Examine the Influence of the Teamwork on

Productivity in Retail Sector in "Chalhoub Group"

:Submitted to

Dr. Siddig Balal

Academic Adviser

Salwa Ali
160104113982
Table of Contents
Page
Title Page 1

CHAPTER 1:
1- Title introduction 3
2- Introduction 3
3- Statement of the Problem 4
4- Scope of Study 5
5- Significant of Study 5
6- Operational Definition 6

CHAPTER 2
7- Literature Review 7 – 11
8- Depended and Independed 11
9- Relationship between Teamwork and Productivity 11
11
10- Hypotheses

CHAPTER3:

11- Research design/ Methodology 12

12- Data Collection, Data Analyze 12

13- Conclusion 12
14- Reference 13

2
Chapter One:-
1- Introduction
Chalhoub Group is an international retail company, it considers one of
the big retail companies in Bahrain according the brands which are
handling by the firm, it has a competitors retail companies they are
handling an international brands in same level.
So, company is so careful regarding productivity aspect, they are doing
training for the employees to enhance their performance that will lead
to improve company productivity.
In today's world of work, fundamental transformations in working
structures are taking place. Organizations face complex and dynamic
environments that’s lean to increase and improve the globalization and
competitiveness of the global economy (Scott &Tiessen,1999)
A lot of organization and companies are searching for new
organizational concept to agreement with internal and external
environment demand. In this context, group concept is considering
omnipresent tool in the management literature. Management samples
such as business process reengineering, poor production and all
embrace the core principles of team based work (Benders & Van
Hootegem,1999)
What makes a faculty member more productive in academic research?
This is a question of great interest to much tenure - earning and tenured
faculty members in aca demi institutions where faculty performance is
evaluated heavily based on research productivity. Productive faculty not
only further the knowledge in their professional fields by integrating
their findings with those of others via scholarly publications
disseminated around the world , they also bring visibility and prestige to
themselves and their affiliated institutions , which in turn attracts
research grants and more qualified faculty and graduate students
( Grover , Segars , and Simons , 1992 ; Levitan and Ray , 1992 ) . Because
of this , academic institutions are increasingly emphasizing research
productivity when evaluating tenure, merit , funding , and salary
decisions ( Lane , Ray , and Glennon , 1990 ; Levitan and Ray , 1992 ; Im
and Hartman , 1997 ) . As a consequence , it is no surprise to see a
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growing interestin studying the factors affecting research productivity of
individual faculty members as well as institutions ( eg , Manuscript
originally submitted June 30 , 1998 ; Revised Niemi , 1988 ; Lane , Ray ,
and Glennon , 1990 ; Levitan and Ray , 1992 ; Grover , Segars , and
Simon , 1992 ; Hancock et al . , 1992 ) . Two distinctive research
approaches can be identified in the literature of research productivity.
One approach examines the collective characteristics of all academic
researchers by focusing on the motivation of research , as represented
by the lifecycle model Diamond , 1986 ; Levin and Stephan , 1991 ;
Goodwin and Sauer , 1995 ) . This model posits that research
productivity of a researcher is determined by the interaction of
investment motivation and consumption motivation modulated by the
process of aging and career maturity. The other approach emphasizes
the effects of institutional and personal characteristics on the research
productivity , such as teaching load , time management , and tenure
status Lane , Ray , and Glennon , 1990 ; Levitan and Ray, 1992 ; Hancock
et al., 1992). Although these studies have significantly improved our
understanding of academic research productivity, the findings are often
inconsistent, sometimes even conflicting, de pending upon the research
approach undertaken and the academic disciplines being studied. In this
study, we examine the institutional and personal factors affecting the
research productivity of information systems (IS) faculty in the United
States based on the results of a national survey. Our data and test model
show that factors influencing research productivity of junior and senior
IS faculty members differ, although many factors, such as teaching load
and time allocation for teaching, research, and service, are common to
both groups. We found that prior IS - related employment experience
shows significant positive correlation with research productivity of junior
faculty members, but has no relationship to that of the senior faculty.
On the other hand , we found that the affiliation with an IS program that
offers a doctoral degree is significantly positively correlated with the
research productivity of senior faculty members, but has no apparent
effect on that of the junior faculty members. These findings, augmenting
previous ones, should help administrators and faculty members alike

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make informed decisions in evaluating performance, managing time, and
balancing teaching, research, and service loads.

2- Statement Of The Problem

Chalhoub Group is a Global Company handling international brands, so
they are powerful company in the market, though they are powerful
competitors to any company in same level they have some gaps which
make company doing lower than they can actual do.
They are facing a conflict issue between the employees and unethical
competition between each other so it leads to have low communication
and teamwork and that effect on company productivity

Research objective:
The main aim of this study is to know the correlation between teamwork
and productivity. And to get the aim the research will achieve the
following objective.
Identify the relationship between the teamwork and productivity
Research questions:-
1- Is there correlation between teamwork and productivity?
2- What is the relationship between teamwork and productivity in
Chalhoub Group in Bahrain?

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 3- Scope of Study
The research will identify the relationship between teamwork and
productivity and that will turn to company productivity then costumers,
which will works of giving more satisfied.
Moreover the study will try to report to Chalhoub Group management in
order to feedback about the productivity and the management will get
important details, so that could help to know the factors that effects on
productivity, then they take decision to change or eliminate the factor
that will change productivity

4- Significant of the Study

Moreover the study will encourage the managers and decision maker to
refer to the result as a reference
This study will contribute for Chalhoub Group to know how and which
productivity id the best between productivity and teamwork.

This study will help to examine the relationship between teamwork and
productivity, so the study will be significant for Chalhoub Group
management

This will give benefits to increase the profit more than company getting
in usual, so management will feel more satisfied about the employees
who are working under them and they can realize how they are working
hard to reach this level of benefits
Hence, although retail job is hard job to work employees will feel more
appreciation from their managers because of the recently result of sales
which is improving better than before and that will drive them to have
more motivation and job satisfied of their work.
As well as, from their work way it will attract more customers that will
let customers feel stuff are very friendly in deal with and that benefits
can other company avail for their management strategy

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5- Operational Definition

- According to Nachum (1999) he defined productivity is an

operation linked with resources effectiveness input like
manufacture process, service process to an economic results to
provide customer service value.
- Teamwork is often a crucial part of a business, as it is often
necessary for colleagues to work well together, trying their
best in any circumstance, teamwork means that people will
try to cooperate, using their individual skills and providing
constructive feedback, despite any personal conflict
between individuals. (Williamson, & Debus, 2003)

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Chapter Two:-
6- Literature Review
I conducted a literature review about the two variables, Teamwork and
Productivity. Many studies have been reviewed to know what has been
studied and the latest result on this research.

Productivity is the main factor that impact on company results, whether

good or bad result and there is so many things which effected on this
point, Depended on company strategy.
Teamwork is one of the big impacts that which really keep imprint to
improve company productivity, isn’t on company only; it's effecting in
between employees too of how they lead work together
That supervisor support would be a weaker source of job satisfaction in
companies with higher levels of teamwork. Multilevel analysis indicated
that the extent of teamwork at the company level of analysis moderated
the relationship between individual perceptions of supervisor support
and job satisfaction. It was proposed that the extent of teamwork would
be positively related to perceptions of job autonomy but negatively
related to perceptions of supervisor support.
Moreover, it was suggested that the relationship between teamwork
and job autonomy will be explained through job enrichment practices
associated with teamwork. Combined company data analyses supported
these proposals and made a sign to track complex teamwork
intercessory job satisfaction. It discusses the implications of
implementing teamwork in organizations.
At the beginning of their search, and Geller weigh and stress the
importance of focusing on the positive aspects of personal experience
and individual attributes (see also Seligman * Csikszentmihalyi, 2000).
These, they argue, hold greater scope for engaging individuals and
enhancing productivity. Later, they refer to a model developed by
Martin comprising adaptive dimensions of motivation and engagement
(boosters), impeding dimensions (mufflers) and maladaptive dimensions
(guzzlers) that jointly comprise the Student Motivation and Engagement
Wheel.

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Who tends to be hard working, diligent, and conscientious but for the
primary purpose of avoiding failure, guilt, and/or shame. It is true that
these individuals are often motivated and productive. Indeed, in the
academic domain, many a valedictorian is an over striver! However, for
these individuals the journey is not a particularly pleasant one, fraught
with anxiety, self-doubt, and pessimism. (Marsh, 2003b; Martin, Marsh,
& Debus, 2001a; Martin, Marsh, Williamson, & Debus, 2003)

Organizational Benefits of Teamwork

Many of the benefits have been proposed in the literature for the
difference. Check a wide range of performance indicators. The effects
can be grouped into three sets of results.
First, there are the operational performance indicators, performance
results regarding the process itself:
Workplace productivity (Benders et al., 1999;Glassop, 2002; Wageman,
1995; Eden, 1990; Doorewaard et al., 2002; Dunphy and Bryant,1996),
According on Kenneth Jackson, 2009 Study there is 8 ways to
increase workplace productivity

1. Be Efficient
Think about how your business is as of now working, and be available to
the capability of changing the manner in which you work. Keep in mind
that it's similarly as essential to make present moment and long haul
records for what it's worth to organize assignments, particularly in an
independent venture.
Is there a superior way that staff individuals could structure their day to
empower them to accomplish their day by day objectives? Furnish every
individual from staff with an arrangement and urge each to make a
rundown to guarantee the person finishes organized occupations on
schedule and keeps focused throughout the day, bringing about
proficient working.

2. Delegate
Appointment accompanies a component of hazard, yet expanded
obligation is significant for improving the spirit and employment fulfill of

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your staff. Offer obligations to qualified workers that have a
demonstrated reputation with achievement in a specific field, and trust
that they will play out the errands well.
In the event that you permit workers the opportunity to pick up
aptitudes and administration experience, it will profit your organization
and give your representatives a feeling of accomplishment and bearing
in their very own professions.

3. Reduce Distractions
Online life can be a colossal efficiency executioner, yet it isn't functional
have a no-telephone strategy. Rather, attempt to keep workers engaged
and drew in while permitting them breathing room.
Urge workers to kill their mobiles yet take normal breaks amid which
they can be allowed to check their telephones. This will guarantee that
the time spent at their work area is progressively gainful.

4. Have the Right Tools and Equipment

Giving workers the correct apparatuses and gear is significant so they
play out their obligations effectively and on schedule. There's nothing
more counterproductive than investing energy trusting that desk work
will print since you haven't got a quick printing gadget.
Superb, current projects and gear have a huge effect not exclusively to
workforce yet in addition to how your organization is seen. Spare time
and exertion by utilizing gear, for example, a MFP, which can fill in as
printer, scanner, copier and fax machine.

5. Improve workplace conditions

An open to working temperature is somewhere in the range of 68 and
70 degrees F (20-21 C). A situation that is excessively hot or too cold
diverts from fixation, as representatives will invest more energy strolling
around to get their jackets or an electric fan. Guarantee both warming
and cooling frameworks are in working request for when the pertinent
season comes around.

6. Offer Support and Set Realistic Goals

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A typical issue for administrators is having no unmistakable, solid feeling
of whether their representatives are high-performing or not.
Do your representatives need a motivation to remain on track? Help
them by offering objectives that are attainable. Give clear course to
administrators and workers to help elucidate desires. This will expand
their profitability, as they will have a reasonable concentration and clear
objectives.

7. Practice Positive Reinforcement

Energize, inspire and remunerate. Tell workers they are working
admirably and give productive analysis. In particular, offer individual
motivators for carrying out the responsibility well – might they be able
to get a free occasion or a free takeout espresso for performing well
beyond their jobs?
You ought to plainly show achievement of one worker to other staff to
develop a feeling of satisfaction to spur others. When you persuade your
representatives to work more diligently and get remunerates
consequently, they're bound to put expanded profitability high up on
their plan for the day.

8. Ensure Employees Are Happy

An unpleasant work environment won't yield results. Specialists that
always work under exceptionally unpleasant conditions are observed to
be less profitable and have larger amounts of separation and non-
attendance … They should be glad!
Demonstrating representatives how much the organization
acknowledges, regards and qualities them on an individual dimension is
satisfying – and frequently ignored.
On the off chance that you need your staff to work as well as could be
expected, experiment with a couple of these tips and appreciate the
advantages.

Product or service quality

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 (Benders et al., 1999; Glassop, 2002; Doorewaard et al.,2002, Hackman,
1991; Deming, 1986),
Endeavors in characterizing and estimating quality have come to a great
extent from the merchandise area. As indicated by the overarching
Japanese theory, quality is zero deformities. Doing it right the first run
through. Crosby (1979) defines quality as "conformance to
requirements".
Garvin (1983) measures quality by checking the frequency of "internal"
disappointments (those saw before an item leaves the processing plant)
and "external" disappointments (those brought about in the field after a
unit has been introduced).
Information about products quality, in any case, is deficient to
comprehend administration quality. Three all around reported normal
for administration immaterialness heterogeneity, and indistinguishability
must be recognize for a full comprehension of administration quality.
- First, most service are intangible (Bateson 1977, Berry 1980, Lovelock
1981, Shostak 1977). Since they are exhibitions as opposed to objects,
exact assembling particular concerning uniform quality can once in a
while be set. Most administration can't be checked, estimated, stocked,
tried, and confirmed ahead of time of offer to guarantee quality. Due to
immaterialness, the firm may think that its hard to see how purchasers
see their administration and assess administration quality. (Zeithaml
1981)
- Second, administrations, particularly those with high work content, are
heterogeneous: their execution regularly fluctuates from maker to
maker, from client to costumer and from every day. Consistency to
conduct from administration work force (i.e., uniform quality) is difficult
to assure (Booms and Bitner 1981) because what the firm intends to
deliver may be entirely different from what the consumer receives.
- Third, production and consumption of many ser vices are inseparable
(Carmen and Langeard 1980, Gronroos 1978, Regan 1963, Upah 1980).
As a con-succession, quality in administrations isn't designed at the
assembling plant, at that point conveyed flawless to the con-sumer. In
labor serious administrations, for instance, qual-ity happens amid
administration conveyance, for the most part in an in-teraction between

12
the customer and the contact individual from the administration firm
(Lehtinen and Lehtinen 1982). The administration firm may likewise have
less administrative command over quality in administrations where
buyer interest is in tense (e.g., hair styles, specialist's visits) on the
grounds that the customer influences the procedure. In these
circumstances, the purchaser's information (portrayal of how the hair
style should look, de-scription of side effects) ends up basic to the
nature of administration execution Service quality has been talked about
in just hand-ful of works (Gronroos 1982; Lehtinen and Lehti- nen 1982;
Lewis and Booms 1983; Sasser, Olsen, and Wyckoff 1978). Examination
of these compositions and other writing recommends three hidden
subjects.
* Service quality is progressively troublesome for the consumer to assess
than merchandise quality
* Service quality observations result from com-parson of buyer desires
with genuine administration execution
* Quality evaluation is not solely on the outcome of a service; they also
involve evaluation of the process of service delivery.

Service Quality More Difficult to Evaluate

When buying merchandise, the buyer utilizes numerous unmistakable
prompts to pass judgment on quality: style, hardness, shading, name,
and feel, bundle, fit. When acquiring administration less substantial
signals exist. Much of the time, unmistakable proof is constrained to the
specialist co-op's physical offices, hardware and staff.
Without substantial proof on which to assess quality, customers must
rely upon different signals.
The idea of these different prompts has not been examined by explores,
albeit a few creators have proposed that cost turns into a vital quality
indictor in circumstances where other data isn't accessible

(McConnell 1968, Olander 1970, Zeithaml 1981). As a result of

administration immaterialness, a firm may think that it's progressively
hard to see how buyers see administrations quality. "At the point when
a specialist co-op knows how [the service] will be assessed by the buyer,

13
we will probably recommend how to impact these assessments in an
ideal bearing"
(Gronroos 1982).

Adjustment time, throughput time and delivery time Working Paper (in
progress) Steunpunt OOI: 2003 10 (Benders et al., 1999; Doore waard et
al., 2002; Hackman, 1991),

Work process transparency

(Doorewaard et al., 2002),
Customer satisfaction and innovation
(Cohen & Bailey, 1997).
A second group is the indicators of indirect labor costs or the so-called
HRM outcomes which may con7ytribute to the required performance
outcomes of the organizations. Examples are the levels of absenteeism
and sickness or employee turnover (Benders et al., 1999; Glassop, 2002;
Doorewaard et al., 2002).
Finally, some studies are concerned with employee outcomes such as
work satisfaction, commitment or intent to leave (Glassop, 2002;
Hackman, 1991; Cohen et al., 1996; Cohen & Bailey, 1997). Scott and
Tiessen (1999) capture the diversity of performance measures by
grouping them into financial performance (cost, revenue, or return)
And five categories of non-financial performance (productivity and
quality, service, innovation and staff). For an analysis of the impact on
organizational performance group structure, focus on one variable
results, any productivity. Accordingly, we find this performance measure
selection theory. By creating separate units, tries to deal with the
external complexity by reducing the internal oversight and coordination
needs. The prerequisite for this approach is that the process itself is
processed primarily by changing the immediate tasks more meaningful
tasks split and merge ' think and do ' or ' direct ' and ' indirect ' (De Sitter
et al., 1997). Because of the integration of the mission, the staff
increased autonomy and control functions, and are able to make better
use of their skills and abilities to solve problems. One can talk about
enriching mission and expand the ability to regulate and intervene by

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taking advantage of the ability to control. In this way the work systems
are organized so that they can meet the environmental requirements
while remaining relatively flexible to external disturbances. Given the
same level of
Productivity operation is linked to how effectiveness input resources in
process (manufacturing process, service process) to an economic results
to provide customer service value. Usually productivity concept stated in
a simple form as the effective transformation of input resources into
outputs, the quality of which is unchanged (a constant quality
assumption). In services, especially for two reasons, it has turned out to
be difficult to use such a productivity concept (cf. Nachum,1999).
First of all, it is seldom possible to clearly define ‘‘one unit of a service.’’
Because of this, productivity measurements in services are normally only
partial measurements, such as how many customers are served per
period by one waiter in a restaurant or how many phone calls are
dispatched by one employee in a call center. These may be interesting
pieces of efficiency information but they give no information about how
effectively the service operation as a whole transforms all used input
resources into customer value.
Secondly, in service operation, a change of set input which is easily alters
to perceived quality of the output including output and it is process a
functional quality dimension. Hence, in spite of using results with more
efficiency, is may change perceived quality and customers value that is
may create change, often reduce, and company ability to make profit is
not the same as earlier. For example, a service firm which for some time
has prioritized cost reduction and more efficient use of its production
resources may soon see its customer satisfaction ratings go down. If
quality deteriorates, and customer value and profits go down, clearly the
more efficient use of input resources has not resulted in a clear
improvement of productivity. In other words, the input resources are
not used in a more effective way.
In services, there is need to new productivity concept which leads to
specific characteristic for service process, the purpose of this study is to
analyze the base requirement of productivity concept which geared to
serve and improve this concept.

15
Such as this issue discoed briefly about how to measure service
productivity, although it's not the main goal of this context before
improving measurement samples, must to improve some of samples
that acceptable to productivity service. This concept is geared towards
theory development. It's not include any examine proof because before
that maybe there is theory to test.
In manufacturing, productivity concept linked to production efficiency
service organizational its productivity and perceived quality one
inseparable phenome.
It may to improve productivity impacting neutral of positive of quality,
but by good was it's reducing from perceived quality.
If it happens finally, satisfied will reduce quality, reduce costumer value
and increase the risk of the firm to lose customers.
Revenues go down and that does will create a negative imprint on
economy results, in spite of the fact that costs may have been reduced
as well. It is often claimed that quality and productivity cannot be
improved at the same time. Sometimes productivity measured in a
traditional way and perceived quality can be improved simultaneously
(e.g., new technology, a new production system using resources in a new
way, or altered customer participation pattern can contribute to better
productivity and at the same time to improved service quality; see Truitt
and Haynes, 1994), but as a general rule this is not true.
After conducting the literature review I found that there are very
important studies in this fields and a lot of academic studies. I tried to
find a gap to conduct my research and the research will focus on team
work and productivity in cosmetics sectors.
7- Dependent and Independent
The dependent variable in this study was the productivity and the
independent variable in this study was the teamwork.

Teamwork Productivity
- Team members ability
- Team trust Employees Productivity
- Recognitions and rewards
Independed Depended

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 Teamwork Productivity

8- Relationship between Teamwork and Productivity

Is this study it prove the teamwork is linked to productivity in any
workplace; it shows how the management can impact in teamwork spirit
between employees and how to give the motivation to create the
teamwork environment and that turn back to company productivity

9- Hypothesis:-
H1- there is influence of teamwork and productivity in Chalhoub Group
in Bahrain
H2- there is significant relationship between teamwork and productivity
in Chalhoub Group in Bahrain

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 Chapter Three:-
10- Research design/ Methodology
1- Sample
The population I choose is the retail companies in Bahrain and the
specific sample of the research will be in Chalhoub Group Company
2- Participant
In this research the participant which been chosen are the employees
of Chalhoub Group in cosmetics department.

3- Measurement
In this research will use the questionnaires in order to get the required
data and the questionnaires will cosset of eight questions, two of them
will be for personal information and the other about the teamwork.
This research measure teamwork with its items from (Dave
Mattson research, 2005, in his Teamwork in the Workplace research) as
showing in the table below:-

Teamwork:-
Items
Fosters Creativity and Learning
Blends Complementary Strengths
Build Trust
Teaches Conflict Resolution Skills
Sources
Imagination flourishes when individuals cooperate in a group.
Conceptualizing thoughts as a gathering anticipates stale perspectives
that frequently left working solo. Consolidating one of kind viewpoints
from each colleague makes progressively compelling selling
arrangements.
Cooperating gives workers a chance to expand on the gifts of their
partners. While your quality might be inventive reasoning, an associate
may sparkle in association and arranging. Try not to delay to impart
your capacities to the group.
Depending on other individuals fabricates trust, and collaboration sets
up solid associations with collaborators. In spite of infrequent
differences, a powerful group appreciates cooperating and shares a
solid bond. When you put your trust in a colleague, you are building up
the establishment of a relationship that can persevere through minor
clashes.
At the point when strife emerges in cooperation circumstances,
workers are compelled to determine the contentions themselves as
opposed to swinging to the executives. Learning compromise firsthand
is an aptitude that workers can use to wind up effective supervisors not
far off.

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Promotes a Wider Sense of
Ownership
Encourages Healthy Risk-Taking
Group ventures urge workers to feel glad for their commitments.
Handling snags and making outstanding work together makes
colleagues feel satisfied. Moving in the direction of accomplishing
organization objectives enables workers to feel associated with
the organization. This constructs unwaveringness, prompting a
larger amount of occupation fulfillment among representatives.
A representative dealing with an undertaking alone will
presumably not have any desire to stick their neck out for an off-
the-divider thought. On the off chance that the task falls flat
when working solo, that worker takes the full brunt of the fault.
While you may not get full acknowledgment for a fruitful group
venture, working with other individuals spreads out the duty
regarding a fizzled task.

Productivity:-
Items Sources

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Chapter Four:-

1- Data Collection, Data Analyze

The data will be collected depended on the secondary, and the primary
will get it from the questionnaires.

2- Conclusion
The main objective of this research is to find the relationship between
the teamwork and productivity, while this company has their own status
in the market and all the departments are doing high productivity with
high results, teamwork is very important point to be effective in every
single department, it's create the confidant in every employee working
with department are working as teamwork which it keeps productivity
always increasing.

Recommendation:-

Summary and Finding of the Study:-

3- Reference
- B. (1993). PRODUCTIVITY OUTCOMES OF TEAMWORK AS AN EFFECT
OF TEAM STRUCTURE. , 20.
- Glassop, B. (2005). Workplace productivity. , 8.
- , H. (2002). Product or service quality. Productivity, 
- Bailey, D. (2003). Through-put time and delivery time Working Paper.

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