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Chapter I Introduction
Introduction:
The function of any and every organization is based on how well people can combine their efforts and imaginations to achieve the shared goal. The shared goal is the ultimate objective that the organization intends to achieve Gale et al. (2005). On the face of this, it appears to be a very easy task. However, when put into practice this can be at time an over bearing exercise. The major question that an organization faces is how to create a team that can make the most of the available resource to full effect. The foremost challenge is to channelize the resources and streamline them to maximum Tabrizi (2007). As change is happening quickly, it demands persons and teams to be bendable to act in response to these alterations Cleland et al. (2006). Teams like individuals should wisely and uniquely adapt to the powerful capacities that the human possesses. A wide-ranging solution cannot be prescribed for a problem, and more so, as problems and challenges arises within the team, it either leaves the team stronger or it simply tears them apart.
Understanding Organizational Dynamics:

Every organization has a set of beliefs and culture on which relationships are built. If there is unequal power and strife between members, the situation becomes ripe for a dominant relationship. To inculcate teamwork dynamics is not an easy task. In a decentralized working environment the notion of check and balance becomes extremely important Daft & Marcic (2008). Managers have the sole responsibility of making sure that individual interactions and relationships are not hampering the proceeding in the organization. Even though, not every individual at the workplace gets along with their colleagues, it becomes mandatory to minimize that by incorporating a thriving corporate culture.
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The organizational culture as a whole is the principles and the beliefs that the top management will infuse as the philosophy of the organization. In understanding the real essence of organization culture can improve the performance Cameron &. Quinn (2006). This is more or less accepted by every individual working in the organization, as it becomes the norms of the company. The real problem arises where people from different culture work together in the same team. Fights within diverse groups happen so often that it sometimes ends up leaving a bad taste in the peoples mouth. Tensions, hatred, lack of commitment among employees are a few elements that can make things worse for the managers. It is also important to have the right person in the right place for team building. For a team to achieve success they must have the required skills and competency to accomplish the task. The Pakistan Cricket team is a prime example of this. Every individual from the head of the Cricket Board to the captain are not sure about issues that lead to bitterness in handling issues. This example also depicts that when the goals are vague, teams cannot function properly and ends up in sheer mess. The manner in which match-fixing allegations on the three frontline Pakistani players was handled tells the story of a team that does not have the direction to manage affairs.
Development of Employees:
As human being, every individual has a tendency to elevate themselves as the most outstanding performer. Many are promoted out of nowhere, and many people who are meritorious are either made to wait or have to face the venom of the bosses. This is one issue or more appropriately, a story every employee has to tell in their professional careers. If an organization holds fast on the fact that employee development is directly proportional to the collective success, then there is every possibility that such organization will show positive results over a longer period. Professional development for every employee is a must and it bears fruits for the organization in the long run. It also adds up to the leadership of the individual, therefore this personal goal is aligned with professional goals of an individual Gardner et al. (2005). Though professional development of an employee is, in general, aligned with the monetary benefits, but as per the Maslows hierarchy of needs, every individual has a need of self actualization. This sense of self actualization stems from the values and the respect than an individual enjoys at workplace. Many
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people might reject a lucrative offer on the grounds, that the current set up they are associated with has a more refreshing corporate culture. This might not hold true in most of the cases, but employees tend to stick with people whom they trust and respect more.
A part or Apart of the team:

All organizations have two types of employees; one who derive motivation from within and others who are least interested in work and more interested in gossiping and other activities. The onus on the manager is to gel the two groups together, and motivate them towards working for the same goal. This aspect is also help for managers in ascertaining the workflow of the team Cummings & Worley (2008). It is however, important that employees who give more input in the work are given more attention so that the task can be managed accordingly. But the managers have to make sure that the group that might be lagging behind in their tasks should be handled with diligence. A harsh comment or an action that can tarnish the reputation of an individual can be detrimental on the performance of the entire group. Even in tricky situations, managers must be able to encourage the group who does need upgrading Fuglaas (2006). This is by far the biggest challenge for managers to act as a role model, a mentor and a coach to bring the best out of employees who might be little weak or are distracted in something else. The composition of the team is also very essential Maxwell (2009). The team building process might improve the morale, but not necessarily the performance. The negative thought of attaining little out of teamwork can have negative effect on the overall output of the organization. The managers should in effect, understand how to build a team with the overall picture of the future benefits in mind Topchik (2007). Employees must be respected and given the freedom to cater the customer in the best possible manner Nayar (2010). Communication between the concerned personal also plays a pivotal role in the outcome of the task. An organization where there are less communication barriers is able to rectify the errors that may be present in the system. An organization that trusts its employees and gives them access to their work shows better results Cummings & Worley (2008). This is especially true in a robust and volatile retail industry. Employees come across different customers with diverse backgrounds; therefore it is important to let the employees take responsibility for treating the customers. The customers, though, at time can be over bearing that
might inflate and individuals self respect or they can also feel that their managers did not come to their rescue in an adverse situation. This is the biggest issue mangers face in the retail industry. This is one reason that turnover is much higher in retail as compared to other industries.
Types of Teams:
As more and more emphasis is laid on teamwork, it is interesting that the obstacle to team building is the lack of knowledge and understanding by the managers in building an effective team. The biggest impediment can be a lack of vision to reinforce the strategic mission of the organization Parcon (2006). Since everyone, at every level of management is aware of an effective teamwork, putting an effective team together becomes tantamount as every employee is related or has previously worked with a team in their professional careers. As teams can be developed in a variety of ways, three generic types are sufficient to typify the team types. These can be characterized as Decision teams, Task teams and self directed teams. The first two teams are manager led and differ from each other in the roles that they may play. The last team is self directed and is based on empowering employees to carry out a particular task. Empowerment can be monitored in the restaurant business. TGI Fridays a renowned restaurant has infused the essence of empowerment in their daily business. Not only the employee is held responsible for their acts, this also acts as a motivational tool for employee to showcase their skill in the best possible manner Robertson (2007). Another important aspect of employee empowerment is that employees can also bring creativity in their work and are motivated enough to minimize any errors in their performance Dyer & Dyer (2007). Since the individuals work in a team, they are all accountable for their actions. This simply eliminates any chances of favoritism or giving an individual the extra credit for work done. The process of empowerment is also present in the retail industry. As the employees are getting in close contact with a customer, they get every chance to show their skills. What level of empowerment should be allowed to employees in catering the customer still looms large and requisite a definite answer?
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Conclusion:
Even with the most excellent strategy in place with everything aligned properly, an organization will only be effective if all the members are motivated to perform at the highest level Eccles & Robbins (2008). When the managers are effective, the outcome of the leading process is a highly motivated workforce. Therefore it can be concluded that managers are the building blocks for a strong foundation of a team. A key challenge to managers is to encourage employees to perform at the highest level. This is the essence of teamwork without which the corporate objective might not be realized.
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Chapter 2
2.1 Introduction:
The phenomenon that everybody accomplishes more together is as true today as it ever was. In the competitive work environment the employees are working for more than a solitary team. Therefore, it would be fair to say that the teamwork approach has now become a standard with the organizations in achieving new heights Cappelli et al. (1997). The managers as they are in the leadership roles can do their part by providing a supportive environment and encouraging team members to identify with their team. Therefore, in order to maintain such high level of unity, leaders should allow time for regular team meetings and actively demonstrate their beliefs in the importance of the team contribution Dertouzos & Solow (1989). They can also encourage continuing development and education for their employees assuring them of the organizational commitment to the advancement of their professional careers. For a team to accomplish an objective the onus is on the manager to provide clear objective and ensure agreement to the roles and jobs designated to each team member at the retail outlet Gallo (1994). However, the primary source of motivation for every individual is the matter of fostering opportunities. This is extremely important factor that can either make or break the essence of teamwork in a working environment.
2.2. Motivation:
Motivation in any form is a challenging task. People can easily get motivated for the wrong reasons that can have detrimental effects. Therefore, motivation is in its true sense is extremely complex and uncontrollable. Therefore motivating a team so that every individual is focused on the achievement of the same objective can be cumbersome. Motivation has its source in opportunities. Human beings are motivated when they see a reward for accomplishing a task. This reward can be expressed in monetary terms, or it can be a sense of fulfillment and acknowledgement. A person can be invoked but cannot be motivation. For motivation to take place there must be some internal craving to accomplish something. To accomplish it the organization must provide a thriving environment where employees can excel their skills to the best of their abilities.
2.3. Theories in Motivation:

A lot of supposition submits to motivational course in people; the course, endeavor, and determination of an individual endeavor. On the other hand, motivational processes are vital not only for persons but also for the performance of group. Motivation is said to be an inside things that is present in human beings Franken (1994). This outlook show the way to accomplishment through the contact of natural, cultured and cognitive development Ahl (2004). However Atkinson (1964) is of the view that inspiration is aimed at an objective and reflect on both what strengthen actions and what express the manners toward the goal. He asserts that motivation is an examination of a variety of features which provoke and express an individuals acts. Conversely the significance of variety is stressed by Vroom. That is motivation is a procedure leading preferences made by people for different form of controlled action. Though, it is disputed by Steers and Porter (1991). They emphasize that the meaning of motivation has by and large three attributes. Firstly, it center on what rejuvenate the behavior of people. Secondly it directs that behavior to reach an action. The growth of the service industry and the retail sector worldwide has stressed on the need to have a team that can deliver the goods. In a volatile industry like retail there is an increasing necessity for employees to be satisfied as they become the functional asset of a retail company Drach-Zahavy & Erez (2002). Global competition has also augmented the importance of employees in the retail industry. Moreover, people flock at a particular retail outlet where the service standards are immaculate. Therefore, motivated workers will certainly have an effect on the productivity of organizations. But the million dollar question is to guarantee that all workers in the workforce are highly motivated. This is probably the most sought-after issue in the corporate world. Motivation is derived at the workplace from both the financial and the nonfinancial rewards. Here the researcher will discuss some theories that shape the human motivation.
2.3.1. Hertzbergs two factor theory:

This theory was coined by Herzberg. The theory asserts that the features that instill motivation among employees are different from the aspects that can lead to dissatisfaction at job Hodgetts
(2005). He constructed two diverse set of features that make an impact on an individuals motivation. The first sets of factors were called as motivators. These included accomplishment ,
enhancement of job and advancement in professional career. Hertzberg regarded these factors as innate and aid in the sense of fulfillment regarding job satisfaction. This feeling of being content leads to an individual feeling good towards the organization and strives hard for the achievement of the organizational objective. On the other hand, Hertzberg has pointed out at factors that may cause resentment and dissatisfaction among employees at workplace Hodgetts & Hegar (2007). The factors that can lead to dissatisfaction are low salary, pathetic working conditions and debilitating attitude by the managers in supervising the work.
However, the criticism to Hertzberg theory is that the factors can be changeable and there is no particular set of factors that can lead to either satisfaction or dissatisfaction. The reason being that many aspects of motivation are generally intrinsic and the external factors are just a product of the intrinsic factors. For instance, during current time where there are not enough jobs available, an individual might swallow the managers pride without reacting much, if the salary is good.
2.3.2. Argyris Theory of Motivation:

The notion of disagreement between man and the organizational requirements was studied by Chris Argyris in 1957. The study revolved around the requirements that are necessitated by organizations in the modern world. He asserts that the modern day employees want a culture where there is more room to work freely and wants to feel empowered for their jobs Argyris (1999). Therefore the theory focus on the organizational rules and regulations that is on a collision course with the employees beliefs and feelings. Argyris points out that any organization is more than a psychological unit. He also stress on the fact that the problems that an organization faces cannot be reduced to emotional process and the resolution must not be build without taking emotional feature into description. This tells us that the personal differences should be decided through communication and conversation. The last feature of human motivation is the significance of the emotional responsiveness Schlesinger & Heskett (1991). The organizational culture creates a climate where every individual intentionally or unintentionally responds to it. Therefore the corporate culture can make or break the employees motivation process Leonard (2002).
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2.3.3 Job Characteristic Model (JCM):

This theory is rooted on the belief that the structure of an organization will ascertain how an individual will respond to their feelings towards work. The task is itself the driving force that will motivate an individual. Therefore the work that an employee undertakes determines how motivated the individual would be in achieving it Robbins (2009). There are five dimensions of job that will determine an individuals motivation. It is pointed out that the job description should not be mundane. The task should be identifiable by the individual and it should be psychologically rewarding. This will bring the best out of an individual after accomplishing a challenging endeavor Slocum & Hellriegel (2007). The author believes that once the employee is satisfied with their work, they would feel motivated and will not be self-fulfilled they would also strive towards the betterment of the organization. Another important factor is that this will have a positive impact on the overall culture of the organization and the sense of empowerment will help the individual to self-actualize the results of the work activities Stalk et al. (1992). This can be depicted in the following diagram.
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Source: Hackman, J. R., & Oldham, G. R. 1976.
2.3.4. Expectancy Theory of Motivation:

Vroom in 1964 coined a theory that was known as the expectancy theory. As the word expectancy illustrates that individuals are more apt to work in a positive frame of mind when they expect a favorable outcome. The attractiveness of a job and its desirable outcome will force the motivation of an individual. Therefore the perception that an individual has for a reward for a desired effort will lead to satisfaction or dissatisfaction regarding a particular task Marcic & Daft (2010). The reward will make the individual to construct beliefs about themselves and the organization. Therefore if a task is not helping an individual in maximizing utility it will lead to dissatisfaction. Therefore the theory is a tool that can help the organizations to be positive in appraising their employees about their job Milkovich & Newman (1993). However, many critics believe that not every individual will weigh up all the costs associated with a desirable outcome.
2.3.5 Equity Theory:

The equity theory observes the employees perception about an individual treatment. This theory revolves around the feelings of the individuals with regards to the treatment given to other colleagues at work DuBrin (2008). This reaction is so strong that it will have an instant impact on the motivation of an individual. The theory that was put forward by John Adams in 1967 is of the view that fair treatment is an intrinsic attribute of human beings. This equity is calculated when the ration between the input (employees devotion) is gauged against the output (treatment) McGregor (2006). The best example that can be observed is the promotion of an individual on the basis of personal liking or any particular ethnic background.
2.3.6 Goal-setting Theory of Motivation:

Locke and Latham is the founder of this theory. This theory is oriented towards a particular goal of an individual. Either the goal is established by the individual themselves or by other members Deci et al. (1987). The theory asserts that individual would work with motivation if they have a precise goal to achieve. In addition when the goal is challenging and has several hurdles to climb, then the absolute satisfaction is achieved when the individual is able to accomplish it. The
goal setting theory is directly related to motivation. So the outcome of motivation is commitment, focus and the passion to accomplish the task at any cost Rauch (2007). The goal setting might be extra effectual than alternative methods when it comes to inspiration. It is the major mechanism by which other incentives can be used to affect motivation.
2.3.7 Social Cognitive Theory:

This theory is based on the belief that people learn from other people observation. The main concept in the cognitive belief is the idea of self-efficacy. Self Efficacy is the individual assertion of an individual about completing an assignment in a particular situation Miner (2007). Therefore this theory is determined on the mood swing and the self directed motivating tools that affect the outcome.
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2.3.8 Maslows Theory of Motivation:

Abraham Maslow coined a theory that came to be known as the hierarchy of needs. The theory revolves around the different stages of human development in search of these needs fulfillment Maslow (1987). The human needs are sequential and only when one need is satisfied, then the compulsion for the satisfaction of next need takes place Franken (2001). On top the pyramid there is a need of self actualization. In the corporate world, the need for self actualization is fulfilled when an individual believes that the challenge is in accordance to that individuals potential. Furthermore the individuals self esteem are also placed in the top order of the hierarchy.
2.4 Stages of Team Development:

Teams need to develop so that may bear fruits in the long run. If the teams are constructed haphazardly then it is more likely to disintegrate in no time. The different stages of team development rest on the premise of control and command Garg & Rastogi (2006). Here we will discuss the different stages that are involved in team building. The four phases known as forming, storming, norming and performing are identified as the stages involved in the development of a team.
2.4.1 Forming:
In the forming phase teams are oriented through testing that serves to describe both the interpersonal and task behaviors. In principle the members determine what type of behavior is acceptable. This stage gets completed when the members start thinking of themselves as part of the group.
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2.4.2 Storming:
The phase revolves around conflict and polarization with respect to the interpersonal issues that is also reflected in the task behavior. The members of the team accept the existence of the group, but resist the constraints the group imposes on individuality. Furthermore, there is also a conflict regarding who will lead the group.
2.4.3 Norming:
This phase is reached when the group starts to resolve conflicts and establish new standards, roles and a cordial atmosphere for the group.
2.4.4 Performing:
The final stage is reached when the structure serves the achievement of the group goals. The roles become flexible and all the energies are devoted to task activities. The energy of the entire group moves from getting to know and understand to perform the task at hand. The group becomes more effective as it progresses, but many believe that the group does not necessarily develop in a sequence of stages, rather the timing of when groups form and change the way they work is highly consistent Franken (2001). The teams attention to time and pace is a critical catalyst of progress. The first team meeting sets the pace and the direction, as the first stage is one of the inertia. Once the course is determined, he group starts gaining new insights into the challenges.
2.5 Types of teams:

The teams that are developed vary from the type of business an organization undertakes. The teams that are developed can be assigned to complete simple tasks as well as the complex tasks. The alignment of the teams is the prerogative of the management in relation to the outcome of a desired objective.
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2.5.1 Novice teams:

These teams are typically larger and have more single function members. The team members are relatively unfamiliar with the functions and processes of other team members Heneman (2002). Since these members are inexperienced, they only take orders and have minimal autonomy in determining goals, assessment and rewards.
2.5.2 Mature Teams:

The mature teams comprise of the senior members. They comprise the senior managers, line managers and the executive staff that makes the ultimate decision Belbin (2000). These teams directly give orders and prescribed a time scale for the project to be accomplished.
2.5.3 Intermediate teams:

This team comprises of senior level staff but is dependent on the decisions of the mature team. The team starts to develop as the goals values and expectations are formed. The idea of the leader in this stage is to make it more tasks oriented. This stage determines what amount of effort is required for a specific project. The different groups working on a team become diverse in their efforts. However the intermediate teams have this limitation that it does not focus on the individual rewards for individuals. Therefore individuals might choose not to cooperate with their team members for personal benefit.
2.6 Factors that affect Team Building:

Different individuals have a different motivational drive. There are several factors that can have a positive or a negative impact on a person and ultimately on the entire team. Money is generally assumed as the prime motivational factor. However, there are other reasons that the employees look forward to extract from a working experience. Many business groups have reorganized their functions through making small teams. These diverse teams are created to utilize the full potential of an employee for a special function; since the general perception is that teams will contribute to enhanced performance Ambrose et al. (1999). But it should be remembered that the construction of a team is not suffice to the improvement in performance.
The performance of the team is not merely forecasted on organizational and situational contextual characteristics. These features are the organizational climate and the reward system and valuable team processes that include synchronization, communication and clash resolution. A variety of participating characters also force on the team process. The team performance is influenced by factors like phase of team progress, duration of team, variety in the team and personality dissimilarity variables Balcazar et al. (1986).
2.6.1 Leadership:
The manner in which the management deals the organizations function determines the style of leadership Oshagbemi & Gill (2004). Leadership is a phenomenon that is still being researched more intensely by the managers. There is no exact way of adhering to specific leadership pattern; yet this is fundamentally the most important factor that is essential for a team Koestenbaum (2002). The future of an organization is embedded in sensible and prompt leadership. There are several reasons why managers are not able to build a team in a constructive manner. Therefore the impending result is a severe hindrance at the workplace that results in failure Northouse (2004). The more apparent reasons that lead a team to failure are lack of clear understanding of the desired goals, having the wrong people on the team, a lack of resources, or poor or no use of leadership skills Ryan et al. (2000). Another issue that may cause de-motivation in the team is the lack of training required for the specific job, the work overload or the absence of a just reward system Renesch (2000). It should be noted that projects that are meaningful are more likely to motivate the team rather than working on boring and meaningless projects. The aforementioned can be attributed to the managers as the managers have a grasp on the above factors to make the team a success or a failure Starkey & Tempest (2005). Managing and motivating a team can be a tough as well as a tricky affair. Sometimes the managers can become a barrier to their own success and the teams achievement Sanders et al. (2003). This bitter reality is true for individuals who might be managing a team for the first time in their professional lives. It can be really interesting to observe the fact that many managers are not willing to step in the shoes of team building. There can be several reasons for that. Primarily the individual has found a new dimension to their professional career and is the sole individual to carry out a task.
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Setting and maintaining standard is the biggest cost that a business will incur. To attract, select, train, motivate and compensate employees are the major elements of costs of doing a business Pearce II (1982). In the first place there should be a desire by the manager to lead a team in the best possible manner. This desire is also dependent upon the personal traits of a manager. In the corporate very few people are well versed with the fact that how to command respect. Generally every manager would view themselves an as individual who makes no discrimination in a team. However, the opposite holds true McCauley et al. (2004). Very few managers really know the art of inculcating the spirit of team work in individuals. The managers role is tantamount to ensure that team is functioning properly Pink (2009). Since motivation is directly related the performance of a group, it can be said that teamwork is the outcome of individual motivation. Every member has a different personality trait and this factor is the one that should be studied thoroughly and precisely by the managers. The foremost issue that arises in every team is the sense of being treated harshly Robbins (2003). Many employees may also view as an individual trying to be over-indulgent in the other people work. Other factor that may impede the performance of a team is the prevalence of racial diatribe on the basis of color, cast and creed. All in all, effective leadership can guarantee that all these negative attitudes does not erupt that will disrupt the semblance of teamwork.
2.6.2 Reliability & Cohesion:

Reliability and cohesion are two foremost factors that are essential for team building. It operates on the strong platform of trusts and individual commitment to the team. Moreover, in understanding the sequential stages of the team formation, the manager including the team leader can better understand the process that is involved in the development of an effective team Eccles & Wigfield (2002). When a team is formulated that are several questions and issues that need to be addressed McElroy (2000). The foremost question is the collection of individuals who are perceived as the ones who are focused on their jobs. The selection of the teams depends on the nature of the job that is to be accomplished Hertel et al. (2005). Therefore issues like what an individual will serve and to what extent their involvement will be on a particular project needs to be addressed.
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2.6.3 Corporate Culture reinforces Teamwork:

The culture of the workplace also determines how teams will perform together. This is of utmost importance, as individuals are likely to pick the habits of their seniors at the workplace Ellis (2003). Workplace politics and leg pulling would always be there, but the bottom line is to achieve the business goal. Organizations where managers show little respect towards employees have a high turnover, as compared to organizations that link the culture of the organization towards the smooth progress of the attainment of the corporate goal Beilock (2007). This change frequently has to take place in a corporation for empowered teams to effort successfully. The middle managers are time and the main obstruction that must be prevailed over to have an effectual empowered group. For team to be thriving, middle supervision must relinquish some power and delegate to the lesser teams. In an ideal world, a group must consist of about four or five core members, and others brought in as infrequent resources once compulsory. If a group is huge, it can be broken down into smaller teams. This can be determined by the number of workers required in each team in accordance with their expertise Karau & Williams (2001). Time constraint is another vital aspect when working on these empowered teams. The teams should be apt to meet tight deadlines and keeping into consideration the top notch quality of the work Stalk et al. (1992). A tight deadline also infuses intensity and works as a catalyst to meet the challenges in trying situations.
2.6.4 Empowerment:
The exercise of empowered teams to solve problems lower expenses, add to excellence and advance customer approval Haddadj (2003). The concept of employee empowerment is gaining momentum in universal industry surroundings. Empowerment is the buzz word especially when we talk about the service sector. Some organization deliberately gives power to their employees Barlow (2006). By empowerment it can be determined that the flow of power moves downward in the organizational hierarchy. Empowerment provides power, knowledge, and information. This is accomplished through a variety of employee involvement programs.
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An empowered team consisting of the right people can undoubtedly identify themselves with a group. Enjoyable and proficient surroundings facilitate in the progress of the ability of workers Myatt et al. (2009). Conversely, inadequate workforce superiority can be extremely costly for whichever industry. Empowerment is the force that can nullify or minimize the presence of mediocrity in organizations Gibson (2004). The usage of judgment in work can make a person more conscious of the outcome of a specific task. This might act as a negative trait; however it can also gauge an individuals competency of accomplishing a task in an immaculate manner Adair (2006). This change can be extremely painful and challenging as not every individual can be empowered to accomplish a particular task. However, those who are empowered should be sure that the level of unpredictability is much higher and it also tests the individuals rational sense of judgment to different situations Siegel (2009). The concept of employee empowerment has also been criticized by management pundits. The first criticism on empowerment is the fact that too much control will unsettle the norms and traditions of the power hierarchy. Many authors like Purser & Cabana (1998) call it as false empowerment. They ascertain that it cannot be exercised or more precisely putting a new cover over an old book. It is more or less self directed and in real life cannot be practiced with surety. Lashley (1995) believe that four diverse executive motives are present for initiating empowerment. These are empowerment in the course of contribution, through association, by obligation, and empowerment through conveying. All of the aforesaid varieties are related in a different way with the character of empowered given to the worker. The managerial theory in addition confirms to the reality that the fit linking company approach and managerial distinctiveness is a key determinant of managerial performance Lorsch & Allen (1973). Several instigators like Barry (1993) declare that empowerment is a term that can be described jointly. The idea of empowerment is to appoint the worker in special aspects of the service procedure. The empowerment form of Lashley (1997) is as follows:
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Source: Lashley (1997)
Empowerment even if it is of the lowest form can be found in the service industry. In the service industry the customers are directly in contact with the employees or the front desk personnel. Now it is extremely difficult to assess what level of empowerment should be exercised by an employee Doh (2003). In general, in a contingency situation, a problem resolved immediately is termed as trouble shooting. But it is not risk free. A poor judgment can make the customer feel that the teamwork is not up to the mark.
2.6.5 Treating Employees as Internal Customer:

As the corporate culture becomes more modern, management now view their employees as assets or internal customers. The job of human resource managers is to tie the effect and impact of staff beliefs about the organization in a strategic way Willis (2007). As employees become experienced, they become the backbone of any organization. The organization cannot afford to let the employee go as their experience of work helps the organization to attain the competitive advantage with respect to the competitors Hofstede (2001). A motivated and inspired workforce is tantamount to the long term success of a firm. The actions and policies of the company should be such that employees feel they are being treated fairly in comparison to other rival firms.
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2.6.6 Total Quality Management:

Total Quality Management is the managements effort to minimize all bad impacts and make sure that customer is satisfied. The modern management gurus believe that in order to satisfy the customer, management needs to satisfy the employees first Dale (2003). If the employees are in control of their emotion, then the company can go to any extreme to fulfill their potential Beyerlein et al. (2003). Therefore the aspect of quality treatment to employees should be at the heart of the managerial policies.
2.6.7 Managers awareness of Employee Motivation:

Managers must be aware of implication of motivation. The managers have a greater power to administer and control delegation in teams Becker et al. (2001). Furthermore, managers can to an extent exercise their control over various members by being judicial and introduce to the employees the prospective benefits of being motivated. Managers should be attentive and good listeners Boynton et al. (1984). Good listeners have the ability to delve into the very core of an issue. This trait is highly regarded by employees. Managers who are attentive and caring are bound to be an inspirational motivation for their team members Dornyei et al. (2001).
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Total Quality Management Excellence model
Source: DuBrin (2008) Essentials of Management The diagram is an explanation of how various dimensions of teamwork can be combined to arrive at a desired performance. In the above illustration the managers and the work agree on improving their overall performance through teamwork.
2.7 Style of Management:

Lashley & Taylor (1998) devised an illustration where there are four types of management style. All the styles have one aspect that have an impact on the other overriding factor. The participative style is the best style as depicted, since the employees are granted autonomy but have defined boundaries. The tasks are routinised, but in involvement styles the significance of tasks expand that will surely motivate the individual. The involvement style also responds to the market forces. This type of management can be found in the retail industry. Since, retail is a fast moving and volatile industry, the management has no option but to respond to the market forces.
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For instance the global recession has made an instant impact on the consumer spending patterns. Therefore, if the management feels that the demand-supply equilibrium is out of symmetry, then the workers might feel hard done in the form of layoffs, but management might find it a necessary step in the larger benefit of the retail outlet.
HR Management Style of Lashley and Taylor (1998)
Source: HR management style of Lashley and Taylor 1998
2.8 Cross-Functioning:
The teams that work across several functions are very important to an accomplishment of objective Ancona & Caldwell (1988). Each person has a role whether the group affiliates and that does not matter how cordial their relationship is. From time to time a person may be deemed inappropriate to work on a specific project. But the team needs people who can display their individual self. Many might take that as a negative trait, or as it is called a lack of yes boss approach. Generally, yes man type individuals are the ones who are deemed more appropriate to work together. This might sound as a prudent move, but many a times this single reason can have
a negative impact on the teams performance Zawacki &Norman (1994). This assertness and being vocal on the implementation of an idea can be beneficial for the overall output of the product. For teams to work effectively in cross-functioning teams, the managers should be in charge of the situation. It is the managers prerogative to guarantee that team is motivated and participative as well as coordinating towards the group achievement Schein (1992). The authority of every individual in the team should be respected and taken in good stead. If a persons authority is recognized by the manager then the probability is that that motivation would be present to achieve the goal of the team Shonk (1992). It should also be recognized that giving too much authority to an individual can create rift between team members. Even if the manager is too strict or very demanding then teamwork might not serve as a motivational tool. The managers need to trust the individuals, respect them as professionals and be a bridge between the numerous members working together Earley & Mosakowski (2000).
2.9. Competence:
For motivation to be channelized accordingly, teams should be competent enough to achieve them. Competent is the utmost attribute that will ascertain how teams would achieve the objective Silverman (1992). The challenge of a particular task would not assure how competent an individual. Competence covers a whole range of possibilities. These range from the individual aptitude of an individual to the collective competence of the entire team in solving a task. The first is known as individual competency, while the latter is called technical competency of a group Pearce (1982). It is imperative that for a team to be successful, every individual should be on the same wavelength. For instance a team might be having too many outstanding members, but, if they do not work as a group the chances are that they will fail miserably Greenberg (1987). The example that comes in my mind is none other the Pakistani cricket team of yesteryears. Despite having a star studded team, they more often failed because they all thought their individual brilliance overshadowed the teams performance. This is one major issue that managers face in motivating a team. An outstanding performer may find it difficult to work together with an individual who is professional weak. These issues should be resolved immediately; making sure the self-respect of an individual is not hurt Gibson et al. (2003). Such instances might create friction between team members and the motivation to achieve an objective might go in the drain. The commitment and
motivation that is unified is really hard to achieve. But what is important is that the team is willing to devote the energy and time guaranteeing the spirit remains intact. This is the moment when every team member is eager to dedicate for the attainment of their familiar objective Katzell & Thompson (1990). This united dedication can be cultivated by instituting an obvious, inspiring goal.
2.10. The consequences of a Fractured Team:

A team that is ruptured can have a strategic bearing on an organization. The biggest frustration for an employee is to constantly receive complaints about a job. Even if the individual is motivated, the actions of other members might force him/her to think in the same manner. Unhappy staff is not only dangerous for the team; they also impede the progress of the entire organization. The unhappy atmosphere just gets worse if not controlled promptly creating a headache for the management Lim & Chan (2003). These unhappy employees even makes impossible for other members to complete the task on time. Slowly but surely the entire team gets into the habit of procrastination and therefore starts becoming a liability for the organization. In short, it is vital that businesses do their finest to maintain their workers contented, and separate or eliminate workers who are just single-minded to be discontented no matter what Kotter (2001). The challenge for the managers is to foster a climate where everyone can work together. This collaborative climate is based on trust and mutual respect Leonard et al. (1999). Another important issue for managers is to guarantee that everyone is focused. The term focus cannot be measured, though this sense of feeling is evident from the manner in which employees execute a particular task Kurtz & Snowden (2004). Communication is another factor if not in place can fracture the very essence of teamwork. Every member should be communicated appropriately about the expected level of output. Everyone should be praised for their achievement but the entire credit should go to the team Lawler III (2002). Since every individual has different aptitude, it is important that the weak members do not lag behind. Standards should be set for hard work and authority values to make the employees follow them easily.
2.11. Employees enhance Customer Relationship Management:

The Retail business is relatively varied in the demographic of its worker support. Therefore, teams are becoming the main building block of a good number of businesses. Owing to its popularity in culture, cooperation has been recognized as a significant talent. The teamwork measure must present information regarding teamwork skills. A basic issue for retailers in a people oriented industry is the supervision of client affiliation. The manners in which employees communicate to client create devotion and preservation to the retailers in the long-run. The service standards that retail uphold must be aligned with the needs of the retail consumer Verwey et al. (2003). More purposefully it must include the internal customers as well. These internal customers are the employees who have the capability to create a competitive advantage. The second strategic issue is the cost that is incurred on the staff in the retail management. Every retail outlet has a required level of services that it demands its team to maintain. The significant cost areas that are important to retailers are the Property, People and Product. Property is a long term investment for the retailer, whereas the product and the people are the ones that will meet the short term objectives of the organization. The operational objectives links the staff and the value that shareholder can derive from them. Though it is not quantitative, it can be gauged by the knowledge, skill and abilities of the employees. The retail managements focus on the employee and customer satisfaction leads to strategic decisions by the Human Resource department. The foremost factor is the structure of the organization that will give a fair idea about how many people would fit in the retail team Wahba & Bridwell (1976). Another important aspect is designing jobs and implementing control systems. These can be formal as well as informal. This is executed so that the right people are hired for the team. Once the right people are hired they have to be placed in their respective teams. Now it is the managers duty to exhibit individualism and self-management.
2.12. Recognizing the Employees Efforts:

The onus of building a team is on manager or the leader of the team. No one else is responsible for the outcome. Therefore, managers need to realize the significance and importance of their roles when managing a team Sagie et al. (2000). There are several tools that may be used as a motivational tools used by managers. The foremost is the reward system that is usually expressed
in monetary terms. The reward system encourages or discourages a desirable behavior in employees. If the reward system is just then the team can be extremely effective. Even though, every individual is contributing towards the teams cause, there is an instant feeling of achieving on a personal level. Therefore teamwork is second best after monetary reward. More so, training and setting precise and achievable goals can be often more effective motivational tools to extract a desirable and undesirable behavior Ringland (2002). The line between a desirable and undesirable behavior is very thin. Many people might want an equivalent pay raise for the entire team. Furthermore the variables that determine the reward system are uncontrollable. It is next to impossible to convey an employee about a defect or lacking in their work. Furthermore if an employee is dissatisfied with a job, then there is no stimulus that can build a team and motivate an individual. So many responsibilities in the corporate culture are actually team responsibilities. The teams that are built around the business objectives of the organization are more likely to achieve the objective of the teams Robbins (2003). Team building for the sake of team building can be a futile exercise and a waste of time if the teams goals are not aligned with the business goals of the organization.
2.13 Nature of the Retail Industry:

The retail industry is complex as well as dynamic. The nature of the industry is highly volatile to seasonal trends and the economic structure. The bargaining power of the consumer is extremely high as various substitutes are readily available to the consumer. The supervisors and managers in the retail industry are responsible for hiring and training the best individuals for the job. Since the industry is extremely dynamic, the likely candidate should possess dynamism in their personality to get along with the industry Lagrosen (2003). As the competition increases, the motivation and the behavior of customer services staff become an important contributing factor for the retails success Levy & Weitz (2004). Though the manager is responsible for achieving the sales target, the entire effort will come from the sales team. This effort requires that the entire team is ready and going for the job. Retailing possibly offers the greatest variety of opportunity for ambitious and hard working employees. The task in a retail stores are exciting, lucrative and varied. In general the retail companies encourage employees to have solid store level information in conjunction with the sales experience. Many organizations now want their retail outlet to have employees who can
work on several fronts Locke (2006). The skills required for retail outlet employees include teamwork, dedication, and courtesy, inter personal skills and reliability. Communication is the strong and most vital skill that a retailer should possess. The retailer not only has to communicate with the customer, but also with producers and manufacturers. Delivery delays can hamper the reputation of a particular store outlet Newman & Cullen (2002). The customers are eager to learn about the availability and characteristics of the products and services available to them. In the presence of numerous retailers, the task becomes cumbersome to meet the demands of the customers. The responsibilities of the team workers vary from the type of retail establishment that and its size. A large number of retail companies are adopting strategies that are well adapt to respond to the known and real time demand of the customer. The strategies such as time based competition, speedy operations, the just in time delivery and strategic binding among team members promote a flexible and fast response to meet the demands Jones et al. (2005). It is important to understand that the working to known demand has the advantage of avoiding the forecasting of what the team members should achieve. This facilitates accurate and precise delivery of objectives and the organization can avoid unnecessary duplication of activities Wilson (2004).
2.14 Conclusion:
Organizations are systems that that have resources that keep that system intact Useem (2001). The retail management is extremely challenging as there are part time employees who are more destined to earn more rather than be a part of the team and the changing demographics of the workforce present severe issues for the managers. The retailers often operate on the margin and must control their expenses. Therefore the offering of high wages to hourly employees who perform low end jobs becomes a challenge. Employees are always asking for more for the work they do, that is why high turnover, absenteeism and poor performance is viewed in this industry. The catchphrase for the employees is to manufacture a deal where employees who have propensity to develop should not leave the organization Zawacki et al. (1994). The environment of the store is the most important determinant of store choices made by the shoppers. It can also have a strong bearing on the shopping behavior of the customer in the store. As many buying decisions are made at the point of sale, mature and professional customer service can increase sales tremendously by pushing the impulse purchases. This can only be
achieved when there is a cordial environment within store and employees are willing to work as a team. As the store employees are exposed to a broader society, the task becomes more cumbersome, and any single glitch can cause the customer to feel unsatisfied. The better team performance is the result of individual performances by every individual Yukl (2002). Furthermore leadership also plays a significant role in the performance of the store. If the store is managed by an individual who is willing to succeed, then chances are that the store would perform to its best. This leadership requires managers to be prompt in their decision making, considerate about the well being of their employees and respond to any challenging situation that may arise Schein (1992). The biggest test for the manager is to combine the individual efforts of each and every employee and channelize it in such a way that it serves the corporate objective. For the manager to succeed the skill of communication can either make things simpler or they can make matters worse Sagie (1996). If the manager is an avid listener them employees would not only respect the manager, but also develop an affiliation with them. The communication aspect is also vital in outlining the tasks for the employees. This helps in eliminating any ambiguity and the goals become measureable and achievable. The jobs of the employees should be challenging and every individual should get a chance to succeed in their professional careers. The opportunity to grow professionally is a motivational construct and successful workplaces guarantee that individual employees are taken good care of. The expectation should be realistic though challenging, and the employee feedback should support a relevant structure designed by the management. This must also embed the desire to work more flexibly. The management should continuously ask their employees to give feedback about the structure of the organization. This also fulfills the self esteem of the individual and harnesses a cordial relationship between the parties. In addition the onus is also on employees to guarantee that team work is intact Spears (2002). The employees should impart all the relevant information to the managers in a timely manner. All in all, the competitor can imitate the process and systems, but they cannot imitate the enthusiasm and work ethics of their competitors workforce.
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Chapter 3 Research Methodology
Introduction:
In widespread terminology, research submits to a quest for knowledge. In reality, research is the art of scientific investigation. Research can be defined as the careful investigation and exploration of scientific procedures Barabasi (2002). Every research study requires a path to follow to reach a conclusion. The scientific process and its rules allow the researcher to acquire knowledge. No single epistemology can be assumed. In the same way no single method is superior over the other. The researcher must begin with the nature of the research question McGrath & Johnson (2003). Once it is determined, then it should ascertain how data will be collected and lastly to determine what to do with the collected data. The methods of systematic inquiry are applicable to all areas of inquiry that includes physical as well as behavioral Hemlin et al. (2004). Research Methodology provides the course on which the study could be directed towards the attainment of an objective Bryman (2004). There are different types of research, and diverse research methods are available to the research. This was presented by Sunders in the form of an onion. The Research onion is as follows:
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Positivism
Research Philosophy
Deductive Experiment Cross Sectional Survey Realism Secondary data Observation Longitudinal Interviews Questionnair es Grounded theory Inductive Ethnography Interpretivism Data collection methods Case study Research Strategies Research approaches
Sampling
Time horizon
[The Research Process Onion (Saunders et al. 2003, pg. 83)]
Objectives of Research:
The objectives of the research vary from one research to another. However the general aim is to find the truth that has not been unearthed as yet Denzin (2000). The research objectives may fall into a range of broad objectives. The foremost purpose of a research is to gain familiarity with a phenomenon Aksnes (2006). This is done to achieve new insights. Another important objective of a research is to portray accurately the characteristics of any individual, a particular group or any specific situation. The research objectives may also determine the frequency with which a phenomenon is associated Creswell (2003). And last but not the least the research objective may test a hypothesis of a casual relationship between variables.
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Research Motivation:
There is always a motivation behind every research activity. In the same way every research is also motivated to achieve a specific objective. The motivational construct is of extreme importance in the research process Tashakkori & Teddlie (2003). The biggest motivation is the challenge to find answers for complex questions. The concern in fact motivates the researcher to solve the unsolved problems in a respectable and ethical manner Sternberg(2003).
Uncertainty in Research:
There are some things that we know are true, and others that we know are false. In spite of this the extensive knowledge that human beings gain over a period, they are not able to answer many questions Whitley (2000). Therefore the aspect of uncertainty is ever present in any phenomenon. The degree of the actuality may vary, but in actuality the human being cannot eradicate the presence of uncertainty Fassinger (2005). The aspect of uncertainty has not been fully explored in the research process. Therefore uncertainty and wisdom are closely associated. This is true in a situation when we accept that a judgment or decision must result from it and that action in turn results from those judgments or decisions Smith et al. (2000).
Employing Exploratory Research:

The exploratory research is informal that is carried out to gain background information about the general nature of the research problem Creswell (2002). The nature of the research changes as the researcher gains information. The exploratory research is flexible in that it allows the researcher to investigate whatever source the investigator desires and to the extent the investigator feel is essential to feel good about the problem at hand. The exploratory research is conducted when the researcher does not know much about the problem and needs additional information to come to a conclusion, as in the case of this research.
Qualitative vs. Quantitative Researches:

The quantitative and qualitative researches have philosophical roots in the naturalistic and the positivistic philosophies respectively Erzberger et al.(2003). All qualitative researches, irrespective of difference in theory reflect some sort of individual phenomenological perspective. On the other hand, most quantitative research approaches regardless of their theoretical differences tend to emphasize that there is a common reality on which people can agree Gergen & Gergen (2000). The debate between quantitative and qualitative research is based upon the difference in assumption about what reality is and whether or not it is measurable. The qualitative or the naturalistic approach is used when observing and interpreting reality with the aim of developing a theory that will explain what was experienced Hansen (2004). The quantitative approach is employed when a researcher starts with a hypothesis and tests for conformation or disconfirmation of the hypothesis. The qualitative research methodology has become increasingly important mode of inquiry in social sciences. The genres in qualitative research exist in great variety Lincoln (2001). The qualitative research is known to be pragmatic, interpretive and rooted in the experiences of the people. The qualitative research tends to view the social world as holistic and engages in systematic reflection on the conduct of the research. Case Study is a popular qualitative research technique Hollingsworth (2002). Since the research will take into consideration different organizations, diverse case studies will include an intensive examination of every retail outlet that will be included in this study. Another important significance of qualitative research in the context of this study is that fact that the researcher is searching for true facts in relation to the perception of managers in the retail environment about teamwork and its impact on motivation of the staff; therefore qualitative studies tend to go after the individual case. This qualitative
research will take the close up view. The researcher will take single case study that will be unique in some respect and that will emphasize the nature of particular case related to the retail sector. The quantitative technique is employed when the investigator needs to establish a connection among two variables. The kind of investigation technique is best utilized when the plan of the research is expressive Shank (2002). The research investigation that is explanatory in character generates a correlation among two entities. Attitudes and preferences can be determined that can be quantifiable. For instance, due to recession how many people showed a liking for vacation within the UK last summer? The number of people who liked or disliked the idea can be presented in number and is quantifiable. The variable vacation is dependent on the other variable summer season. The leading force of this investigation is that it is methodical in its nature However; the biggest limitation that it presents is that the amount of information that is derived by the investigator may well be unmanageable.
Phenomenological Perspective:
The Phenomenological viewpoint believes that multiple realities exist and multiple interpretations are available from different individuals that are equally valid Cacioppo et al. (2004). If a research is carried out from the perspective then the conclusion drawn is considerably different from a research carried out from a positivistic situation.
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Positivist Perspective:
The positivist viewpoint assumes a common objective reality across individuals Maxwell et al. (2003). There are different degrees of beliefs in these sets of assumptions about reality. The positivism approach moves from a more speculative and unknown view of the explanation of the world.
Primary Data:
The primary data is generated in a research project for a specific purpose. The information is typically extracted from a specific population sample Bryman & Bell (2007). For this particular research the importance of primary data increases multiple folds Stenbacka (2001). Since this is a qualitative study, the information imparted by managers will help the researcher to ascertain the level of teamwork that is prevalent in a retail environment.
Secondary Data:
Secondary data is the derived information from prior studies Tashakkori et al. (2003). Secondary data was exploited first to gain the knowledge of the background and to get a direction and control over the research process. This approach was utilized in evaluating the literature review. All the pertinent information was extracted from virtual libraries. This acted as a springboard to gain precise information. There are at least three problems associated with secondary data. It lacks authenticity, representiveness and fails to measure accurately Golafshani (2003). The authenticity problem refers to the fact that the data that is being examined was probably not collected with the purpose that might be appropriate for current research.
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Principles for Conduction a Successful Research:

Two prevalent criteria known as validity and reliability are used to assess the valuation of a research.
Reliability:
The principal accomplishment of a research examination is how consistent the exploration is. Reliability is considered as important in carrying out an investigation procedure Fischer et al. (2002). The investigator must be attentive to every significant information. Once it is determined that the facts collected is reliable, then only the investigator can come to a convincing end. The basic technique relevant for establishing consistency is to classify the designed reliability of result over a period of time Nagel (2002). However, reliability can also be observed as being biased. Therefore it depends on observation and the crux of the research issue.
Validity:
The most imperative component of every investigation is to reach a suitable conclusion Long & Johnson (2000). At times an investigator may make an error during the research that might affect the outcome. To avoid this researcher needs to investigate the problem at hand in detail.
Interviews as a Data Collection tool:

The need to record all the pertinent information soon after its occurrence is a good idea to control bias and to produce reliable data for the analysis. There is a need to develop the skill of making notes during the interview De Vaus (2001). In general, every individual has their own way of making notes. The use of tape recorder is deemed important to gather information during the course of an interview.
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In-depth interviews are informal and they last for a long time. Often they are involved in a conversation with the interviewer relatively non directive and the individual being interviewed fairly unconstrained in what they talk about Easterby-Smith et al. (2002). The primary focus of conducting interviews is to focus on description, not generalization. Furthermore interviews are handful in exploring the real crux of the issue and also get other information that may be useful in the execution of the investigation. The paper is about teamwork as a motivational construct for the retail managers. The purpose that interviews would serve is the fact that for many questions the interviewee might find it irritating to answer. This is the beauty of the utilization of in-depth interviews as a research tool Hart (2003). All the questions are closely connected together and more often than not the interviewer is able to extract the desired and the precise information for the research process. Furthermore since several managers from different industries would be interviewed, it would become easy to recognize the general thinking pattern of a manager in their respective industries. A manager of Tesco will give a different outlook on the topic than a manager of a retail bank. The biggest disadvantage that interview presents as a research tool is its limitation to focus on few variables. Therefore it is difficult to measure the subtle nuances in the peoples attitudes Jacob (2005). Since member of staff and their performance is often depicted as a combined function of capability and inspiration. Interviews will facilitate the most important job facing a manager in motivating people to achieve to the best of their capability. The research plan will deal with answering who, what, when, where, how, and why inquiry. The initial questions of the study will be linked to the data in a logical manner. The foundation for the investigation of the information shapes the interview questions on the base of what really needs to be identified.
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Chapter 4
Findings and Analysis

Introduction:
The findings and analysis is carried out in this chapter. The researcher distributed questionnaires to the managers of the retail outlets in Ashford. These were fourteen questions in total. The entire questions were close-ended. Twelve retail outlets were visited by the researcher for interview. The response of the retail managers are detailed in the following section. The names of the retail store manager who responded to the questionnaire are as follows.
Retail Store
Aldi Body Shop Boots Cooperative Costa Morrisons PLC Phones 4U Sainsbury Subway Super drug Tesco Top shop
Retail Store Manager

Simone Sana Ali Tara Ohanaghen S. Prassana Katie Davis Shaheeda Halavi Harvey John Roche Bismal Sunnar Nosheen Hassan S Kumaran Bina Paresai
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1. Are the managers in your organization inspirational to their subordinates in setting goals for them? Yes, To an extent No
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The first question that was directed at the managers tried to find out if being inspirational to subordinates is important. The majority of the managers responded in affirmative that is it is extremely vital to be inspirational to subordinates. The manager of Aldi is of the view that when a manager shows compassion towards their subordinates, then it affects the entire team performance. The manager of Costa emphasized that it is extremely vital for managers to constantly motivate the team members. Just like a football coach, a manager needs to be aware of all the issues that may impact the team performance. The manager of Body Shop said that being attentive to subordinates can affect team building and participation. The element of participation inspires the subordinates most as they feel being taken seriously. Only visionary managers have the capability and capacity to be inspirational to their subordinates. The manager of Sainsbury also attested to the fact that being inspirational is the first building block to create a good team. The managers of Tesco and Top Shop said that yes, to an extent there is importance of inspirational traits in managers. Their emphasis was that inspirational aspect is necessary, but it also depends on the makeup of the team. There were of the view that they have professional individuals at their disposal and all their team members are self motivated, therefore they do not need to be motivating them all the time. But not every individual is self motivated. The employees are also motivated by the corporate culture of the organization. In a make-believe environment, even inspiration may not act as a catalyst. The employees look for truthfulness in managers, a manager who would stand by them when they are in a quandary.
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2. Are you able to competently converse the significance of the job to your team members?
Yes, To an extent No, they are all trained and do not require supervision all the time
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Eight out of twelve respondents said that yes they communicate the significance of every job to their subordinates in a fitting way. All the managers who replied in affirmative said that when a manager is good at communication, the subordinates feel they are important. The manager of Aldi said that subordinates need clear direction from their managers. The manager of Subway is of the view that the effectiveness of managers communication can deal with a whole range of problems and issues. The managers positive response attests to the fact that clarity in communication bridges the gap between unrealistic expectations on the part of managers. Therefore managers need to communicate regularly with their team to monitor and review the progress, which can otherwise dampen the motivation of the team. Another important finding was that the manager found communicating as an ethical responsibility. The individual attention towards every team member can augment the probability to achieve as a team. Furthermore, individual attention makes the employees more obliged to avoid advocating actions that may harm the team as a whole. The managers of Costa and Morrison believe that to an extent communication might be effective, but not all the time. When asked why they do not consider it as an important feature, there response was that employees can also take it as a negative factor if there is a communication overload. The main reason is to grant the team members empowerment, therefore it might not be deemed important to communicate all the time. Furthermore employees at times are able to solve the issue with more creativity. Freedom to the staff gives them the autonomy to show their own skills at work. However, besides lucid communication, remedial measures should be taken when necessary to improve performance.
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Sainsbury. He said that they have self- managing work teams. All these teams require a level of maturity; therefore all the teams are responsible for their performance. He said as a manager he needs to work on other aspects of improvement, therefore he does not need to talk about every job to his subordinates. Furthermore he said that in retail things happen very fast, and employees need to learn quickly, therefore the concept of self-management is at the core of the learning process in the retail sector. Also, since Sainsbury is a big chain of retail stores, employees are delegated with extra responsibility and use their judgment to do things their way.
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3. Do you reward people who bring new ideas to the work? Yes To an extent No
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The bulk of the respondents replied in affirmative. The manager said that rewards help to motivate employees so that they can work with the same degree of intensity and enthusiasm. Rewards are also an implied statement that the managers are responsive to a new initiative. Moreover rewards also help to pay special attention to the new beginning. Also when a new idea is successfully implemented, a revamped motivation pays way for the change process. Therefore it is vital that rewards are given when new idea is brought about. One manager said people feel good about it. And the traces of innovation make the manager to plan and execute the idea so that the organizational goal is achieved. One manager believes that though it is a good idea, but the management must assure that it does not create unnecessary friction in the team. The bottomline is that the team is more important than individuals.
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4. Do you think reward will motivate the employees? Yes employee motivation is foremost. No, otherwise personal rewards might create friction. Rewards to the entire team are more important
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Ten managers said that employee motivation is foremost; therefore rewards can motivate a team greatly. The focus is on positive reinforcement. The managers said that praise and recognition are the most vital practices that motivate an employee. The responsibility of the manager is to promote a culture of recognition and praise employees so that the competition among employees helps the organization to achieve their objectives. The manager of Cost is of the view that in their business, employees have direct contact with customers, therefore is every chance of recognition when a customer is satisfied with a service. The manager of Morrison is of the view that no wonder individual recognition is essential, but it may create friction as there are employees who one way or another always harbor grudge and malice against achievers. However, the positive aspects of recognition and rewards outweigh its negative aspects. Organizations that provide rewards create value for the employee. The badge of the best employee of the month is a good example of it. Therefore as Maslow has pointed out the need of self esteem and the need of selfactualization stand on top of the pyramid, therefore such rewards not only make the employee proud and their intrinsic need is also satisfied, but their motivation increases to the next level. The manager of Aldi said that challenging projects are considered rewarding in their culture. Employees in their organization highly value being assigned on a difficult project that needs determination. The manager of Sainsbury said that capability improvement is deemed essential in their organization. Employees are recognized for outstanding effort, but the main aim is to highlight the deficiencies so that employees can take a proactive approach to develop their careers. Recognition is a statement that the manager expects the employee to uphold the same enthusiasm in future. It should be emphasized that reward is an opportunity provided to employees to develop their careers.
The managers of Tesco and Top Shop said that it is important to determine the relative combination of individual rewards and the team contribution in achieving the objective. They emphasize that team based rewards are the best form of recognizing the effort of the team. They stress that individual rewards might motivate a particular employee, but the dissatisfaction is bound to find a way in rupturing the essence of teamwork. It is important to understand the psyche of the team, therefore team rewards are the best type of rewards other than the annual appraisal by the managers.
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5. Do you think regularly renewing the relevant information manufacture confidence in team? Yes Not Really To an extent
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Team members share information extensively that leads to making a rational and good decision. However the information may be grouped as common information and unique information. The unique information may not necessarily be imparted to all team members. But it must be assured that all the relevant information must be imparted so to make a greater impact on the outcome of the team. The managers said that all the relevant information that centers on an area of expertise must be imparted. This information increases the probability to tackle an issue promptly and make a good decision. When the members of the team acquire the accurate information, the group discussions also become productive. Meetings must be a source of solving issues rather than complicating them. If the team members can have relevant information, issues can be dealt with in a prompt manner. But the availability of information may not necessarily make all the team members understand that information. Furthermore it is also dependent on the corporate culture. A thriving culture would promote people to share information so that all the pieces can be joined together to determine the real picture. The information that is shared must be properly utilized, explicated and then elaborated in a manner that is understood by and is meaningful to all other team members. The manager of Tesco said that the information load is extremely high; therefore it is not possible to impart all the relevant information. Moreover, the manager is adamant that there is no need to share everything. Every employee has a certain level and experience, and if all information is being shared, then some ambiguity might erupt in the teams rank. This may create confusion and the team might lose sight of their objective.
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6. How does an emergency situation impact your motivation? It considerably decrease my motivation Such a situation has an inclination to add to my motivation This has no consequence on my inspiration, as I am all the time ready for it.
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The question asked might sound simple, but in all practicality it is extremely difficult to be on top of your game in an adverse situation. Most of the managers were of the view that they thrive in a challenging situation since their true self and the sense of character is on the line. Two managers said that they feel a bit jaded in an emergency situation. When asked why they feel like that, they said it is not about lack of motivation, sometime you just panic and things start to get out of hands. However, they were honest enough to accept and realize that they have to condition themselves to work in stressful conditions. But they said that such a situation seldom arises and that does not greatly impact the motivation of the team. Managers need tough situations so that that can sustain and progress. In fact it is the test of managers in an adverse or challenging situation. What is an emergency situation varies from one retail outlet to another. But the bottom line is that these conditions command managers to show leadership skills that can move the entire team beyond the routine functions. Moreover the true test of managers responsibility is also experienced in these conditions. One manager is mindful of the fact that the integrity and reputation of the manager also plays a great role in stressful situation. People who are achievers are more prone to handle stressful situations. It is because of this reason that the emergency situation requires a shock. The manager must be a strong evaluator of situation who is not afraid of the outcome of the results. He said that patience is another important feature of responding to a stressful situation where many staff members may be uncooperative in solving the issue.
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7. Do you think motivation is an essential element of efficient teamwork? Yes, absolutely. To an extent No, not all the time.
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All the managers interviewed are aware of the importance of motivation in building an effective team. All the responses are in affirmative. For the manager of Tesco team norms have the most vital impact on team members. The norms that a team possesses can both foster and inhibit individual performance. The manager of Aldi said there are pressures to perform that can decrease motivation, but in an effective team that is closely knit, the errors can be rectified immediately. Sainsburys manager said motivation is direct function of cohesiveness and the structure of the team. For the Morrison manager the difference in abilities and personality can affect a team, but if teamwork is present, things can be managed with ease. The manager of Boots emphasize the idea of reinforcement in teams from a motivational perspective can impact the behavior. The manager refers to the motivational and reinforcing statements made by team members. Another manager believes that effective team is more strengthened to work for the identical objective. Superdrug manager said that the presence of team goal as well as the individual goals can prove to be more motivating, rather than focus on individual goal alone. The manager of Body Shop said that the previous performance also acts as a catalyst for the entire team. If the previous performance was below par then team may develop a sense of failure. It is the duty of the manager to create a sense of calmness in the team, so that the job can be carried out with motivation and focus. The manager of Subway is of the view that goals should be achievable, otherwise the team motivation may dwindle. Managers, who set vague goals, not only fail, but also lessen the spirit of the entire team.
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The manager of Cooperative stress on the mental aspects of team composition.
If the team has
previously performed miraculously, then there is every likelihood that the motivation level cross the team may not shrink. It is important to understand the history of the people who are working together with a specific team. Teams that have worked for longer period are aware of the volatile nature of the retail sector. This helps the team to become accustomed to the attitudes and behaviors of the team members. In effect, the members are willing to share their understanding and skills and the team goal is easier to achieve.
The coordination and design of the delivery process will involve all individuals to take part in the delivery process. For the manager of Phones 4u, the team motivation is the performance that affect the overall process outcome. This motivation is the key to improving the delivery process in future. Motivation demands flexibility and sharing components that involves decision making, the arrangement and agreeing to the cycle time reduction in carrying out job.
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8. How important is leadership for managers in the retail sector? It is extremely important It is important but motivation should come within the employees. It is essential but to a lesser extent.
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This question was asked to find out the impact that leadership play in a retail environment. The general perception of all the managers interviewed is that leadership is extremely important in the retail sector. The leader has to manufacture a working climate that is cordial and attitudes of the employees. It is important that the manager must convince the team that the goals that are to be achieved are reasonable. The leader must be able to articulate the issues that may surround the team and the ways through which they can be solved. This builds cooperation and does not hinder the progress towards the achievement of the desired results. Personal magnetism and energy in a leader drives the entire team in the retail sector. Since the timelines are tough, the determination to work together is vital. The leadership that is centered on achievement rather than personality can make a difference between success and failure. The job of the manager in a retail environment is to gel the team together and that should happen quickly. Moreover adaptability is a vital criterion so that spontaneous decisions can be made. The personal relationship of manager with the team also affects the performance. When people are willing to cooperate, things get easier to handle. The formal and institutionalized leadership does not provide results in retail. Adaptability is the most important aspect to become a good leader. An individual may have a team that may be well versed with the volatility of the retail sector and still provide consistent results. The same may not hold true for any other retail. It is up to the manager to smartly lead the team as the situation demands. The manager of body shop said that leaders are made, they are not born, and the team members are the force that make or break a leader.
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Leaders need to be sensitive towards their team members. People have personal, financial or other issues, and these issues might make an individual demotivated. The leader must be aware of all the relevant information related to every team member, and if the member is not motivated, the leader must understand it and give some space to that individual. This only creates a healthy and long term relationship between the leader and team member. Moreover other members also start respecting the leader and devote all their enthusiasm to achieve the team goal.
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9. In a fast paced industry like retail, do you think compensation is the foremost factor that determines employee motivation?
Yes No To an extent, yes.
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The question got a mixed response from the managers. The majority of the managers feel compensation is the foremost factor that determines employee motivation. Four of the manager said to an extent it can determine employee motivation, whereas three managers negated the relationship between motivation and compensation. Employees take job and perform according to how much effort they expect to have to expend for a financial return. If the compensation is not contingent on performance, employees will not devote sufficient energy and attention to their jobs which will make the performance suffer. There must be a balance as rewards should be given for good performance and sanction must be applied for poor performance. Compensation helps to establish a cordial culture at workplace. It reinforces positive attitudes and values that help the team to focus and work together. Compensation also determines who is valued by the organization. This may also create resentment among team members; therefore the best way is to promote team based compensation, so that employees performance may not decrease. Three managers are of the view that compensation is not the foremost reason for motivation. The manager said that compensation is an integral part of motivation, but there are other attributes that play a part in determining the level of motivation. For instance the manager said that for many employees training and development has more significance that basic compensation. Another manager is of the view that the reputation of the retail organization in the industry is of significance to employees. When employees gain sufficient experience with a renowned retail organization, their chances to growth gets doubled either in the same organization or with
another retail organization. If the employee is a quick learner and is a proven performer, the organization would not let the competitor to get hold of that employee; therefore skills would determine the real worth of the employee and not the salary package.
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10. How would you respond to this statement: putting people in charge of staff that do not have adequate skills can be severely detrimental to retail businesses?
This statement is absolutely true. This statement is partially true. This statement is not true.
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Morrisons manager said that internal inefficiency can lead to a disaster. Experience counts a lot if the retail has extensive operations. Therefore only experienced can nurture the inexperienced employees in the retail business. The manager of Subway said that the size and nature of the retail business also determines how many mistakes are tolerable by managers. The food service business cannot afford a dissatisfied customer.
The manager of Tesco said that the bigger the size of the retail organization, the easier it becomes for managers to manage as the networking is so strong that it limits too many mistakes. One manager said that if a customer is dissatisfied with the delivery process, there is every possibility that the customer may not show up for a repeat experience. Another manager also attested that people who can demonstrate cross functional skills are more desirable in this business. Aldis manager point of view is that the retail outlet must be having staff that is self driven and who can coordinate in the planning, design and implementation stages. The managers who believe this statement to be partially true consider the positive outcome is a result of managers guidance and the proper implementation by the staff. The manager of Costa and Phones4u believe that the unfavorable aspect of the business is tied to both the management and well as staff. If the manager is not aware of the quantity of the stock in inventory, then the staff cannot be held responsible for it. In the same way if the staff is not good at customer service, the manager cannot do much about it. In order to fulfill the objective, the manager as well as the staff needs to understand the vital elements that are necessary to be successful in a retail environment.
The managers of Boots and Sainsbury believe that this statement is not true. They said the competency of the staff is a direct function how the managers and the top management plan out the action plan. They also believe that selection of the right people in retail is important, but the knowledge that has to be derived to carry out operations must be drawn from a number of people in the management. Moreover they said that adequate skills are a managerial construct, and how smartly the managers groom the staff is more important. Also it shows that the organization does not have a proper framework that would hire competent people in the first place.
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11. Do you consent that engaged workers make a difference in the achievement of the retail store objectives? Yes, this is the foremost aspect. Too much engagement can create confusion. Workers can be engaged more in shopping seasons like Christmas, Easter.
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Engagement and participation has emerged a new managerial concept. The vast of managers deem participation as a foremost aspect that can make a difference in the entire delivery process. One manager believes that participation can lead to confusion. Another manager is of the view that participation should be exercised in seasons like Christmas and Easter when the load of customer can become unmanageable. For one manager participation is an exchange relationship. It motivates employees to the extent that they can alter their views about a retail organization. Participation of employees is also a type of reward that may motivate employees. Not only the professional skills of the employees are nurtured, they also seek new opportunities to grow. Moreover this creates a balance between the relationship between employer and employee. This enhance trust and the employees feel that the managers have faith and confidence in their abilities, that is why they are made a part of the decision making process. This enforces commitment among the team will be concerned with the success of the organization. Employees who would want the organization to succeed would help out their team members in solving a problem, thus displaying a behavior known as organizational citizenship behavior. How much participation is necessary, varies from one retail organization to another. The managers who feel that participation is good only when the workload is intense can also take a look at the fact that the democratic structures are flourishing in organizations. Therefore participation should be encouraged at every level of the organization.
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12. What is the foremost reason that employees are satisfied with your organization? job security adequate benefits desirable working hours
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Job security is something that every individual takes in consideration. This aspect is the building block that binds trust and confidence between the employer and the employee. Even though adequate benefits that are offered by organizations in the salary package is a mouthwatering feature for employee; the individual is bound to feel relaxed and motivated in an organization that does not have a history of laying-off employees for no reason. Even though many managers feel adequate benefits and desirable working hours are also required by employees, the majority of the managers contend that job security is one single aspect that is a motivational characteristic for the employee. When the employee does not feel apprehensive about the organization, then the performance will be out of the top drawer. This statement is extremely true in the retail industry where the turnover rate is staggering as compared to other industries. Moreover in times of current recession, a secure job in itself is a satisfying factor for employees to be motivated. Furthermore, if an employee is laid-off for whatever reason, the professional career is also affected by it, as the new employer might feel hesitant to hire that employee. This is one reason that employees are developing a sense of attachment for organizations that takes good care of their employees.
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13. Do you believe the skill of supervising staff may or may not be learned only at job? Yes No
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The overwhelming majority of managers said that the supervision skills can be enhanced with experience. New opportunities as well as risk allow adjustment and redefinition of the objectives and strategies. The managers are always evolving in the retail sector. As the demographics of UK have changed considerably, the retail organizations are devising strategies to cater diverse target markets. The manager believes that the middle management must be actively and
continuously involved in the decision making process. The manager of Boots and Top shop replied that the skill of supervision cannot be learned. The managers must possess multiple skills of dexterity, and it shows in their judgment and handling of the team. Also, not every individual has the skill to become a competent manager. Many people despite their experience may fall short of skills that are required to become a good supervisor.
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14. Do your employers place enough emphasis on important retention of staff strategies? Yes No To an extent
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All the managers said retention is a vital strategy for the organization. The top performers are motivated when they are promoted. In general the retail managers concentrate too much on the financial aspect that may only be viable in the short run. As the competition is increasing, broader measures should be taken that would enable the organization to establish long term improvements. Retaining the employees is an important aspect in an industry where turnover is extremely high. Employees are the strategic assets for the organization. Not only they gain the experience related to how operations are conducted in a particular organization; they also develop special relationship with the customers. The relationship between the customer and the staff may not be measured on the financial statement, but it an important aspect of retail business. This is also important as the competition is increasing day by day.
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Chapter 5 Recommendations and Conclusions
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Recommendations:
The following recommendation can be given in the light of the conducted research. The modern day employee is more demanding just like customers. Managers must create challenging jobs for their subordinates. The expectations should be realistic. Unrealistic expectations can be a source of decrease in motivation. Communication must be made error free, and in an industry like retail, effective communication can work wonders for the entire team. Employees should be regularly empowered to boost their motivation. This will also improve the judgment of employees in tacking a stressful situation. Training and personal development of employees is mandatory so that the retail organization does not witness employee turnover. Rewards either individual or team based are an essential element of teamwork. Rewards are a good gesture of acknowledging the performance which also serves as a medium that promotes the essence of working in a team for the same cause. Mangers should show confidence in their employees. This will only strengthen the relationship between a manager and the employee. The conflicts that may arise in the team should be handled accordingly. A culture where there is favoritism is bound to fail sooner or later. Every individual has different expertise and mental capability. Managers need to spot out the brightest individuals, but the essence of teamwork should not decline. The central idea is that the team members should enjoy the achievement collectively.
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And last but not least, managers must be visionary; they must be able to look at the broader perspective. A good manager can transform the team into a winning combination or vice versa.
Conclusion:
The research topic was delved in detail. In the literature review chapter different theories related to motivation and teamwork were discussed. A questionnaire was constructed on the basis of this. The outcome of the research discloses that motivation is the single most important feature that has a significant impact on the teamwork. Moreover the research also suggests that the majority of the managers believe motivation an integral element in the retail environment. Furthermore, the research also showed that leadership skills of the managers/supervisors can be the defining moment in grooming a team to accomplish the objective. To understand the psyche of the employees is a major challenge for managers. Proper strategy should be adopted so that the talent pool may be transformed into a competitive advantage for the firm. The research also disclosed that all the processes can be administered in a smooth way if the employees are cooperative with each other. The managers must aim high and trust themselves. Only when managers will have in their abilities; they would show faith in the abilities of their subordinates. One such example that was disclosed during research is to trust the employees and be ready to adapt to a change. Adaptability is essential as the operational activities in retail environment are prone to transformation every now and then. Even though the employee turnover rate is high in retail sector, managers believe that times is now changing and emphasis is being laid on retaining the employees as they are the intellectual
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assets of the organization. An effective reward system is a pre requisite to build an effective team. Job security coupled with adequate benefits is the motivating elements that help to foster a winning team. The research further revealed that managers are aware of the importance of motivating their employees in the first place despite the fact that a few of them believe that inspiration among subordinates can be developed to an extent. The catchphrase is the managers are in charge of everything and they must shoulder the burden, take the bulk of pressure on themselves, and act as a bridge that may aid the employees to carry out their duties in an effective manner. All in all, managers must develop a sense of enhancing their skills and capabilities all the time. When a manager is popular with the team members, motivation becomes the life blood of the team; consequently the team ends up achieving their target, no matter how adverse the situation is.
Proposal for Future Research:

This was an interesting topic as we as individuals work in teams all our lives. Even in our family life, an efficient family is one where there are no barriers in communication and every member knows their responsibilities. This was an extensive topic and it can be researched in future from several perspectives. The future may well take in consideration how knowledge management applies in the retail industry. A very important topic is the presence of multi cultural employees and how effectively they work as a team in the retail sector. A different perspective could be how effectively different retail outlets handle clients complaint and what is its impact on the retail organization. Also, research can be conducted on how much training and development play a role in the retail industry. Another important topic is to research in detail on the corporate culture of the retail organization.
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Chapter I Introduction

Understanding Organizational Dynamics:

A part or Apart of the team:

2.3. Theories in Motivation:

2.3.1. Hertzbergs two factor theory:

2.3.2. Argyris Theory of Motivation:

2.3.3 Job Characteristic Model (JCM):

Source: Hackman, J. R., & Oldham, G. R. 1976.

2.3.4. Expectancy Theory of Motivation:

2.3.5 Equity Theory:

2.3.6 Goal-setting Theory of Motivation:

2.3.7 Social Cognitive Theory:

2.3.8 Maslows Theory of Motivation:

2.4 Stages of Team Development:

2.5 Types of teams:

2.5.1 Novice teams:

2.5.2 Mature Teams:

2.5.3 Intermediate teams:

2.6 Factors that affect Team Building:

2.6.2 Reliability & Cohesion:

2.6.3 Corporate Culture reinforces Teamwork:

Source: Lashley (1997)

2.6.5 Treating Employees as Internal Customer:

2.6.6 Total Quality Management:

2.6.7 Managers awareness of Employee Motivation:

Total Quality Management Excellence model

2.7 Style of Management:

HR Management Style of Lashley and Taylor (1998)

Source: HR management style of Lashley and Taylor 1998

2.10. The consequences of a Fractured Team:

2.11. Employees enhance Customer Relationship Management:

2.12. Recognizing the Employees Efforts:

2.13 Nature of the Retail Industry:

Chapter 3 Research Methodology

[The Research Process Onion (Saunders et al. 2003, pg. 83)]

Employing Exploratory Research:

Qualitative vs. Quantitative Researches:

Principles for Conduction a Successful Research:

Interviews as a Data Collection tool:

Findings and Analysis

Retail Store Manager

The most interesting response came from the manager of

The manager of Cooperative stress on the mental aspects of team composition.

If the team has

Chapter 5 Recommendations and Conclusions

Proposal for Future Research:

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