ORGANIZATIONAL BEHAVIOUR

CIA 3 (REPORT)

SUBMITTED BY:

ANUSHKA GUPTA 2223249

SANIYA VERMA 2223273

ASHWIN KINGER 2223212

SAMARTH JHANJI 2223234

DHRUV PURI 2223216

CLASS- 2BBAH C

SUBMITTED TO: DR. RASHMI RAI (HOD)

SCHOOL OF BUSINESS AND MANAGEMENT

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 CHRIST UNIVERSITY, BANGALORE, 2023

LIST OF CONTENTS

Serial No. Topic Page No.

1. Introduction 3

2. About the interviewee 3

3. Interview transcript 3

4. Report on the interview 4-19

5. Assumptions of the report 21

6. Analysis and interpretation w.r.t. OB concepts 21

7. Conclusion 22

INTRODUCTION

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Organisational behaviour is a field of study that focuses on how people behave within an
organisation. One of the areas of organisational behaviour is leadership and team
dynamics. The success of any organisation largely depends on the performance of its team
and the leader. However, building a positive and good team culture is not always easy and,
any team leaders face various challenges that can hinder the team's effectiveness. To gain
a better understanding of the challenges faced by teams and how they can be solved, we
interviewed Mr Sunil Verma who owns multiple business in Jammu and Kashmir, he
is owner of Ministry of Bar Exchange (MoB), Global pest control and kud heritage
hotel.

The aim of the assignment is to understand, identify, examine and propose solutions to
problems faced by managers related to group, leadership and team culture in a real time
organisation setting. The report will also provide an insight into the complex dynamics of
group culture and how they can be effectively managed to achieve organisational goals.

ABOUT THE INTERVIEWEE

Mr Sunil Verma is a multiple business owner in Jammu and Kashmir with around 20 years of
excellence in Hospitality sector basically service sector. His range of business include a club,
hotel and pest control services. He plays a critical role in creating memorable experiences for
your guests, managing costs and profitability, and building strong relationships with your
customers and employees.

INTERVIEW TRANSCRIPT

Date of the interview- 14th April 2023 (Friday)

Mode of the interview- Online (Zoom)

REPORT ON THE INTERVIEW

The interview consisted of three broad categories of questions. The interviewee gave
detailed answers to the questions. The answers were helpful in drafting a report that
analyses group dynamics, teamwork, and leadership.

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 Section 1: Understanding team dynamics

QUESTION 1:

What are the key group properties that define your team? (e.g., size, composition,
structure)

Sunil Verma claims that the essential characteristics of his teams differ based on the
particular business and team in issue. Nonetheless, a few typical traits are as follows:

1. Size: The size of the team can affect its dynamics, communication, and
decisionmaking processes. Smaller teams may have more flexibility and cohesion,
while larger teams may require more structure and formalization.

2. Composition: The composition of the team refers to its diversity in terms of

demographics, skills, and experience. A diverse team can bring different
perspectives and ideas, but it can also lead to conflict and communication
challenges.

3. Structure: The structure of the team can refer to its hierarchy, roles, and
responsibilities. An effective structure can promote clarity and accountability, while
an ineffective structure can lead to confusion and lack of direction.

To encourage good team performance, organisational behaviour theory highlights the

significance of comprehending and controlling these crucial group characteristics. For
instance, effective leadership may foster communication and collaboration while
assisting in the establishment of clear goals, roles, and expectations. To encourage good
team performance, organisational behaviour theory highlights the significance of
comprehending and controlling these crucial group characteristics. For instance, effective
leadership may foster communication and collaboration while assisting in the
establishment of clear goals, roles, and expectations.

Yet, issues might occur if teams are not managed well or if group characteristics are not
appropriate for the business environment. For instance, a team that is overly big or has a lack
of diversity may find it difficult to innovate or adjust to market changes. In a similar vein, a
team that struggles to make decisions or accomplish its objectives may have an ambiguous
organisational structure.

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Reduced productivity, unhappy workers, and a decline in market competition are
potential effects of these issues. To achieve effective performance and success, leaders
like Sunil Verma must constantly evaluate and improve the group properties of their
team.

QUESTION 2

How frequently does your team communicate with each other? (e.g., daily, weekly,
monthly)

The amount of communication between Sunil Verma's teams fluctuates depending on the
business and team at hand, he claims. But often, daily or weekly communication takes
place between his teams. In order to achieve shared objectives, share knowledge, and
make choices, communication is a crucial component of good teamwork.

Effective communication is crucial for fostering teamwork and attaining corporate goals,
according to organisational behaviour theory. Leaders like Sunil Verma are essential in
encouraging feedback and conversation among their teams and building open communication
channels within their teams.

However, when communication is weak or ineffective, issues might occur. For instance,
ineffective or irregular team communication can result in misunderstandings, delays, and
diminished collaboration, which can lower production and increase employee
unhappiness. Also, if communication is one-sided or dominated by a small number of
people, it may result in a lack of diversity in viewpoints and ideas, which may restrict
the team's ability to innovate and be creative.

Poor communication can have serious consequences, including lower morale, more employee
turnover, and poorer organisational effectiveness. As a result, managers like Sunil Verma
must place a high priority on encouraging open, honest, and active listening among their
teams. Regular team meetings, one-on-one conversations, and open lines of communication
that encourage feedback and discussion can all be part of this. Leaders can develop stronger
teams, boost employee engagement and satisfaction, and advance their companies by placing
a high priority on good communication.

QUESTION 3:

What roles do team members play within the team? (e.g., leader, facilitator,
contributor)

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According to Sunil Verma, team members take on various responsibilities within the group
based on their personalities, skills, and areas of expertise. According to their skills and areas
of expertise, he makes sure each team member is given a specialised position in his company.

For instance, there are bartenders, waiters, chefs, and managers at the Ministry of Bar
Exchange, each with a distinct set of duties. Like this, Global Pest Control has administrative
employees, sales reps, and pest treatment technicians, all of whom are important to the team's
success.
According to Sunil Verma, giving team members clear roles and duties allows them to
concentrate on their areas of expertise and enhances the effectiveness of the group as a whole.
This strategy is in line with the contingency theory of leadership, which contends that the best
leadership method is contingent upon the circumstances and the traits of the people and
groups being led.
Team members may feel confined by their assigned duties and may not be able to contribute
as completely to the success of the team as they could if given more autonomy, which is one
potential issue with this strategy. Also, team members may become alienated and less
productive if they believe their roles do not match their skills and interests.
Sunil Verma promotes open communication and teamwork among team members to
overcome these problems, enabling them to exchange ideas and give constructive criticism on
one another's work. As a result, team members are more likely to feel engaged and valued at
work, which can help the group succeed.

QUESTION 4:
How cohesive is your team?
The success of Sunil Verma's businesses, in his opinion, is greatly influenced by the team's
cohesiveness. A cohesive team, in his opinion, is one that is unified and strives to achieve a
single objective. Sunil Verma considers elements including how successfully team members
communicate and interact, their level of mutual regard and trust, and their capacity for
dispute resolution when assessing the cohesion of his team.
According to Sunil Verma, developing a cohesive team necessitates effective leadership and
an emphasis on organisational behaviour theory. He stresses the value of developing a
supportive workplace environment that promotes open communication, supports teamwork,
and values the contributions of all team members. He also thinks that giving team members
the chance to bond and get training helps strengthen team cohesion.
The issue with team cohesion is that it can occasionally result in groupthink, where team
members accept the beliefs and ideas of the group even though they are not the best ones.
This may prevent the team from being innovative and creative. Moreover, it may result in
laziness and a lack of critical thinking. Consequently, it is crucial to establish a balance
between individual creativity and invention and team togetherness.
Ultimately, Sunil Verma thinks that his companies' success depends on having a strong team.
He thinks he can develop a solid, cohesive team that can overcome obstacles and accomplish
their objectives by putting an emphasis on creating a pleasant workplace culture and offering
opportunities for team development and training.

QUESTION 5:
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What factors contribute to its cohesiveness? (UNITY)

It is important to remember that there is no one method that works for all teams because
different teams and people may react differently to diverse techniques. Successful leaders
should be flexible and open to trying out various strategies to see what works best for
their specific team and organisational environment.

A shared set of values or norms that govern team behaviour, a sense of trust and respect
among team members, and a supportive and empowering team culture that encourages
individuals to take risks and contribute their unique perspectives and skills are additional
factors that may contribute to team cohesiveness. In addition, team-building exercises and
chances for professional growth can promote a sense of cohesion and unity among the
team.

One theory that may be relevant is Social Identity Theory, which suggests that
individuals derive a sense of identity and self-esteem from their group memberships.
Thus, if team members identify with and feel a sense of belonging to their team, they
may be more likely to work together effectively and cohesively. This can be facilitated
by promoting a shared sense of purpose or vision, encouraging open communication and
collaboration, and providing opportunities for team members to get to know each other
personally.

It is crucial to remember that team cohesion can also have issues and consequences. A
team that works well together, for instance, could get excessively closed off and
unresponsive to suggestions or ideas from others. Team cohesion can also result in
groupthink, where team members value consensus over independent thought and
decision-making. As a result, it's critical for leaders to strike a balance between team unity
and a readiness to take into account various viewpoints and ideas.

QUESTION 6:

What are the success factors that your team has identified?

One factor that Sunil sir identified is the importance of clear and effective
communication. By communicating effectively with team members, one can ensure that
everyone is on the same page and understands their roles and responsibilities. This can
help prevent misunderstandings and promote a collaborative team environment.

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Another factor is the importance of setting clear goals and objectives for his team. By
setting specific and measurable goals, Sunil sir can help his team stay focused and
motivated. This can also help team members understand how their individual
contributions fit into the larger picture and how their work is contributing to the success
of the organization.

In addition, he recognised the importance of promoting a positive and supportive team

culture. By creating a culture that values collaboration, teamwork, and respect for others,
sir can help ensure that his team members feel valued and motivated to work together
towards common goals. This can also help promote a positive work environment and
reduce conflict and tension within the team.

The importance of providing team members with opportunities for growth and
development is also identified. By investing in team members' professional development,
it will help the employees acquire new skills and knowledge that can benefit the team
and the organization as a whole. This can also help team members feel valued and
motivated to stay with the organization long-term.

Yet if you lay too much emphasis on success characteristics, you run the risk of
becoming complacent. A team may miss opportunities for development or fail to foresee
future problems when they grow too used to their triumphs. Leaders like Sunil Verma
must constantly evaluate their organisations to pinpoint possibilities for expansion and
progress.

In terms of ramifications, other business executives seeking to boost the productivity of

their own teams may find it helpful to comprehend and prioritise success criteria.
Leaders may lay a solid basis for their team's success by concentrating on elements like
communication, customer happiness, innovation, and employee development. Yet it's
crucial to strike a balance between this emphasis and constant assessment and a
readiness to change.

QUESTION 7:

What are the expectations of a team working under you?

In the hospitality industry, teamwork is crucial to the success of the business. A leader in this
industry is expected to provide clear communication and direction, set achievable goals, and
foster a positive work environment that encourages collaboration, creativity, and innovation.
The Situational Leadership Model, created by Paul Hersey and Ken Blanchard, is one of the
most well-known models for examining team dynamics and leadership. According to this

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paradigm, effective leaders should modify their style of leadership in accordance with the
circumstances and the requirements of their team. This paradigm identifies four types of
leadership: delegation, coaching, supporting, and directing.
The Situational Leadership Model can be very helpful in the hospitality sector because team
members frequently have different degrees of expertise, knowledge, and experience. For
instance, a fresh employee can need more teaching and guidance, whereas an experienced
employee would need more support and delegation. An effective and engaged team is more
likely to be produced by a leader who can identify these various stages of development and
adapt their leadership approach accordingly.
Group dynamics is a crucial subject to take into account while examining team structure and
leadership. The way people interact with one another inside a group is referred to as group
dynamics. Group dynamics can be influenced by a wide range of variables, including
personality qualities, communication preferences, and the nature and size of the group.
The stages of group development model by Bruce Tuckman is a popular hypothesis for
explaining group dynamics. According to this paradigm, organisations go through four
phases: formation, storming, performance and norming. Group members are getting to know
one another and setting ground rules and expectations during the forming stage. As the group
is storming, rivalry for influence and power may break out. The group starts to forge a unified
identity and cooperate more successfully during the norming stage. The ensemble is
functioning efficiently and accomplishing its objectives during the performing stage.

Section 2: Identifying past issues and problems

QUESTION 1:

Can you share any previous issues or problems that your team has faced?
According to Mr. Sunil Verma working in hospitality sector is not an easy job to do one faces
number of problems throughout. In his 20 years of experience in hospitality Industry he has
seen problems like Staff Shortages, Communication Problems, Inadequate Training and Poor
management.
But the most recent problem which he remembers is when the team of housekeeping staff in
his hotel was struggling to meet the high standards of cleanliness expected by guests. There
had been numerous complaints and negative reviews, which had resulted in a decline in
bookings and revenue for the hotel. Using the Team Effectiveness Model, we can analyze this
problem by examining the four key elements of a successful team: goals, roles, processes,
and interpersonal relationships.
Goals: The team's goal is to maintain a high standard of cleanliness in the hotel. This goal is
clearly defined, but it may not be specific enough to provide clear guidance on how to
achieve it. The team may need to set more specific goals, such as establishing cleaning
protocols for different areas of the hotel and setting a standard for the amount of time allowed
for each task.

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Roles: Each team member's role is to clean and maintain specific areas of the hotel. However,
there may be confusion or overlap in some areas, leading to a lack of accountability and
responsibility. The team may need to clarify each member's role and establish clear lines of
responsibility to ensure that all areas are cleaned to the required standard.
Processes: The team's cleaning processes may not be efficient or effective, leading to delays,
errors, and inconsistencies. The team may need to review and improve their cleaning
processes, such as implementing a checklist or schedule for each task, or providing training
on best practices for cleaning different types of surfaces.
Interpersonal relationships: The team's interpersonal relationships may be strained due to the
pressure of maintaining a high standard of cleanliness and dealing with complaints and
negative reviews. This can lead to poor communication, conflict, and low morale. The team
may need to focus on building positive relationships and improving communication, such as
holding regular team meetings to discuss issues and concerns, and providing opportunities for
team-building activities.
QUESTION 2:
How did that problem impact the team's effectiveness?
One potential framework to analyze the impact of a problem on a team's effectiveness in the
hospitality industry is the Input-Process-Output (IPO) model. This model suggests that inputs
such as team composition, resources, and organizational structure influence the processes that
take place within a team, which in turn affect the outputs or outcomes of the team's work.
In the context of a problem impacting Mr Verma team's effectiveness, the inputs could
include factors such as the team's size, skillset, and level of experience, as well as the
resources and support available to them from the organization. The processes could refer to
how the team communicates, collaborates, and makes decisions to solve the problem, while
the outputs could be measured in terms of the team's ability to meet their goals or objectives,
and the quality of their work.
The problem in Mr Verma’s Hotel that involved a breakdown in communication between the
front desk staff and housekeeping, according to him negatively impacted the team's
effectiveness in terms of guest satisfaction and overall hotel performance. The inputs could
include the size and composition of the team, as well as the resources available for training
and support. The processes could include developing clear communication protocols and
providing training for all staff members to ensure they understand their roles and
responsibilities. The outputs could be measured in terms of guest feedback, staff satisfaction,
and overall performance metrics.
Overall, by using a framework like IPO, we can analyze how the problem faced by Mr
Verma’s impacted team effectiveness and identifies specific areas for improvement. It allows
us to take a systematic approach to problem-solving and make data-driven decisions to
address issues and improve team performance.
QUESTION 3:
How did the Team Leader/Managers react to these problems? What strategies or
interventions were employed to address them?
Sunil Verma said that as a hospitality industry businessman,” I have faced various problems
within my team in the past. One problem that comes to mind is when the team faced a
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shortage of staff during a busy season. This had a significant impact on the team's
effectiveness as they were overworked, stressed, and struggling to keep up with the workload.
This led to decreased productivity, increased errors, and a negative impact on customer
service.”
To address this problem, the Manager employed various strategies and interventions. They
first assessed the situation and identified the root cause of the problem. They then
communicated the issue to upper management and requested additional staff to be hired. In
the meantime, they restructured the team's schedule to ensure that the workload was evenly
distributed and allowed for sufficient rest time for each member.
Furthermore, the team leaders also implemented training sessions to upskill existing staff and
ensure they were capable of taking on additional responsibilities during the shortage. They
also provided support and encouragement to the team, emphasizing the importance of
teamwork and collaboration during this challenging time.
The appropriate framework for analyzing this situation is the Situational Leadership Theory,
which suggests that leaders should adapt their leadership style to the specific needs of their
team in different situations. In this case, the team leaders demonstrated their ability to
diagnose the situation and implement appropriate strategies to address the problem. They also
provided the necessary support and motivation to the team, which helped improve their
morale and overall effectiveness.
The outcomes of these interventions were positive as they resulted in increased productivity,
improved customer service, and higher morale within the team. The team leaders' actions also
demonstrated their leadership capabilities and helped to build trust and confidence among
team members.
QUESTION 4:
What were the outcomes of these interventions? How did they impact the team's
performance and morale?
The consequences of interventions in managing team problems are critical in defining the
business's performance as a businessman in the hospitality sector. Let us examine the impact
of the preceding answer's interventions on leadership, team and group structure principles,
and an acceptable model for analysis.
Communication Enhancement: Improved team cohesion and collaboration can be achieved by
improving communication channels and fostering open communication. When team members
communicate effectively, they can identify and handle problems more quickly and efficiently,
resulting in improved performance and productivity. Furthermore, it fosters a positive work
atmosphere, which can boost employee morale and job satisfaction.
Training and Development: Providing opportunities for employee training and development
can improve employee skills and knowledge, resulting to improved job performance and
productivity. It also shows employees that the organisation is interested in their professional
development, which can boost employee morale and job satisfaction.
Herzberg's two-factor theory was used to analyse this intervention. According to this
hypothesis, intrinsic variables such as recognition and growth chances encourage employees.
Leaders/managers can serve employees' intrinsic needs by providing training and
development opportunities, resulting in increased employee motivation and job satisfaction.
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The model for analysis of this intervention is Maslow's hierarchy of needs. This theory states
that employees are motivated by a hierarchy of needs, starting with basic physiological needs
and moving up to self-actualization needs. By implementing a recognition and rewards
program, leaders/managers can fulfill the esteem and self-actualization needs of employees,
leading to improved employee motivation and job satisfaction.
Performance Management: A performance management system can identify underperforming
team members and provide them with the necessary support to improve. By providing
constructive feedback, leaders/managers can help employees identify areas for improvement
and take steps to enhance their performance.
The model for analysis of this intervention is the SMART goal-setting framework. This
framework helps leaders/managers set specific, measurable, achievable, relevant, and
timebound goals that employees can work towards. By setting clear goals and providing
support to achieve them, leaders/managers can improve employee performance and
productivity.

QUESTION 5:

How do you manage conflict in the organization?

Any organisation will inevitably experience conflict, and Sunil Verma understands the
significance of doing so as a leader. Verma claims that he uses a variety of tactics to handle
disagreement inside his businesses. He prioritises open communication and transparency,
which enables team members to voice their complaints in a secure and productive
environment. This aids in preventing confrontations from escalating and intensifying. He
stresses the value of open communication in addition to attentive listening and empathy. He
can promote more effective conflict resolution by taking the time to hear all points of view
and fully comprehend the needs and opinions of each team member. As opposed to
concentrating only on one's own goals or agenda, he also stresses the significance of finding
common ground and looking for solutions that benefit all parties.
According to organisational behaviour theory, managing and resolving conflicts is crucial to
developing a supportive and fruitful workplace culture. Good dispute resolution can improve
team morale and collaboration, lower tension and stress, and boost employee engagement and
work satisfaction. Unresolved conflict, on the other hand, can result in detrimental effects
including decreased productivity, higher turnover, and a hostile work atmosphere.
Conflict management, however, is not without its difficulties and its repercussions. It may be
challenging to spot and resolve problems when team members, for instance, are unable to
communicate openly or feel awkward raising issues. Furthermore, poorly handled conflicts
have the potential to spiral out of control and deepen divisions inside the organisation.
Therefore, it is crucial for leaders like Sunil Verma to prioritise conflict management and to
spend money on tools and training that would enable them to handle these difficulties
successfully.
QUESTION 6:

How do you motivate a team member if he/she is underperforming?

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As Mr Verma said,”it is important to identify the needs and problems of individual to
motivate them”.Motivating underperforming team members is critical for Mr Sunil to
maintain high levels of productivity and service delivery excellence. The Goal-Setting
Theory is an excellent framework for analysing how to encourage failing team members.
Individuals are motivated by precise, hard goals that are embraced and committed to,
according to this notion. As a result, it is critical for the leader to express clear, detailed, and
demanding goals to the underperforming team member. These goals should be in line with
the general objectives of the team, and the underperforming team member should be involved
in the goal-setting process to encourage buy-in and commitment and encourage progress.
Feedback should be immediate, detailed, and focused on changeable behaviours rather than
the individual's personal traits. Leaders can also provide additional training and coaching to
help underperforming team members gain the skills needed to fulfil their objectives. This
training should be personalised to the needs of the individual and should concentrate on areas
where they need the most improvement.
Finally, it is critical to recognise that underperformance can occasionally be caused by
external factors such as a lack of resources or assistance. As a result, leaders must ensure that
team members have the resources and support they need to do their duties effectively. To
summarise, motivating underperforming team members necessitates a combination of clear
goal setting, regular feedback and recognition, and targeted rewards. It is also critical to
provide regular feedback and acknowledgment to the team member who is underperforming,
since this helps to foster positive behaviours.
QUESTION 7:

What has been your experience so for?

He said,” If you work hard to get something you do get it”

The hospitality industry can be a challenging and dynamic field, requiring business owners
to be adaptable and responsive to changing market trends and consumer preferences. Some of
the key challenges that businessmen in the hospitality industry may face include managing
costs and profitability, maintaining high levels of customer satisfaction, and managing a
diverse and often geographically dispersed workforce.
To be successful in the hospitality industry, business owners need to focus on creating a
positive guest experience and building strong relationships with customers. This may involve
investing in quality facilities, providing exceptional service, and offering unique and
innovative amenities that set their business apart from competitors.
In addition to guest satisfaction, business owners must also pay close attention to their
financial performance and make strategic decisions to maximize profitability. This may
involve managing costs, optimizing pricing strategies, and investing in marketing and
advertising to attract new customers.
Finally, managing a diverse and geographically dispersed workforce can be a significant
challenge for hospitality business owners. This may involve implementing effective
communication and collaboration strategies, providing ongoing training and development
opportunities, and creating a positive and supportive work environment that encourages
employee engagement and retention.
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Overall, the hospitality industry can be both rewarding and challenging for business owners.
By focusing on delivering exceptional guest experiences, maximizing profitability, and
effectively managing their workforce, businessmen in the hospitality industry can build
successful and sustainable businesses that thrive in today's competitive marketplace.

Section 3: Identifying leadership styles and strategies

QUESTION 1:
How do you measure success?

Measuring success can involve assessing how well an individual, team, or organization
is achieving their goals and objectives. Success can be measured using various metrics,
such as revenue growth, customer satisfaction, employee engagement, and productivity.

In terms of organizational behavior theory, success can be influenced by various factors

such as leadership, motivation, communication, and culture. For instance, effective
leadership can inspire and motivate employees to work towards achieving organizational
goals. Similarly, positive organizational culture can foster employee engagement and
commitment, which can lead to improved performance and success.

Additionally, organizational behavior theory emphasizes the importance of aligning

individual goals with organizational goals. By ensuring that employees understand how
their work contributes to the larger mission and vision of the organization, they can feel
more motivated and invested in achieving success.

Overall, measuring success in an organization involves considering a range of factors,

including both quantitative metrics and qualitative feedback from employees, customers,
and other stakeholders. By promoting effective leadership, positive culture, and goal
alignment, organizations can create a supportive environment that fosters success and
achieves their objectives.

The fact that assessing success can be subjective and that many stakeholders may have
different ideas of what success is one of the primary issues. For instance, stockholders
may place more importance on financial performance than employees do on work-life

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balance and job satisfaction. In addition, concentrating only on a few indicators can cause
you to ignore other important aspects of your organization's performance.

QUESTION 2:

What specific strategies or practices does the Team Leader/Managers use to promote
team effectiveness and create a positive team culture?
Sunil Verma supports the use of a variety of tactics and procedures to foster team
effectiveness and foster a supportive team environment. He promotes free communication
among team members as one of his tactics. He thinks that open communication fosters a
climate of respect and trust among teammates, which fosters a productive work environment.
He has regular team meetings and encourages team members to voice their thoughts and
ideas in order to accomplish this.
Offering chances for training and skill development is another tactic Sunil Verma employs.
According to him, team members are more driven and self-assured to complete their
responsibilities successfully when they have the appropriate information and abilities. This
therefore results in greater productivity and a supportive team environment.
Also, Sunil Verma encourages a cooperative workplace where team members cooperate to
accomplish shared objectives. He encourages team members to help one another and share
duties, which contributes to the team's sense of cohesion and unity.
One issue with these tactics is that certain team members could not be open to them, which
could result in resistance or low engagement. Another potential problem is that putting these
tactics into practise can need more time and money, which can be difficult for smaller
companies or teams who have fewer resources.

According to organisational behaviour theory, Sunil Verma's tactics are consistent with the
tenets of transformational leadership, which places a strong emphasis on developing strong
bonds with team members and motivating them to reach their potential. Also, the social
identity theory, which contends that people identify with and experience a feeling of
belonging to their groups, is in line with his emphasis on fostering a healthy team culture.

QUESTION 3:

Can you provide examples of leadership behaviors or practices that have been effective
in improving team dynamics and performance?
According to Sunil Verma, effective leadership behaviors and practices that have improved
team dynamics and performance include:
1. Clear communication: According to Sunil Verma, effective teamwork and the
development of trust depend on clear and open communication. He makes sure
everyone on the team is aware of their objectives, duties, and roles. He exhorts team
members to openly communicate their suggestions and criticism without concern for
reprisal.

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 2. Giving team members the freedom to decide for themselves and take responsibility
for their job is how Sunil Verma views team empowerment. Although he offers
direction and support, he gives team members freedom to decide how their work gets
done and how it gets done.

3. Sunil Verma sets clear expectations for his team members when it comes to goals and
deadlines. He ensures that each team member is aware of what is expected of them
and how their efforts affect the organization's overall success.

These leadership traits and practises are in line with several organisational behaviour theories,
including transformational leadership, which places a strong emphasis on the value of open
communication, individual and team empowerment, and appreciation of accomplishments.

Poor team chemistry, low morale, decreased motivation, lack of direction, and subpar
performance are among the issues and consequences of not using effective leadership
behaviours and practises. These problems may result in lower production, more employee
turnover, and ultimately severe financial effects on the company. To guarantee favourable
team chemistry and the best possible team performance, leaders must prioritise effective
leadership practises.

QUESTION 4:

How does the Team Leader/Managers foster a positive team culture, including values,
norms, and behaviours that contribute to team success?

Sunil Verma contends that creating a successful team culture is essential for team success.
According to him, a successful team culture is developed by the adoption of common values,
customs, and actions. Sunil Verma uses a variety of tactics and procedures to promote a
favourable team culture, such as:
1. Sunil Verma thinks that leaders should set an example for the team and lead by
example. He exemplifies what he teaches and establishes the expectations for his team
members' conduct.

2. Building a supportive team culture requires effective communication. Sunil Verma

promotes candid dialogue among team members and makes sure that everyone has a
chance to voice their thoughts and opinions.

3. Sunil Verma is a proponent of thanking team members for their contributions and
praising them for their work. He constantly recognises individual accomplishments as
well as team successes.
4. Sunil Verma believes in empowering his team members by allowing them the
freedom to decide for themselves and to take responsibility for their job.

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It can be challenging to build and sustain a positive team culture, which has drawbacks and
ramifications. It demands the team leader and team members to put up consistent effort,
commitment, and dedication. Aligning team members' values, standards, and actions can also
be difficult, which can lead to conflicts and affect team performance. On the other hand,
when a supportive team environment is created, it can result in higher levels of motivation,
output, and collective achievement.

QUESTION 5:
How would you describe the leadership style or approach of the Team Leader/Managers
in managing the team?
When asked about the leadership style from Mr Verma he very casually said, “There is
nothing as one fixed leadership style it should keep on changing with the circumstances and
leader should be open to any discussion”
The Situational Leadership Theory (SLT) proposed by Hersey and Blanchard can be used to
analyse the leadership style or attitude of the Team Leader/Managers in managing the team in
Mr Verma's business. According to this notion, effective leadership is attained by tailoring
one's leadership style to the developmental stage of their followers.
According to this hypothesis, Team Leaders/Managers in the hospitality industry may have
utilised a mix of leadership styles based on the development level of their team members. For
example, they may have utilised a directive leadership style with new or inexperienced team
members and a more supporting leadership style with those who are more experienced and
capable.
Furthermore, the Team Leaders/Managers may have displayed a transformational leadership
style is distinguished by inspiring and motivating team members to go above and beyond the
call of duty. Transformational leaders frequently establish high expectations for their teams
and push them to realise their maximum potential.
Overall, the Team Leader/Managers' leadership style or approach to managing the team in a
hospitality organisation would be determined by the situation and the level of growth of their
team members. The capacity to adapt to diverse conditions and employ various leadership
styles can result in a more effective and successful team.

QUESTION 6:

what drives your leadership?

When asked about leadership Mr Sunil said that “My desire to have a positive impact on the
industry and help the organisation flourish as a businessman in the hospitality sector is what
motivates me most in my leadership. I think a successful leader needs to be able to
communicate effectively and have a collaborative approach.
One of the leadership models that best explains my approach is the transformational
leadership model. According to this model, leaders motivate and inspire their teams to
achieve their full potential and work towards a shared vision. In the hospitality industry, this

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can be achieved by creating a positive work culture, providing opportunities for professional
development, and fostering an environment that encourages innovation and creativity.
Additionally, I think it's critical to practise servant leadership, in which bosses put their team
members' needs first and try to foster their growth and development. This strategy fosters
mutual respect and trust among team members, fostering a collaborative and productive work
atmosphere.
To sum up, my leadership is motivated by a desire to have a positive influence, establish a
culture of collaboration, and encourage team members to grow and develop. I think that
organisations in the hospitality sector may expand and succeed more by embracing a
transformational and servant leadership strategy.”

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Here are few snapshots from the meeting we conducted:-

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 ASSUMPTIONS OF THE REPORT

Throughout the report, we have assumed that:

● The chosen person is a good representative for all the leaders/managers.

● He provides a general overview of the opinion of all the leaders/managers.

● His experiences of managing a team are generally what most of the

leaders/managers have been through.

● He represents all those team leaders who manages a team of culturally diverse
people from various groups.

ANALYSIS AND INTERPRETATION

This interview touches upon various important organisational behaviour concepts
such as team dynamics, leadership styles, motivation, and communication. In
terms of team dynamics, the interviewee, Sunil Verma sir mentions that he has a

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highly motivated workforce, and they approach issues not negatively but as a
challenge, working efficiently day and night to implement novel ideas to
maintain sales against rivals.

He contends that a balance between behaviours that are employee- and production
focused is required. He believes that if managers just pay attention to behaviours
that are focused on productivity, they may forget about the wants and needs of
their staff, which could have detrimental effects like low morale and high
employee turnover rates. However, if executives just concentrate on fostering
employee-centred behaviour, they might not be able to accomplish the goals of
the business, which could lead to a decline in productivity.

The leader should understand the employees' career goals and help them achieve
them by connecting them with the right people. Moreover, the leader encourages
open communication and feedback, handles conflicts effectively, and focuses on
the outcome rather than the inputs and timings.

Overall, this interview highlights the importance of team dynamics, leadership,

and effective communication in creating a positive work environment and
enhancing team performance. The insights shared by the interviewee can be
valuable to individuals and organisations striving for better organisational
behaviour practices.

CONCLUSION

In conclusion, the interview provided insights into team dynamics, past issues,
and leadership styles and strategies. The team leader emphasises the importance
of communication, motivation, coordination, maintaining a healthy and positive
environment, and inclusivity in diversity. The problems and challenges of
competition are solved by innovation, analysing customer feedback, improving
delivery time and the team’s ability to stay up-to-date with the latest trends in
technology. The team leader maintains a balance between employee-focused and
production-focused behaviours. He fosters a supportive and productive work
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environment by finding a middle ground between the two approaches. Overall,
the interview offers valuable insights into building and managing effective teams.

Resource Person:

Name- Mr. Sunil Verma

Email id- Sunil@gpco.in

Contact no.- +91 9419188634

VIDEO RECORDINGS
• https://drive.google.com/file/d/1qnxHSzsQKgpsp21uL1I3zqQ
wvjXQmR6R/view?usp=sharing
• https://drive.google.com/file/d/1bcd0Uz4XQBbKJa89Eh2Auk
oQfUqiRmIn/view?usp=sharing

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 WORK DIVISION

SAMARTH JHANJI- QUESTION 1 TO QUESTION 4

ANUSHKA GUPTA- QUESTION 5 TO QUESTION 8
SANIYA VERMA- QUESTION 9 TO QUESTION 12
ASHWIN KINGER- QUESTION 13 TO QUESTION 16
DHRUV PURI- QUESTION 17 TO QUESTION 20

INTRODUCTION PAGE- ANUSHKA GUPTA

CONCLUSION- ASHWIN KINGER
ANALYSIS AND INTERPRETATION- SANIYA VERMA AND SAMARTH JHANJI
ASSUMPTIONS- DHRUV PURI

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