Project Report

In

Organizational Dynamics
PGDM 2021-23

Project
Driven
Teams In
SUBMITTED ON: IT Sector
FEBRUARY 18, 2022
SUBMITTED BY:
SECTION B, GROUP 2

21072 – B Manu
21073 – Chakka Varun
21074 – Collins Rony Gergon
21075 – Diya Hallikerimath
21076 – Fathima Hanan V. P.
21077 – Guru Pranesh S.
21079 – Jagruti Bhatia

SUBMITTED TO:

DR. NILANJAN SENGUPTA | PROFESSOR | SDMIMD, MYSORE

 Acknowledgement + Content.docx
Feb 17, 2022
3565 words / 19239 characters

ORD Project Report_Group 2-Sec B.docx

Sources Overview

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news.sap.com 5%
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www.beingatfullpotential.com 3%
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wiki.answers.com 1%
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College of Banking and Financial Studies on 2022-01-18 1%

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www.coursehero.com <1%
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www.scribd.com <1%
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Institute of Technology, Sligo on 2021-11-29 <1%

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Columbia College of Missouri on 2018-09-23 <1%

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Kaplan University on 2020-12-20 <1%

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Singapore Management University on 2015-04-15 <1%

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University of West London on 2021-12-13 <1%

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 ACKNOWLEDGEMENT

We are very much beholden to Shri Dharmasthala Manjunatheshwara Institute for Management
Development (SMDIMD), Mysuru for giving us this wonderful opportunity to complete the
project report in Organizational Dynamics as part of the fulfilment of the PDGM degree. We
consider it to be our pride and privilege to extend our gratitude to our Organizational Dynamics
faculty Dr. Nilanjan Sengupta, Professor, SDMIMD, Mysuru for giving us this wonderful
opportunity to do the project and for all the help assistance extended to us during our study in
college. We perceive this opportunity as a milestone in our career development. We shall try
to use the gained knowledge in the best possible way, and we will continue to work on their
improvement, to attain desired career objectives.

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Table of Contents
INTRODUCTION TO THE TOPIC ................................................................................................... 1
THEORETICAL PERSPECTIVES ON THE TOPIC...................................................................... 2
BEST PRACTICES OF TECH MAHINDRA.................................................................................... 3
BEST PRACTICES OF MINDTREE ................................................................................................. 4
BEST PRACTICES OF SAP ............................................................................................................... 6
BEST PRACTICES OF ALPHABET ................................................................................................. 8
CONCLUSION ................................................................................................................................... 10
RECOMMENDATIONS .................................................................................................................... 11
REFERENCES .................................................................................................................................... 12

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INTRODUCTION TO THE TOPIC

Most IT based organisations work in a project-driven, team-based work environment where a

dedicated team is assigned a project for the duration of the project. This team works on the
project for the entire life cycle of the project. A team with such work at hand will have members
from different domain expertise like software development, software testers, designers, and
project managers. The skills of the team members are complimentary, which enables the team
to deliver the entire project, not with one single person’s contribution, but the whole team’s
efforts.

Some of the advantages of this approach are as follows:

Focused approach: since there is only one project at a time, the team is able to devote all its
resources in achieving the goals of that project.
Availability of skills: since each member of the team is a domain expert, a wide variety of
skill set can be kept on board for the project development.

In this report we have included four IT based companies:

1. Tech Mahindra
2. Mindtree
3. SAP
4. Alphabet

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THEORETICAL PERSPECTIVES ON THE TOPIC
Teams:
A work team is a group of two or more people who work together to achieve common goals
by providing diverse skills and expressing individual interests and ideas to the unity and
efficiency of the team. This does not imply human value; instead, effective, efficient team
performance goes beyond individual success. When all the people involved harmonize their
contributions and strive to achieve the same goal, the most successful working groups emerge.
A team player is someone who sets his own goals and works together with other team members,
or a team, to achieve the same goal. Businesses and other organizations often organize team-
building events to encourage employees to work as a team rather than as individuals. The
forming-storming-norming-performing model directs the team to the four stages of
development and aligns with the life cycle models of project management, which includes
implementation - definition - planning - implementation. As the groups grow, the talents and
methods of the people become more and more important as more ideas are expressed freely.
Managers should use this to encourage or maintain a spirit of cooperation.
Work teams are important because:
• Feeling of belonging: Being a part of a work team might give you a better sense of
belonging. Individuals might benefit from the assistance and advice provided by their
teammates. Effective team members encourage one another and help when a colleague
is in need.
• Ability to do more: Rather than attempting to complete a project entirely on your own,
your team members can divide and conquer. You can all do the project faster and more
efficiently if everyone concentrates on what they do well. In the workplace, effective
teamwork can lead to greater success.
• Improved innovation: When various people engage with one another in the workplace,
it can result in more innovation. Everyone is putting out their own distinct ideas, which
leads to more effective brainstorming.
Teams can’t be inspired unless they know why they are working for this i.e., they should know
the clear objectives. These objectives should not be so hard to achieve that the members loses
motivation. They must be meaningful. The members should care enough to achieve the goal
whether for extrinsic or intrinsic rewards. A high performing team has members with diverse
set of skills. Every member need not possess both technical and social skills, the team requires
a good balance of both. Diversity should in knowledge, viewpoints, age, and this helps them to
be more creative and avoid groupthink.

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BEST PRACTICES OF TECH MAHINDRA
The company is primarily focused on three pillars:

1. Accepting no limits
2. Alternative thinking
3. Driving positive change

The organisation also adheres to three key principles: attitude, behaviour, and culture. They
marketed it as an attitude of promoting positive change, a behaviour of embracing no
boundaries, and a culture of alternative thinking.

At Tech Mahindra, they have a culture that encourages us to aspire, do, and become more by
encouraging them to make positive changes, cherish every moment, and inspire everyone to
Rise. By living their culture as people and as a team, they establish and promote their presence
as a global, imaginative, and caring brand. Their culture also serves as a guidance for them as
they strive to become and remain a Company with a Purpose. At Tech Mahindra, they try to
do this by personalising responsibility and embracing sustainability as a way of life.

The Mahindra Group's primary objectives and principles are reflected in the Tech Mahindra
culture. This business and social culture is instilled in every member of the Mahindra family
by the three Mahindra Rise tenets: accepting no constraints, alternative thinking, and producing
positive change.

Structured Agile Organization: They determine the best 'product team' or 'release train,' as
well as the roles and responsibilities of various teams.

Agile Product Teams: They bring together teams working on multiple applications from both
the development and support sides to build a cross-functional, long-term team. (Mahindra,
Tech, n.d.)

(Mahindra, culture, n.d.)

Impacting Service Management

Evolving Technology Landscape

The shift in the underlying technology landscape that service management is supposed to
manage is the first dimension that is affecting service management. When discussing service
management in the past, it was mostly about combining infrastructure and applications.

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Evolving IT Operating Models

Product teams are becoming increasingly common in IT departments. Former project and
operations teams are brought together under one leadership and aligned to the business value
chain by product teams. A single team is in charge of both developing new capability (projects)
and maintaining existing capabilities. With the concept of products and agile teams releasing
more frequently, the concept of a project vanishes. Product teams are supposed to be able to
function independently within the boundaries of the constrained environment for which they
are responsible. These teams are also expected to put in a lot of effort to ensure that technical
debt is eliminated.

Availability of digital technologies

The third aspect of service management in the digital age that they must consider is how service
management employs emerging digital tools. AI allows them to perform better correlation and,
as a result, troubleshooting. (Mahindra, digitizing-service-management, n.d.)

BEST PRACTICES OF MINDTREE

Workplace for Future
(Mindtree, 2020)COVID-19 has caught the globe by storm due to its extraordinary
proliferation. Its impacts have been felt by everyone, regardless of their economic, political, or
social status. Businesses have been impacted in many ways because of the disruption, even
grinding to a standstill in some situations. If the COVID-19 issue has taught us anything, it is
that nimble businesses must plan for an inconceivable range of contingencies to maintain
company continuity.
Mindtree produced a strategy to address the issues that occurred because of the circumstance,
which included health and safety, business continuity, client assistance, team building and
communications. The main goal was to assure that, even though the systems would be changing
soon, everything would continue to work normally. This necessitated a great deal of movement,
and it had to be done swiftly.
Several critical factors contributed to Mindtree's ability to move at a faster speed than most of
its competitors to ensure teams work efficiently:
• Hardware: Mindtree's laptop policy is exceptionally carefully thought out, ensuring that
all employees have computers that are no more than four years old, ensuring that everyone
has the most up-to-date setup. And help communicate with their teams smoothly without
any hindrances. And no lack of communication took place among the team-mates.
• WFH culture: Mindtree enables each of its workers six days of Work from Home (WFH).
So, even in the past, when people worked from home, they were 100 percent productive
and accessible, and this behavior has been inculcated over time. The efficiency of WFH
procedures had to be considered after the strategy was put in place. It was critical to
comprehend what was going on and to provide some organization to the proceedings. Our
Heads of Quality and Delivery Excellence double-checked the effectiveness of the newly

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 implemented procedures. To maintain effective communication channels, they built a BCP
anchor team for all verticals and employed a hub and spoke strategy.
• Mindtree personnel utilize Microsoft Teams to collaborate with one other and with their
clients to guarantee that there are no obstacles in the delivery of high-quality services. This
has been routine procedure for over a year to guarantee that critical internal and external
collaboration does not suffer under any circumstances. The use of MS teams has risen by
2.5x, ensuring that the final output is free of flaws. The virtual teams helped with
• Limited socializing
• The ability to overcome time and space constraints
• To be effective, needs:
• Trust among members
• Close monitoring
• To be publicized
• Agile - Daily standup: Agile approaches are used by Mindtree in all development projects.
Daily stand-up meetings are an important component of this, since they ensure that
everyone submits their responsibilities to the Delivery Manager and is informed of all their
future tasks in a timely way. Because this approach had been engrained across numerous
delivery teams, there was little change in the day-to-day operations during the shift.
• Learning Platforms: The learning team worked with team members who weren't assigned
to projects using our in-house learning platform, Yorbit, to upskill them. This guaranteed
that staff remained interested and productive during their downtime by learning new
technology.
Problems occurred during this initiative-
(Dwight Kingdon;, 2019)
How they dealt with toxic team members in Agile teams
Work Team- Generates positive synergy through coordinated effort.
An individual may or may not be a good match for a particular team, or for an Agile team.
Team dynamics are never perfect, and most teams require time and nurturing to grow and create
healthy working relationships. However, there is a distinction to be made between those who
require time and nurturing and those who refuse to change and continue to be a main source of
team dysfunction.
The type of TEAM is-
Problem-Solving Teams- Groups of 5 to 12 employees from the same department who meet
for a few hours each week to discuss ways of improving quality, efficiency, and the work
environment, here in Agile teams as well there is meetings held with the name of daily stand-
ups. Where they discuss what the problems, progress of the projects, etc. which helps in
maintaining the efficiency, quality, and work environment.
For instance, The Agile teams consists of Product owner, the Business analyst, and a lead
developer
• The Product Owner possesses extensive subject expertise but is more concerned with
professional advancement than with creating a great product.
• The Business Analyst is meticulous yet has a terrible time management who frequently
misses deadlines.

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 • The lead developer is a fantastic coder, but he's also a headache to deal with; he
dismisses others, keeps things to himself, and feels he's too important to attend daily
stand-ups.
The Agile coaches the team and over time, the Product Owner developed into a helpful,
trustworthy individual who collaborated effectively with the team. The Business Analyst
finally learnt to say "no" to irrelevant work and was able to better balance quality and speed in
outputs as a result. The lead Developer, on the other hand, was a different story.

BEST PRACTICES OF SAP

SAP has offered prepared to-run business processes that are enhanced for SAP S/HANA, in
view of their 45+ long periods of generally acknowledged industry-explicit, best practice
information and experience. SAP has very much reported and pre-conveyed these business
processes, which might be analysed in the Best Practice Explorer. It incorporates best
practices for reconciliation, movement, and extensibility so that current cycles can be joined
with the client's own. The Best Practice Explorer uncovered all accepted procedures across
LoBs as business process streams, jobs and obligations, and standard test scripts that
additionally fill in as a client manual to advisors and clients. This shapes the principal
mainstay of the SAP Activate structure. (SAP, n.d.)

SAP: The formula for a successful implementation in SAP are the right people, with the right
skills, following the right steps.
• Perceive that it's anything but an IT project
• Secure leader responsibility
• Pick the right task group pioneer
• Get the perfect individuals in your ERP execution group
• Follow an organized and comprehensive execution arranging process

SAP company uses the concept of dynamic teams as its one of the best practices.

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A dynamic team is a collection of people with diverse abilities, strengths, and work styles
who collaborate on a mission-critical endeavour and then disperse after the team's objectives
are met. This is becoming more common as a method of completing tasks. According to our
findings, 82 percent of employees have worked on a dynamic team at least once at their
present workplace.
Dynamic teams are often the most creative and productive groups inside a company, forming
essential networks and leaving a lasting impression. These teams – and their value – are,
however, disguised by today's human capital management (HCM) systems.
Today, company is trying to bring dynamic teams to the forefront of human experience
management (HXM). With HXM technology to support dynamic teams, organizations can
identify, track, measure and optimize the outcomes of these hidden groups, and individuals
can access broader development and networking opportunities. (SAP N. , n.d.)

The benefits of elevating the power of teams include:

• Diversity and inclusion: SAP organizations will provide possibilities to a broader
range of colleagues by making dynamic teams and the positions within them
transparent. They may assemble teams with balance and belonging using data and
insight into variety of ideas, strengths, and backgrounds.

• Trackable investments: SAP organizations will obtain greater insights into what and
who is driving innovation and agility throughout their business by understanding
where and how work is done.

• Sustainable development and transformation: In SAP being a part of a cross-

functional team allows workers to learn new skills and expand their network. Their
"day occupations" benefit from this growth because it fosters adaptability and
progress. As a result, businesses that rely on the network effects of cross-functional
skill development and behavioral change can speed wide transformation programs.

• Health and prosperity: SAP will improve team dynamics by having a better grasp of
who they are as organization and what they can provide to a team, as well as greater
empathy and understanding of our teammates and how to operate together. Not only
does this assist in achieving outstanding outcomes, but it also assists people in having
more pleasure while doing so.

Putting people at the centre of business is what human experience management is all about in
SAP. The company is redefining the way it works and grows – as companies and as humans –
with the introduction of SAP SuccessFactors Opportunity Marketplace and the centre of
capabilities this year, and dynamic teams in the coming year. As a result, it feels that by
working together, it can make a positive impact on the workplace.

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BEST PRACTICES OF ALPHABET
We have taken Google from the available subsidiaries of Alphabet Inc.
Teams at Google
We would like to discuss the teams at Google Inc. Not long ago google came with project
Aristotle which studied the teams at google. We will have good insights by looking into the
Aristotle project they have completed and results they have shared. It will help in understanding
about teams’ concept in Organizational Dynamics in long term.
Effectiveness of the team
Based on data obtained from employees around the world, the study team picked Hundred and
eighty teams to examine (Hundred and fifteen engineering project teams and 65 pods in sales),
which had both good and bad performing teams.
The research looked at how team dynamics (such as how it felt to work with teammates) and
team makeup (such as personality traits, sales ability, and team demographics) affect team
efficiency. To come up with suggestions, existing studies, and Google's own experience with
what makes a good team were utilized.
Effective teams
The researchers discovered that it wasn't so much who was on the team as it was how
well they worked together. In ascending order of importance:
✓ Psychological safety
It refers to an individual’s risk-taking abilities in team and how comfortable about the
same. He should not have a feel of him being tagged as uninformed, pessimistic,
uncooperative, or disturbing. They should believe in their team, and they expect their
team to back him up when he has doubts/ clarifications or express new ideas without
judging him.
✓ Dependability:
Members of dependable teams consistently finish high-quality work on time (vs the
opposite - shirking responsibilities).
✓ Structure and clarity:
For team effectiveness, an individual's awareness of job requirements, the procedure
for meeting these expectations, and the repercussions of one's performance is critical.
Goals can be made for an individual or a group, and they should be specific, difficult,
and attainable. Google frequently use Objectives and Key Results (OKRs) to aid in
the formulation and communication of short and long-term objectives.
✓ Meaning

Finding a sense of purpose in the task or the outcome is crucial for team effectiveness.
Work can mean many things to different people: financial security, sustaining a family,
assisting a team to succeed, or allowing each person to express themselves.

✓ Impact

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 The impact of one's work, or the subjective judgement that one's work makes a
difference, is crucial for teams. Understanding how one's work adds to the
organization's goals can help determine influence.

The way forward

Five significant features of effective team have been put forward by the researchers who work
at google. Whether you play football, working on a software product, thinking of landing on
the moon, teams play a vital role in all the scenarios. Now the Aristotle team is moving forward
in the research area to make the team performances better.
Our suggestions for team effectiveness
Create a unified vocabulary to define the team behaviours and norms you want to foster in your
company.
Create a forum for discussing team dynamics - Allow teams to discuss sensitive problems
in a secure, productive environment. A skilled facilitator or an HR Business Partner may be
able to assist.
Leaders must commit to strengthening and enhancing - It might assist you put your
vocabulary into practice if you have leadership on board to model and seek continuous
development. (Team, n.d.)

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CONCLUSION

We arrived at a conclusion that all the 4 companies have their own strengths.
Alphabet practices an authoritarian leadership style and is target oriented. It has a complex
organisational structure to take care of every single department.
Tech Mahindra is more transparent and focusses on customer satisfaction.
Mindtree on the other hand practices open door culture where employee welfare is given key
priority.
The organization structure of SAP choose is optimum for its operations.

On the whole, all the companies that we researched have different leadership styles in effect,
there is presence of office politics, vary in degree of team effectiveness, and follow different
organizational structure.

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RECOMMENDATIONS

• Develop a shared vocabulary to describe the team behaviors and norms you wish to
instill in your organization.
• Create a forum for discussing team dynamics - Allow teams to discuss sensitive
problems in a secure, productive environment. A skilled facilitator or an HR Business
Partner may be able to assist.
• Leaders must commit to strengthening and enhancing - It might assist you put your
vocabulary into practice if you have leadership on board to model and seek continuous
development.
• The main factor that determines the team performance is diversity of skills, abilities,
and personalities and when these people with diverse personality types work together
to balance and complement each other.
• All the team's efforts should be focused on the same specific objectives, i.e., team
objectives. This is dependent on harmony of member relationships and team
communication.
• Don't pass up opportunities to give your employees more power. Say "thank you" or
"appreciate" the efforts of a specific team member.
• Don't limit your negative criticism to just that. Be on your way. When the opportunity
arises, provide positive feedback as well.
• For team effectiveness, all the members of the team should have trust amongst each
other. It holds the team together. To avoid this, avoid micromanaging.

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REFERENCES
1. Dwight Kingdon;. (2019, October 24). Dealing with Toxic Team Members on your Agile Team.
Mindtree blogs.

2. Mindtree. (2020, March). Workplace of the Future. article on midtree website.

3. SAP. (n.d.). rapid.sap.com. Retrieved from SAP.

4. SAP, N. (n.d.). news.sap.com.

5. Team, G. (n.d.). re:Work. Retrieved from Rework with Google :

https://rework.withgoogle.com/print/guides/5721312655835136/

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