A PROJECT REPORT ON

TEAMWORK USING BELBINS MODEL

A Detailed study done in

RASHTRIYA CHEMICALS & FERTILIZERS LTD.

Chembur, Mumbai-400 074

Submitted byMiss. Ashwini K Poojari

MBA (SEMESTER II) TIMES BUSINESS SCHOOL, VASHI

Under the guidance ofMr. Hemant Kulkarni CM (HR Corp)

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ACKNOWLEDGEMENT

I would like to thank RASHTRIYA CHEMICALS & FERTILIZERS LTD. for giving us the opportunity to be a part of the company and learn the aspects of HUMAN RESOURCE DEPARTMENT.

I wish to express my deep sense of gratitude to Mr. Hemant Kulkarni Chief Manager HR (Corp), my project guide for his constant guidance throughout this project.

I would also like to thank Mr. Prashant Patil, Miss. Suprieya Ghoderao & all other the staff members of RCF who treated me like family and made me feel welcome.

I also express my regards to Mrs.Pooja Shinde (Sr. HR Asst.) who exchanged her knowledge with me, thought many different types of work and made the journey more exciting.

Finally, I would like to thank all the people, who were instrumental in making the project a reality and a pleasurable experience. These people not only helped in doing a successful project but also helped a lot in learning market research, implementations and its features.

I express my profound gratitude to Peoples Times Business School for giving me the opportunity to work on the project and broaden my knowledge and explore new horizons.

I would like to thank my friend Miss. Nisha Nayak who extended her help in regard to this project.

As I express my gratitude, I must never forget that the highest appreciation is not to utter words, but to live by them.

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INDEX
Sr. No. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. Topic Introduction of the Topic Objectives Research Methodology Scope of the study Company Profile Literature Survey Analysis & Interpretation Limitations of study Conclusion Suggestions Annexure Bibliography Page No. 4 5 6 6 7-23 24-36 37-59 60 61 62 63 65

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INTRODUCTION OF TEAMWORK
What is Team? T - Together E - Everyone A Achieves M More What is Teamwork? T - Trust E - Effective Communication especially Listening A - Attitude Positive : Can do M - Motivation to perform & improve W - We mentality O - Ownership of process with pride in accomplishment R - Respect & consideration of others K Keeping Focus

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OBJECTIVES
To understand the perception of the HR staff about Teamwork. To find out the strengths & areas of improvements of individual employees. To suggest action plan for improving teamwork.

LITERATURE SURVEY
Exploratory research

RESEARCH DESIGN
The research will be designed to achieve the objectives set out by the researcher.

SAMPLING DESIGN
Random Sampling technique will be used along with the designed questionnaire.

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RESEARCH METHODOLOGY
Sources of Data Collection:
Primary Sources :

Questionnaire: Corresponding to the nature of the study direct, structured questionnaires

with a mixture of close and open-ended questions will be administered to the relevant respondents within the HR Department of the organization.

Secondary Sources :
Secondary data consisted of the reference books and websites.

SCOPE OF STUDY
The benefit of the study for the researcher is that it helped to gain knowledge & experience and also provides the opportunity to study & understand the teamwork in details.

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COMPANY PROFILE

Type Founded Headquarters Key Person Products Revenue Net Income Website

: : : : : : : :

Public Company 1978 Mumbai, India R. G. Rajan, Chairman & Managing Director (CMD) Chemicals, Fertilizers 64.33 billion (US$1.17 billion) (2011-12) 2.49 billion (US$45.32 million) (2011-12) www.rcfltd.com

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HISTORY
The Rashtriya Chemicals and Fertilizers Ltd. (RCF) was incorporated on 6th March 1978, on re-organisation of the rest while fertilizer corporation of India Ltd. RCF is engaged in the manufacturing and marketing of a full range of chemical fertilizer and a series of industrial chemical. RCF is having two manufacturing units at Trombay and at Thal, Raigad District. The Corporate office is at Mumbai where marketing division is also housed. The Trombay unit has been started in 1965 with 5 plants having a capacity of 9.90 lakhs of metric tonnes of N2 and 0.9 lakhs of metric tonnes of P205 per annum over the years, the company has been grown up into multidimensional, multiproduct and multiunit Corporation having manufacturing capacity at Trombay and at Thal. They have 20 plants with capacity of 10 lakhs of metric tonnes of N2, 1.2 lakhs metric tonnes of K20

ORGANISATION CULTURE
a) Democratic culture of working together and taking decisions. b) Officers are well experienced, loyal and knowledgeable skills wise they are competent enough to carry out their tasks. c) Training facilities are available to enhance knowledge and skills of officers and workers in both technical as well as managerial disciplines. d) Systems and techniques are available for smooth working, e.g. SAP. e) Aspirations of the people are more or less met with. f) The Human Relations atmosphere is good and since there is a cordial relationship between management and union the problems are mostly sorted out across the table. g) Wage and perks given to the employees are more or less comparable with other well managed public sector companies. h) Production and productivity wise RCF is earning Profit since last 20 years. i) Since RCF is a continuous Learning organisation so the employees are given proper training from time to time to enhance their skills and knowledge.

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Rashtriya Chemicals & Fertilizers Ltd (RCF) is engaged in production and manufacturing of chemical fertilizers, bio fertilizers, and industrial chemicals with its manufacturing units at Trombay and Thal and marketing offices in most of the states. It is a Government of India Undertaking, registered under the Companies Act 1956 and was incorporated on March 6, 1978 on re-organization of the erstwhile Fertilizers Corporation of India Limited and National Fertilizers Limited. During last two decades the company with sustained expansion, diversification and modernization programs, has come a long way and is now recognized as a leader in the fertilizer industry in the country. Rashtriya Chemicals & Fertilizers Ltd. has been graded as Excellent Company under the MOU rating by the Government of India for its overall performance in the last several years. Rashtriya Chemicals & Fertilizers Ltd. has been given Mini Ratna status by Government of India and is entitled for greater autonomy in taking several major decisions of corporate governance without the approval of the Government. Major breakthroughs in Research & Development, advanced systems of Environmental Management, Computerized Operations, excellence in Manpower Management and a planned development strategy for expansion and diversification make RCF a successful, high-profile organization. Since its inception RCF is continuously striving to achieve higher levels of excellence by modernizing and upgrading the technology, updating the knowledge base, developing multiple skills and shaping up mind set. Both the Units of RCF are accredited with ISO-14001 Certification for the environmental systems while Thal Industrial Products are accredited with ISO 9002 certification for quality control. Thal and Trombay Units have also received OSHAS 18001 Certification (Occupational health and safety). RCF has constantly striven to maintain the environment in its vicinity. Several projects, notable among them being the Chembur Green project at Trombay and the forestation of Thal have been highly successful. RCF has invested substantially in pollution abatement schemes at Trombay and Thal through technology up gradation. RCF has won several awards for pollution control and clean technology. Notable awards being the Indira Gandhi Memorial award for Pollution Control and the Rajiv Gandhi Award for Clean Technology awarded to Thal. RCF has been an MOU (memorandum of understanding) signing Company since 1988-89. The Company was rated EXCELLENT for the years 1989-90, 1997-98, 1998-99, 1999-2000, 2000-01, 2002-03 and 2003-04 and VERY GOOD for the remaining years.

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Products & Services

RCF is one of the leading producers of Fertilizers in India. Sujala, Suphala 15:15:15, Suphala 20:20:0, Ujjwala, Microla and Biola are its major fertilizers. All the products can be used with different soil types and in various climatic conditions.

RCF pioneered the manufacture of basic chemicals such as Methanol, Sodium Nitrate, Sodium Nitrite, Ammonium bicarbonate, Methylamines, Dimethyl Formamide, Dimethylacetamide in India. Today R.C.F is the only manufacture of DMF in India. Product characteristics, consumer needs, economy to the consumers and safety are the primary considerations in determining the type of packaging and modes of transportation for each of the products.

Fertilizers
1. Suphala(15:15:15)

RCF produces two grades of complex fertilizers at its Trombay unit. They are commonly known as Suphala, which has almost become a generic name for NP/NPK complexes in the farming households of the country.

2. Ujwala Urea (46%)

RCFs Ujjwala urea is a chemical fertilizer produced in white round prill form containing 46% nitrogen. It is 100% water soluble and is suitable for any type of soil or crop. It can be applied through sowing, broadcasting or spraying. Ujjwala urea should be applied to different crops in two to three split doses.

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3. Biola(PSB)

This multifaceted bio-fertilizer solubilises the fixed phosphorus in the soil and makes it available to the crops. Bacteria multiply very fast in the soil and this helps to improve the texture and structure of the soil. This also helps to enhance the growth of the crops and also induces resistance against various pests and diseases.

4. Sujala 19:19:19

Rashtriya Chemicals & Fertilizers Ltd, manufactures 100% water soluble fertilizers containing all the three major plant nutrients i.e. Nitrogen, Phosphorus and Potash for crops grown in green houses as well as other field crops. Sujala is available in two forms Foilar grade and drip grade.

5. Microla(Micronutrients)

Over a period of years, we have been cultivating different crops in the field which has resulted in the depletion of essential micro-nutrients in the soil. This has in turn affected the productivity of the soil. This fact has also been validated in the soil analysis reports drawn over a period of time indicating that the micronutrients in the soils are on the decline, resulting in lowering the quality and yields of the crops.

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ORGANISATION CHART

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VISION BUILDING & INNOVATION

One of the powerful tools of taking the organization in leaps and bounds, Vision Building is considered to be of top relevance for today's dynamic organization. RCF has been engaging its executives across all levels, including shop-floor and frontline executives to the senior strategy makers of the organization in fruitful Vision-Building exercise and Idea sharing for business growth.

RCFS MISSION STATEMENT

a) To produce fertilizers and chemicals efficiently, economically and in environment friendly manner.
b) To serve the farmers and other customers with quality products along with support services. c) To join hands in the growth of national economy.

CORPORATE GOALS
To help increase the national agricultural productivity by providing agricultural inputs and services. To provide the above inputs and services with least consumption of real resources and at least cost. To obtain for its employees as decent a standard of living and as good a quality of life as possible, consistent with the general socio-economic conditions in the country. To secure as high a return on the rate of investment as possible, keeping in view the requirements of other competing objectives. To promote self-reliance in all activities in relation to company's operations including process know-how, design and engineering, erection, commissioning, operations, maintenance of plants and marketing of products.

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 To manufacture and market industrial chemicals related to agricultural inputs and also others based on similar technology and intermediates, by-products, co-products and waste from the main operations.

To promote, organize, and perform research and development in products, technology, engineering, soil
science and agronomy in furtherance of various corporate objectives. To improve the environment and minimize the extent of technology possible, the harmful emissions, atmospheric discharges and effluents. To continuously upgrade the quality of human resources and promote organizational and management development. To co-operate nationally and internationally in exchange of information and services of personnel. To have corporate growth at a pace consistent with availability of resources and developmental needs of the economy. To promote specific social objectives such as development of entrepreneurs, ancillary industries, special assistance to SC / ST and other backward classes.

ISO CERTIFICATION
RCF has obtained ISO- 14001-1996 Certificate for Trombay and Thal units and ISO 9001-2000 approved manufacturing facility for Thal Chemical group of plants. Thus RCF Ltd as a corporate body and Government of India undertaking is responsible to the people of India, the Government as owner, as Government, as Consumers, as Employees, as the Society at large. The company is simultaneously accountable to all the agencies that have a stake in its successful operation, growth and welfare with International Reputation, Rich Experience & Expertise, Result Oriented approach, Judicious exposure to concepts and practices, All services under one roof with Excellent Infrastructure and Excellent Quality.

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RCF POLICY AND OBJECTIVES

Policy:
Rashtriya Chemicals and Fertilizers Limited Commits to Produce and Market Fertilizers and Industrial Chemicals of Excellent Quality by using modern and Eco-Friendly Technology to meet the requirements of customers. RCF will also endeavour to fulfil its obligation to society at large by continuous improvement and growth.

Objectives of the Company:

a) To produce and market fertilizers and chemicals efficiently and economically in environmentally sound manner. b) To maintain optimum levels of efficiency and productivity in the use of resources and to secure optimal return on investment. c) To take up and implement the schemes for saving energy. d) To promote self-reliance in Companys operations including process know-how, design, engineering, erection, commissioning, operation and maintenance of plants and marketing of products with special emphasis on Research and Development. e) To aim at international standards of excellence in production and quality of products and services. f) To continuously upgrade the quality of human resources and promote organizational and management development. g) To enhance safety standards. h) To care for and protect the environment and minimize the harmful effects of emissions, atmospheric discharges and effluents by conforming and also improving up on the standards laid down by Pollution Control Authorities. i) To ensure corporate growth by expansion as well as diversification. j) To care for the community around especially SC/ST and other backward classes.

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OVERALL OUTSTANDING ACHIEVEMENTS AND RECOGNITION

RCF has made outstanding contribution to the life of farmer community by supplying different kinds of chemical fertilizers and bio fertilizers at cheap and affordable prices. It has made conspicuous contribution towards protection of environment, greenery development, health, sanitation, safety and committed in discharging its social responsibilities through rural development, organizing blood donation camps, adoption of villages, adoption of students particularly from backward classes and giving them free education, free medical check-up of employees and school children, relief at the time of disaster, imparting training to the ladies clubs from surrounding places for gardening etc. RCF has also provided soil, manures and tree saplings to various schools for tree plantation activity and also for different residential societies in Mumbai.

ADMINISTRATIVE SETUP OF THE ORGANISATION

In public enterprises government plays an important role in determining the organization structure of the unit. The organization structure is not static, but may change from time to time in response to the needs of the situation. In RCF, the chairman and the managing director (CMD) is the chief executive of the company. He is charged with the responsibility of implementing the policy decisions taken by the board of directors and formulating the procedures and rules for policy implementation. There are five executive directors on the companys board working under the overall supervision of chairman of the board who also is the managing director of the company. The general manager is the higher managerial authority and is a government appointee for the day to day functioning of the company he keeps in touch with executive directors; he reports to and is answerable to the managing directors only. The heads of functioning departments are in turn assisted by managerial personnel each responsible for a separate department.

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HUMAN RESOURCES OF RCF

The HRD Center at Trombay was inaugurated on 25thAugust 1967. RCF Ltd. believes that its people are its most important asset. The company also has a well-designed system of giving personal attention, guidance and counseling services to new recruits there by keeping their motivation levels high. It also reduces talent drain through a system of conducting Exit Interviews, creating an environment full of open culture, encouraging creativity and also enhancing mutual trust in order to maintain high employee motivation. RCF has always been an organization with- HRD approach.

HUMAN RESOURCE MANAGEMENT

HR is the singular most powerful factor affecting any organization. It involves three phases termed as welfare, development and empowerment. Human Resource Management (HRM) is a process of bringing people and organizations together so that the goals of each are met. The art and science of HRM is indeed complex. We have chosen the term art and science as HRM is both the art of managing people by recourse to creative and innovative approaches; it is a science as well because of the precision and rigorous application of theory that is required. The various features of HRM include: - It is pervasive in nature as it is present in all enterprises. - Its focus is on results rather than on rules. - It tries to help employees to develop their potential fully. - It encourages employees to give their best to the organization. - It is all about people at work, both as individuals and groups. - It tries to put people on assigned jobs in order to produce good results. - It helps an organization to meet its goals in the future by providing for competent and well motivated employees. - It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology,

economics etc.

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Various Facets of Personnel Management in RCF: Recruitment Promotion Training and Development Wage& Allowances Welfare facilities Medical Attendance &Treatment Rules Social Security Schemes Industrial Relations Manpower Planning, Career Planning& Succession Planning Contract Labour/Mathadi Labour Administration Leave Rules, Reservation Policy and other aspect MEDICAL: 17 plants, 18 services departments include a great deal of risk and uncertainty. Therefore every plant and field sectors are assigned with trained employees in advance first aid knowledge and required first aid kitis available. Duty doctors are appointed in the plant for accidents caused due machinery and mishaps. Post first aid, the patient is shifted to the company hospital located nearby with necessary facilities, with medical aid and operation theatre at their disposal followed by doctors advice.

TRANSPORTATION: The Company comprises of many production units. The requirement of raw materials is in high demand and on daily basis. Delaying the delivery of raw materials would put a stop to production and wastage to initially processed goods. Therefore to keep a track on timely delivery of raw materials the company has a huge a network of roadways and has laid a rail line passing through the company itself. This has made transportation of heavy raw materials, poisonous chemicals and highly inflammable substances to come in and in the same manner supply of finished goods outward to suppliers and distributors.

SECURITY: Having such a vast network and transaction made both on rail and road is of risk and a high tension zone as this company is a chemical and fertilizer production unit. There are chances of mishap and unforeseen events to occur. The management has therefore, set up the best of security in large numbers

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CENTRAL INDUSTRIAL SECURITYFORCE (CISF).For a major part of the public government undertakings the CISF has assisted with its services. ENGINEERING DEPARTMENT: The Company has engineers with different experience levels working in shifts to enable the proper functioning of the machinery. The engineers also assist newly joined recruits to ensure that nothing wrong is done leading to mishaps and accident sat the site of production. The engineers in departments also work on research and development of new products and updating of technology for increase in the production by the day to meet deadlines. These new introductions are usually made during shut downs to ensure proper running of the machinery and called as trial basis. This is another attempt to improve the working environment thus, easing work load of the employees.

VIGILANCE: Vigilance is an important procedure to be followed for the proper operation of the plants, services, transactions and other minor details recorded on day-to-day basis. Hence, the company and its directors have set up 6 teams for those sensitive areas of the company. This helps in the smooth functioning of the existing units and services. This unit refreshes the whole account systems time and over as perthe dynamic change in the government policies in order to keep up the companys profit. A certain example is the latest advancement made by the Finance Minister by introducing tax deductions and the softwares supporting the same for the whole of India.

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SIGNIFICANCE OF HR DEPARTMENT
Man power has played an important role in shaping of RCF. Through dedicated and competent man power, RCF has achieved the present position of leadership in Fertilizer manufacturing. RCF's management has always considered the Man power as an asset and has taken care of its employees through various welfare schemes such as Housing, medical care, sports facilities and various Social Security schemes. There are different Social Security schemes operating in the Company like Group Saving Linked Insurance Scheme, Group Personal Accident Insurance Scheme, House Building Loan Insurance Scheme and RCF Death Benevolent Scheme. Housing facility is provided to the employees at colonies in Chembur and Kihim/Kurul, near Alibag, Dist. Raigad. The colonies have well maintained sports club and also School facilities for the employee children. To take care of the health of the employees and their families, RCF has two well equipped hospitals one each in the housing colonies at Mumbai and Kurul. The company takes efforts to keep the employees motivated and maintain good Industrial Relations. Excellent growth opportunities are available to the employees. The Company believes in workers participation in Management for which various committees are functioning at both its Units. RCF has a strong and dedicated team of 4069 permanent employees. The breakup as on 01.06.2012 is as follows:

Area Trombay Thal Marketing Total

Officers 726 496 289 1511

Workers 1440 1041 77 2558

Total 2166 1537 366 4069

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Levels of HR Department
The HR Department is headed by an Executive Director (HR) and GM (HR) Corp.at Trombay Unit and one DGM (HR) at Trombay and one DGM (HR) at Thal assist him for the smooth functioning of Human Resource Department. At RCF, Human Resources Management is actively linked to the Corporate Vision and goals. The HR approach of RCF is through Total Employee Development Focus. While achieving the heights of business and customer satisfaction, Quality of Management, Innovativeness, Employee Talent Dynamism and Social Responsibility are proving to be as important as effective operations, cost saving and product quality. HRM sub-systems are very well established in terms of Design, Infrastructure and Continuity.

I.

HR Corporate Functions: 1. Handles personal files of officers. 2. Recruitment of Management Trainee and officer. 3. Performance management system, statistical sale and pension plan. 4. Administration of security scheme. 5. Ministry letters, corporate level meetings, social activities(free education to 10 SC/ST students) 6. Total establishment of officers.

II.

Marketing HR 1. Manager HR Officers for field work.

2. Non Technical Finance Secretary Clerical

3. Technical Engineers Operating managers

III.

Trombay Unit HR

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Functions: 1. IR issues 2. Union issues 3. Recruitment of Trombay workers 4. Public festivals such as 15th August, 26th January,etc. 5. Mathadis

IV.

Level 4: Thal Unit HR Functions: 1. Contract activities 2. Recruitment of Thal workers and Apprentices 3. Unions issues 4. Mathadis 5. Grievances

Set up of Human Resource Department

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The Human Resource Department is headed by an Executive Director (HR) and CGM (HR) Corp. at Trombay Unit and one and one GM (HR) at Thal assists him for the smooth functioning of Human Resource Department.

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LITERATURE SURVEY
What is Team?
A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. A group in itself does not necessarily constitute a team. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize his/her strengths and minimize his/her weaknesses. Team members need to learn how to help one another, help other team members realize their true potential, and create an environment that allows everyone to go beyond their limitations.

Why Teams?
Benefits of Teams : B Better decisions & motivation E Everyone can participate N Nurtures improved working relationships E Encourages rewards in work itself F Free contribution of information I Increases communication T Thrusts an organization towards common goal S Supports an organization-wide perspective

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 What is Teamwork?
Teamwork is the technique where individual team members work together to achieve a common goal. This involves cooperative relationships, open communications, group problemsolving, and consensus decision-making. Teamwork can only be effective in an environment of honesty, trust, open communications, individual involvement, pride of workmanship, and commitment. Teamwork involves team members trusting each other to do whatever is necessary within their defined boundaries. Action through cooperation is practiced within the team. Problemsolving and decision-making are natural activities. Effective, open, and full communication, especially listening, is prolific. The leader and the members possess a positive "can do" attitude even during difficult times. Team members motivate, respect, and support each other and manage conflict. Team members build each others self-esteem and motivate other team members. They all contribute their technical competence. Effective teams realize diversity, individuality, and creativity are their greatest advantages. Individual and team contributions are rewarded and recognized appropriately. The team takes ownership and pride in their performance. Everyone is totally committed and focused on a common purpose.

WHAT WILL TEAMWORK TEACH?

Teamwork helps you develop characteristics that will make you successful both on and off the playing surface. You learn to: Care about others Work with others Adapt to difficult situations Be unselfish Be responsible and dependable Develop self-discipline

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BELBIN'S TEAM ROLES (BELBINS SELF PERCEPTION INVENTORY)

Dr Meredith Belbin
What is needed is not well balanced individuals, but individuals who balance well with each other.

Team Role: Belbins definition

A tendency to behave, contribute and interrelate with others in a particular way

Belbin Team Role Expert System
Belbin - 9 team roles type Each type has a typical behavioural strength and a characteristic weakness

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Understanding Team Roles to Improve Performance:

When a team is performing at its best, you'll usually find that each team member has clear responsibilities. You'll also see that every role needed to achieve the team's goal is being performed fully and well. But often, despite clear roles and responsibilities, a team will fall short of its full potential. Perhaps some team members don't complete the things you expect them to do. Perhaps others are not quite flexible enough, so things "fall between the cracks." Maybe someone who is valued for her expert input fails to see the wider picture, and so misses out tasks or steps that others would expect. Or perhaps one team member becomes frustrated because he disagrees with the approach of other team members. Dr Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different "team roles." He defined a team role as "a tendency to behave, contribute and interrelate with others in a particular way" and named nine such team roles that he argued underlie team success.

Creating Balanced Teams:

Team leaders and team development practitioners often use the Belbin model to help create more balanced teams. Teams can become unbalanced if all team members have similar styles of behavior or team roles. If team members have similar weakness, the team as a whole may tend to have that weakness. If team members have similar team-work strengths, they may tend to compete (rather than cooperate) for the team tasks and responsibilities that best suit their natural styles. Knowing this, you can use the model with your team to help ensure that necessary team roles are covered, and that potential behavioural tensions or weaknesses among the team member are addressed. Also, by understanding your role within a particular team, you can develop your strengths and manage your weaknesses as a team member, and so improve how you contribute to the team. Belbin's "team roles" are based on observed behaviour and interpersonal styles.

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Whilst Belbin suggests that people tend to adopt a particular team-role, bear in mind that your behaviour and interpersonal style within a team is to some extent dependent on the situation: it relates not only to your own natural working style, but also to your interrelationships with others, and the work being done. Also, be aware that there are other approaches in use, some of which complement this model, some of which conflict with it. By all means use this approach as a guide - however do not put too much reliance on it, and temper any conclusions with common sense.

Understanding Belbin's Team Roles Model:

Belbin identified nine team roles and he categorized those roles into three groups: Action Oriented, People Oriented, and Thought Oriented. Each team role is associated with typical behavioural and interpersonal strengths. Belbin also defined characteristic weaknesses that tend to accompany each team role. He called the characteristic weaknesses of team roles the "allowable" weaknesses; as for any behavioural weakness, these are areas to be aware of and potentially improve.

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BELBINS 9 TEAM ROLES

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The nine team roles are:

Action Oriented Roles:

1. Shaper (SH) Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches for solving problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent. Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting. Their potential weaknesses may be that they're argumentative, and that they may offend people's feelings.

2. Implementer (IMP) Implementers are the people who get things done. They turn the team's ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and efficiently and are very well organized. These are the people who you can count on to get the job done. On the downside, Implementers may be inflexible and can be somewhat resistant to change.

3. Completer-Finisher (CF) Completer-Finishers are the people who see that projects are completed thoroughly. They ensure there have been no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious, and anxious. However, a Completer-Finisher may worry unnecessarily, and may find it hard to delegate.

People Oriented Roles:

4. Coordinator (CO) Coordinators are the ones who take on the traditional team-leader role and have also been referred to as the chairmen. They guide the team to what they perceive are the objectives. They are often excellent listeners and they are naturally able to recognize the value that each team members brings to the table. They are calm and good-natured and delegate tasks very effectively. Their potential weaknesses are that they may delegate away too much personal responsibility, and may tend to be manipulative.

5. Team Worker (TW) Team Workers are the people who provide support and make sure that people within the team are working together effectively. These people fill the role of negotiators within the team and they are

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flexible, diplomatic, and perceptive. These tend to be popular people who are very capable in their own right, but who prioritize team cohesion and helping people getting along. Their weaknesses may be a tendency to be indecisive, and to maintain uncommitted positions during discussions and decision-making.

6. Resource Investigator (RI) Resource Investigators are innovative and curious. They explore available options, develop contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members, who identify and work with external stakeholders to help the team accomplish its objective. They are outgoing and are often extroverted, meaning that others are often receptive to them and their ideas. On the downside, they may lose enthusiasm quickly, and are often overly optimistic.

Thought Oriented Roles:

7. Plant (PL) The Plant is the creative innovator who comes up with new ideas and approaches. They thrive on praise but criticism is especially hard for them to deal with. Plants are often introverted and prefer to work apart from the team. Because their ideas are so novel, they can be impractical at times. They may also be poor communicators and can tend to ignore given parameters and constraints.

8. Monitor-Evaluator (ME) Monitor-Evaluators are best at analyzing and evaluating ideas that other people (often Plants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all the options before coming to a decision. Monitor-Evaluators are critical thinkers and very strategic in their approach. They are often perceived as detached or unemotional. Sometimes they are poor motivators who react to events rather than instigating them

9. Specialist (SP) Specialists are people who have specialized knowledge that is needed to get the job done. They pride themselves on their skills and abilities, and they work to maintain their professional status. Their job within the team is to be an expert in the area, and they commit themselves fully to their field of expertise. This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the bigger picture.

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Team-Role Descriptions:

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ANALYSIS HR CORPORATE ANALYSIS

1) Overall Percentage of Roles as voted by employees.

PERCENTAGE OF ROLES
100 100 PERCENTAGE % 80 60 40 20 0 CO SH ME TW IMP ROLES CF PL SP RI 93 93 93 93 93 87

80 67

Interpretation:
According to the graph, the Co-ordinator role is played the best but Resource Investigator role needs some improvements. However, the outcome is based on the current state of work performed by the employees in the department. Therefore, whenever the assignment changes the outcome will also change.

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2) Individual profile a) HEMANT KULKARNI PERCENTAGE OF ROLES

80 PERCENTAGE % 70 60 50 40 30 20 10 0 CF PL CO SP TW ROLES SH IMP ME RI 74 65 62 57 54 52 52 45 39

b) PRASHANT PATIL PERCENTAGE OF ROLES

70 PERCENTAGE % 60 50 40 30 20 10 0 CF TW CO SH IMP ROLES PL RI ME SP 66 60 56 46 45 39 34 26 23

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c) VISHWAS CHAUDHARY PERCENTAGE OF ROLES

60 PERCENTAGE % 50 40 30 20 10 0 IMP CF ME RI CO ROLES SH TW SP PL 52 39 32 29 28 28 26 25 20

d) MAHALAKSHMI IYER PERCENTAGE OF ROLES

45 40 35 30 25 20 15 10 5 0 43 39 32 31 28 28 20 20 14

PERCENTAGE %

ME

CF

TW

IMP

RI ROLES

SP

PL

SH

CO

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e) RAHUL AHIRE PERCENTAGE OF ROLES

49 50 PERCENTAGE % 40 30 20 10 0 IMP ME CF SH TW ROLES SP PL CO RI 45 45 34 29 28 25 15 14

f) ASHWIN KAMBLE PERCENTAGE OF ROLES

60 PERCENTAGE % 50 40 30 20 10 0 PL CO TW IMP CF ROLES SH RI ME SP 31 31 28 28 20 17 12 8 51

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g) ARATI INGALE PERCENTAGE OF ROLES

45 40 35 30 25 20 15 10 5 0 42

PERCENTAGE %

28 22 17 6 15 19

29

PL

RI

CO

SH

ME ROLES

TW

IMP

CF

SP

h) SUPRIEYA GHODERAO PERCENTAGE OF ROLES

40 PERCENTAGE % 35 30 25 20 15 10 5 0 SH ME IMP TW CF ROLES PL CO RI SP 12 5 25 25 23 20 37 37 37

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i) ARVIND KUDALKAR PERCENTAGE OF ROLES

40 40 PERCENTAGE % 35 30 25 20 15 10 5 0 TW CF SP SH IMP ROLES CO ME RI PL 22 20 20 17 15 29

14 8

j) RAJI NAIR PERCENTAGE OF ROLES

30 PERCENTAGE % 25 20 15 10 5 0 CO ME TW CF RI ROLES IMP SH PL SP 29 28 28 22 20 20 15 14 14

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k) JANAKI NAGVEKAR PERCENTAGE OF ROLES

16 PERCENTAGE % 14 12 10 8 6 4 2 0 CO SP IMP PL RI ROLES SH ME TW CF 3 3 3 3 3 3 9 8 15

l) VIJAYA AWARE PERCENTAGE OF ROLES

45 40 35 30 25 20 15 10 5 0 43

PERCENTAGE %

22

22

19

17

14

12

11 6

CF

ME

SP

IMP

TW ROLES

CO

SH

PL

RI

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m) POOJA SHINDE PERCENTAGE OF ROLES

40 PERCENTAGE % 35 30 25 20 15 10 5 0 TW CF ME RI SP ROLES IMP SH CO PL 26 25 25 22 17 14 12 37 34

n) DISHA JADHAV PERCENTAGE OF ROLES

35 PERCENTAGE % 30 25 20 15 10 5 0 CF TW SP SH IMP ROLES PL CO ME RI 20 17 15 11 11 11 9 31

29

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3) Effectiveness of roles

PERCENTAGE OF ROLES
40 30 20 10 0 CF IMP TW ME SH ROLES CO PL SP RI 36 31 30 26 25 24 22

PERCENTAGE %

21

19

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4) AREAS OF IMPROVEMENT Sr. Nos. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. 16. 17. 18. NAMES HEMANT KULKARNI PRASHANT PATIL VISHWAS CHAUDHARY MAHALAKSHMI IYER RAHUL AHIRE ASHWIN KAMBLE ARATI INGALE SUPRIEYA GHODERAO ARVIND KUDALKAR RAJI NAIR JANAKI NAGVEKAR VIJAYA AWARE POOJA SHINDE DEEPAK DAVANE YOGESH PATIL DISHA JADHAV ANUSHKA GHANEKAR RAJANI PABALE PL TEAM ROLES IN RANK ORDER RI CO SH ME TW IMP CF SP

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HR UNIT ANALYSIS

1) Overall percentage of roles.

PERCENTAGE OF ROLES
100 100 PERCENTAGE % 80 60 40 20 0 PL CO TW SH ME ROLES SP IMP CF RI 100 100 91 91 82 73 73 64

Interpretation:
According to the graph, the Plant, Co-ordinator & Team Worker roles are played the best but Resource Investigator role needs some improvements. However, the outcome is based on the current state of work performed by the employees in the department. Therefore, whenever the assignment changes the outcome will also change.

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2) Individual profile a. VINAYA DALVI PERCENTAGE OF ROLES

60 PERCENTAGE % 50 40 30 20 10 0 TW CF IMP PL ME ROLES RI CO SH SP 18 7 7 7 7 51 42 38 29

b. SHARAD SONAWANE PERCENTAGE OF ROLES

60 60 PERCENTAGE % 50 40 30 20 10 0 CO TW ME SH RI ROLES CF SP IMP PL 55 49 42 38 36 35 29 24

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c. SUVARNA SHETTY PERCENTAGE OF ROLES

35 PERCENTAGE % 30 25 20 15 10 5 0 CF TW ME CO IMP ROLES PL RI SH SP 16 15 13 4 4 4 4 33 27

d. NANDA KULKARNI PERCENTAGE OF ROLES

80 PERCENTAGE % 70 60 50 40 30 20 10 0 CO CF PL IMP ME ROLES SH TW SP RI 51 44 44 36 35 35 31 24 71

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e. VINAYAK PATIL PERCENTAGE OF ROLES

49 50 PERCENTAGE % 40 30 20 10 0 TW IMP CF CO SH ROLES ME RI PL SP 47 46 40 35 33 26 24 22

f. PANKAJ PATIL PERCENTAGE OF ROLES

70 PERCENTAGE % 60 50 40 30 20 10 0 TW IMP CF PL ME ROLES SH RI SP CO 44 36 31 27 20 16 9 7 64

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g. JAGRUTI SHETYE PERCENTAGE OF ROLES

45 40 35 30 25 20 15 10 5 0 42

PERCENTAGE %

27

26 20 18 13 11 6 6

CF

PL

TW

IMP

SP ROLES

RI

ME

CO

SH

h. VITHAL JADHAV PERCENTAGE OF ROLES

50 PERCENTAGE % 40 30 20 10 0 TW ME CF PL IMP ROLES SH SP CO RI 46 44 44 31 31 24 24 13 9

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i. PRAMILA PATIL PERCENTAGE OF ROLES

45 40 35 30 25 20 15 10 5 0 42 35

PERCENTAGE %

22 11 6 6 6 6 6

CF

TW

IMP

PL

RI ROLES

CO

SH

ME

SP

j. MAKANDER PERCENTAGE OF ROLES

60 PERCENTAGE % 50 40 30 20 10 0 TW CF IMP ME PL ROLES SP SH CO RI 38 33 27 20 18 15 9 58 49

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k. SANJEEVANI GAWADE PERCENTAGE OF ROLES

60 60 PERCENTAGE % 50 40 30 20 10 0 TW CF IMP PL SH ROLES RI SP ME CO 27 27 20 16 13 6 58

40

l. N. V. MOHITE PERCENTAGE OF ROLES

44 45 40 35 30 25 20 15 10 5 0 CF

PERCENTAGE %

31

31

31

31 24 18 13 9

CO

ME

TW

SP ROLES

IMP

PL

RI

SH

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m. KISHORI HANDE PERCENTAGE OF ROLES

50 PERCENTAGE % 40 30 20 10 0 TW CF ME SH IMP ROLES PL CO RI SP 47 38

22 16 16 11 9 6 6

n. NEENU NEOGI PERCENTAGE OF ROLES

60 PERCENTAGE % 50 40 30 20 10 0 CF IMP TW ME PL ROLES SH RI CO SP 27 24 16 15 15 13 11 6 55

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3) Effectiveness of roles

PERCENTAGE OF ROLES
50 40 30 20 10 0 CF TW IMP ME PL ROLES CO SH SP RI 44 43 31 25 23 21 19 17 14

PERCENTAGE %

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4) AREAS OF IMPROVEMENTS Sr. Nos. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. 16. 17. 18. NAMES VINAYA DALVI SHARAD SONAWANE SUVARNA SHETTY NANDA KULKARNI VINAYAK PATIL PANKAJ PATIL JAGRUTI SHETYE VITHAL JADHAV PRAMILA PATIL MAKANDER SANJEEVANI RAMESH KUSALE MOHITE R.B.THAKUR SATISH DESHPANDE KISHORI HANDE NEENU NEOGI ASHOK HUNDEKAR TEAM ROLES IN RANK ORDER T RI CO SH ME IMP CF SP W

PL

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INTERPRETATION OF ANALYSIS
I. PLANT As per the analysis, the PLANT role is played more in HR Unit as compared to HR Corporate. All the employees in HR Unit play the PLANT role.

II.

RESOURCE INVESTIGATOR As per the analysis, the RESOURCE INVESTIGATOR role is played more in HR Corporate as compared to HR Unit. Majority of the employees in HR Corporate play the RESOURCE INVESTIGATOR role.

III.

CO-ORDINATOR As per the analysis, the CO-ORDINATOR role is played very well by both HR Unit and HR Corporate. Therefore, it indicates that there is a good co-ordination in the respective departments.

IV.

SHAPER As per the analysis, the SHAPER role is played more in HR Corporate as compared to HR Unit. Majority of the employees in HR Corporate play the SHAPER role.

V.

MONITOR EVALUATOR As per the analysis, the MONITOR EVALUATOR role is played more in HR Corporate as compared to HR Unit. Majority of the employees in HR Corporate play the MONITOR EVALUATOR role.

VI.

TEAMWORKER As per the analysis, the TEAMWORKER role is played more in HR Unit as compared to HR Corporate. All the employees in HR Unit play the TEAMWORKER role.

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VII.

IMPLEMENTOR As per the analysis, the IMPLEMENTOR role is played more in HR Corporate as compared to HR Unit. Majority of the employees in HR Corporate play the IMPLEMEMTOR role.

VIII.

COMPLETER FINISHER As per the analysis, the COMPLETER FINISHER role is played more in HR Corporate as compared to HR Unit. Majority of the employees in HR Corporate play the role.

IX.

SPECIALIST As per the analysis, the SPECIALIST role is played more in HR Unit as compared to HR Corporate. All the employees in HR Unit play the SPECIALIST role.

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SUGGESTIONS GIVEN BY EMPLOYEES TO IMPROVE TEAMWORK

Employees must have positive attitude. There must be good co-operation among employees. There must be open communication among all levels of employees.
Frequency of informal meetings should be increased. All employees must take equal part in all types of work and help others to achieve the targets. Employees contributing positively in teamwork must be encouraged & rewarded. Employees not contributing should be pushed to do it by providing training & encouragement.

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LIMITATIONS OF THE STUDY

Time was a major factor which was not sufficient to judge the overall organization. But an attempt was made to gather maximum information. Difficulty was experienced while asking employees to fill out the questionnaire as some employees have not given true answers due to fear that their superiors may not like their answers. The analysis is based on the feedback given by some employees. Since all employees were not so interested in filling questionnaire, the final interpretation may not be as per the requirement.

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CONCLUSION

Don't be afraid of pressure. Remember that Pressure is what turns a lump of coal into a diamond.

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SUGGESTIONS & RECOMMENDATIONS

In order to improve teamwork, there must Trust among the employees of the team. Informal get together must be conducted frequently. Because of this the employees will feel comfortable with each other in the team. There must be openness among the members of the team. They must have the courage to express their views about other members of the team even if it is negative about others. There must be job rotation so that all members get equal opportunity to show their talent. There must be good understanding among all members of the team. Various activities must be conducted frequently to monitor the performance of members. Roles for each member should be clearly defined. Feedback from members must be taken in order to increase the efficiency of the team. Rewards must be given to the members for their good performance.

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~ 63 ~

ANEXURE
HR CORPORATE/UNIT NAME (OPTIONAL).....................

QUESTIONNAIRE

BELBINS 9 TEAMWORK ROLES

Shaper (SH) Action Oriented Roles Implementer (IMP) Completer Finisher (CF) Coordinator (CO) People Oriented Roles Team Worker (TW) Resource Investigator (RI) Plant (PL) Thought Oriented Roles Monitor-Evaluator (ME) Specialist (SP)

Challenges the team to improve. Puts ideas into action. Ensures thorough, timely completion. Acts as a chairperson. Encourages cooperation. Explores outside opportunities. Presents new ideas and approaches. Analyzes the options. Provides specialized skills.

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Q.1. Please tick mark the roles played by the concerned people & rate the marked roles as mentioned in the scale below: 5 Excellent 4 Very Good 3 Good 2 Average 1 Below Average 0 - Poor
TEAM ROLES IN RANK ORDER Sr. Nos. PL RI CO SH ME TW IM P CF SP T O T A L

01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. 16. 17. 18.

Q.2. Suggest the areas of improvements for the following persons with respect to previous roles. For example: XYZ area of improvement is Specialist.
Sr. Nos. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. 16. 17. 18. AREA OF IMPROVEMENTS

Q.3. Suggest what according to you should be done to improve teamwork?

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BIBLIOGRAPHY
Websites:

www.belbin.com www.mindtools.com www.teamworkpm.net www.rcfltd.com www.managementparadise.com www.wikipedia.org

Search Engine:

www.google.com

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