INTRODUCTION

The process of working collaboratively with a group of people in order to achieve a goal is called
teamwork. Teamwork is often a crucial part of a business, as it is often necessary for colleagues to work well
together, trying their best in any circumstance. Teamwork means that people will try to cooperate, using their
individual skills and providing constructive feedback, despite any personal conflict between individuals. Teams
can expand the outputs of individuals through collaboration. Employees who are working in teams become the
standard for the organization (Alie, Beam & Carey, 1998). Recent study shows that employee working within the
team can produce more output as compared to individual (Jones, Richard, Paul, Sloane & Peter, 2007).

The effects of teamwork on organization is that they can increased efficiency, the ability to focus different minds
on the same problem, and mutual support. When a team works well together as a unit they are able to accomplish
more than the individual members can do alone. Teamwork creates higher quality outcomes that are more
efficient, thoughtful, and effective, as well as faster. Individuals benefit from teamwork through mutual support
and a great sense of accomplishment. The formation of teams is most appropriate for tasks that are difficult,
complex and important. These types of tasks are often beyond the skills and abilities of any single individual.
However, the formation of a team to complete such tasks does not guarantee success. Rather, the proper
implementation of teams is positively related to both member satisfaction and increased effectiveness.

Organizations who want to receive the benefits afforded by teams need to carefully consider how teams are built
and implemented. Often, teams are created without providing members any training to develop the skills
necessary to perform well in a team setting. This is critical, because teamwork can be cognitively and
interpersonally demanding. Even when a team consists of talented individuals, these individuals must learn to
coordinate their actions and develop functional interpersonal interactions. So teams are more likely to be
successful when they are fully supported by the organization.

Teamwork is the process of working collaboratively with a group of people in order to achieve a goal. The
external factors of teamwork are the political, economic, social and technological factors that affect teamwork
whiles the internal factors of teamwork constitute leadership style, diversity (culture, talent and personalities)
communication, cohesiveness etc. which affects teamwork.

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 Teamwork is as old as mankind, and many organizations use the term teamwork in either one sense or the
other, such as in the production, marketing processes, etc. Management team, production team or an entire
organization can be referred as a team. Cook (1998) claimed that there is a growing consensus among scholars in
the world that organizations may be getting works done through individuals, but his super achievement lies in the
attainment of set goals through teams (teamwork). It is a well-known fact that teamwork is not only the
foundation of all successful managements, but the means of improving overall results in organizational
productivity. Wage (1997) described

Teamwork as an idea of working together in a group to achieve the same goals and objectives for the
good of the service users and organizations in order to deliver a good quality of service (productivity). Ruth
(2007) claimed that employees’ teamwork is seen as constituting a larger group of people than what job position
describes. The essence of teamwork is that workload is reduced and broken into pieces of work for everyone to
take part. Alan (2003) defined teamwork as a grouping of professionals whose members work intensely on a
specific, common goal using their positive synergy, individual mutual accountability and complementary skills.
Employees take many steps toward accomplishing key action items and nothing important is finished. Team work
is the ability to work together towards a common vision. It is a fuel that allows common people to attain
uncommon results.

Collective action is widely recognized as a positive force for teamwork in any organization or institution
to succeed. Teams enable individuals to empower themselves and to increase benefits from cooperative work
engaged on as a group. Getting together with others also can allow individuals to better understand the importance
of teamwork and how the organizations operate as well as promote the culture of teamwork success. Davis (2007)
claimed that employers always stress the need for employing those (Employees) that can be able to work with a
team and they (Employers) generally talk of teamwork when they want to emphasize the need to various talents
possessed by different employees. The organizations however, coordinate the employees into different teams,
such as management team, production team, etc.

Organization is a social unit of people that is structured and managed to meet a need or to pursue
collective goals or organization is a systematic arrangement of people to accomplish the same specific purpose.
Every organization is composed of three elements i.e. people, goals and system. The purpose is expressed as goals
generally. Each organization has a systematic structure that defines members and some members are managers
and some are operatives. Organization according Caroline (2008) is a social entity whose goal is directed,
deliberately structured activity systems with a preamble boundary. Alan (2008) claimed that productivity is the

2
rate at which an employer, company or country produces goods and the amount, produced compared with how
much time, work and money is needed to produce them.

Impact of team work on organizational productivity

3
 COMPANY PROFILE

MANIKGARH CEMENT

A Division of Century textiles and industry limited

B.K. Birla
Chairman
Century Textiles & Ind. Ltd

Chairman's Message

"I believe that the Fortunes of Century Textiles & Industries Limited rest solely on its
continuing ability to evolve and successfully implement new techniques and systems to
anticipate future trends and zero in on to them, to be in short, a company that is plugged
into tomorrow."

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"Complete Customer Satisfaction and fulfilling the expectations of society is the key to success of
any business enterprise in Global Economy”

Introduction

Manikgarh Cement is a division of Century Textiles and Industries Ltd, a flagship company of
B.K. Birla Group. The Co. is well diversified having interest in cement, textiles, rayon, chemical, pulp
and paper.

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Manikgarh Cement is situated at Sarlanagar (Manikgarh) Dist. Satna in the State of Madhya Pradesh
with an installed capacity of 3.80 Million TPA. Manikgarh is 45 Kms South - East of Satna on Howrah
- Mumbai Central Railway Main Line.

Manikgarh is well known for Sharda Devi Temple and Manikgarh Gharana Music whose proponent was
renowned Musician Padma Vibhushan Baba Alla-u-din Khan.

Accordingly, the Cement Division of Century Textiles and Industries Limited have five Cement
Plants i.e.

1. Manikgarh Cément, Sarlanagar, Dist.:Satna (MP)

2. Manikgarh Cement Unit No.2, Sarlanagar, Dist.:Satna (MP)

3. Century Cement, Baikunth, Raipur (CG)

4. Manikgarh Cement, Chandrapur, Maharashtra

5. Sonar Bangla Cement, West Bengal

Manikgarh Cement
 Effective Team Work in Manikgarh cement

 Effective communication: The communication between the team members always free flowing, well
channelized and directed towards achievement of project success. Also, communication between team members
and team leaders are in a two-way process.

 Strong leadership: The speed of the boss is the speed of the team. It is vital to have an efficient leader
who can exhibit exemplary behavior however Manikgarh cement have good leaders. Leaders of Manikgarh
cement gives importance to team goals over his individual goals and is capable of showing direction and
ensuring that the team members remain focused.

 Efficient delegation: Assigning responsibilities is as important as ensuring it is fulfilled perfectly in

Manikgarh cement. Assigning of work as per the capability of team members is done properly.

 Conflict management: leaders of Manikgarh cement also resolves conflicts within the team. Even
critical issues, dealt with maturity, can be resolved easily without leaving a scar. There are no Differences in
opinion come in the way of the team’s performance.

 Trust: There is a team-oriented environment in Manikgarh Cement Company. There is good trust within
the team. Team secrets, details of new projects or any new development within the team of the organization.

 Common goals: A team obviously is made of individuals with diverse opinions, often conflicting. The
focus of company staff clearly is attainment of common goals. There personal points of view, all the staff are
aware of organizational goals and work towards achieving targets together.

 Respect: In Manikgarh cement workers work in coordination, they understand and respect others in the
team. Respect for each other’s competencies, views and actions will minimize conflicts, ensure smooth
functioning and enhance productivity.

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 Togetherness: A team signifies togetherness. As a unified unit, they work on a common platform. Also
there is good organize of team building exercises in company due to excursions and monthly team meetings to
strengthen team bonding.

 Positivity: Shun feelings of negativity, jealousy or ill-will is not present in Manikgarh Cement Company.

RESEARCH METHODOLOGY

Data collection is the process of gathering and measuring information on targeted variables in an established
systematic fashion, which then enables one to answer relevant questions and evaluate outcomes. There are
different methods through which data can be collected Observational research.

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  Focus group.
 Survey research.
 Experimental research.
 Questionnaire.
Observational Research is a type of correlational research in which a researcher observes ongoing behavior.
Focus group is the small number of people usually between 4 and 15 brought together with a moderator to focus
on a specific product or topic. In survey research, the researcher selects a sample of respondents from a
population and administers a standardized questionnaire to them. The questionnaire, or survey, can be a written
document that is completed by the person being surveyed, an online questionnaire, a face-to-face interview, or a
telephone interview. In experimental research, the researcher manipulates one variable, and control/randomizes
the rest of the variable. A questionnaire is a research instrument consisting of a series of questions and other
prompts for the purpose of gathering information from respondents.

RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the detain a manner
that aims to combine relevance to the research purpose with economy in procedure. In fact, the research is design
is the conceptual structure within which research is conducted it constitutes the blue print of the collection,
measurement and analysis of the data. As search the design includes an outline of what the researcher will do
from writing the hypothesis and its operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the following

Sample and Sampling Technique: -

A sample size of 100 respondents was drawn from the population of employees and workers of Manikgarh
Cement. The questionnaires were distributed to the member of Manikgarh Cement. Purposive sampling was
applied to select respondents based on their expertise in the subject being researched. Convenience Sampling was
also applied to choose respondents among employees based on their ability and willingness to answer the
questionnaire.

Data Collection: - The type of data, sources of data, and instrument for data collection and procedure for data
collection are mentioned below

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Type of Data: -
An ordinal data was used in this study because the responses to the questionnaire were based on a rating scale
and could be ranked.

Source of Data: -
Primary data was collected and obtained from the distributed questionnaires. This was sourced from the
Manikgarh Cement. This study depended on the primary data because it helps to investigate about what is
happening on the ground and also to suggest helpful findings and recommendations.

Instrument for Data Collection: -

Questionnaire was the major instrument used to collect the required data for the research and it was used to
maintain the truthfulness and honesty of the database regarding the study. Instrument Validity The research was
designed to be able to ensure validity and reliability in all the aspects of the study. It was ensured that proper
understandings of the questions in the questionnaire were made to the participants.

Procedure for Data Collection: -

The required data was collected from a number of employees at Manikgarh Cement.
Questionnaires were distributed to the workers employees of Manikgarh Cement and the researcher delivered
and collected the results of questionnaires personally.

DATA COLLECTION

There are two type of Data Collection method

Types of Data Collection method-

 Primary Data
 Secondary Data

PRIMARY DATA-: -
Primary Data means data that are collected by different techniques likes Questionnaire, Depth interviews,
Surveys, Schedules.

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Sources of Primary Data: -

 Office visit.

 Data obtained by the people.

Questionnaires and Interview Schedules were used to collect data where qualitative and quantitative data were to
be collected. Both closed and open-ended questions were used. Open ended questions gave the respondents the
opportunity to express themselves where the questions could not capture their diverse opinions. Likert scale type
of questions was employed in some items in order to obtain the opinion of the respondents regarding the impact of
teamwork on achievement of targets in organizations. Interview Schedules were administered to the management
level of staff where information regarding impact of teamwork on achievement of organizational targets was
sought.

SECONDARY DATA-
Secondary Data means data that are already been collected and analyzed by someone else.

Sources of Secondary Data: -

 Data from other company.

 Unpublished Data: Data obtained from several companies, working in the same areas.
 Journals/Newspapers etc.: Some newspapers/Journals collect and publish their own data, e.g. Indian
Journals of Economy, Nagpur Times, The Hitawada, Articles, Blogs, and Reports.

 OBJECTIVES OF THE STUDY

The general objective of this study is to investigate the contributions of teamwork on organizational
productivity. The specific objectives of this study are as listed below:

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 Determine the effect of teamwork on organizational productivity.
 Investigate the ways of leadership styles used by the organizations affect organizational productivity.
 Determine the effect of poor leadership on work team’s leadership.
 Investigate the benefits of motivation to the workforce.
 Determine the prevailing conditions that hinder growth to organizational productivity.

 LIMITATIONS OF THE STUDY

 The junior staff of the study area were reluctant to give information freely for fear of
victimization.
 The researcher ensured that the top-level management and all the other respondents were made
to be fully aware of the fact that the research is for academic purposes only and that the findings
would not be disclosed to anyone.
 Top level managers were also requested to write a consent letter to the researcher to show
 Commitment in aiding the researcher collect data within the organization. This demystified fear
of victimization.

 SAMPLING METHOD

 The sampling technique that was adopted for this research was non- probability quota sampling.

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 This was achieved by grouping of each Department into a quota and respondents from each Department
was selected using non-probability convenience sampling giving a sample size of 100. The total of 112
questionnaires were distributed among the employees of the Manikgarh cement

 SAMPLE SIZE

Manikgarh

N S

505 502

Note: - “N” no of Employee

“S” is sample size

DATA ANALYSIS AND INTERPRETATION

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 This chapter describes the impact of team work on achievement of targets of organizations a case of
Manikgarh Cement. The data was collected through questionnaire and interview schedule. The qualitative data
was organized in broad themes that answered research objectives. Quantitative data was organized in frequency
counts and converted to percentage for clear presentations.

Response Rate
A total of 92 questionnaires were issued to the Manikgarh Cement and a response rate of 89% was
recorded.

Demographic information

The preliminary section of this study was done through administering of questionnaires and interview
schedule. The questionnaire captured behavior of employees, in terms of gender, age bracket, years of experience,
departments, position held and academic qualifications. Demographic characteristics such as age, gender,
economic status, and educational level may also affect respondent knowledge and attitudes toward teamwork.

The Age of staff in Manikgarh Cement

The study also sought to know the age of the employees of Manikgarh Cement Company and it was
established that there were more employees between age bracket 18 years and 20years. However, there were
100 (20%) of employees between the age bracket of 21 years and 25 years 90 (18%) between age
bracket 26 years and 30 years and 140 (28.4%) who were above 30 years.

1. Age of staff in Manikgarh Cement

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Section 18 - 20 21 - 25 26 - 30 above 30 Years Total

Total 170 100 90 142 502

Age of staff in Manikgarh cement

142
170

90 100

18-20 21-25 26-30 30 above

Interpretation: The study observed that the number of younger the employees is higher than that of older
employees.

2. Level of Education of Employee in Manikgarh Cement

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 The study sought to know the level of education of the employee charged with working to promote the
objectives in various departments in Manikgarh cement. I asked the respondents about their level of education.
This was because the level of education defines the level and extent to which an individual contributes in the
teamwork of the organization. From the findings,293 (58.37%) are the majority are 12 thpass found as worker, 120
(23.90 %) of the respondents were Diploma holders work in sales department while 52 (10.36%) hold graduation
certificate found as a marketing executive. 37(7.37 %) of the respondents who hold masters degrees were mainly
found in the officer level post. The company’s director holds the PhD degree and he is in charge of the company.

Education 12th Diploma Graduation Post-Graduation

No of 293 120 52 37
respondent

Level of Education of Employee

350

300

250

200

150

100

50

0
Category 1
12th Di pl oma Graduation Post Graduation

Interpretation: In the above figure, education in 12th respondents is 293

3. Impact of Various Job Descriptions and teamwork

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 The study sought to know the impact of the various Job Descriptions for the employees in various
departments on achievement of organizational goals in Manikgarh Cement. It was established that 160 (37.87%)
of the workers believed that job descriptions with good supervision help in healthy team work formation while
342(68.13%) believed that Staff appraisal properly done will boost the team work spirit.

Job description Good supervision Staff appraisal

% of respondent 37.87% 68.13%

Impact of Job Description

Good supervision;
35.73%
Good s upervi s i on
Staff a ppri s al
Staff apprisal; 64.27%

Interpretation: In the above figure, staff appraisal 68.13% of respondents.

FINDINGS OF THE STUDY

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 Teamwork can be positive if the organizational culture is well understood by employees in an
organization. In times of change, the biggest challenge for organization may be to change its culture, as
the employees are already accustomed to a certain way of doing things.
 The study also found out that communication is a problem in Manikgarh cement, yet effective
communication occurs only if the receiver understands the exact information or idea that the sender
intended to transmit.
 Study found that when the teams can better perform their tasks, the individual performance also increases
which resulted the increases in the performance or productivity outcomes of the Manikgarh cement.
 The research study found that teamwork has a significant positive effect on organizational performance.
 Overall, the results revealed that teamwork and organizational performance were positively correlated.
 Teamwork found to be of significant importance if properly implemented.
 In Manikgarh cement company Teamwork programs were found to have a positive impact on the
organizational performance which brings benefits in terms of higher productivity, better organizational
performance, competitive advantage and increased product quality and quantity.

CONCLUSIONS

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 The study concluded that all the four independent variables that are Communication, leadership,
compensation and cohesiveness influences positively towards organizational productivity.
 The study concludes that continuous monitoring of progress, evaluation, control and feedback is shared
then team productivity would be enhanced.
 Employees of the Manikgarh cement are talented and very well know the impact of team work in
organizational productivity and performance but they need a direction to accomplish.
 Many of the problems that occur in a Manikgarh cement are the direct result of people failing to
communicate. Studying the communication process is important because supervisor coordinate, counsel,
evaluate throughout this process.

 SUGGESTION

 The research study strongly suggests that the teamwork activities must exists in the organizational
environment. In this way organizational performance can be enhanced.
 The management of Manikgarh cement should ensure that the communication structure is well aligned to
all the staff this creates quality leadership that are able to control their team and grow the team
productivity as well as organizational productivity.
 Employees’ compensation should be well managed by the human resources as the staff and workers are
motivated by the compensation that they get which leads to improve productivity.
 Another suggestion is that Manikgarh Company has systems in place on how to mitigate against internal
environmental changes through enhancing the right culture, this leads to the team cohesiveness. Thus the
management should continue assessing the team cohesiveness in order to grow the productivity.
 Manikgarh also provide a plat form to all the employees and workers to give everyone a voice to suggest
in decision as well as to participate in team. Each member should have a voice

BIBLIOGRAPHY

 https://study.com/academy/lesson/what-is-an-organizational-environment-definition-theory-quiz.html

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 https://en.wikipedia.org/wiki/Human_resource_management

 https://study.com/academy/lesson/research-methodology-approaches-techniques-quiz.html

 http://birlagoldcement.com/our-plants/manikgarh

 https://en.wikipedia.org/wiki/Data_collection

 https://www.ambitionbox.com/reviews/manikgarh-cement-reviews

ANNEXURE

 Questionnaire

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INSTRUCTION: For all sections, please tick against what best reflects your feelings.

A) Communication and team productivity

1. Do you agree lack of proper communication affect teamwork in your region?

 Strongly Agree
 Agree
 Uncertain
 Disagree
 Strongly Disagree

1. Do you agree lack of employee’s empowerment on communication impact on teamwork in your

region? (Tick one)

 Strongly Agree
 Agree
 Uncertain
 Disagree
 Strongly Disagree

2. Do you agree barriers in communication affect teamwork in the various regions in sales and marketing
department of Manikgarh Cement Company? (Tick one)?

 Strongly Agree
 Agree
 Uncertain
 Disagree
 Strongly Disagree

3. How often do the following factors impact teamwork in sales and marketing department as well as in
manufacturing department due to poor communication in Manikgarh Cement Company?

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 Factors Very Often Quiet Rarely Never

Often Often
Unfavorable Organizational Culture
Lack of training for the employees
Unfavorable Company Structures
Lack of Implementation Strategy
Lack of Expertise Skills in the company
Lack of proper Management Systems

(including Human Resources)

Lack of proper Procurement Systems

Lack of proper Integrated Management

Information Systems (IMIS) in all the regions

Lack of engagement in Formulation of

Teamwork.
Not realizing the benefits of teamwork

Lack of monitoring, evaluation and control of

agreed set of goals

B) Leadership and team productivity

1. According to your understanding, do you agree poor styles of leadership impact teamwork in
Manikgarh Cement Company? (Tick one)
 Strongly Agree
 Agree
 Not Agree
 Disagree
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 Strongly disagree

2. To what extent do the various styles of leadership impact teamwork in Manikgarh cement company?
(Tick)
Very No
Large Moderate Small
Large Extent
Styles of leadership Extent Extent Extent
Extent at All
Poor Financial Control
Inefficient operational processes
Lack of innovativeness and creativity
Lack of desire for effective Management
Resistance to Change by sales employees
Conflicts in the various regions

Lack of Motivation, Trust

and Confidence

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C)
Lack of Corporate and teamwork culture
entrenchment in the market

Poor Social-cultural behavior amongst

the leadership in the sales and marketing
department as well as in manufacturing
department
Employee’s compensation and team productivity

1. In your understanding do you agree that poor employee compensation impact teamwork and productivity
in Manikgarh cement company? (Tick One)

 Strongly Agree
 Agree
 Not Agree
 Disagree
 Strongly Disagree

2. To what extents does poor employee’s compensation impact teamwork and productivity in various regions
at Manikgarh Cement Company? (Tick one)

 Strongly Agree
 Agree
 Not Agree
 Disagree
 Strongly Disagree

3. To what extents does poor employee’s compensation impact teamwork in your specific region at
Manikgarh Cement Company? (Tick one)

 Strongly Agree
 Agree
 Not Agree
 Disagree

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 Strongly Disagree

25
D) Cohesiveness and team productivity

1. To what extent do you agree with the following strategic statements in relation to culture that might
impact teamwork on Manikgarh cement company’s productivity? (Tick one)

Organizational Culture Strongly Agree Neutral Disagree Strongly

Agree Disagree
The whole leadership understands the
and employees trained on theses
impact of teamwork in every
polices
departmenttoof Manikgarh
embrace cement
the right
organizational culture
company’s productivity
There is a Sales
The entire systematic action isplan
leadership being
aware of
followed
the impactand are on
culture clearly articulated
teamwork in
towards
every department goals
the organizations and training
and is done on
the SOPs to embrace the right
objectives
organizational culture
Manikgarh
The company hascement
systems in company
place on
environment is
how to mitigate conducive and
against internal
encourages change is
environmental Operations through
changes
awareness training
enhancing the in sales
right culture and
in each
marketing
department. department to support the
The
right company has systems
organizational in sales
culture at place and
on
how to department
marketing mitigate against External
environmental changes through
embracing the right culture in every
department
There are clear strategies on how to
enhance teamwork in manufacturing
department through adopting the right
culture in Manikgarh cement company.
Changes in stakeholders (Top level
management) impact teamwork due to
poor organizational culture at sales
and marketing department

Power in management of company

polices is shared among the
26
leadership in the whole department
2. Do you agree organizational culture impact teamwork productivity in every department of Manikgarh
Cement Company? (Tick One)

 Strongly Agree
 Agree
 Not Agree
 Disagree
 Strongly Disagree

27
3. To what extent do you agree that the following Organizational Training Strategies are used by the
company to enhance effective teamwork in Manikgarh cement company? (Tick)

Organizational Strategies Strongly Agree Neutral Disagree Strongly

Agree Disagree

Realistic training time-frame for

implementation of tasks

Training on Effective
communication.

Roles, Responsibilities and

Timeframe are clearly defined

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and assigned where training is
Done on the SOPs.

Continuous monitoring of Progress,

Evaluation, Control and Feedback
is shared to the
Shop floor.

Adherence to the approved

Strategic Plan that is trained to
every employee.

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