MACRO ORGANISATION

BEHAVIOUR
REPORT BY GROUP-3
 REPORT

We as a group used the 6-C tool to analyse the teams. For this report, the 6-C model stands for
clarity, composition, collaboration, climate, coaching, and communication. Each group member has
selected a team from a company to analyse different factors that help a team do well. A
questionnaire was framed on these 6 parameters which facilitated a better understanding of these
teams. We, as a group, selected teams from different work fields ranging from manufacturing &
mining to financial audits, to find out how different organisational structures and culture influence
the team dynamics.

The details of the organization chosen are as follows:

Member Company Name Domain No. of employees

Abhilash Das BadaBro Giga Venture Pvt.
NBFC 52
(M145-19) Ltd.

Aniket Kumar
JCAPCPL Manufacturing 320
(M146-19)

Arihant Jain
L&T Construction Construction 44,000
(M147-19)

Himanshu Verma
Verma Associates Auditing 80
(M167-19)

Manshi The Oriental Insurance

Insurance 12,000
(M201-19) Company Ltd.

Nancy Suri
HSBC Tech IT 14,000
(M179-19)

Siddhant Malhotra Stratton Leo

Marketing & PR 35
(M172-19) Communication

Vedanshu Dash
Coal India Mining 2,98,757
(M162-19)

ANALYSIS

For a better understanding, we have divided our analysis into two parts based on the number of
employees working for the organization (size of the organization).

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 PART A
Companies with a larger number of employees (500+) i.e. Coal India, L&T, HSBC Tech, and The
Oriental Insurance Company Ltd.

CLARITY
Upper management is quite clear about their role, their job, and their deliverables. Everyone in the
organization has a clear predefined role. SOP drives work culture. A few of the employees have l ow
clarity of the job just after joining, which shows a lack of proper induction program.

COMMUNICATION
The level of communication is old-school through well-defined routes and circulars. These old
organizations are now adopting new technologies for passing information. Hence new technology or
change in process should be accompanied by proper training.

COLLABORATION
The clarity in roles defined and their area is also clearly defined. People down the order are
collaborative and often take up other jobs when and where required. Cross-departmental learning
low, hence knowledge sharing sessions would help in the overall development of employees

COMPOSITION
Team composition is stable, as people lower in organization structure tend to work with the same
day during mostly throughout their careers. People up the organizational chart have the opportunity
of job rotation, which is more frequent. Low confidence level and accountability of people down the
ladder addressing, which will involve adopting a 360-degree feedback mechanism. The feedback
mechanism would help build trust among the team members and bosses.

COACHING
Highly experienced people could guide new sub-ordinates better (mentorship). Due to such a
difference in experience, there is a high-power distance between the subordinates and the boss. The
team-building activity could break the ice and build confidence in subordinates to pitch in their ideas
and views

CLIMATE
Functional teams and team goals drive the organisation. A supportive environment among
subordinates with a negligible hint of office politics. But the working style was found to be orthodox,
a Gov organization, hence flexibility is not entertained. People must adapt to situations and the
working culture of the organization.

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 PART B
Companies with a smaller number of employees (>500) i.e. BadaBro Giga Venture Pvt. Ltd., Stratton
Leo Communication, Verma Associates and JCAPCPL.

CLARITY
While analysing the individual reports, it was observed that the majority of the small-sized
organization lacked the clarity part. The team members felt that enough clarification was not given
on the roles and responsibilities which they have to undertake. Also, the team members did not
have a fair amount of clarity in the work procedures, as a result, they cannot set the right priorities.

COMPOSITION
The organizations gave a mixed response to the composition aspect of the team. While some teams
showed that the members were comfortable, other teams did not. The members pointed out that
communication and collaboration influence this parameter. Hence, it can be concluded that in
addition to the organization size, its culture and structure also influence this parameter.

COLLABORATION
The majority of the small-sized organization showed a fair amount of collaboration in its working.
The members willingly share information and knowledge and work towards the achievement of the
common goal. Since these firms do not have an established communication channel, this further
promotes collaboration.

CLIMATE
Majority of these small organization showed a positive environment which encouraged the team
members to share their ideas, speak their minds and participate in the meetings and discussion. But,
on the other hand, some organizations in which more emphasis is given to the decision-making
power of the boss, the subordinateS preferred not to share their ideas. This shows that the
leadership style which the firm is following has an impact on its climate.

COACHING
The analysis of the reports showed that coaching was not a preferred parameter in the majority of
these firms. The team members felt that power distance was a hampering element in this aspect.
Though the team members have a trust factor among them, their participation in the learning and
development process needs improvement. Also, it was observed that there was resistance towards
change to some extent.

COMMUNICATION
It was observed that effective communication was there in these organizations and the members
were polite while communicating. But for constructive disagreements, the members were not very

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comfortable. They refrain from entering into any disagreement, which may be an effect of power
distance.

APPENDIX
Parameters Question
Clarity Everyone in your team has clearly defined roles and responsibilities
Your team is clear about the priorities
The team members adhere to the work procedure defined as per standards
Climate You feel comfortable while suggesting some idea which is out-of-the-box
Members feel comfortable in speaking their minds, knowing they will be
listened to respectfully
Each member of the team contributes to meetings and discussions
Coaching Your team members actively involved in your learning and development process
The team members are adaptive and resilient
Members have confidence in their leader/subordinate

Collaboration You and your team members hold each other accountable to the common goal
of the team.
The team members willingly share information and knowledge
Team members willingly make sacrifices in their work for the good of the team
Communication During a discussion, your team is comfortable with a constructive disagreement
You and your team members are comfortable in asking difficult questions/
challenging the status quo
Your team members are polite while speaking to each other
You are comfortable with the different working styles and personalities of your
Composition team members.
The team members appreciate & value the contributions of the others in the
team
Team members know about each other’s’ personal lives and are comfortable
discussing them
The following survey was used for this study:

The team members were asked to rate these statements as follows:

Response Score
Not at all 1
To a small Extent 2
To some extent 3
To a larger extent 4
Completely 5

--End--

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