1

HUMAN RESOURCE
MANAGEMENT

Presented by
Hitesh Khanna 13117
Jitesh Jhirwal 13129
Lakshay Burman 13147
Lovish Khatri 13152
Madhav Gupta 13153

Contents

S.No.

Project

Page No.

WORK LIFE BALANCE

TEAM BUILDING

15

WORK-LIFE
BALANCE

INTRODUCTION
Worklife balance is a broad concept including proper prioritizing between
"work" (career and ambition) on the one hand and "life" (Health, pleasure,
leisure, family and spiritual development) on the other. This term paper analyses
the issue of Work-Life balance in IT sector. The report tries to explain the
concept of Work-Life Balance through the prism of work, family and self
related issues in the field of Information Technology in India. The data for
assisting the report is collected through a survey floated among employees of
different IT firms. The survey broadly covers questions related to the above
three parameters. The analysis of collected data is also done in the form of piecharts and graphs. The report also looks at the benefit of work-life balance from
the perspective of both employer and employee. It then make appropriate
recommendations and draws suitable conclusion on the basis of analysis done.

WHAT IS WORK-LIFE BALANCE?

The expression "Worklife balance" was first used in the United Kingdom in the
late 1970s to describe the balance between an individual's work and personal
life. While work-life balance is an increasingly popular term, there is no clear
consensus on what it means, although most definitions do include the concepts
of flexibility, juggling and sustainability. Work-life balance is most frequently
used to describe the equilibrium between responsibilities at work and
responsibilities outside paid work; having a work-life balance means that this
equilibrium is in the right position for the individual concerned. Work-life
balance, in its broadest sense, is defined as a satisfactory level of involvement
between the multiple roles in a persons life.
There is no one-size-fits-all definition for work-life balance. For some people it
means spending more time in paid work and less time at home, while for others
it means ensuring that paid work does not encroach on time needed for other
responsibilities. Of course, there is a tension here as the term implies that work

and life are and should be separate, whereas for many people the distinction
between the two is somewhat blurred. Furthermore, balance and imbalance
varies for different people at different times of their lives, making the notion of
a single definition of work-life balance unrealistic. This is compounded by
differences in socio-economic circumstances: for those in low-paid work, longer
hours may be a financial necessity. With this in mind, we define work-life
balance as having sufficient control and autonomy over where, when and how
you work to fulfil your responsibilities inside and outside paid work.

WHY IT SECTOR?
The Indian Information Technology industry accounts for a 5.19% of the
country's GDP and export earnings as of 2009, while providing employment to a
significant number of its tertiary sector workforce. Around 2.5 million people
are employed in the sector either directly or indirectly. In 2010-11, annual
revenues from IT-BPO sector is estimated to have grown over $54.33 billion
compared to China with $35.76 billion and Philippines with $8.85 billion. It is
expected to touch at US$225 billion by 2020.
Since the IT sector is growing at such a tremendous pace it has provided ample
employment opportunities with attractive profiles and career growth. Majority
of its employees belongs to young age group. This rapid expansion had also
brought with it a higher work pressure and stress issues. Due to this increased
stress majority of the youth is not able to cope up with their work lives and it
has impacted their personal lives as well. This has created a sort of imbalance in
their work and personal life. So there is a serious issue which needs to be dealt

with because it affects the efficiency of the organizations as well. We will try to
analyse various issues that employees of different IT firms are facing and based
on the responses will try to make suitable recommendations.

ANALYSIS
The issue of work-life balance is structured into 3 substantive sections:
Issues in work life
Issues in family life
Issues in self life
We have taken the perspective of all three sides and designed our questionnaire
in such a way that it includes questions related to all three sections and try to
extract as much information as possible in terms of the way the question has
been put up or the different options that have been provided.

Work-Life Balance

WorkLife

RESPONSES
Working Hours (Weekly):

FamilyLife

Self-Life

10

35-40

40-50

5%

50-60

>60

15%

25%
55%

Travel Time:
Nearby to office

Less than 1 hour

1 - 3 hours

More than 3 hours

19%

23%

21%
37%

Time Spent With Family:

11

Highly Satisfied
dissatisfied

15%

Satisfied
Highly dissatisfied

5%

36%

44%

Strain on Relationship:
No impact

Less impact

High impact

28%
37%

35%

Impact on Health:

12

Sleeping Hours:

10%

15%

35%
40%

Less than 6 hours

6 - 7 hours
7 - 8 hours
More than 8 hours

13

BENEFITS OF WORK-LIFE
BALANCE
EMPLOYERS PERSPECTIVE:
Reduced absenteeism and lateness
Improved employee morale and commitment
Reduced stress and improved productivity
A more flexible workforce
Increased ability to attract and recruit staff
Potential for improved occupational health and safety
Fulfillment of equal opportunity objectives
Good corporate citizenship and an enhanced corporate image

EMPLOYEES PERSPECTIVE:
Ability to manage work and individual commitments
Improved personal and family relationships
Flexible working arrangements resulting in reduced work overload and
stress
Increased focus, motivation and job satisfaction knowing that family and
work commitments are being met
Increased job security from the knowledge that an organization
understands and supports workers with family responsibilities
Increased ability to remain employed.
Increased ability to remain competitive in career advancement
Improved health and wellbeing of staff

14

INITIATIVES BY IT FIRMS
TATA CONSULTANCY SERVICES:
Paternity leaves
Exams for employees who are interested in other profiles, Job Rotation
Employee are allowed to work from home
Initiated a pilot project for employees giving them an opportunity to opt
for a two-years sabbatical at any point in their careers

HCL TECHNOLOGIES:
Employee First Initiative
Incorporated family events into its employee calendars, with social
gatherings or outings where the whole family comes together.
Mandatory number of holidays, discounted gym and saloon memberships
In-house work-life effectiveness managers and career counselors are all
attempts by HCL to counter stress and maintain the work life balance.

RECOMMENDATIONS
TO THE EMPLOYER
Motivation exercises to boost employees morale
Appreciation of work
Delegation of Authority and Responsibility to involve employees
TO THE EMPLOYEE
Pursuing Hobbies and Passions

15

Effective Time and Stress Management

CONCLUSION
Conscious efforts taken by the employer to counter barriers to work life
balance. Also, the employee has to ensure that there is effective time and
stress management.
Respondents of this survey were spending time in all the three fronts of
work, family and self life. But the no of hours spent by each of them was
different. This could be attributed to their personality and individual
choice. It could also depend on what they considered as best balance for
themselves.

REFERENCES
http://www.webmd.com/balance/guide/5-strategies-for-life-balance
http://www.worklifebalance.com/
http://articles.timesofindia.indiatimes.com/2010-12-27/holisticliving/28215530_1_couples-cameras-nanny
http://www.phwa.org/resources/creatingahealthyworkplace/worklifebalan
ce

16

TEAM BUILDING

17

Introduction
In any situation requiring the real time combination of multiple skills,
experiences, and judgments, a team inevitably gets better results than a
collection of individuals operating within confined job roles and
responsibilities. Teams are more flexible than large organizational groupings
because they can be more quickly assembled, deployed, re-focused and
disbanded.
There is more urgency to team's performance today because of the link between
teams, individual behavioural change and high performance. It has been
observed that the same team dynamics that promote performance also support
learning and behavioral change and do so more effectively than larger
organizational units or individuals left to their own devices.Most leaders today
cannot succeed without the participation and insights of people across the broad
base of the organization. Teams bring together, complementary skills and
experiences, jointly develop clear goals and communication that support real
time problem solving and initiatives. They can adjust their approach to new
information and challenges with greater speed and accuracy. They can also help
concentrate the direction and quality of top down leadership, foster new
behaviors and facilitate cross-functional activities.

18

Team work and Terms

Team work represents a set of values that encourages behaviors such as
listening and constructively responding to points of view expressed by others,
giving others the benefit of doubt, providing support to those who need it and
recognizing the interests and achievements of others. Obviously, teamwork
values help teams perform. They also promote our performance as individuals
and the performance of the entire organization. In other words, teamwork values
are not exclusive to teams nor are they enough to ensure team performance.
Teamwork encourages and helps teams succeed, but team work alone never
makes a team. Consequently, when top management calls for the entire
organization to be a 'team', they really are promoting teamwork values in our
Bank.

19

Team Basics
The following definition provides us with the team's basics:"A team is a small number of people with complementary skills who are
committed to a common purpose, performance goals, and approach for which
they hold themselves mutually accountable".
The understanding and application of the team basics as given below is
fundamental to successful teams:(a)Small Number: Indication of a small number is a pragmatic guide. A large
number of people say fifty or more, can theoretically become a team. But
groups of such size are more likely to break into sub-teams rather than function
as a single team. Ten people are far more likely to successfully work through
their individual, functional, and hierarchical differences towards a common plan
and hold themselves jointly accountable for the results, than fifty.
(b)Complementary Skills: Members of a team must possess the appropriate
balance or mix of skills and traits. Homogeneous teams are not usually as
effective as teams composed of members, whose skills and talents differ in
relevant ways, especially when dealing with complex problems. On the other
hand, it is disruptive if teams consist of members whose talents and
personalities are more heterogeneous than required by the nature of the problem
and demands placed on members. The team skills fall into three categories.
(i)Technical or functional expertise required for the task.
(ii)Problem solving and decision making skills.
(iii)Interpersonal skills.
(c)Commitment to a Common Purpose and Performance Goals: Most teams
shape their purpose in response to a demand or opportunity put in their path by
the organization management. This helps the team in defining the boundaries
and scope of authority, clearly enough to indicate direction, but flexible enough
to allow the modification required for commitment to develop. Specific
performance goals are an integral part of the purpose. A team's purpose and
specific performance goals have a symbiotic relationship; each depends on the
other to stay relevant and vital.
(d)Commitment to a Common Approach: Teams also need to develop a
common approach. Every member of the team must do 'equivalent' amounts of

20

real work. Team members must agree on who will do particular jobs. Agreeing
on the specifics of work and how it fits together to integrate individual skills
and advance team performance lies at the heart of shaping a common approach.
(e)Mutual Accountability: At its core, team accountability is about the sincere
promises we make to others and ourselves; promises that underpin two critical
aspects of teams; viz., commitment and trust.

Resistance to Teams
Though a very large number of people believe in the argument for greater focus
on teams, yet when it comes to using the team approach, the same people are
reluctant to rely on teams. Three primary sources for people's reluctance about
teams stand out.
(a)Lack of conviction: Some people do not believe that teams (except in
unusual or unpredictable circumstances), really do perform better than
individuals. Some think that the teams waste time in unproductive meetings and
discussions, which result in generating more complaints than constructive
results. Others think that teams are probably useful, from a human relations
point of view, but are a hindrance when it comes to work productivity and
decisive action.
(b)Personal Discomfort and Risk: Many people fear or do not like to work in
teams. Some are true loners, who contribute best when left to work quietly on
their own. Most people's discomfort with teams, however is because they find
the team approach too time consuming, too uncertain or too risky. Many people
just do not like the idea of having to depend on others, having to listen or agree
to contrary points of view or having to suffer the consequences of other people's
mistakes. Our parents, teachers and other elders emphasize individual
responsibility as paramount from our earliest days onwards. Even in
organizations, performance assessment is individual based. A reluctance to take
a risk and submit one's fate to the performance of a team, therefore is almost
inbred.
(c) Week Organisational Performance Ethics: Some organizations lack
compelling purpose that would appeal rationality and emotionally to their
people. At worst, the environment of internal politics or external public
relationship undermines the mutual trust and openness upon which teams
depend. Politics displaces performance as the daily focus and inevitably politics
plays on individual insecurities that in turn further erode the conviction and
courage to invest in a team approach. Replacing individually focused

21

management structures with team oriented designs will matter little, or even do
damage, unless the organization has a strong performance ethic.

Types of Teams based on Team

Performance
Based on the performance level, teams can be classified as following:(a)Working Group
(b)Pseudo Team
(c)Potential Team
(d)Real Team
(e)High Performance Team
(a)Working Group: Presents fewer risks. If performance aspirations can be met
through individuals doing their respective jobs well, the working group
approach is more comfortable and less disruptive. The members interact
primarily to share information or perspectives and to make decisions to help
each individual perform within his area of responsibility.
(b)Pseudo Team: This is a group where there is need for incremental
performance. Pseudo teams are the weakest of all groups. Their contribution to
the organizational performance needs is less than working groups because their
interactions take away from each member's individual performance without
delivering any joint benefit.
(c)Potential Team: This group makes an effort to improve its performance,
however, it requires more clarity about purpose, goals and more discipline in
working out a common working approach. It has not yet established collective
accountability.
(d)Real Team: This is a small number of people with complementary skills who
are equally committed to a common purpose, goals, and working approach for
which they hold themselves mutually accountable. Real teams are a basic unit
of performance.
(e) High Performance Teams: This is a group that meets all the conditions of
real teams and has members who are also deeply committed to one another's
personal growth and success. That commitment usually transcends the team.

22

Common Approaches to Building

Team Performance
There are a variety of common approaches that can help potential teams to take
the risks necessary to move the team up the performance curve. These are
summarised below.
(a)Establish Urgency and Direction: All team members need to believe the
team has urgent and worthwhile purpose. The more urgent and meaningful the
rationale, the more likely it is that a real team will emerge.
(b)Select Members Based on Skills and Not Personalities: Teams must have
the complementary skills needed to do their job. The key issue for potential
teams to striking the right balance between members who already possess the
needed skill levels versus developing the skill levels after the team gets started.
Except for some advance functional or technical skill levels, most people can
develop needed skills after joining a team. Too often there is presumption that
existing job status automatically warrants team membership. Instead skills and
skill potential should be the only criteria.
(c)Pay Particular Attention to First Meetings and Actions: Too many potential
teams fail to approach such meetings as "first meeting" and instead allow
existing habits and operating styles to dominate, including an overemphasis on
individual instead of mutual accountability.
(d)Set Some Clear Rules of Behavior: All real teams develop rules of conduct
to help them achieve their purpose and performance goals. Such rules should
promote focus, opinion, commitment and trust all oriented toward
performance.
(e)Set and Seize Few immediate Performance Oriented Tasks and
Goals: Most teams trace their advancement to key performance oriented events
that forge them together. Potential teams can set such events in motion by
establishing a few challenging yet achievable goals that can be reached early on.
The performance goals must include a clear "stretch" component.
(f)Challenge the Group Regularly with Fresh Facts and information:
New information causes a potential team to redefine and enrich its
understanding of the performance challenge, thereby helping the team shape a
common purpose, set clearer goals, and improve on its common approach.

23

(g)Spend Lots of Time Together: The teams must spend a lot of time together,
especially at the beginning. Yet potential teams often fail to do so.

(h) Exploit the Power of Positive Feedback, Recognition and Reward:

Positive reinforcement works as well in a team context as elsewhere. There are
many ways to recognize and reward team performance, of which direct
compensation is only one. Ultimately, the satisfaction in the team's performance
becomes the most cherished reward.

24

Stages of Group Development

Numerous researchers developed different stages of group development/activity.
Some of these are shown in the Table 1.
Table 1: Stages of Team Development
Researcher

One

Two

STAGE
Three

Four

Five

Tuckman
(1965,1977)
Bennis and
Sheperd (1956)
Schultz (1958,
1982)
Bion (1961)
Gibb (1964)
Yalom
(1970)

Forming

Storming

Norming

Performing

Adjourning

Dependence

Counter

Resolution

Inclusion

Control

Dependency
Acceptance
Orientation
and hesitant
participation

Fight/Flight
Dataflow
Conflict,
dominance
&
rebellion

Interdependence
Openness/Affection Control
Pairing
Goals and Norms
Intimacy
closeness
and
cohesiveness

Inclusion

Work
Control
Termination

Out of these researchers, Tuckman developed a summarized and short

descriptive model of the team building process. Tuckman's stages of group
development are forming, storming, norming, performing and adjourning. A
generic model of the same is as shown in Table 2.
Table 2: Model of Team Building
Stage

Theme

Task Outcome

One

Awareness (Forming)

Commitment

Relationship
Outcome
Acceptance

Two

Conflict (Storming)

Clarification

Belonging

Three

Cooperation (Norming)

Involvement)

Support

Four

Productivity (Performing)

Achievement

Pride

Five

Separation (Adjourning)

Recognition

Satisfaction

25

Stages of Team Building

Stage 1 Awareness (Forming): The forming stage of team development
involves the task objective of becoming oriented and the relationship objective
of resolving dependencies. The desired outcomes for the first stage are
'commitment' and 'acceptance'. In team building, individuals must begin by
getting acquainted with one another. The unique identities and personal skills of
individuals are important resources to be shared in order to create feelings of
acceptance. However, getting acquainted is not enough; there are many groups
in which the members feel comfortable with one another and know one
another's strengths and weaknesses yet accomplish anything. Therefore, the
initial task activity is setting goals. This gives meaning to the team's existence.
Not only do individuals need to understand how the team fits within the
organization, they also need to understand how they are related to the team's
goals.
Stage 2 Conflict (Storming): The storming stage of group development
involves the task objective of resistance and the relationship objective of
resolving feelings of hostility. Conflict emerges naturally as a general theme.
Team building behaviors at this stage include 'acknowledging' and 'confronting'
conflict openly at the task level and listening with understanding to others at the
relationship level. Desired outcomes in this stage are clarification and
belonging.
Stage 3 Co-operation (Norming): The norming stage of group development
involves the task objective of promoting open communication and the
relationship objective of increasing cohesion. The overall theme is one of cooperation. Appropriate behaviors for team members are including others in
thedecision-making process, meeting task needs, recognizing and respecting
individual differences and meeting relationship needs. The desired outcomes for
teams in the third stage are involvement and 'support'.
Stage 4 Productivity (Performing): The performing stage of group
development involves the task objective of solving problems and the
relationship objective of promoting interdependence. The general theme is
productivity. Team building behaviors encourage team members to contribute
ideas and problem solutions and to value the contributions and ideas of others.
Desired outcomes for this stage are 'achievement' and 'pride'.
Stage 5 Separation (Adjourning). The adjourning stage of group
development may occur for groups that have a specified lifetime. During stage

26

five, the task objective involves recognizing and rewarding team efforts while
the relationship objective stresses encouraging and appreciating the team
performance. The desired outcomes of the final stage are 'recognition' and
'satisfaction'. It culminates in a final celebration of achievement of objective.
The group thereafter may disengage and separate. The stages of team building
as illustrated above occur in two dimension. The dimensions being the behavior
dimension contributing to group members development process and the
outcome dimension pertaining to the corresponding product in the team building
effort at each stage. An integrated model of these two dimensions is given in
Table 3.
Table 3: Integration of Group Development Theory and Model of Team
Building
Group Development

Team Building

Tuckman
Task Behavior

Relationship

General

Task

Relationship

Behavior

Theme

Outcome

Outcome

Stages
1.Forming

Orientation

Dependency

Awareness

Commitment

Acceptance

2.Storming

Resistance

Hostility

Conflict

Clarification

Belonging

3.Norming

Communication

Cohesion

Cooperation

Involvement

Support

4.Performing

Problem
Solving

Interdependence

Productivity

Achievement

Pride

5.Adjourning

Termination

Disengagement

Separation

Recognition

Satisfaction

27

Role of Leadership in Team

Building
Although team building is presented as a process in which the members are
mutual followers, context in which team building occurs requires the facilitator
or team leader to have a thorough understanding of the process of leadership.
The two are mutually reciprocal. Effectiveness in one improves performance
outcomes as well as working relationships. Effectiveness in both creates a
synergistic effect. A model of team building using the situation theory of
leadership pertaining to the five stages of team building is given in Table 4.
Table 4: Stages of Team Development and Leadership Styles
Stage
group
Devp

Group
Development
Theme

Situational
Leadership
Style

Group/Team
Leader
Behavior

Followed
Readiness
Behavior

Awareness

Telling (S1)

High task, low

relationship

Inexperienced
and hesitant

Conflict

Selling (S2)

High task, high

relationship

Inexperienced
and willing

Cooperation

Participating
(S3)

Low task, high

relationship

Productivity

Delegating (S4)

Low task, low

Experienced
and hesitant or
under - confident
Experienced

relationship

and willing

Low task, high

relationship

Experienced
and hesitant

Separation

Participating
(S3)

28

Situational Leadership Theory

Using the situational leadership theory the model matches leader behavior with
follower readiness and pairs them with the stages of group development. Ahightask, low-relationship leadership style ('S1' Telling) is used with a group in stage
one (awareness), which implies a low level of readiness. Relationship behavior
of the leader is increased as the performance and level of readiness improve.
This results in a high-task, high-relationship style ('S 2' Selling) as the group
moves into stage two (Conflict). As the readiness level of group increases in
stage three, the leadership style involves low-task, high-relationship behavior in
stage three, the leadership style involves low-task, high relationship behavior
('S3'Participating) with the followers assuming more task responsibility.
Relationship behavior of the leader is reduced at stage four (Productivity).
Readiness is at the highest level and the appropriate leader style is lowtask,low-relationship ('S 4' Delegating). Finally, when the group enters stage
five (Separation) and concludes a particular task, a crisis occurs. This requires
the leader to increase relationship behavior in order to support the team
members as events move towards a close. This results in low-task, highrelationship ('S 3'Participating) style, that matches the decreasing readiness
level of the members brought on by the crisis of separation.

29

Transactional/Transformational
Leadership
These are two fundamentally different forms of leadership. While transactional
skills enable teams to successfully advance through each stage of team
development, transformational skills inspire individual team members to realize
their full potential at each stage. Both forms of leadership are essential if
outcomes of both task and relationship nature are desired. A model indicating
the degree of each form of leadership as pertaining to the five stages of team
building is given in Table 5.

Table 5: Forms of Leadership & Team Development Outcome

Transactional Leadership

Stages of
Team Devp

One

Two

Three

Transformational Leadership
Four
Five

Task
Outcome

Commitment

Clarification Involvement

Achievement

Recognition

Relationship
Outcome

Acceptance

Belonging Support

Pride

Satisfaction

30

Team Building Skills

The skills essential for successful team development are both simple and
complex. They are used by both team leaders and team members. One set
(transactional) provides for efficient management and the other
(transformational) promotes effective leadership. Following model in Table 6
highlights the team buildings skills that are used predominantly in each stage of
team development.
Table 6: Team Building skills
Stage of Team
Development
Awareness
Conflict

Task &
Relationship
Outcome
Commitment
Acceptance
Clarification
Belonging

Co-operation

Involvement
Support

Productivity

Achievement
Pride
Recognition
Satisfaction

Separation

Transactional
Skills (Mgt)
Getting acquainted
Goal Setting
Active listening
Assertiveness
Conflict Mgt.
Communicating
Feedback
Affirmation
Decision making
Problem solving
Evaluating
Reviewing

Transformational
Leadership
(Leadership)
Visioning, Communication
through myth & metaphor
Flexibility,
Creativity
Kaleidoscopic thinking
Playfulness and humour,
Entreprenuring
Thinking
Mentoring
Future-ing
Celebrating
Bringing closure

Transactional Skills: The literature describes a number of transactional skills

useful in team building. The skills used extensively during stage one
(awareness) to bring about commitment and acceptance are getting acquainted,
goal setting, and organizing. The skills that bring resolution to stage two
(conflict) and develop clarification and belonging are active listening,
assertiveness, and conflict management. During the third stage (cooperating), the skill used most frequently to promote involvement and support
are communication, feedback, and affirmation. The fourth stage (productivity)
requires the skills of problem solving, decision making, and rewarding to
develop achievement and pride. Finally, during the fifth stage (separation),
skills needed to create recognition and satisfaction are evaluating and
reviewing.
Transformational Skills: In the awareness stage of the team development
model, the transformational skills needed to encourage commitment and
acceptance are value clarification, visioning (identifying mission and purpose),
and communicating through myth and metaphor (using stories and anecdotes to

31

describe philosophy and define culture). During the conflict stage, the skills of
flexibility (developing openness and versatility), creativity and kaleidoscopic
thinking (discovering new ways of viewing old problems) will assist with the
development of clarification and belonging. The co-operation stage require the
skills of playfulness and humour, entrepreneurship, and networking (building
10
coalitions of support). At the productivity stage, the skills of mentoring, and
futuring (forecasting outcomes through trend analysis) help to create
achievement and pride. The last stage, separation, requires the skills of
celebrating (using ceremony to acknowledge accomplishment) and closure to
promote recognition and satisfaction.

LAWS OF TEAM BUILDING

To achieve great things, you need a team. Building a winning team requires
understanding of these principles. Whatever your goal or project, you need to
add value and invest in your team so the end product benefits from more ideas,
energy, resources, and perspectives.
1.The Law of Significance: People try to achieve great things by themselves
mainly because of the size of their ego, their level of insecurity, or simple
naivet and temperament. One is too small a number to achieve greatness.
2.The Law of the Big Picture: The goal is more important than the role.
Members must be willing to subordinate their roles and personal agendas to
support the team vision. By seeing the big picture, effectively communicating
the vision to the team, providing the needed resources, and hiring the right
players; leaders can create a more unified team.
3.The Law of the Niche: All players have a place where they add the most
value. Essentially, when the right team member is in the right place, everyone
benefits. To be able to put people in their proper places and fully utilize their
talents and maximize potential, you need to know your players and the team
situation. Evaluate each persons skills, discipline, strengths, emotions, and
potential.
4.The Law of Mount Everest: As the challenge escalates, the need for
teamwork elevates. Focus on the team and the dream should take care of itself.
The type of challenge determines the type of team you require: A new challenge
requires a creative team. An ever-changing challenge requires a fast, flexible

32

team. An Everest-sized challenge requires an experienced team. See who needs

direction, support, coaching, or more responsibility. Add members, change
leaders to suit the challenge of the moment, and remove ineffective members.
5.The Law of the Chain: The strength of the team is impacted by its weakest
link. When a weak link remains on the team the stronger members identify the
weak one, end up having to help him, come to resent him, become less
effective, and ultimately question their leaders ability.
6. The Law of the Catalyst: Winning teams have players who make things
happen. These are the catalysts, or the get-it-done-and-then-some people who
are naturally intuitive, communicative, passionate, talented, creative people who
take the initiative, are responsible, generous, and influential.
7.The Law of the Compass: A team that embraces a vision becomes focused,
energized, and confident. It knows where its headed and why its going there. A
team should examine its Moral, Intuitive, Historical, Directional, Strategic, and
Visionary Compasses. Does the business practice with integrity? Do members
stay? Does the team make positive use of anything contributed by previous
teams in the organization? Does the strategy serve the vision? Is there a longrange vision to keep the team from being frustrated by short- range failures?
8.The Law of The Bad Apple: Rotten attitudes ruin a team. The first place to
start is with yourself. Do you think the team wouldnt be able to get along
without you? Do you secretly believe that recent team successes are attributable
to your personal efforts, not the work of the whole team? Do you keep score
when it comes to the praise and perks handed out to other team members? Do
you have a hard time admitting you made a mistake? If you answered yes to any
of these questions, you need to keep your attitude in check.
9.The Law of Countability: Teammates must be able to count on each other
when it counts. Is your integrity unquestionable? Do you perform your work
with excellence? Are you dedicated to the teams success? Can people depend
on you? Do your actions bring the team together or rip it apart?
10.The Law of the Price Tag: The team fails to reach its potential when it fails
to pay the price. Sacrifice, time commitment, personal development, and
unselfishness are part of the price we pay for team success.
11.The Law of the Scoreboard: The team can make adjustments when it
knows where it stands. The scoreboard is essential to evaluating performance at
any given time, and is vital to decision-making.

33

12.The Law of the Bench: Great teams have great depth. Any team that wants
to excel must have good substitutes as well as starters. The key to making the
most of the law of the bench is to continually improve the team.
13.The Law of Identity: Shared values define the team. The type of values you
choose for the team will attract the type of members you need. Values give the
team a unique identity to its members, potential recruits, clients, and the public.
Values must be constantly stated and restated, practiced, and institutionalized.
14.The Law of Communication: Interaction fuels action. Effective teams have
teammates who are constantly talking, and listening to each other. From leader
to teammates, teammates to leader, and among teammates, there should be
consistency, clarity and courtesy. People should be able to disagree openly but
with respect. Between the team and the public, responsiveness and openness is
key.
15.The Law of the Edge: The difference between two equally talented teams is
leadership. A good leader can bring a team to success, provided values, work
ethic and vision are in place. The Myth of the Head Table is the belief that on a
team, one person is always in charge in every situation. Understand that in
particular situations, maybe another person would be best suited for leading the
team. The Myth of the Round Table is the belief that everyone is equal, which is
not true. The person with greater skill, experience, and productivity in a given
area is more important to the team in that area. Compensate where it is due.
16.The Law of High Morale: When youre winning, nothing hurts. When a
team has high morale, it can deal with whatever circumstances are thrown at it.
17.The Law of Dividends: Investing in the team compounds over time. Make
the decision to build a team, and decide who among the team are worth
developing. Gather the best team possible, pay the price to develop the team, do
things together, delegate responsibility and authority, and give credit for
success.

Conclusion

34

Team building thus becomes a continuous process, which involves diagnosis,

action planning and constant review. The ultimate objective is to devise
strategies to remove obstacles and encourage teams to put in maximum effort to
achieve common goals. The team development approach offers a positive way
of coping with the current demands of our Bank. The future being what it is,
interactive, collaborative teams are a necessary prerequisite for dealing with
both the inevitability of interdependencies and the complexities of tasks.

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