ltd Residency Road branch...............................29
Table 7: Showing responses on if respondents knew of the term employee team work...............30
Table 8: Showing responses on if Idea Cellular Ltd employees work as a team...........................31
Table 9: Showing reasons for employee working as a team..........................................................32
Table 10: Showing responses on if employee team work has influence on the profit level..........34
Table 11: Showing the kind of influence between employee team work and profit level at Idea
Cellular Ltd Residency Road branch.............................................................................................34
Table 12: Showing the trend of sales performance at Idea Cellular Ltd Residency Road branch
over the last three years (2012-2015)............................................................................................35
Table 13: showing if there is a relationship between employee team work and performance of
Idea Cellular Ltd Residency Road branch.....................................................................................36
Table 14: Motivation and staff performance..................................................................................36
Table 15: Goal clarity....................................................................................................................37
Table 16: Working conditions........................................................................................................38
Table 17: Knowledge of the objective job, company structure.....................................................39
Table 18: Modern Technology.......................................................................................................39
Table 19: Ability, training and experience.....................................................................................40
Table 20: Showing responses on if Idea Cellular Ltd Residency Road branch was faced with
challenges......................................................................................................................................41
Table 21: Showing challenges faced by Idea Cellular Ltd Residency branch...............................41
LIST OF FIGURES
Figure 1: Showing gender of the respondents...............................................................................25
Figure 2: Showing marital status of respondents...........................................................................27
Figure 3 : showing A bar graph showing departments of work of the respondents.......................29
Figure 4: Showing responses on if Idea Cellular Ltd Residency Road branch employees work as
a team.............................................................................................................................................31
ABSTRACT
The study was set to examine the relationship between employee teamwork and organizations
performance especially Idea Cellular Ltd The study was guided by the objectives of: to find out
benefits of employee teamwork at Idea Cellular Ltd, to access the relationship between employee
teamwork and performance of Idea Cellular Ltd and to investigate the challenges faced by Idea
Cellular Ltd It used data collected by the use of questionnaire and interviews and during data
collection purposive sampling was used. Both quantitative and qualitative research methodologies
were also used as descriptive research design was employed as a sample size of 100 respondents
was used.
The study concluded that team work is critical in the functioning of an organisation and reasons for
employee working as a team at Idea Cellular Ltd are; to reduce on the costs, to encourage
efficiency and effectiveness, to promote productivity, to act as advertising, for easy communication
and to reduce on employee’s mistakes. It was also concluded that there is a strong relationship
between team work and performance of Idea Cellular Ltd and that the kind of relationship is a
positive one that translates to increased performance. In addition, the study concluded that labour
turnover, competition, high transport cost, weather conditions, load shedding, high cost of rent,
high government taxes, Ltd network coverage, and inflation are the major challenges facing Idea
Cellular Ltd Residency branch.
The study recommended that there is need to organize workshops and training to inform staff on
team work, need to motivate further the employees of IDEA, need for the company to find a bigger
space of operation and that IDEA should ought to step up their network come rainy come shining
weather conditions. Lastly, that the relationship between employee motivation and performance of
Idea Cellular Ltd and the effect of workshops and trainings on the performance of employees in
organizations are suggested areas for further studies.
CHAPTER-I
INTRODUCTION
IMPACT OF TEAMWORK ON THE OUTPUT OF IDEA CELLULAR LTD.
1.0 Introduction
This chapter was covered the background to the study, the statement of the problem, the
purpose of the study, research questions, and significance of the study and scope of
the study.
Thompson (2000) defined team as a group of people who are interdependent with respect
to information, resources and skills and who seek to combine their efforts to achieve
a common goal. He further stressed that team have five keys defining characteristics.
First, team exists
to achieve a shared goal; simply put, teams have work to do. Team produces outcomes for
which members have collective reward. Second, team members are interdependent
regarding some common goal. Interdependence is the hallmark of teamwork. It
means that team members must rely on others for information, expertise, resources
and so on. Third, teams are bounded and remain relatively stable over time.
McShone (1998) defined teams as a group of two or more people who interact and
influence each other and mutually accountable for achieving common goals and
associated with organizational objectives, and perceive themselves as a social entity
within the organization.
Boundedness means the team has an identifiable membership; members as well as non-
members. Most teams work together for a meaningful length of time, long enough to
accomplish their goal. Fourth, team members have the authority to manage their own
work and internal processes. Finally, teams operate in a larger social system context.
Teams are not island unto themselves. They do their work in a larger organization,
often alongside other teams.
Richard (1991) described team as a unit of two or more people who interact and
coordinate their work to accomplish a specific objective. He also said that the
definition has three components. First, two or more people are required. Teams can
be quite large, running to as many as seventy five (75) people in a team with a
regular interaction. People, who do not interact, such as when standing in line at a
bank counter or riding in an elevator, do not comprise a team. Third, people in a team
share a performance objective, whether it is to design a new type of hand held
calculator or write a textbook. Students are often assigned to teams to do class work
or assignments, in which case the purpose is to perform the assignment and receive
an acceptable grade.
A team is similar to what is usually called group in organizations, but team has become
the popular word in the business community. The team concept implies a greater
sense of mission and contest although the words can be used interchangeably. People
often refer their groups as teams; they are really not team, because there are several
important distinctions between them as explained by Jerald et al (1997). First, in
group, performance typically depends on the work of individual members, however
team depend on both individual contributions and collective work products. The
second difference has to do with where the accountability for the job lies. Typically,
members of groups pool their resources to attain goals, although it is individual
performance that is taken into consideration when it comes to issuing rewards,
members of group usually do not take responsibility for any result other than their
own. By contrast, team focus on both individual and mutual accountability. That is,
they work together to produce an outcome.
Third, whereas group members may share a common interest goal, team members also
share a common interest to purpose. Team members focusing jointly on such lofty
purposes, in conjunction with specific performance goals, become heavily invested
in its activities. Team however also has a broader purpose, which supplies a source of
meaning and to the emotional energy to activities performed. Fourth, in
organizations teams differ from groups with respect to the nature of their connections
to management. Work groups are typically required to be responsive to demand
regularly placed on them by management. By contrast, once management establishes
the mission for team and sets the challenge for it to achieve, it typically gives the
team enough flexibility to do its job without any further interference. In other word,
teams are to varying degrees of self managing. Team success or failure can be
evaluated using some performance criteria factors.
According to Hackman (1987) three key criteria are: productivity, satisfaction and
individual well being. Organization gain was added by Leigh Thompson as
suggested by Grueofield (1998). Productivity is the most important measure of team
success. Team productivity requires that the team have a clear goal and be able to
adopt accordingly as new information arrives, goals change and organizational
priorities shift. The productivity criterion asks whether the team’s output meets the
standards of those who have to use it, that is, the end users. It is not enough that the
team is satisfied with the output or even that it meets some objective performance
measure. If the teams output is unacceptable to those who to use it, the team is not
effective. For these reasons, it is important to identify the legitimate clients of the
team. The various end users who depend upon the team’s output may focus on
different performance standards (e.g. quantity, quality, cutting cost, innovation and
timeliness).
1.1 Industry Profile
Satisfaction and well-being are based on learning something from working together and
better able to work together in the future. Sometimes, team meets their goals, but
relationships suffer and are not dealt with in a way that allows members to works
productively together in the future. Hackman (1990) observed that mutual
antagonism could become so high that members would choose to accept collective
failure rather than to share knowledge and information with one another .In an
effective functioning team the capability of members to work together on future
projects is maintained and strengthened. Individual growth implies that teams should
represent growth and development opportunities for the individual needs of the
members. Human beings have a need for growth, development and fulfillment. Some
teams operate in a way that block the development of individual members and
satisfaction of personal needs. In short, member’s needs should be more satisfied
than frustrated by the team experience.
In today's competitive field, organizations can be successful if they use all of their human
resource capacity. Organizations which continue to use traditional patterns of
management systems; hierarchical and prescriptive-based systems, would not go
anywhere (Forgionne & Peters; 1982).
Most organizations today have a duty structure. In this structure, the power is
concentrated at the head of the pyramid and flows to lower levels. So there is no
opportunity for optimal use of intellectual resource and creativity of employees.

Today the main objective of managers is efficiency; that is, to achieve maximum
results with minimum resources (Newstrom, 1999). On the other hand, expectations
of employees include sense of belonging, having meaningful work, openness and
honesty in work, and self-discovery.
It's important to realize that the development of effective working relationships among
staff is a gradual process which requires considerable time and skill. This is not
meant to discourage you, but to help you realize that teams aren't created overnight.
A certain amount of frustration and conflict are normal. An effective team requires
cohesion that is held together by several factors. In order to understand how to
assemble an efficient team, one first needs to know the factors affecting effective
teamwork. When one know how to create a productive team environment, one can
begin to expect positive results from the team. According to (Newstrom, 1999), a
team is driven by a common goal. In order to have an effective team, that common
goal needs to be spelled out in advance and understood by team members. What
helps a team achieve success is focusing on the team goals. Put the goals in writing
so everyone can see and understand what the objectives of the team are and help to
work toward accomplishing them.
A team works well when the members understand what they will be compensated for
their efforts. All business notes it is best to come up with a compensation plan before
assembling the team (Czaplewski, 2003). When people have their compensation
expectations laid out before they sign an agreement to join the team, compensation
can be removed as an obstacle to effective teamwork. If all team members feel they
are being compensated fairly, that can help lead to maximum productivity.
Communication in developing an effective team happens on two levels: communication

between team members and communication from management to the team.
Encourage open communication among teammates so they can learn how each other
communicates. This means informal communication as well as professional
communication. Encourage interaction between team members outside of the office

to develop better communication. Managers should hold regular meetings to keep a
team updated on important information and to offer training (Czaplewski, 2003).
These are the kinds of tools a team needs from management and the company to be
effective.
However, if the team persists in its task and at least a few members are willing to
sacrifice individual agendas for the benefit of the team, a compromise approach may
begin to emerge. Team members' attitudes change as they realize that working
together can produce a product greater than the sum of their individual efforts.
Individual agendas are adjusted to accommodate the needs of the group. Members
begin to share leadership responsibilities (Clark, 1997). Individuals continue to
disagree but their ideas are heard; members listen actively and differences are dealt
with honestly and openly. Understanding results, alliances remain, but they are built
on ideas rather than personalities and loyalties. Logic rather than emotion guides the
decision-making process. Competition gives way to compromise, for conflict is now
viewed as a mutual problem. As team member begin to relax in an atmosphere of
trust and openness, creative ideas emerge, and the team feels that progress is being
made (Aydin & Ceylan, 2009).
Working as a team increases the efficiency of departments exponentially. As each team

member learns their role in the company’s structure and how their role affects the
work of the rest of their team, they will begin to understand how their work can
speed up and ease the work load of their peers (Clark, 1997). This peer influence will
help instill a communal sense of responsibility and help the department flow and
work better as a whole.
By encouraging teamwork, managers place employees in a position where their place in
the company, as a part of the whole, is reinforced and highlighted. Feeling like a
valued member of the team helps the employee feel more ingrained in the company
and this sense of personal investment encourages a sense of ownership of their work
for the company (Aydin & Ceylan, 2009). They work not only for the company but
also to not let their team down.
Working as part of employee teamwork can improve learning and is a much needed skill
in today's workplace, some team exercises should be included in the classroom. With
well planned out tasks, careful guidance, and close observation, instructors can make
team exercises extremely valuable learning experiences (Hackman, 1990).
Teamwork is a joint action by a group of people, in which each person subordinates his or
her individual interests and opinions to the unity and efficiency of the group." This
does not mean that the individual is no longer important; however, it does mean that
effective and efficient teamwork goes beyond individual accomplishments (Reenen,
2007). The most effective teamwork is produced when all the individuals involved
harmonize their contributions and work towards a common goal aiming at improving
the performance of the given tasks.
Teamwork has become an important part of the working culture and many businesses
now look at teamwork skills when evaluating a person for employment. Most
companies realize that teamwork is important because either the product is
sufficiently complex that it requires a team with multiple skills to produce, and/or a
better product will result when a team approach is taken (Dawson, 1987). Therefore,
it is important that students learn to function in a team environment so that they will
have teamwork skill when they enter the workforce. Also, research tells us that
employee learn best from tasks that involve doing tasks and involve social
interactions (Dunkerley, 1975).
High group morale and loyalty, empathy, and an open climate of trust and acceptance
characterize team development. Even though one member may be identified as the
"coordinator" for a particular group task, leadership roles are shared among all
members. There is freedom to select from the variety of working relationships.
Group members agree to disagree; they agree to settle conflicts, to make decisions,
and to proceed to work together on the basis of criteria identified by the group. The
team is both effective and efficient in meeting deadlines and accomplishing its
objectives. Productive results are most evident (Garrido, 2005).
Attention is given to the talents and skills which each member might contribute to the
effort that improves on the performance of the organization. Hidden talents may go
undiscovered as the group is still dealing at a superficial level and still blinded by
stereotypes and labels, If talents overlap, if there are too many experts on the same
subject, or if additional skills are necessary, decisions are made about whether to add
or drop members or develop the skills of existing members and members are added
or subtracted from the team, the team development cycle begins again (Nguyen,
2003).
According to Hackman, (1990), there are actually stages of team growth and teams must
be given time to work through the stages and become effective. Team growth can be
separated into four stages.
Stage 1: Forming. When a team is forming, members cautiously explore the boundaries
of acceptable group behavior. They search for their position within the group and test
the leader's guidance. It is normal for little team progress to occur during this stage.
Stage 2: Storming. Storming is probably the most difficult stage for the group. Members
often become impatient about the lack of progress, but are still inexperienced with
working as a team. Members may argue about the actions they should take because
they faced with ideas that are unfamiliar to them and put them outside their comfort
zones. Much of their energy is focused on each other instead of achieving the goal.
Stage 3. Norming. During this stage team members accept the team and begin to
reconcile differences. Emotional conflict is reduced as relationships become more
cooperative. The team is able to concentrate more on their work and start to make
significant progress.
Stage 4. Performing. By this stage the team members have discovered and accepted each
other's strengths and weaknesses, and learned what their roles are. Members are open
and trusting and many good ideas are produced because they are not afraid to offer
ideas and suggestions. They are comfortable using decision making tools to evaluate
the ideas, prioritize tasks and solve problems. Much is accomplished and team
satisfaction and loyalty is high.
The following are eight characteristics of effective teams as identified by Reenen, (2007);
The team must have a clear goal. Avoid fuzzy, motherhood statements. Team goals
should call for a specific performance objective, expressed so concisely that
everyone knows when the objective has been met. The team must have a results-
driven structure. The team should be allowed to operate in a manner that produces
results. It is often best to allow the team to develop the structure.
The team must have competent team members. In the education setting this can be take to
mean that the problem given to the team should be one that the members can tackle
given their level of knowledge. The team must have unified commitment. This
doesn't mean that team members must agree on everything. It means that all
individuals must be directing their efforts towards the goal. If an individual's efforts
is going purely towards personal goals, then the team will confront this and resolve
the problem.
The team must have a collaborative climate. It is a climate of trust produced by honest,
open, consistent and respectful behavior. With this climate teams perform
well...without it, they fail. The team must have high standards that are understood by
all. Team members must know what is expected of them individually and
collectively. Vague statements such as "positive attitude" and "demonstrated effort"
are not good enough.
The team must receive external support and encouragement. Encouragement and praise
works just as well in motivating teams as it does with individuals. The team must
have principled leadership. Teams usually need someone to lead the effort. Team
members must know that the team leader has the position because they have good
leadership skills and are working for the good of the team. The team members will
be less supportive if they feel that the team leader is putting him/her above the team,
achieving personal recognition or otherwise benefiting from the position.
According to Halachmi & Bouckart (2005); argued that financial ratios are useful
indicators of a organization’s performance and financial situation. Most ratios can be
calculated from information provided by the financial statements. Financial ratios
can be used to analyze trends and to compare the organization’s financials to those of
other organizations. In some cases, ratio analysis can predict future bankruptcy.
Financial ratios can be classified according to the information they provide. The
following types of ratios frequently are used:
Liquidity ratios provide information about organization’s ability to meet its short-term
financial obligations. They are of particular interest to those extending short-term
credit to the organization. Two frequently-used liquidity ratios are the current ratio
(or working capital ratio) and the quick ratio. The current ratio is the ratio of current
assets to current liabilities.
Asset turnover ratios indicate of how efficiently the organization utilizes its assets. They
sometimes are referred to as efficiency ratios, asset utilization ratios, or asset
management ratios. Two commonly used asset turnover ratios are receivables
turnover and material turnover.
Receivables turnover is an indication of how quickly the organization collects its

accounts receivables. The receivables turnover often is reported in terms of the
number of days that credit sales remain in accounts receivable before they are
collected. This number is known as the collection period. It is the accounts
receivable balance divided by the average daily credit sales.
Another major asset turnover ratio is material turnover. It is the cost of goods sold in a
time period divided by the average material level during that period.
Financial leverage ratios provide an indication of the long-term solvency of the

organization. Unlike liquidity ratios that are concerned with short-term assets and
liabilities, financial leverage ratios measure the extent to which the organization is
using long term debt. Debt ratios depend on the classification of long-term leases and
on the classification of some items as long-term debt or equity. The times interest
earned ratio indicates how well the organization’s earnings can cover the interest
payments on its debt. This ratio also is known as the interest coverage.
Profitability ratios offer several different measures of the success of the organization at
generating profits. The gross profit margin is a measure of the gross profit earned on
sales. The gross profit margin considers the organization’s cost of goods sold, but
does not include other costs.
Dividend policy ratios provide insight into the dividend policy of the organization and the
prospects for future growth. Two commonly used ratios are the dividend yield and
payout ratio. However, a high dividend yield does not necessarily translate into a
high future rate of return. It is important to consider the prospects for continuing and
increasing the dividend in the future. The dividend payout ratio is helpful in this
regard.
Employee performance is a term typical to the Human Resource field where employee
performance can refer to the ability of employees to achieve organizational goals
more effectively and efficiently. It involves all aspects which directly or indirectly
affect and relate to the work of the employees. For performance to be effective,
employers should recognize the regiment desires and needs of the employees.
According to Koontz, H. (1988) Ways in which employee performance can be
increased include; proper incentive systems which may be financial or nonfinancial.
Financial incentives include; salaries, allowances, overtime payment, bonus and
wages, while non financial incentives include; promotion, medical allowance,
training, transport, subsidized housing and meals. This should be after identifying the
needs and desires of employees that can be satisfied hence increased performance.
Goal Clarity: Willmot (2007) asserts that people must have in mind a clear picture of any
end or goal they are to achieve. If this picture does not exist, they cannot tell if they
are making progress or when they have completed the task or assignment, let alone if
it has been completed properly. Knight (2008) agrees and adds that keeping the end
in view has been sage advice for almost two thousand years. The time a manager
spends in developing, communicating and clarifying the goals or ends to be achieved
is time well spent.
Repertoire : Nickols (2003) writes that to achieve a goal, the people working toward it
must possess a suitable, flexible repertoire. They must be able to engage in whatever
behaviors are necessary to obtain that goal despite changing circumstances and
environmental disturbances. In some cases, this will involve carrying out a routine
that has been specified in advance by someone else. In other cases, it will require
figuring out — on the spot — an appropriate course of action. He concludes that in
many situations, the end to be achieved will remain constant but the conditions under
which it is to attained will vary. Therefore, employees need to posses a suitable and
flexible repertoire.
Knowledge of Structures: According to Fred (2003), figuring out what to do in a

particular situation requires knowledge of the structure of that situation. People must
understand the elements that make up the situation, how those elements are
connected to one another and the relationships that exist between and among these
elements. This knowledge of the structure of the situation allows people to say how
the actions they take will lead to the result they seek. It also allows them to say, for a
given result, the actions that will lead to it. Absent this knowledge, action is little
more than a shot in the dark and achieving desired results depends mainly on luck or
intuition. Sara (2004) agreed and added that employees can only perform to the best
of their knowledge and therefore those with good knowledge about the structures
will perform better.
Feedback: Gerhart (2004) wrote that without information about actual conditions in
relation to intended goals or results, no one can perform to standard. Such
information is known as feedback. It informs progress, enables corrections and,
eventually, signals attainment of the objective. For most hard tasks (i.e., tasks
involving tangible products or other immediate and readily measured effects of one’s
actions), feedback is generally available without much effort on any-one’s part. We

are aware of our actions and their effects. But, for soft tasks (i.e., tasks where the
effects of our actions are not tangible, immediate nor readily measured), the feedback
loop is essentially open. This is especially true when the main effects of a person’s
actions are the reactions of other people. Therefore, lack of good feedback leads to
lack of correction and hence poor performance.
Mental Models: Sara (2004) asserts that absent feedback, people have no choice except to
act in ways that are consistent with internally-held views or mental models of what is
appropriate or what should work instead of externally-based information about what
is and isn’t actually working. For this reason, it is worthwhile spending time working
with people to identify the mental models they currently use in situations where
feedback isn’t readily available. In some cases, this will surface mental models that
are inappropriate or inadequate. In other cases, it might surface mental models that
are superior to those held by most people. This means that employee performance
does not only depend on the information provided to the employees but also to their
mental models.
Motivation: Kathleen (2004) asserts that it is one thing to be capable of doing something;
it is something else altogether to want to do it. Setting aside the issue of coercion,
people generally want to do things for two basic reasons: (1) it serves some purpose
of their own or (2) it serves someone else’s purpose and they’ve accepted something
in return for doing whatever it is that someone else wants done. Self-satisfaction and
incentives; these are the two great motivators.
Environment : In his studies on performance, Rynes (2004) found out that performance
might not occur if the environmental conditions are so unsuitable as to present
insurmountable barriers to performance. He writes that Most of us can successfully
drive our cars on windy days but none of us can drive through a tornado. In less
dramatic terms, missing tools and equipment, competing priorities, a repressive
climate and other factors can interfere with our ability to perform as expected,
regardless of our motives or our repertoire, the presence or absence of feedback and
the quality of the mental models that guide our thinking and actions. In short, the
task environment must support the desired performance; at the very least, it must be
manageable.
Technology: According to Samuel (2010), technology is primary tool that can be used to
boost employee performance. Ha writes that improvement in technology
accompanied by training of the employees can significantly increase their levels of
performance because it reduces the stress that comes with doing the job manually.
Abilities, training and experience: Scott (2000) defined ability as the capacity to learn and
perform the tasks required. He revealed that a good mixture of ability, training and
experience is the root cause best performances. He asserts that best performing
employees at least have two of the three factors.
Work-Home Balance: Berman (2001) wrote that as much as an employer may not want to
be affected by the personal life of his employees, personal problems can sometimes
affect employee performance. Managers need to be sensitive to employee personal
problems, and be prepared to discuss the issues with employees when necessary. If
an employee requires time off to deal with a personal problem, then granting that
time off will help to show all of your employees that the company values its
employees. As a researcher, I strongly support the above factors that affect employee
performance as valid even in the present situation hence employees should take them
serious and find out how to mitigate their effects to have improved employee
performance.
1.3 Theoretical Background of the Study

In this world of increased competition, leaders recognize the importance of teamwork
more than ever before. Teams can expand the output of individuals through collaboration.
Employees who are working in teams become the standard for the organization (Alie,
Beam & Carey, 1998). It is the mean of improving man-power utilization and potentially
raising performance of individual. With a support from upper level management, an
employee works confidently in team and increases productivity of the organization.

Nowadays, in the new business world, managers are assigning more team projects to
employees with opportunities to strengthen their knowledge and develop their skills
(Hartenian, 2003).
Teamwork has been around the world for as long as anyone can remember and there can
be few organizations that have not used the team in one sense or another. It is common to
hear of management teams, production teams, service team or even whole organizations
being referred to as teams that is, many organization today are moving towards “team
based” approach to work, this means that working in teams is the basic method used to
get work done in these organizations. As a result, employers stress the importance of
employees working as a team and advertise for staff with the ability to work in such a
way (Richard, 1991).
McShone (2005) said that teams are replacing individuals as the basic building blocks of
organization - French language television programs has shifted to team-based projects
and giving more recognition to teams than to individuals. Companies are not just looking
for technical ability but looking for people who can work on teams and solve problems.
According to Steiner (2003) teams and teamwork are not novel concepts; teams and team
thinking have been around for years at companies such as Procter and Gamble; and
Botany. In the 1980s the manufacturing and auto industries embraced a new team-
oriented approach when United States firms retooled to combat Japanese competitor who
were quickly gaining market share. Brown et al (2004) examined that managers
discovered the large body of research indicating that teams can be more than the tradition
corporate structure for making decisions quickly and efficiently. He further said that
teams needed for the restructuring and reengineering processes of the future giving
instances that simple changes like encouraging input and feedbacks from workers on the
line make dramatic improvements.
Both profit and non-profit making organizations are finding teamwork very important in
their operations and especially in employee performance and the overall performance of
the organizations. Many organizations that have established the culture of teamwork do
operate with high quality, speed and are more economical in their operations. According
to Aichouni (2005), man is unable to live on his efforts alone and he therefore requires
the help of a fellow man. Consequently, teamwork in many organizations is as important
as the mutual interactions of man. A secure and friendly work environment is not a
condition within itself for forming progressive teamwork. Politeness and respect are the
first conditions for successful advancement of the team. However, they do not
characterize teamwork (Romig, 1996). The important values of teamwork are
communication, conflict resolution, and cooperation among employees.
Teamwork is the concept of people working together cooperatively, as in sales team,

sports team etc. It has also become so valued that many large corporations have
developed specific tests to measure potential employee’s teamwork ability. Hence, it has
become important goal in most work places, the belief is that teamwork gives employees
a sense of ownership and encourages cooperation (Adeleke, 2008). According to Jenner,
Foote and Zhao (2010), several people have defined teamwork differently. However,
though the views slightly differ, the organization of work using teamwork can be defined
as a wide range of possibilities such as quality work, cross-functional teams, self-
managing teams, or virtual teams. Many employers usually provide autonomy together
with teamwork. A distinctive feature of teamwork is the successive work actions to
assemble different parts of the product. In places where the aim is to improve the process
of production, teamwork is more of complexity, increase in communication and
integrative work. However, for the purposes of this study, a team was used to mean
Group(s) of employees who have at least some collective tasks and where the team
members are authorized to regulate mutually the execution of these collective tasks’
(Critchley, Edwards & Fallon, 2007).
Employee team development in United States organizations is often viewed as a series of

stages. Although all the attributes and skills needed for an ideal working relationship are
important at every stage, some become more crucial as the team develops and staff
members increase their level of involvement (Aydin & Ceylan, 2009). At a minimum, it's
important for individual staff members to realize the benefits of teamwork in
organizations and to have a commitment toward working together. With a positive
attitude toward team efforts, and with increased opportunity and time to practice
teamwork skills, staff members can develop as an effective working team, and
consequently have greater impact upon clientele problems (Nguyen, 2003).
Czaplewski, (2003), employee teamwork involves the collection of individuals who are
independent in the tasks and who share responsibility for the outcome. Teams enable
employees in organization to co-operate, enhance individual skills and provide
constructive feedback without conflict between individual. Therefore, teamwork is an
important factor for smooth functioning of an organization. Czaplewski added that most
organizations activities are becoming complex due to advancement in technology
therefore teamwork is a major focus of many organizations that can maintain the
performance in such organizations. Performance is a measure of the results achieved.
Performance efficiency is the ratio between effort expended and results achieved. The
difference between current performance and the theoretical performance limit is the
performance improvement zone. Performance assumes an actor of some kind but the
actor could be an individual person or a group of people acting in concert. The
performance platform is the infrastructure or devices used in the performance act (Aydin
& Ceylan, 2009).
CHAPTER - II
LITERATURE REVIEW
2.0 Introduction
This chapter focuses on the review of the related literature in line with the study
variables. The researcher mainly obtained the theoretical available written data by
different authors about the variables under the study.
2.1 Statement of the Problem

The benefits of teamwork are obvious to any manager. Work gets done faster, employees
are easier to manage and where safety matters, everyone is usually safer. However, the
benefits of teamwork for the employees are often more abstract and difficult to
distinguish. This doesn't make them any less important or meaningful, however.
At Idea Cellular Ltd –Residency Branch, employee teamwork is considered crucial in
doing the organization’s work as field marketers even move as a team with the view of
passing clear message to the public about the company products. This have however been
puzzling the researcher whether employee teamwork is associated with performance of
the same organization in question. The study will therefore examine the impact of
employee teamwork and performance of Idea Cellular Ltd in Residency Municipality.
2.2 Objectives of the Study

2.2.1 General objective
To examine the relationship between employee teamwork and organizations performance
especially Idea Cellular Ltd –Residency Branch.
2.2.2 Specific objectives

i. To find out benefits of employee teamwork at Idea Cellular Ltd –Residency
Branch
ii. To assess the relationship between employee teamwork and performance of Idea
Cellular Ltd –Residency Branch
iii. To examine factors affecting employee performance in Idea Cellular Ltd –
Residency Branch
2.3 Research questions

i. What are the benefits of employee teamwork at Idea Cellular Ltd –Residency
Branch?
ii. Is there a relationship between employee teamwork and performance of Idea
Cellular Ltd –Residency Branch?
iii. What are the factors affecting employee performance in Idea Cellular Ltd –
Residency Branch?
2.4 Scope of the study
2.4.1 Content scope

The study was considered the following scope; benefits of employee teamwork at Idea
Cellular Ltd –Residency Branch, the relationship between employee teamwork and
performance of Idea Cellular Ltd –Residency Branch and examine factors affecting
employee performance in Idea Cellular Ltd –Residency Branch
2.4.2 Time scope

This research was confined to a time period of four years that is for one month, which
time the researcher believe is long enough for discovering relationship between
employee teamwork and performance of Idea Cellular Ltd
2.4.3 Area scope

This research was conducted at Idea Cellular Ltd–Residency Branch in Residency. The
study was conducted at the Idea Cellular Ltd–Residency Branch since its performance
would be declined despite the teamwork encouraged among the employees.
2.5 Research design

The research was descriptive research design. The design exploited both qualitative and
quantitative approaches. Qualitative approach included use of interviews, while
quantitative approaches involved use of descriptive statistics that were generated inform
of frequency tables, graphs, and Charts. Qualitative and quantitative approaches were
adopted to enable the researcher to get and analyze information concerning respondents’
opinions about the impact of employee teamwork and performance of Idea Cellular Ltd
in Residency Municipality.
2.6 Data sources

Both primary and secondary data sources were the main sources of data to be used in the
study. Concerning the primary data method, the study used a questionnaire and interview
guide. The researcher collected secondary information from different sources like; text
books, internet, news paper, report at the company, and journals. This information was
reviewed by visiting places like libraries and internet cafes and this type of information
supplemented the collected data from different categories of the respondents.
2.7 Study population

Study population is a complete set of individuals, cases or objects with some common
observable characteristics. The researcher obtained information from Idea Cellular Ltd–
Residency Branch staff, and clients who directly come at the IDEA service centre for the
company services. The researcher involved all these categories in the study because they
were assumed to possess the necessary study information.
2.8 Sample size

The sample size consisted of 100 respondents from the study area and these were selected
as follows;
Table 1: Showing Sample size

Category Sample size
IDEA employee 50
IDEA Clients 50
Total 100
Source: Primary Data 2013
The study used a sample size selected 100 respondents because as it is enough for the
study to obtain reliable information. In addition, it helped the researcher to finish her
study in time
2.9 Sampling method

The study used simple random sampling during the process of data collection from the
study respondents. The study applied simple random sampling technique because it
gives all the people the chances of being selected. Simple random sampling was used
to select all the study respondents during data collection process in the study area.
2.10 Data collection methods and instruments

The questionnaire tool was used and this was inform of both open ended and close ended
in nature and this allowed the study respondents to fill the questionnaire in the study
field. The tool was used to collect information from employees of IDEA (U) Lltd –
Residency branch. The questionnaire method of data collection was used because of
being cheap and that the method collects responses with minimum errors and high level
of confidentiality.
An interview guide was drafted with a set of questions that the researcher asked during an
interview and this was structured (close ended) in nature. The researcher personally
recorded the provided responses as per the study respondents during the process of
carrying out an interview. The method was used to collect data from clients of the
company. Interview guide was used by the study since the methods helps in the collection
of more data as it allows the interaction of both the researcher and the respondents.
2.11 Research procedures

The researcher respected human dignity by not revealing the identity of the respondents in
the study. The letter of introduction obtained from BBA head of department seeking
permission to conduct the study after being directed by the supervisor to do so. This letter
was presented to the respondents where the study was to be conducted for permission to
conduct the study. The researcher collected data and analyzed it to write the study report.
2.12 Data analysis

The data collected was edited for accuracy, completeness and to find out how well the
answered questionnaires were and this was done in line with the questionnaires. The
edited data was coded. Coding involved assigning numbers to similar questions from
which answers were given unique looks to make the work easier. In this case SPSS
(Statistical Package for Social Scientists) was used to analyze the coded data.
Presentation of data involved use of tables, pie-charts and graphs that were generated from
the questions relevant to the study variables. Interpretation and discussion of the results was
done as the researcher explained the strength of the study variables basing on the frequencies
and percentages, charts and graphs.
2.13 Limitations of the Study

The study was faced with a problem of not finding all respondents in the study area
especially the Company employees who go to field as a group. The researcher however
would arrange with them to fix for her an appropriate time in order to collect reliable and
valid information from them for the study.
The researcher further faced a problem of some respondents not providing information for
the study as information relating to the study variables, however to this, researcher would
explain to them that the information was only for the academic purpose while making them
to understand the study variables.
The study also was expensive in terms of stationary. However the researcher would mobilize
funds from her friends and family members for the study to be completed successfully in
time with the help of her supervisor.
CHAPTER - III
COMPANY PROFILE
Idea Cellular is an Aditya Birla Group Company, India's first truly

multinational corporation. Idea is a pan-India integrated GSM operator
offering 2G and 3G services, and has its own NLD and ILD operations, and
ISP license. With revenue of Rs. 31,571 crore; revenue market share of
nearly 17.5 per cent; and subscriber base of over 161 million in FY 2013,
Idea is India’s third largest mobile operator. Idea ranks among the top 10
country operators in the world with a traffic of over 1.5 billion minutes a
day.
Idea’s robust pan-India coverage is built on a network of over 100,000 2G

and 3G cell sites, spread across over 55,000 towns in India.
Using the latest in technology, Idea provides world-class service delivery

through the most extensive network of customer touch points, comprising
nearly 4,500 exclusive Idea outlets, and over 7,000 call centre seats.
Idea’s customer service delivery platform is ISO 9001:2008 certified,
making it the only operator in the country to have this standard
certification for all 22 service areas and the corporate office.
Idea has consistently stayed ahead of the industry in VLR reporting. Idea’s
thought leadership on Mobile Number Portability (MNP) has enabled it to
stay as the top gainer with the highest net gain. Every 4th mobile user
who exercises choice through MNP, prefers Idea.
Idea offers a range of high-speed mobile broadband devices including

Android based 3G smartphones, dongles etc. Idea’s wide portfolio of 3G
smartphones offer the latest in 3G applications and high-end data services
such as Idea TV, games, social networking etc. at affordable prices.
Idea has been a pioneer in introducing customised product offerings for

segmented customers. It is the first mobile operator to introduce
innovative value added services in the Indian telephony market, and has
remained ahead of the industry in data product offerings.
Idea has received several national and international recognitions for its
path-breaking innovations in mobile telephony products and services. Idea
won the prestigious ‘NDTV Business Leadership Award’ in the telecom
category for its solid, consistent performance in 2012. It was the winner of
ET Telecom Awards 2012, in the categories — ‘Customer Experience
Enhancement’, ‘Excellence in Marketing’, and ‘Innovative Products’. Idea
also won the ‘Best Ad Campaign of the Year’ award for the popular Honey
Bunny campaign at the Tele.Net Telecom Awards 2012.
Idea won the ‘Best Brand Campaign’ at the esteemed World

Communication Awards in 2012 and 2011. It also won the GSM
Association Award for ‘Best Billing and Customer Care Solution’ for two
consecutive years, and was awarded ‘Mobile Operator of the Year Award –
India’ for 2007 and 2008 at the Annual Asian Mobile News Awards.
Idea is listed on the National Stock Exchange (NSE) and the Bombay Stock
Exchange (BSE) in India.
CHAPTER IV
DATA ANALYSIS AND
INTERPRETATION
4.0 Introduction
The study looked at employee team work and performance of an organization. A case
study of Idea Cellular Ltd –Residency Road. The findings from the study were presented
and analyzed orderly based on the formulated study objectives. This was made possible
with help of computer packages MS word and excel where by graphs, charts and tables
were generated.
The chapter begins by presenting the biographic characteristics of respondents in terms of

gender; age, marital status and education levels. The inclusion of background information
served to inform if such variables had an impact on team work and performance in
organizations. The study there after discusses findings as per the formulated objectives of
the study like benefits of team work, relationship between team work and performance
and challenges faced by Idea Cellular Ltd Residency Road branch branch.
4.1 Background information of the respondents

While examining the background information of respondents, variables such as gender,
age, marital status and education level were of importance as presented here after.
4.1.1 Gender of the respondents
Under the gender distribution of respondents, the study was delighted with both male and
female respondents but male respondents were more than female ones as in table 2
Table 2: Showing gender of the respondents
Gender Frequency Percentage
Male 56 56
Female 44 44
Total 100 100
According to table 2, the study had female and male respondents. More so it is indicated
that men were more than women. Findings revealed that 56 %( 56) of respondents were
men while 44% (44) were women. The gender distribution was so due to the fact that
men were much more willing to provide information for the study compared to women.
Despite the gender differences, this had no effect on the study results as all people were
in position to provide valid information.
Figure 1: Showing gender of the respondents

4.1.2 Age of the respondents in years
The age of respondents was taken note of by the study. Accordingly the age was
classified into age groups for easy estimation of the age brackets where an individual
belongs given that females hardly disclose their age.
Table 3: Showing age of respondents in years
Age (in years) Frequency Percentage
Below 20 14 14
20-30 60 60
31-40 20 20
41 and above 06 06
Total 100 100
According to table 3 above, various age groups were established; the study had that of
below 20, year’s age group of 20-30, and the one of 31-40 as well as 41 years and above
age group. It should be noted that age groups serve to preserve the privacy of respondents
most especially female who find it hard to disclose their exact age in years but a range
makes them comfortable.
From the table above, majority of respondents both clients of IDEA and some IDEA staff
were in the 20-30 age group. This was possible given the fact that IDEA employees
mostly young adults for purposes of flexibility at lower levels of management and
technical operations compared to old adults. It was added that such age enjoys team work
and work well hence leading to results.
More so 14%(14) of respondents were in below 20 years age group, majority were IDEA
clients, between 20-30 were 60%(60) respondents, also 20(20%) respondents were in the
31-40 age group while 06%(06) persons were above 41 years of age. The former and
latter age groups illustrated at length the effect of team work given their experience
4.1.3 Marital status of respondents

As a background information variable, marital status of respondents was considered,
under this the study had single, married, separated and widowed respondents in the study.
Table 4: showing marital status of respondents
Marital status Frequency Percentage
Single 52 52
Married 38 38
Divorced/separated 06 06
Widowed 04 04
Total 100 100
According to findings as in table 4, majority of respondents were single persons,

followed by married then separated widowed category the least. It is also indicated that
52(52%) respondents were single hence the study’s more than half of respondents were
living unmarried and single lives. They included the staff at IDEA thus the majority were
IDEA clients. It was established that single persons are more flexible and synchronize
easily in teams to produce results since they have little worries and commitments that are
associated with marriage.
The study also found out that 38 (38%) respondents were married and these were mostly
the clients of IDEA Residency branch. It also clear in table 4 that 6(6%) respondents had
separated while 4(4%) were widowed. Like others the former and latter categories also
pressed their mind on the variables and investigation and their responses were crucial in
the formulation of this report.
Figure 2: Showing marital status of respondents
Source: Primary Data, 2013
4.1.4 Education level of respondents

The study considered five categories of education levels namely; primary, secondary,
tertiary, university and others. Accordingly all the established categories of education
levels had representatives like showed in table 5.
Table 5: Showing education level of the respondents

Education level Frequency Percentage
Primary 20 20
Secondary 38 38
Tertiary 22 22
University 16 16
Others (professional courses) 04 04
Total 100 100
Source: Primary Data
The study took it necessary to examine the education levels of respondents. This was
aimed at establishing how ones level of education could influence the understanding of
the study variables that’s to say teamwork and performance of organizations. It was also
found out that respondents with considerably higher levels of education ranging from
tertiary university, professional courses like CPA had a thorough and logical
understanding of the topic thus their views were instrumental in the writing of this thesis.
More so majority of respondents had attained secondary and primary levels of education
and when the term team work was broken down into smaller words, understandable
language, they also contributed their views on the subject in context
From table 5 above, majority of respondents constituting 38%(38) had acquired

secondary level, 20%(20) of them had attained only primary level of education and were
all clients of Idea Cellular Ltd Residency Road branch branch. It is indicated further on
table above that 22 %( 22) of respondents had obtained tertiary level of education like
Diplomas and certificates whereas 16 %(16) were university graduates and 04%(04) had
professional courses like CPA and ACCA. The previous three categories of education
levels namely; tertiary, university and professional courses were for Idea Cellular Ltd
Residency Road branch staff.
4.1.4 Duration in organisation

Respondents were asked about their duration of stay/work in the study area that is IDEA
India Limited. It was hoped that the workers / respondents time of the stay on work
influenced their impact in the area. Those who had stayed longer in the study area were
further believed to have witnessed several changes, trends and patterns of work / services
offered by the institutions to its clients
Table 6: Duration in organization IDEA – India limited.
Duration Frequency Percentage
Between 2 and 4 years 43 43
Above 4 years 43 43
Below two years 14 14
Total 100 100
Table 6 above indicates that respondents had spent different periods in the organization
where by 43 (43%) had worked with in a period between 2 and 4 years, 43 (43%) were
above 4 years, and 14 (14%) were below 2 years. This makes all the respondents more
experienced about the activities of the organization and implies that they gave more
reliable data.
Figure 3 : showing A bar graph showing departments of work of the respondents.
Source : Primary Data , 2013

From the bar graph above, it is clear that 50 (50%) of the respondents work in the
purchasing and sales department, 15(15%) work in the accounts department, 10(10%)
work in the stores, 20(20%) work in management, and 5(5%) work in the internal audit
department. Such findings imply that data was collected from employees in all sections of
the organization.
4.2 Benefits of employee team work at Idea Cellular Ltd Residency branch
The study set off findings’ presentation by illustrating the benefits of employee team
work at Idea Cellular Ltd Residency branch as the first objective. Under this, reasons for
use of team work were explored; knowledge if respondents understood the term team
work also looked at presented in following paragraphs.
Table 7: Showing responses on if respondents knew of the term employee team
work.
Knew the term employee team work Frequency Percentage
Yes 100 100
No 00 00
Total 100 100
The study sought of respondents to indicate if they knew the term employee team wok.
To this, a close ended yes or no response question was administered. Findings revealed
that all the study participants conquered with having knowledge of the term employee
team work and from table 6, 100 %( 100) of them scored against a yes response as prior
administered.
It should be re called that no single respondent was in objection to the statement hence a
no response had zero scores. Respondents threw more light on the term to justify their
knowledge by citing that team work is simply cooperation at the work place, others
believed it is working in groups that have same skill while some respondents argued it is
working together to achieve the common goal, some explained assisting each other by
correcting errors enabling a colleague prevent occurrence of errors in his department or

area of specialty. Therefore following such justifications the study realized respondents
had some insight on the term team work thus were in a good position to tell its
relationship with performance of organizations.
Table 8: Showing responses on if Idea Cellular Ltd Residency branch employees

work as a team
Responses Frequency Percentage
Yes 92 92
No 08 08
Total 100 100
The study went ahead to administer to respondents if Idea Cellular Ltd Residency branch
employees work as a team. Results were interesting as presented in table 7. Accordingly
majority of respondents acknowledged that Idea Cellular Ltd Residency Road branch
branch employees work as a team and as indicated, 92%(92) of respondents supported the
statement. The response was backed by pointing out that when a staff has many clients to
attend to a colleague often lends a hand if he/she has fewer clients.
Also team work is displayed in things like taking ones for a client when they are not in
position to attend that day or when they sign out for lunch another colleague is there to
attend on their behalf hence they work as a team. On contrary 08%(08) signed against no
response citing that they do not figure out any team work taking place.
Figure 4: Showing responses on if Idea Cellular Ltd Residency branch employees
work as a team
Source Primary Data 2013

Table 9: Showing reasons for employee working as a team

Reasons Frequency Percentage
To reduce on the costs 26 26
To encourage efficiency and 10 10
effectiveness
To reduce on employee’s mistakes 22 22
To act as advertising 14 14
For easy communication 16 16
To promote productivity 08 8
Others(employee motivation, training) 04 4
Total 100 100
Source Primary Data 2013
The study examined the reasons why employees work as a team. As presented in table 8,
respondents cited reasons like, reducing costs, encouraging efficiency and effectiveness,
reduce on employee mistakes, act as advertising, easy communication and promoting
productivity as well as others as reasons.
Findings reveal that 26 %( 26) respondents cited reducing on the cost as a reason for team
work. It was explained that costs of operation lower down when work is handled by many
people and the task is accomplished in shortest possible time. The study got informed that
at Idea Cellular Ltd Residency Road branch failure to use team work could increase cost
the organization. Accordingly when a team is at work, clients are served and they get
retained by the organization.
It is indicated also that 10 %( 10) of respondents pointed out efficiency and effectiveness
as reason for team work. It should be noted that efficiency is doing things right while
effectiveness is doing the right thing. Under team work things are done right and the right
things are done due to combining of skill and efforts. For instance when there is a
technical problem with a staff’s computer but has to serve the clients, another colleague
staff can lend to put it right hence customers are served.
Also highlighted were reducing employee mistakes. Table 8 shows that 22%(22)
respondents argued that teams help in training staff most especially new recruits. Such
training ensures that preventive techniques to likely mistakes are imparted in the new
employee and when a signed full responsibility, occurrence of mistakes is minimized.
Similarly when employees work as a team, a colleague easily alerts the other if a mistake
is suspected to occur in nearby future, this enables company to avoid costs.
According to 14%( 14) respondents, team work helps in advertising the company. It helps
in winning more clients when they hear about the togetherness in accomplishing tasks as
well as the precision in handling customer queries is concerned. It was added this practice
enables the company to sell its name hence being advertised in the public.
Team work according to 16%(16) respondents is applied due to reason of easy

communication in the organization. Where there is team work, “says the manager of Idea
Cellular Ltd Residency Road branch”, there is easy flow of instructions where by
information is passed on to only a team member and the information flows to others
freely. Also team work has enabled the provision of telecommunication services easy to
the public hence making IDEA (U) the number one telecommunication company in India.
Generally team work enables productivity at work place and ensures satisfaction to
clients. Team work enhances division of labour, tasks get accomplished with zeal in short
time, large volume of work is handled and according to 8%(08) respondents productivity
is high. Other reasons for working as a team were cited. Table 8 shows that 04% (04) of
respondents cited employee motivation when they back up, training of new skills where a
colleague discover a skill, shares it with other members hence leading to a multi-skilled
staff to the organization. Relationship between employee team work and performance of
Idea Cellular Ltd Residency
The study in abid to exhaust the research objectives fully, a ascertained the relationship
between employee team work and performance of IDEA (U)) Ltd Residency. Under this
it was sought of respondents if employee team work has influence on the profit level,
further the kind of relationship if any was established, trend of sales performance
examined as well as relationship between team work and performance of IDEA(U) Ltd
Residency
Table 10: Showing responses on if employee team work has influence on the profit
level
Responses Frequency Percentage
Yes 100 100
No 00 00
Total 100 100
According to table 10, a yes or no close ended response question was administered to
respondents to know if employee team work has an influence on the profit level.
Findings, revealed that employee team work has an influence on profit levels, basing on
table 10, 100%(100) of study participants conquer with the view. In addition the
respondents went a head to justify by identifying the kind of influence they were
meaning. In table 10, respondents cited a positive and negative influence
Table 11: Showing the kind of influence between employee team work and profit
level at Idea Cellular Ltd
Kind of influence Frequency Percentage
Positive 96 96
Negative 04 04
Total 100 100
According to the study findings as in table 11, majority of the respondents 96%(96) cited
a positive influence to exist between employee team work and profit level at Idea Cellular
Ltd while 04%(04) respondents cited a negative kind of influence on profit levels.
According to 96% of respondents team work leads to reduced costs of production hence
increasing profit levels.
They also cited that team work leads to efficiency and effectiveness thus attracting more
customers and in turn profit levels go high. Thy also added that where team work is
lacking, the level of profits is low given customers abandon the organization and go else
where. On contrary according to 04% respondents, team work had a negative influence
on profit levels. They argued that team work leads to gossiping and work is avoided
hence profits go down. They favored independence to teams.
Table 12: Showing the trend of sales performance at Idea Cellular Ltd over the last
three years (2009-2011)
Trend of sales Frequency Percentage
Increasing 36 36
Reducing 00 00
Stagnant/constant 04 04
Do not know 60 60
Total 100 100
The study examined the trend of sales performance at Idea Cellular Ltd over the past
three years from 2010-2012. The trend was rated on scale of increasing, reducing,
constant and do not know. According to findings, majority of respondents did not know
the trend of sales performance at Idea Cellular Ltd Residency over the previous three
years. These constituted 60%(60) of total respondents and they were mainly the IDEA
clients. On contrary, 36 %( 36) of respondents rayed performance s increasing given the
increase of client base year after another. It is also indicated that 04%(04) respondents
rated the sales performance as constant that the volume of work had not significantly
changed, the number of customers handled on average daily was the same hence
convinced the performance was constant. It is surprising that 0% (00) no respondent rated
the performance as reducing given prevailing events as far as customer base and work
load is concerned.
Table 13: showing if there is a relationship between employee team work and
performance of Idea Cellular Ltd Residency branch
There is a relationship Frequency Percentage
I agree with the statement 100 100
I disagree with the statement 00 00
Total 100 100
The study went a head to establish if there is a relationship between employee team work
and performance of Idea Cellular Ltd Residency branch. The responses were rated as
agree or disagree. Therefore according to table 12, 100%(100) respondents agreed with
the statement that there is a relationship between employee team work and performance
of Idea Cellular Ltd Residency hence no single person disagreed with the statement. It
was argued that team work enhances efficiency leading to performance of IDEA; also
that it leads to high productivity of employees given the errors prevention techniques
hence increasing the performance of Idea Cellular Ltd Residency Road branch branch.
Also that team work has lead to increase in numbers of customers given the satisfaction
they derive from the services offered hence performance of the organization ensured.
4.3 EMPLOYEE PERFORMANCE

4.3.1 Motivation and employee performance
Respondents were asked to indicate whether motivation is the most important factor of
employee performance and the following information was obtained.
Table 14: Motivation and staff performance
Motivation as a factor Frequency Percent Valid Percent
Strongly agree 73 73 73
Not sure 7 7 7
Strongly disagree 20 20 20
Total 100 100 100
Source: Primary data, 2013
Considering motivation as the most important factor in employee performance, 73
percent of the respondents were in total agreement to the statement while only 20 percent
disagreed and 7 were not sure. These findings are in agreement with the earlier
revelations made by Kathleen (2004) that in order to improve one’s performance he/she
needs to be motivated. Management should maintain this practice of motivating its
employees and even research for more new motivation tools.
4.3.2 Goal clarity and performance

Respondents were asked to indicate whether goal clarity among the employees helps to
improve their performance.
Table 15: Goal clarity

Goal clarity Frequency Percent Valid Percent
Agree 37 37 37
Not sure 27 27 27
Disagree 3 3 3
Total 100 100 100
Source: Primary data 2013
Table 15 shows that 37 percent of the respondents who work with the IDEA India limited
agree that goal clarity can help employees to improve on their levels of performance.
Only 3 percent in total disagree and 27 percent are not sure. These findings are in
agreement with the earlier revelations made by Willmot (2007) who asserted that people
must have in mind a clear picture of any end or goal they are to achieve in order to
perform to their best always. The management should continue to clarify organizational
goals to the employees for better performance.
4.3.3 Working Conditions and performance

Respondents were also asked to indicate whether the working conditions can greatly
improve one’s performance.
Table 16: Working conditions
Working Conditions Frequency Percent Valid Percent

Agree 33 33 33
Not sure 7 7 7
Disagree 3 3 3
Total 100 100 100

From table 16, it can be noted that 50 percent of the respondents in total strongly agree
that working conditions can greatly improve on the performance of the individuals while
only 3 percent in total disagree and 7 percent are not sure. Going with the majority, it can
be concluded that the employees believe that better working conditions can help them to
improve on the level of their performance. Mmanagement should endeavor to improve on
the working conditions of employees for better performance.
4.3.4 Knowledge of the structure and performance

The respondents were asked whether the knowledge of the structure helps an employee to
know what to do in given situations and hence improve on his/her performance.
Table 17: Knowledge of the objective job, company structure
Knowledge of the Structure Frequency Percent Valid Percent

Agree 37 37 37
Not sure 20 20 20
Disagree 3 3 3
Total 100 100 100
Table 17, results show that only 27 percent of the respondents were in total disagreement
with the statement, 20 percent are not sure while the majority of 37 percent agree that in
order to improve their performance, the employees need to have knowledge of the
structure of the organization since this can help them maneuver around the problems and
hence perform better. Management should uphold this practice such that employees can
always know in which department to report the various issues that arise in the
organization.
4.3.5 Modern Technology and performance

Respondents were also asked to indicate whether the use of modern technology triggers
performance of employees.
Table 18: Modern Technology
Modern Technology Frequency Percent Valid Percent

Agree 33 33 33
Not sure 20 20 20
Disagree 17 17 17
Total 100 100 100
From table 18, 33 percent of the respondents in total who work with IDEA India Limited
believe that with modern technology, performance can always be better against the 17
respondents in total who disagree and 20 percent who are not sure. This is in agreement
with the earlier revelations made by Samuel (2010) that technology can greatly improve
on the individual performance. However, some of the respondents fear that the
introduction of technology will not do much if they are not taken for further training
hence management should always train its employees how to operate the modern
technology.
4.4.6 Ability, training, experience and performance

Respondents were also asked whether ability, training and experience can improve an
individual’s capacity to perform.
Table 19: Ability, training and experience
Ability, training &experience Frequency Percent Valid Percent

Agree 47 47 47
Not sure 13 13 13
Disagree 7 7 7
Total 100 100 100
Source: Primary data, 2013
From table 19, 47 percent of the respondents in total who work with IDEA India Limited
believe that an individual with ability, experience and training for a particular job, his/her
performance is always going to be up, the 7 percent disagree and 13 percent are not sure.
The management should endeavor to consider the ability, training and experience of
employees in order to improve on an individual’s capability to perform.
4.4 Challenges faced by Idea Cellular Ltd Residency branch

The study since it took Idea Cellular Ltd Residency branch as a case, took it necessary to
examine the challenges the organization faces. This was done by seeking from
respondents if Idea Cellular Ltd Residency branch was faced with challenges in a close
ended yes or no response question as in table 13 and the challenges laid out like in table
20.
Table 20: Showing responses on if Idea Cellular Ltd Residency Road branch was
faced with challenges.
Faced with challenges Frequency Percentage

Yes 88 88
No 12 12
Total 100 100
The study administered a yes or no close ended question of if Idea Cellular Ltd
Residency Road branch was faced with challenges. According to table 13 above it is
indicated that majority of respondents acknowledged the prevalence of challenges and
least of them could not figure out any single challenge. Therefore 88%(88) respondents
admitted that nunoons challenges faced Idea Cellular Ltd Residency Road branch while
12%(12) respondents disadmitted to existence of a challenge. The study learnt that
challenges such as labour turn over, competition, poor network coverage due to technical
errors, high costs of rent, wealther conditions among others were a few of the challenges
that IDEA office in Residency faced with.
Table 21: Showing challenges faced by Idea Cellular Ltd Residency branch
Challenges faced Frequency Percentage
Competition 22 22
Labour turnover 14 14
High transport cost 20 20
Ltd network coverage 12 12
Weather conditions 08 08
Load shedding 08 08
High cost of rent 02 02
High government taxes 10 10
Others (inflation) 04 04
Total 100 100
The study yet established the challenges according to the 100 respondents who confirmed
that Idea Cellular Ltd Residency Road branch is faced with challenges. The study found
out that 22%(22) of respondents mentioned competition as a major challenge of Idea
Cellular Ltd Residency office. Respondents argued that stiff competition was encountered
from emerging telecommunication companies that are providing same services but at a
significantly lower price. However it was pointed out that IDEA has decided to provide
quality services so as to counter the competition and continue existing as a major in the
market.
The study found out also that labour turnover was another challenge that IDEA is facing.
According to 14%(14) respondents experienced employees were being stolen from IDEA
by other companies who promise them better remuneration hence causing gaps that
require time to refill. However according to the manager Idea Cellular Ltd Residency
Road branch, labour turn over was being addressed by motivation of staff through offs
and allowances among others and the situation was calming down.
The study got informed that there is a challenge of high transport costs. Table 14 shows
that 20%(20) of respondents argued that the company was finding it expensive in terms
of transport. Transporting products to different IDEA outlets and dealers was expensive.
However the transport cost challenge was getting rectified by calling upon IDEA dealers
and distributors to come around and pick the products and draw services near to clients
from IDEA offices and the strategy was seen to yield slowly by slowly.
Limited network coverage was identified as a challenge according to clients of IDEA. it

is indicated that 12%(12) of respondents who admitted to existence of challenges
revealed that network was common in town and in rural areas it is ever on and off. It
some times requires an individual to climb to a raised land like a cliff to access net work.
Some IDEA staff added that the problem was known and it was challenging their mission
to be the leading provide of affordable telecommunication services to Indians and far.
However it was pointed out that efforts were in progress to erect boosters in many places
as much as possible and also upgrade the computer systems to provide fast and quick
internet to all users.
Weather conditions were cited as a challenge to provision of products and services to the
public. According 08 %(08) of respondents argued that when it rains extortionately, the
network and signals go down. Similarly poor weather roads due to heavy rains make it
inaccessible to areas where IDEA boosters are erected to fuel the generators hence
making signals poor. Also there is use of four-wheel vehicles that move easily in muddy
weather roads in effects to reach clients from far.
On addition load shedding was attributed to many challenges. It was added that road
shedding itself challenges the operation of IDEA-Residency. It is revealed that 08%(08)
of respondents were keen to cite load shedding as affecting the systems of IDEA hence
making services temporarily poor. Load shedding affects the network and mobile money
is distributed, internet network goes down hence annoying customers. However it was
added that plans were under way to install heavy solar power systems that can run
machines to supplement the generator power that gets overloaded.
It is indicated that a respondent 02%(02) cited high rent cost as a challenge of Idea
Cellular Ltd Residency. High rent it was pointed out pedals in the profit levels of IDEA.
However it was argued that this was being unfelt given the fat that the market base has
increased and economies of scale enjoyed hence making rent insignificant.
The study pointed out high taxes from the government as another challenge that Idea
Cellular Ltd Residency is facing. It is indicated that 10%(10) respondents blamed high
taxes imposed on IDEA as a challenge coming into their way to provide cheap and
quality services and products. It was established that high rent cost was being overcome
by the fact that the rates of a call per unit cost had been stepped up to cover all the
emerging financial costs hence a little burden.
Last but not least were the other challenges that were pointed out. As in table 14,
04%(04) respondents were eager to mention challenges like inflation that has made costs
of operation high leading to increase in unit call costs. Also mentioned was the mal-
practices like cheating of customers by IDEA dealers, stealing of airtime, shortages by
staffs who connive with thieves hence challenging the works of IDEA. However this was
being addressed by prosecution of theft accomplices and making employees pay for the
shortages they incur on addition to withdrawing the dealership from dealers who are
reported to overcharge clients.
CHAPTER V
SUMMARY OF THE
STUDY FINDINGS,
CONCLUSIONS AND
RECOMMENDATIONS
5.0 Introduction
The chapter of the study deals at length with exploring the objectives of the study as; to
find out benefits of employee teamwork at Idea Cellular Ltd –Residency branch, to
access the relationship between employee teamwork and performance of Idea Cellular
Ltd –Residency branch, to investigate the challenges faced by Idea Cellular Ltd–
Residency branch
The chapter further summarizes the main findings of the study by making conclusions,
and recommendations
5.1 Summary of the study findings
The study findings revealed reducing on the cost of operation as a reason for team work.
It was explained that costs of operation lower down when work is handled by many
people and the task is accomplished in shortest possible time. The study got informed that
at Idea Cellular Ltd Residency Road branch failure to use team work could raise cost of
the organization. Accordingly when a team is at work, clients are served and they get
retained by the organization.
In addition, respondents pointed out efficiency and effectiveness as reason for team work.
It should be noted that efficiency is doing things right while effectiveness is doing the
right thing. Under team work things are done right and the right things are done due to
combining of skill and efforts. For instance when there is a technical problem with a
staff’s computer but has to serve the clients, another colleague staff can lend to put it
right hence customers are served.
Also highlighted were reduced employee mistakes. Respondents argued that teams help
in training staff most especially new recruits. Such training ensures that preventive
techniques to likely mistakes are imparted in the new employee and when a signed full
responsibility, occurrence of mistakes is minimized. Similarly when employees work as a
team, a colleague easily alerts the other if a mistake is suspected to occur in nearby
future, this enables company to avoid costs.
The study further established that team work helps in advertising the company. It helps in
winning more clients when they hear about the togetherness in accomplishing tasks as
well as the precision in handling customer queries is concerned. It was added this practice
enables the company to sell its name hence being advertised in the public. Team work is
applied by organizations due to reason of easy communication in the organization. Where
there is team work, “says the manager of Idea Cellular Ltd Residency Road branch
branch”, there is easy flow of instructions where by information is passed on to only a
team member and the information flows to others freely. Also team work has enabled the
provision of telecommunication services easy to the public hence making IDEA (U) the
number one telecommunication company in India.
Further findings from the study revealed that team work enables productivity at work
place and ensures satisfaction to clients. Team work enhances division of labour, tasks get
accomplished with zeal in short time, large volume of work is handled and according to
8% (08) respondents productivity is high. Other reasons for working as a team were cited.
Respondents said employee motivation when they back up, training of new skills where a
colleague discover a skill, shares it with other members hence leading to a multi-skilled
staff to the organization.
The study in abid to exhaust the research objectives fully, a ascertained the relationship
between employee team work and performance of IDEA (U)) Ltd Residency. Under this
it was sought of respondents if employee team work has influence on the profit level,
further the kind of relationship if any was established, trend of sales performance
examined as well as relationship between team work and performance of IDEA(U) Ltd
Residency
Findings from the study acknowledged that there is an influence of team work on profit
levels. Where as in table 10, respondents made it possible and explained the kind of
relationship. Respondents cited a positive influence to exit as respondents said that team
work leads to reduced costs of production hence increasing profit levels. They also cited
that team work leads to efficiency and effectiveness thus attracting more customers and in
turn profit levels go high. Thy also added that where team work is lacking, the level of
profits is low given customers abandon the organization and go else where.
The study found out that respondents mentioned competition as a major challenge of Idea
Cellular Ltd Residency office. Respondents argued that stiff competition was encountered
from emerging telecommunication companies that are providing same services but at a
significantly lower price. This it was pointed out is a marketing strategy intended to lure
many customers away from IDEA but does not make the luring company cover profits.
However it was pointed out that IDEA has decided to provide quality services so as to
counter the competition and continue existing as a major in the market.
The study found out also that labour turnover was another challenge that IDEA is facing.
According to 14% (14) respondents experienced employees were being stolen from IDEA
by other companies who promise them better remuneration hence causing gaps that
require time to refill. However according to the manager Idea Cellular Ltd Residency
Road branch, labour turn over was being addressed by motivation of staff through offs
and allowances among others and the situation was calming down.
The study got informed that there is a challenge of high transport costs. Respondents
argued that the company was finding it expensive in terms of transport. Transporting
products to different IDEA outlets and dealers was expensive. However the transport lost
challenge was getting rectified by calling upon IDEA dealers and distributors to come
around and pick the products and draw services near to clients from IDEA offices and the
strategy was seen to yield slowly by slowly.
Ltd network coverage was identified as a challenge according to clients of IDEA. It was
indicated that network was common in town and in rural areas it is ever on and off. It
some times requires an individual to climb to a raised land like a cliff to access net work.
Some IDEA staff added that the problem was known and it was challenging their mission
to be the leading provide of affordable telecommunication services to Indians and far.
However it was pointed out that efforts were in progress to erect boosters in many places
as much as possible and also upgrade the computer systems to provide fast and quick
internet to all users.
Weather conditions were also cited as a challenge to provision of products and services to
the public. Respondents argued that when it rains extortionately, the network and signals
go down. Similarly poor weather roads due to heavy rains make it inaccessible to areas
where IDEA boosters are erected to fuel the generators hence making signals poor.
However it was argued that this was being tackled by ensuring that enough fuel is always
put in generators to run for quite long time. Also there is use of four-wheel vehicles that
move easily in muddy weather roads in effects to reach clients from far.
Findings from the study revealed that high rent cost as a challenge of Idea Cellular Ltd
Residency. High rent it was pointed out pedals in the profit levels of IDEA. however t
was argued that this was being unfelt given the fat that the market base has increased and
economies of scale one enjoyed hence making rent seem insignificant. The study further
pointed out high taxes from the government as another challenge that Idea Cellular Ltd
Residency is facing. Respondents blamed high taxes imposed on IDEA as a challenge
coming into their way to provide cheap and quality services and products. It was
established that high rent cost was being overcome by the fact that the rates of a call per
unit cost had been stepped up to cover all the emerging financial costs hence a little
burden.
5.2 Conclusions
The study concludes that team work is critical in the functioning of an organisation and
reasons for employee working as a team at IDEA India Residency branch are; to reduce
on the costs, to encourage efficiency and effectiveness, to promote productivity, to act as
advertising, for easy communication and to reduce on employee’s mistakes.
The study in making had to establish the influence of employee team work on the profit
level. The study concludes that team work has a high influence on profit levels given the
fact that all of respondents signed against it, also it is summed that the kind of influence
is positive according to majority of them, this is exhibited further in the trend of sales
performance where the study concluded that the sales performance was increasing.
The study also makes a conclusion that there is a strong relationship between team work
and performance of Idea Cellular Ltd Residency branch and that the kind of relationship
is a positive one that translates to increased performance.
The study deduces further that Idea Cellular Ltd Residency branch has numerous
challenges as acknowledged by majority of respondents and the overriding ones are;
labour turnover, competition, high transport cost, weather conditions, load shedding, high
cost of rent, high government taxes, limited network coverage, and inflation.
The study concluded that providing quality services, motivation of staff through offs and
allowances, efforts to erect boosters, ensuring that enough fuel is always put in
generators, prosecution of theft accomplices and making employees pay for the shortages
they incur on addition to withdrawing the dealership from dealers who are reported to
overcharge clients as well as revising of rates per unit product were the measures that
Idea Cellular Ltd Residency Road branch staff respondents and clients raised.
5.3 Recommendations
The study recommends that there is need to organize workshops and training to inform
staff on team work which is not fully exploited hence training on how to improve team
work and how work in teams needs to be put in place this will ensure increased
performance of IDEA (U) Ltd Residency branch.
The study recommends that there is need to further motivate the employees of IDEA. this
is because emerging telecommunication companies are looking out to source the
experienced and well trained Idea Cellular Ltd Residency staff. Motivation could be in
things like allowances; holiday retreats, increased salaries and promotions as well as
recognition of efforts through annual awards
The study recommends that there is need to find a bigger space of operation. Using
observation, the researcher found out that the clients are many and increasing but the
space was small for instance the seats are few and queues get long through .some clients
get pissed and withdraw unattended to increase space it would mean hiring more staff to
handle the many customers.
Lastly, that IDEA ought to set up their network come rain come sun. It was found out that
network is poor in rural areas and people find it hard to communicate. Therefore
upgrading of soft wares and network would not only increase market share but also
increase the performance of the company.
5.4 Areas for further studies

For appropriate conclusions and recommendations, the study recommended the following
as areas for further studies.
i. The relationship between employee motivation and performance of Idea Cellular
Ltd –Residency branch.
ii. The effect of workshops and trainings on the performance of employees in

organizations.
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APPENDICES
Appendix A: Questionnaire Tool (IDEA Staff)
Dear Respondent,
I am NGOIE KABEYA DOUDOUS.S.R. College of Management and Science offering
Bachelor’s in Business Management.. I am carrying out my research on “IMAPCT OF
TEAM WORK ON THE OUTPUT OF IDEA CELLULAR LIMITED”. I kindly
request you to provide me the necessary information having been chosen to be one of the
respondents to enable me complete my research project successfully.
Thank you in advance
Section A: Background information of the respondent

1. Gender of the respondent
i). Male ii). Female
2. Age of respondent in years

i). Below 20 ii). 20-30
iii). 31- 40 iv). 41 and above
3. Marital Status
i). Single ii). Married
iii) Divorced /separated iv). Widowed
4. Education Level
i). Primary ii) Secondary
iii).Tertiary iv) University
v).Other (Specify)…………………………………………………………………
5. Duration in organization IDEA – India limited

(i) Below two years (ii) Between 2 & 4 years
(iii) Above 4 years
6) In which department do you work?

i. Accounts
ii. Management
iii. Purchasing & Sale
iv. Internal audit
v. Stores
vi. Any other (please specify)……………………………
Section B: Benefits of employee teamwork at Idea Cellular Ltd –Residency Branch
7. Do you know the meaning of employee teamwork?
i) Yes ii) No
If yes 5, what does employee teamwork mean?

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------------------------------------------------------------------------------------------------------------
------------------
8. Does Idea Cellular Ltd –Residency Branch employees work as team?
i) Yes ii) No
If yes, what are the reasons for employees working as a team?

------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
------------
Section C: The relationship between employee teamwork and performance of Idea
Cellular Ltd –Residency Branch
9. Do you think employee teamwork has influence on the profit level at this Company?
i) Yes ii) No
8. If yes, what influence

i) Negative ii) Positive
Give reason/s for your answer?
------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
10. What has been the trend of sales performance at Idea Cellular Ltd –Residency Branch
over the last three years (2010-2013?)
i). Increasing ii) Reducing iii).Stagnant/constant
11. “There is a relationship between employee teamwork and performance of Idea
Cellular Ltd –Residency Branch”
i) .I agree with the Statement ii). I disagree with the Statement
SECTION D: Factors affecting employee performance
On the scale of 1-5, tick in the appropriate box on how you strongly agree or
disagree with the statements given.
Statement 1 2 3 4 5
1. Motivation is the most important factor in employee
performance
2. Goal clarity among the employees helps to improve their
performance
3. Work conditions can greatly improve one’s performance
4. To achieve any goal, an employee must be flexible and suitable
for the job
5. Knowledge of the structure helps an employee to know what to
do in given situations and hence improve his/her performance
6. Feedback is key in the improvement of an individual’s
performance
7. The use of modern technology triggers performance of
employees
8. Ability, training and experience improve an individual’s
capability to perform
9. A feeling of acceptance by the employee may improve his/her
performance
10. Suggest any other factors that affect your level of performance as an employee of
IDEA
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
Section E: Challenges faced by Idea Cellular Ltd–Residency Branch.
12. Does the company face challenges in the running its activities?
i) Yes ii) No
If yes, what are such challenges faced by the company?
------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
13. What have been measures to the challenges faced by the company?
------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------
14. What is your recommendation on employee teamwork and performance of Idea
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------
THANK YOU VERY MUCH
Appendix B: Interview Guide (Company clients)

Dear Respondent,
I am NGOIE KABEYA DOUDOUS.S.R. College of Management and Science
offering Bachelor’s in Business Management.. I am carrying out my research on
“IMAPCT OF TEAM WORK ON THE OUTPUT OF IDEA CELLULAR
LIMITED”. I kindly request you to provide me the necessary information having
been chosen to be one of the respondents to enable me complete my research
project successfully.
1. Gender of the respondent
2. Age of the respondent in years
3. Marital Status of the respondent
4. Education Level of the respondent
5. Do you know the meaning of employee teamwork, if yes, what does it mean?
6. Does Idea Cellular Ltd encourage teamwork of employee?, why?
7. What do you think are the benefits of employee teamwork at Idea Cellular Ltd –
Residency Branch?
8. What do you think is the relationship between employee teamwork and
performance of Idea Cellular Ltd –Residency Branch?
9. Do you think Idea Cellular Ltd is faced with challenges in running its activities, if
yes, what can be such challenges?
10. What do you think can be the measures to the challenges faced by this company?
11. What is your recommendation on employee teamwork and performance of Idea
Thank You Very Much


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Impact of Team 200321

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A STUDY ON

IMAPCT OF TEAM WORK ON THE OUTPUT OF IDEA

Submitted in partial fulfillment of the requirements for the award of

S.S.R COLLEGE OF SCIENCE & MANAGEMENT STUDIES

I, NGOIE KABEYA DOUDOU a student of SSR College of Management and

Date: 19th February 2016

NGOIE KABEYA DOUDOU

NGOIE KABEYA DOUDOU

Figure 2: Showing marital status of respondents...........................................................................27

Figure 3 : showing A bar graph showing departments of work of the respondents.......................29

1.1 Industry Profile

opportunity for optimal use of intellectual resource and creativity of employees.

Communication in developing an effective team happens on two levels: communication

communication. Encourage interaction between team members outside of the office

Working as a team increases the efficiency of departments exponentially. As each team

Receivables turnover is an indication of how quickly the organization collects its

Financial leverage ratios provide an indication of the long-term solvency of the

Knowledge of Structures: According to Fred (2003), figuring out what to do in a

actions), feedback is generally available without much effort on any-one’s part. We

1.3 Theoretical Background of the Study

employee works confidently in team and increases productivity of the organization.

Teamwork is the concept of people working together cooperatively, as in sales team,

Employee team development in United States organizations is often viewed as a series of

2.1 Statement of the Problem

2.2 Objectives of the Study

2.2.2 Specific objectives

2.3 Research questions

2.4 Scope of the study

2.4.1 Content scope

2.4.2 Time scope

2.4.3 Area scope

2.5 Research design

2.6 Data sources

2.7 Study population

2.8 Sample size

Table 1: Showing Sample size

2.9 Sampling method

2.10 Data collection methods and instruments

2.11 Research procedures

2.12 Data analysis

2.13 Limitations of the Study

Idea Cellular is an Aditya Birla Group Company, India's first truly

Idea’s robust pan-India coverage is built on a network of over 100,000 2G

Using the latest in technology, Idea provides world-class service delivery

Idea offers a range of high-speed mobile broadband devices including

Idea has been a pioneer in introducing customised product offerings for

Idea won the ‘Best Brand Campaign’ at the esteemed World

The chapter begins by presenting the biographic characteristics of respondents in terms of

4.1 Background information of the respondents

Source: Primary Data 2013

4.1.3 Marital status of respondents

According to findings as in table 4, majority of respondents were single persons,

Source: Primary Data, 2013

4.1.4 Education level of respondents

Table 5: Showing education level of the respondents

From table 5 above, majority of respondents constituting 38%(38) had acquired

4.1.4 Duration in organisation

Between 2 and 4 years 43 43

Below two years 14 14

Total 100 100

Source : Primary Data , 2013

correcting errors enabling a colleague prevent occurrence of errors in his department or

Table 8: Showing responses on if Idea Cellular Ltd Residency branch employees

Source Primary Data 2013