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CHAPTER 1

1. INTRODUCTION

Teamworkis work performed by ateam towards a common goal.

In a business setting accounting techniques may be used to provide financial measures of the

benefits of teamwork which are useful for justifying the concept.

In health care teamwork has been defined as:

A dynamic process involving two or more healthcare professionals with complementary

backgrounds and skills, sharing common health goals and exercising concerted physical and

mental effort in assessing, planning, or evaluating patient care.

Teamwork is increasingly advocated by health care policy makers as a means of assuring quality

and safety in the delivery of services.

Definition

Theprocess ofworking collaboratively with a groupof people in orderto achieve a goal.

Teamwork is often a crucial part of abusiness, as it is often necessary forcolleaguesto workwell

together, trying their best in any circumstance. Teamworkmeans that people will try to cooperate,

using their individual skills and providing constructive feedback, despite any personal conflict

between individuals.

Teamwork activities

A challenge for leaders of groups of people, such as in a work department, is to get everyone to

pull together and function as a team instead of going in separate directions. One way to foster

teamwork is to engage the members in activities that require them to work together. Activities can

be physical in nature or require the use of team brain power to solve a problem. Fun activities such

as sports or games can allow the team members to relax and enjoy working with one another.
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Social Activities: Part of the challenge of developing teamwork is to get team members to

become comfortable with each other. Informal social activities allow the team members to

relax and have fun while developing the rapport necessary to function as a unit. Examples

of social activities include team sports such as volleyball or bowling or a group picnic,

where everyone is responsible for a task such as bringing food or planning a game.

Charitable Endeavours: Working together for a charitable cause builds teamwork and gives

the participants a good feeling from working together. An example of a team charitable

activity is planning and organizing an event like a walk or run to raise money or a bake sale

that promotes a cause.

Workplace Activities: Because teamwork is important to a productive and healthy work

environment, teamwork activities should be a part of the workplace. Possible activities

include job swapping, where workers swap jobs with each other to develop empathy. It also

requires workers to help each other to learn the jobs. Another idea is to start a team

newsletter that provides the latest information on activities and accomplishments of the

team members.

Projects: Projects require that team members work together to achieve a common goal.

Projects can involve activities like putting puzzles together or cleaning up or rebuilding aproperty. Projects typically involve assigning each team member a specific task that he is

responsible for completing, which helps to develop trust within the team.

Outdoor Activities: If members of the team are relatively fit, outdoor activities are a way

for the team to get away from the "normal" environment. Activities such as camping,

hiking, mountain biking or whitewater rafting allow the team members to relax while

enjoying the fresh air, and the sense of being "away from it all" can lead to bonding within

the team.

Importance of Teamwork

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Whether in the workplace or on the football field, or even amongst members of a community,

effective teamwork can produce incredible results. However, working successfully as a team is not

as easy as it may seem.

Effective teamwork certainly does not just happen automatically; it takes a great deal of hard work

and compromise. There are a number of factors that must be in place to cohere together as a team

and work seamlessly.

Good leadership: Effective leadership is one of the most important components of good

teamwork. The teams leader should possess the skills to create and maintain a positive working

environment and motivate and inspire the team members to take a positive approach to work and

be highly committed. An effective team leader will promote a high level of morale and make themfeel supported and valued.

Clear communication: Communication is a vital factor of all interpersonal interaction and

especially that of a team. Team members must be able to articulate their feelings, express plans and

goals, share ideas and see each others viewpoints.

Establishing roles: It is absolutely necessary for team members to understand what their role on

the team is, what he/she is responsible for. The team leader can enable this by defining the purpose

in a clear-cut manner in the beginning of the formation of the team.

Conflict Resolution: Conflicts will arise no matter how well a team functions together. The best

way to counter conflict is to have structured methods of conflict resolution. Team members should

be able to voice their concerns without fear of offending others. Instead of avoiding conflict issues,

a hands-on approach that resolves them quickly is much better. It is often advised that the team

leader sit with the conflicting parties and help work out their differences without taking sides and

trying to remain objective if possible.

Set a good example: The team leader must set a good example for good teamwork to come about.

In order to keep team members positive and committed and motivated, the team leader

herself/himself needs to exhibit these qualities. The team looks to the leader for support and

guidance so any negativity on the leaders part can be disastrous.

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Regardless of what type of sales you are in, you may one day be asked to be part of a team sales

effort, and knowing how to effectively work on and with a team is going to be crucial to your

success and that of your team.

Benefits of Teamwork

All teams are groups of individuals but not all groups of individuals necessarily demonstrate the

cohesiveness of a team. Teams outperform individuals because teams generate a special energy.

This energy develops as team members work together fusing their personal energies and talents to

deliver tangible performance results.

There are a number of benefits for teamwork, among them are:

Distributing the workload

Reinforcing individual capabilities

Creating participation and involvement

Making better decisions

Feeling like we play a part in the work being done

Generating a diversity of ideas, etc.

Teams have become the latest management obsession. They're the corporate equivalent of a Visa

card: they're everywhere you want to be. Managers, school principals everywhere in the world are

striving to set up efficient teamwork procedures in their establishments.

Trouble is that despite their ubiquity and their omnipresence, teams rarely achieve breakthrough

results. Instead, they sink to the level of the weakest performer and keep digging. The fault lies not

with the team or its members, but with those who took a group of individuals, charged them with

improbable goals, staffed them with uninspired leadership and expected them to function as a

team.

Contrast that to an organized, well-oiled, and disciplined team, one in which the whole is greater

than the sum of its parts. Such groups allow members to achieve results far beyond their individual

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abilities. The irony is that when the needs of the group take priority, the needs of the individual

actually are enhanced.

High performance teams do not result from spontaneous combustion. They are grown, nurtured

and exercised. It takes a lot of hard work and skill to blend the different personalities, abilities, and

agendas into a cohesive unit willing to work for a common goal. Behind every great team is a

strong and visionary leader. A leader whose job is not to control, but to teach, encourage, and

organize when necessary. This is the kind of leader that you, as a teacher, are going to form.

1.1 INDUSTRY PROFILE

The health care industry, or health profession, treats patients who are injured, sick,

disabled, or otherwise physically or mentally infirm, and maintains general health in populations

and communities through the promotion of healthy behaviours and prevention of disease. The

delivery of modern health care depends on an expanding interdisciplinary team of trained

professionals. For purposes of finance and management, the healthcare industry is typically

divided into several groups and sectors. The Global Industry Classification Standard and the

Industry Classification Benchmarkdivide the industry into two main groups:

(1) Health care equipment & services; and

(2) Pharmaceuticals, biotechnology & related life sciences. Health care equipment and

services comprise companies and entities that provide medical equipment, medical supplies, and

health care, such as hospitals, home health care providers, and nursing homes. The second industry

group comprises sectors companies that produce biotechnology, pharmaceuticals, and

miscellaneous scientific services.
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Other approaches to defining the scope of the health care industry tend to adopt a broader

definition, also including other key actions related to health, such as regulation and management of

health services delivery, and administration of health insurance. Providers and professionals

A health care provider is an institution (also known as a health facility) or person (also

known as a health worker) that provides preventive, curative, promotional or rehabilitative health

care services in a systematic way to individuals, families or communities.

Today the health care industry is considered one of the largest industries throughout the

world. It includes thousands of hospitals, clinics and other types of facilities which provide

primary, secondary & tertiary levels of care. To deliver this care, these facilities require health care

workers, includingphysicians, nurses, and otherallied health professionals, as well as community-

based health workers especially to provide services in medically-underserved areas.

Delivery of services

The delivery of health care services is the most visible part of any health care system, both

to users and the general public. Improving access, coverage and quality of health services depends

on the ways services are organized and managed, and on the incentives influencing providers and

users. In market-based health care systems, for example such as that in the United States, such

services are usually paid for by the patient or by the patient's insurance company. Other

mechanisms include government-financed systems (such as the National Health Service in the

United Kingdom). In many poorer countries, development aid, as well as funding through charities

orvolunteers, help support the delivery and financing of health care services among large segments

of the population. The structure of health care charges can also vary dramatically among countries.

For instance, Chinese hospital charges tend toward 50% for drugs, another major percentage for

equipment, and a small percentage for health care professional fees.

There are many ways of providing health care in the modern world. The place of delivery

may be in the home, the community, the workplace, or in health facilities. The most common way

is face-to-face delivery, where care provider and patient see each other 'in the flesh'. This is what

occurs in general medicine in most countries. However, with modern telecommunications
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technology, in absentia health care is becoming more common. This could be when practitioner

and patient communicate over thephone, video conferencing, the internet, email, text messages, or

any other form of non-face-to-face communication.

Medical tourism

Medical tourism (also called medical travel, health tourism or global health care) is a term

initially coined by travel agencies and the mass media to describe the rapidly-growing practice of

traveling across international borders to obtain health care.

Such services typically include elective procedures as well as complex specialized

surgeries such as joint replacement (knee/hip), cardiac surgery, dental surgery, and cosmetic

surgeries. However, virtually every type of health care, including psychiatry, alternative

treatments, convalescent care and even burial services are available. As a practical matter,

providers and customers commonly use informal channels of communication-connection-contract,

and in such cases this tends to mean less regulatory or legal oversight to assure quality and less

formal recourse to reimbursement or redress, if needed.

Over 50 countries have identified medical tourism as a national industry. However,

accreditation and other measures of quality vary widely across the globe, and there are risks and

ethical issues that make this method of accessing medical care controversial. Also, some

destinations may become hazardous or even dangerous for medical tourists to contemplate.

History

Growth

The health care industry is one of the world's largest and fastest-growing industries.

Consuming over 10 percent ofgross domestic product of most developed nations, health care can

form an enormous part of a country's economy. In 2003, health care costs paid to hospitals,

physicians, nursing homes, diagnostic laboratories, pharmacies, medical device manufacturers and

other components of the health care system, consumed 15.3 percent of the GDP of the United
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States, the largest of any country in the world. For United States, the health share of gross domestic

product (GDP) is expected to hold steady in 2006 before resuming its historical upward trend,

reaching 19.6 percent of GDP by 2016. In 2001, for the OECD countries the average was 8.4

percent with the United States (13.9%), Switzerland (10.9%), and Germany (10.7%) being the top

three.

US health care expenditures totaled US$2.2 trillion in 2006. According to Health Affairs,

USD$7,498 be spent on every woman, man and child in the United States in 2007, 20 percent of

all spending. Costs are projected to increase to $12,782 by 2016.

Transformation

China has implemented a long-term transformation of its health care industry, beginning inthe 1980s. Over the first twenty-five years of this transformation, government contributions to

health care expenditures have dropped from 36% to 15%, with the burden of managing this

decrease falling largely on patients. Also over this period, a small proportion of state-owned

hospitals have been privatized. As an incentive to privatization, foreign investment in hospitals

up to 70% ownership has been encouraged.

1.2 ABOUT THE COMPANY

Vcare Trichology (Hair) clinic is the first Trichology clinic established in south India. The

clinic is promoted by the eminent trichologist, Mrs. E.Carolin Praba Reddy. Mrs. E.Carolin has

acquired her qualification in Trichology from International Association of Trichologists,

Australia.

Vcare started its first hair treatment clinic in Chennai in the year 2002. Within a short span

of 8 years, the concern has established 10 clinics all over Tamilnadu, Pondicherry and Andhra

Pradesh. Over the last one decade, Vcare has established a niche for itself in the Health &

Wellness segment. Vcare today, enjoys the patronage of its strong 70,000 number clientele base.

Vcare has also established a research and development centre at Chennai under the banner

of Vcare Trichological Research Centre. This research centre is involved in developing novel
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diagnostic techniques and treatment methodologies related to hair care. This research centre has

also developed more than 50 Trichology hair treatment products which include shampoos, oils,

vitalizers, gels, serums, etc.

Professionals from various disciplines like Trichology, Alternative Medicines, Chemical

engineering, Microbiology, Nutrition & Dietetics, Massage Therapy, Management, IT and Finance

are deploying their expertise to cater effectively to the client needs.

Vcare has also established a state of art manufacturing facility in the name of Vcare

Pharcos to manufacture treatment products and supplements. The group also operates an academy

under the banner Vcare Global Institute of health Sciences to meet out the growing requirements

for Trichologists. Vcare group as a whole is a growing concern believing firmly on the fact that

Client delight and satisfaction alone will lead to a continual improvement.

Vcare group is continuously working towards enhancing the standards of the diagnostic

techniques and the treatment methodologies on a continual basis. The concern is planning to

introduce advanced diagnostic techniques like Hair Mineral Analysis and a few other advanced

treatment methodologies within a short span.

Internationally recognized diagnostic techniques, clinically proven treatment

methodologies, qualified and experienced professionals, homecare products manufactured at

International standards, are a few reasons that make people prefer Vcare to take care of their hair.

Hence there is little or nothing to wonder about its ever growing clientele base.

Company Profile:

Company Name Vcare Trichology health clinic Pvt Ltd.

Address Globus building, 3th floor, Pondy bazaar, T.Nagar, Chennai.

Managing Director Mrs. Praba reddy

Contact person Mrs. Origandi

Phone 9566002041

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Fax +91-44-240229

E-mail [email protected]

Web Site www.vcaretrichology.com

Year of Establishment 1991

Product(s) Manufactured Hair and skin oils & gels, shampoos

Tie - Ups Oriyanna health network private limited.

Sisters concerns Vcare pharcosVcare institute

Conformity to Standards Indian Standards

Compliance to ISO ISO 9001, ISO 14001

Foreign Collaboration Oriyanna cosmetic products

Manpower Total (Nos.) 181

Effluent Generated Non Polluting

1.2.1 OBJECTIVES OF THE COMPANY

Quicker design-to-market times than rivals

Higher product quality than rivals

Lower costs relative to key competitors

Broader or more attractive product line than rivals

A stronger reputation with customers than rivals

Superior customer service

Recognition as a leader in technology and/or product innovation

Financial Objective:

Growth in revenues

Growth in earnings

Wider profit margins

Bigger cash flows

Higher returns on invested capital
mailto:[email protected]://www.vcaretrichology.com/mailto:[email protected]://www.vcaretrichology.com/

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1.2.2 PROCESS

Call Conversion Customer Interaction Consulting

Analyzing

Advertising Customer

Problems

--

MANAGEMENT

Call CentreService Customer Identification

Appointment Consultant

Selecting the Branch

Marketing Media

TestingMethodology

Treatment

HR Print

Systems Word of Mouth

Network

dmin

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ORGANIZATION CHART

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2. DESIGNING OF STUDY

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2.1 NEED OF THE STUDY

A challenge for leaders of groups of people, such as in a work department, is to get everyone to

pull together and function as a team instead of going in separate directions. One way to foster

teamwork is to engage the members in activities that require them to work together. Activities can

be physical in nature or require the use of team brain power to solve a problem. Fun activities such

as sports or games can allow the team members to relax and enjoy working with one another.

Social Activities: Part of the challenge of developing teamwork is to get team members to

become comfortable with each other. Informal social activities allow the team members to

relax and have fun while developing the rapport necessary to function as a unit. Examplesof social activities include team sports such as volleyball or bowling or a group picnic,

where everyone is responsible for a task such as bringing food or planning a game.

Charitable Endeavours: Working together for a charitable cause builds teamwork and gives

the participants a good feeling from working together. An example of a team charitable

activity is planning and organizing an event like a walk or run to raise money or a bake sale

that promotes a cause.

Workplace Activities: Because teamwork is important to a productive and healthy work

environment, teamwork activities should be a part of the workplace. Possible activities

include job swapping, where workers swap jobs with each other to develop empathy. It also

requires workers to help each other to learn the jobs. Another idea is to start a team

newsletter that provides the latest information on activities and accomplishments of the

team members.

Projects: Projects require that team members work together to achieve a common goal.

Projects can involve activities like putting puzzles together or cleaning up or rebuilding a

property. Projects typically involve assigning each team member a specific task that he is

responsible for completing, which helps to develop trust within the team.

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Outdoor Activities: If members of the team are relatively fit, outdoor activities are a way

for the team to get away from the "normal" environment. Activities such as camping,

hiking, mountain biking or whitewater rafting allow the team members to relax while

enjoying the fresh air, and the sense of being "away from it all" can lead to bonding within

the team.

2.2 OBJECTIVES OF THE STUDY

An understanding and appreciation by all team members of the different roles of team

members and an understanding of how each role contributes to the teams success.

Open way communication between team members to inform who is doing what, when,

where and how and why they need the support of other team members.

Clear objectives, through planning and agreed decision making processes thereby ensuring

the smooth implementation of activities on a day basis toward achievement of an overall

goal.

Identify the relationship between age factor and successful team.

Identify the relationship between the income and the team as a whole is solution orientedvs problem oriented.

Identify the relationship between marital status and sharing information.

2.3 LIMITATIONS OF THE STUDY

The study was conducted within a limited time period.

The sample size is limited to 100 from the population of 150.

The data provided by the respondents may be false at times.

The researcher was asked to interview the workers in Tamil language.

Researcher is conducting the project for the first time.

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2.5 REVIEW OF LITERATURE

Ramkumar (1990), Absenteeism is "nonattendance of employees for scheduled work when they

are expected to attend Because absenteeism involves nonattendance from scheduled work in

terms of hours and days rather than minutes, it is distinguishable from being late to work. There

are different reasons why workers are absent from work, such as an illness, family emergency or

just taking a day off. These different reasons can be categorized into unavoidable and avoidable

absenteeism (also called involuntary and voluntary absenteeism). Unavoidable absences are the

result of conditions that are usually not under the control of the worker, such as illness, injury,

transportation problems or the need to care for a sick family member. Avoidable absenteeism

occurs because the employee decides to be absent from work for reasons that most employers

would view as inappropriate or even illegitimate, such as to have a day off, to attend a social event,

to sleep in or to recover from a hangover.

Dinesh (1997), The purpose of this paper is to review the literature on employee absenteeism as a

form of withdrawal behavior apart from turnover. Studies examining the psychometric properties

of absence measures are reviewed, along with the relationship between absenteeism and personal,

attitudinal, and organizational variables. Studies exploring the relationship between absenteeism

and turnover are examined according to the unit of analysis studied in the research. Programmatic

efforts to reduce employee absenteeism are also reviewed. Throughout the paper emphasis is

placed on the indices used by investigators to measure absenteeism, and the problems that have

arisen in the literature through the use of multiple indicators of absenteeism. The review concludes

with suggestions for research that are of both theoretical and practical concern.

Farkas (1998), Absenteeism often creates a hardship for other employees, including working

mandatory overtime and doing extra work because of the missing person. Absences can also result

in resentment among attending employees who are shifted from one job to another, including to

assignments that are less desirable or unfamiliar Even if the position is left vacant, the absence

means that there will be one fewer staff member able to monitor inmates and respond toemergencies High levels of absenteeism can cause morale among employees to suffer, while also

being costly and disruptive for the correctional institution. In summary, absenteeism, particularly if

it becomes commonplace, is harmful to the overall health of a correctional organization.

Venne (2001), job stress, job satisfaction and organizational commitment were associated with the

use of sick leave. Federal correctional staff who reported higher stress levels were more likely to

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be absent. Staff who were satisfied with their jobs and staff with greater commitment to the Federal

Bureau of Prisons used fewer sick leave hours. There is a need for more research on correctional

staff absenteeism. Without relevant studies, it is difficult to understand the correlates of

correctional employee absenteeism and to develop possible ways to reduce it.

Heman (2003), this literature review demonstrates that the health risks and failure of employees to

participate in fitness and health promotion programs are associated with higher rates of employee

absenteeism. When determining how to manage absenteeism, employers should carefully consider

the impact that health promotion programs can have on rates of absenteeism and other employee-

related expenses.

Baskar (2005), Absenteeism costs correctional organizations both directly and indirectly. Direct

costs include sick pay, fringe benefits that still must be paid, overstaffing (scheduling additional

workers to fill in for those employees who are absent) and overtime to fill the position. There are

many positions in correctional facilities that cannot be vacated when an employee calls in sick.

This means that a person may be paid overtime to cover the position of the absent individual. The

administration must spend time and effort to alter employee assignments to deal with the absence.

Indirect costs include disruptions, reduced productivity, loss of expertise and experience, costs to

monitor and administer the absence program, and resentment and decreased morale of other

employees.

Sudhersanan (2006), Medically certified absence (absence from work attributed to disease and

accident) is an important and convenient index of workers' health and attitudes. It also constitutes

the largest part of total absence from work. Depending on the country and on industry and

population characteristics, sick-leave accounts for 60-70%, and injuries for another 7-20%. The

balance is defined as "healthy-worker absence", taken with or without prior permission or post-

facto justification. It is characteristic of the first and last phases of an employee's history at the

firm; either before he has time to become a permanent employee and adapt to the local "absence

culture", or when he contemplates leaving. On the other hand, certified absence is confirmed by a

higher authority, and so it is accepted by management, the insuring institution, and the peer group

(which often have to carry the extra workload). This absence belongs to the phase of regular

relationships, which both sides seek to maintain. Whether and how often the employee has

recourse to certification depends on a number of factors. Those

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mentioned most often in the literature are: (a) absence--proneness-apparently a defined personality

trait (psychological or psychosomatic) leading to repeated absences; (b) poor working conditions;

(c) lack of group cohesiveness--members of a well-structured group are upheld by its solidarity and

sense of belonging ("esprit de corps"); this is observed in smaller and more closely-knit groups

such as shift and group teams, as in the Volvo experiment; (d) quality of the leadership and

organizational behavior; (e) job satisfaction--deprivation of recognition, use of abilities,

responsibility, and interest have strong psychosomatic repercussion; (f) interaction with external

forces, especially marketplace conditions--lack of external demand may restrain absence.

Shiva Kumar (2007), To examine different sick-leave measures used in sickness absence

research, and to suggest a systematic way of assessing sickness absence. Methods A review and

analysis of five major studies on sick-leave performed 1983-1988 with an epidemiological

approach. Results Terminology and measures used varied in the different studies reviewed. The

choice of a certain measure was seldom discussed in relation to the aim of the study. Based on the

review five measures are suggested: frequency, length, incidence rate, cumulative incidence and

duration. The definition of incidence rate is new and is a measure useful in studies of recurrent

events within epidemiology. Conclusions We have reviewed sick-leave measures previously used

in the literature and suggested five basic measures for assessing sick-leave.

2.4 RESEARCH METHODOLOGY

2.4.1 RESEARCH DESIGN

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A research design is the arrangement of conditions for collection and analysis data in a

manner that aims to combine relevance to the researcher purpose with economy in procedure.

It constitutes the blueprint for the collection, measurement and analysis of data. As such the

design includes an outline of what the researcher will do form writing the hypothesis and its

operational implication to the final analysis of data.

The Research Design undertaken for the study is objective one. A study, which wants

to portray the characteristics of a group or individuals or situation, is known as Descriptive study.

It is mostly qualitative in nature.

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2.4.2 TYPES OF DATA COLLECTED

Primary Data

Questionnaires are prepared and personal interview was conducted. Most of the

questions are consist of multiple choices. The structured interview method was undertaken. The

interview was conducted in English as well as in Tamil. Proper care was taken to frame the

interview schedule in such a manner it should be easily understood in view of educational level of

the employees. Generally 25 questions are prepared and asked to the employees of the Vcare

health clinic (p) ltd.,

Secondary Data

Secondary data was collected from Internets, various books, Journals, and Company

Records.

2.4.3 QUESTIONNAIRE CONSTRUCTION

Questionnaires were constructed based on the following types Open ended questions

Close ended questions

Multiple choice questions

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2.4.4 DEFINING THE POPULATIONS

The Population or Universe can be Finite or infinite. The population is said to be finite if it

consist of a fixed number of elements so that it is possible to enumerate it in its totality. So In this

projects consist of finite population. Nearly 150 workers working in the organization.

Sampling Plan

A sampling plan is a definite design for obtaining a sample from the sampling frame. It

refers to the technique or the procedure the researcher would adopt in selecting some sampling

units from which inferences about the population is drawn. Sampling design is determined before

any data are collected.

Convenient Sampling technique was adopted. In this method the researcher select those

units of the population in the sample, which appear convenient to him or the management of the

organization where he is conducting research.

Sample Size

Nearly 100 samples are taken in Vcare health clinic (p) ltd., in south india level.

Field Work

The field works is done at Vcare health clinic (p) ltd., chennai.

Period of Survey

The period is from April 2011 to may 2011

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2.4.5 DESCRIPTION OF STATISTICAL TOOLS USED

Percentage method

Chi-square test

Percentage Method

In this project Percentage method test was used. The percentage method is used to know

the accurate percentages of the data we took, it is easy to graph out through the percentages. The

following are the formula

No of Respondent

Percentage of Respondent = X100 (2.1)

Total no. of Respondents

From the above formula, we can get percentages of the data given by the respondents.

Chi-Square Analysis

In this project chi-square test was used. This is an analysis of technique which analyzed the

stated data in the project. It analysis the assumed data and calculated in the study. The Chi-square

test is an important test amongst the several tests of significant developed by statistical. Chi-

square, symbolically written as x2 (Pronounce as Ki-Spare), is a statistical measure used in the

context of sampling analysis for comparing a variance to a theoretical variance.

Formula(O-E)2

2 = (2.2)E

O = Observed frequency

E = Expected frequency

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CHAPTER - 3

3. ANALYSIS AND INTREPRETATION

TABLE 3.1

Location:

S. No Location No. of Respondents Percentage

1 Rural 10 10

2 Semi urban 10 10

3 Urban 80 80

Total 100 100

Inference:In this study we identify that, 10% of the respondents belonging to the rural area, 10% of

the respondents belonging to the semi urban area and 80 % of the respondents belonging to the

urban area.

Chart

Respondents based on Location

Marital Status:

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S. No Marital Status No. of Respondents Percentage

1 Single 54 54

2 Married 46 46

Total 100 100

Inference:

In this study it inferred that, 54% of the respondents belonging to the single group and 46%

of the respondents belonging to the married group.

Chart

Opinions based on their Marital Status

Monthly Income:

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S. No Annual Income No. of Respondents Percentage

1 Below 5000 2 2

2 5001-8000 15 15

3 8001-10000 15 15

4 Above 10000 68 68

Total 100 100

Inference:In this study it refers that, 2% of the respondents belonging to the Monthly income of

below 5000, 15 % of the respondents belonging to the annual income of 5001-8000, 15 % of the

respondents belonging to the annual income of 8001-10000 and 68 % of the respondents belonging

to the annual income of above 10000.

Chart

Respondent based on their Monthly Income

Age:

S. No Age No. of Respondents Percentage

1 18-25 27 27

2 26-35 32 32

3 36-45 26 26

4 Above 45 15 15

Total 100 100

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Inference:

In this study we identify that, 27 % of the respondents belonging to the age group of 18-25

years, 32 % of the respondents belonging to the age group of 26-35 years, 26 % of the respondents

belonging to the age group of 36-45 years and 15 % of the respondents belonging to the age group

of above 45 years.

Chart

Viewbased on their Age Level

Education:

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Chart

Opinion based on their Education Level

TABLE 3.6

S. No Education No. of Respondents Percentage

1 SSLC 9 9

2 HSC 20 20

3 Degree 38 38

4 Others 33 33

Total 100 100

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RESPONDENTS BASED ON COMMON AND AGREED VISION OF

FUTURE SUCCESS

Particulars No of respondent Percentage

Strongly disagree 8 8

Disagree 10 10

Agree 50 50

Strongly agree 20 20

Source: primary data

Inference:

In this study it refers that, 8 % of the respondents belonging to Strongly disagree, 10 % of

the respondents belonging to Disagree, 50 % of the respondents belonging to Agree, and 20 % of

the respondents belonging to strongly agree.

CHART - 3.6

RESPONDENTS BASED ON COMMON AND AGREED VISION OF

FUTURE SUCCESS

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TABLE 3.7

RESPONDENTS BASED ON COMMON GOALS WHICH MOTIVATES

THEM TO ACHIEVE

Particulars No of respondent Percentage


Disagree 23 23

Agree 28 28



Inference:

In this study we identify that, 12 % of the respondents belonging to strongly disagree,

23 % of the respondents belonging to disagree, 28 % of the respondents belonging to Agree, and37% of the respondents belonging to strongly agree.

CHART - 3.7

RESPONDENTS BASED ON COMMON GOALS WHICH MOTIVATES

THEM TO ACHIEVE

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TABLE 3.8

RESPONDENTS BASED ON SHARED VALUES AND BELIEFS WHICH

BIND THEM TOGETHER

Particulars No of respondent PercentageStrongly disagree 32 32

Disagree 23 23

Agree 33 33



Inference

In this study it inferred that, 32 % of the respondents belonging to strongly disagree, 23

% of the respondents belonging to disagree, 33 % of the respondents belonging Agree and 12% of

the respondents belongs to strongly agree.

CHART - 3.8

RESPONDENTS BASED ON SHARED VALUES AND BELIEFS WHICH

BIND THEM TOGETHER

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TABLE 3.9

RESPONDENTS BASED MUTUAL SUPPORTIVE AND HELPING TO

OVERCOME PROBLEMS

.Particulars No of respondent Percentage


Disagree 15 15

Agree 49 49



Inference:

In this study it refers that, 0% of the respondents says strongly disagree, 15% of the

respondents says disagree, 49% of the respondents says agree and 36% of the respondents saysStrongly disagree.

CHART - 3.9

RESPONDENTS BASED MUTUAL SUPPORTIVE AND HELPING TO

OVERCOME PROBLEMS

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TABLE 3.10

RESPONDENTS BASED ON WILLINGNESS TO BE LED A BATTLE FOR

LEADERSHIP

Particulars No of respondent PercentageStrongly disagree 45 45

Disagree 15 15

Agree 24 24



Inference:

In this study we identify that, 45% of the respondents belonging to strongly agree, 15 % of

the respondents belonging to disagree, 24% belongs agree and 16 % of the respondents belongingto strongly agree.

CHART - 3.10

RESPONDENTS BASED ON WILLINGNESS TO BE LED A BATTLE FOR

LEADERSHIP

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TABLE 3.11

RESPONDENTS BASED ON INNOVATIVE AND CREATIVE THINKING

TECHNIQUES TO GET BREAK THROUGH PROBLEMS

S. No Work load No. of Respondents Percentage

1 Strongly Disagree 08 08

2 Disagree 16 16

3 Agree 26 26

4 Strongly Agree 50 50

Total 100100


Inference:

In this study it inferred that, 08 % belongs to strongly disagree, 16 % belongs to

disagree, 26% belongs to agree, 50 % belongs to strongly agree.

CHART -3.11

RESPONDENTS BASED ON INNOVATIVE AND CREATIVE THINKING

TECHNIQUES TO GET BREAK THROUGH PROBLEMS

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TABLE 3.12

RESPONDENTS BASED ON CONSULT OPENLY WITH ONE ANOTHER



2 Disagree 16 16

3 Agree 51 51


Total 100100


Inference:In this study it refers that, 24 % belongs to strongly disagree, 16 % belongs to disagree, 51

% belongs to agree, 9 % belongs to strongly agree.

CHART - 3.12

RESPONDENTS BASED ON CONSULT OPENLY WITH ONE ANOTHER

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TABLE 3.13

RESPONDENTS BASED ON USING VARIETY OF PROBLEM SOLVING

TECHNIQUES



2 Disagree 21 21

3 Agree 52 52


Total 100100


Inference:

In this study we identify that, 4% belongs to strongly disagree, 21 % belongs to

disagree, 52 % belongs to agree, 23 % belongs to strongly agree.

CHART - 3.13

RESPONDENTS BASED ON USING VARIETY OF PROBLEM SOLVING

TECHNIQUES

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TABLE 3.14

RESPONDENTS BASED ON TOWARDS ACTIVE LISTENING TO EACH

OTHER



2 Disagree 36 36

3 Agree 12 12


Total 100100


Inference:

In this study it inferred that, 29 % belongs to strongly disagree, 36 % belongs to disagree,

12 % belongs to agree, 23 % belongs to strongly agree.

CHART - 3.14

RESPONDENTS BASED ON TOWARDS ACTIVE LISTENING TO EACH

OTHER

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TABLE 3.15

RESPONDENTS BASED ON WHOLE IS SOLUTION ORIENTED VERSUS

PROBLEM ORIENTED



2 Disagree 28 28

3 Agree 8 8


Total 100100


Inference:

In this study it refers that, 62 % belongs to strongly, 28 % belongs to disagree, 8 % belongs

to agree, 2 % belongs to strongly agree.

CHART - 3.15

RESPONDENTS BASED ON WHOLE IS SOLUTION ORIENTED VERSUS

PROBLEM ORIENTED

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TABLE 3.16

RESPONDENTS BASED ON ACCEPTANCE AND USE OF INDIVIDUAL

STRENGTH



2 Disagree 45 45

3 Agree 4 4


Total 100100


Inference:

In this study we identify that, 45 % of the respondents says strongly disagree, 45% of

the respondents says disagree, 4% belongs to agree and 1% belongs to strongly agree.

CHART - 3.16

RESPONDENTS BASED ON ACCEPTANCE AND USE OF INDIVIDUAL

STRENGTH

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TABLE 3.17

RESPONDENTS BASED ON ACTIVELY ENCOURAGED TO USE THEIR

NATURAL GIFTS AND TALENTS



2 Disagree 21 21

3 Agree 54 54


Total 100100


Inference:

In this study it inferred that, 12 % belongs to strongly disagree, 21 % belongs to

disagree, 54 % belongs to agree and 13 % belongs to strongly agree.

CHART - 3.17

RESPONDENTS BASED ON ACTIVELY ENCOURAGED TO USE THEIR

NATURAL GIFTS AND TALENTS

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TABLE 3.18

RESPONDENTS BASED ON WORK WITH FLEXIBILITY



2 Disagree 14 14

3 Agree 28 28


Total 100100


Inference:

In this study it refers that, 24 % of the respondents belonging to strongly disagree,

14 % of the respondents belonging to disagree, 28% of the respondents belonging to agree and

13% of the respondents belonging to strongly agree.

CHART - 3.18

RESPONDENTS BASED ON WORK WITH FLEXIBILITY

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TABLE 3.19

RESPONDENTS BASED ON HAPPY TO SUPPORT TEAM MEMBERS

WEAKNESS



2 Disagree 32 32

3 Agree 24 24


Total 100100


Inference:

In this study we identify that, 28% of the respondents belonging to strongly disagree, 40

% of the respondents belonging to disagree, 24% of the respondents belonging to agree and 16 %

of the respondents belonging to strongly agree.

CHART - 3.19

RESPONDENTS BASED ON HAPPY TO SUPPORT TEAM MEMBERS

WEAKNESS

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TABLE 3.20

RESPONDENTS BASED ON EVERYONE ACTIVELY INVOLVED FOR A

COMBINED EFFORT



2 Disagree 32 32

3 Agree 14 14


Total 100100


Inference:

In this study it inferred that, 52% of the respondents belonging to strongly disagree, 32

% of the respondents belonging to disagree, 14 % of the respondents belonging to agree and 2 %


CHART - 3.20

RESPONDENTS BASED ON EVERYONE ACTIVELY INVOLVED FOR ACOMBINED EFFORT

Finance Problem

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TABLE 3.21

RESPONDENTS BASED ON OPENLY SHARE INFORMATION FOR THE

GOOD OF THE TEAM



2 Disagree 42 42

3 Agree 28 28


Total 100100


Inference:

In this study it refers that, 18% of the respondents belonging to strongly disagree, 42 % of the

respondents belonging to disagree, 28 % of the respondents belonging to agree and 12 % of the

respondents belonging to strongly agree.

CHART - 3.21

RESPONDENTS BASED ON OPENLY SHARE INFORMATION FOR THE

GOOD OF THE TEAM

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TABLE 3.22

RESPONDENTS BASED ON TO SHARE THEIR INDIVIDUAL

RESOURCE FOR HELP



2 Disagree 42 42

3 Agree 14 14


Total 100100


Inference:


42 % of the respondents belonging to agree and 12 % of the respondents belonging to strongly

agree.

CHART - 3.22

RESPONDENTS BASED ON TO SHARE THEIR INDIVIDUAL

RESOURCE FOR HELP

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TABLE 3.23

RESPONDENTS BASED ON SPOT AND RESPOND TO THE NEEDS OF

OTHER TEAM MEMBERS



2 Disagree 11 11

3 Agree 36 36


Total 100100


Inference:

In this study it inferred that, 12 % of the respondents belonging to strongly disagree,

11 % of the respondents belonging to disagree, 36 % of the respondents belonging to agree, 41 %

of the respondents belongs to strongly agree.

CHART - 3.23

RESPONDENTS BASED ON SPOT AND RESPOND TO THE NEEDS OF

OTHER TEAM MEMBERS

TABLE 3.24

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RESPONDENTS BASED ON OFFERING HELP WHILE OTHER TEAM

MEMBERS IS IN STRUGGLE



2 Disagree 15 15

3 Agree 36 36


Total 100100


Inference:

In this study it refers that, 6% of the respondents says strongly disagree, 15 % of therespondents says disagree, 36% belongs to agree, and 43% belongs to strongly agree.

CHART - 3.24

RESPONDENTS BASED ON OFFERING HELP WHILE OTHER TEAM

MEMBERS IS IN STRUGGLE

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TABLE 3.25

RESPONDENTS BASED ON WHOLE COMPLIES WITH THE VALUES

AND BEHAVIOURAL STANDARD



2 Disagree 21 21

3 Agree 28 28


Total 100100


Inference:

In this study we identify that, 18% of the respondents belonging to strongly disagree, 21 % of

the respondents belonging to disagree, 28 % of the respondents belonging to agree and 33%

belongs to strongly agree.

CHART - 3.25

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RESPONDENTS BASED ON WHOLE COMPLIES WITH THE VALUES

AND BEHAVIOURAL STANDARD

TABLE 3.26

RESPONDENTS BASED ON WHOLE JOINTLY DEFINES ITS SUCCESS

CRITERIA



2 Disagree 41 31

3 Agree 26 26


Total 100100


Inference:In this study it inferred that, 28 % of the respondents belonging to strongly disagree, 41

% of the respondents belonging to disagree, 26 % of the respondents belonging to agree and 15%


CHART - 3.26

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RESPONDENTS BASED ON WHOLE JOINTLY DEFINES ITS SUCCESS

CRITERIA

TABLE 3.27

RESPONDENTS BASED ON WHOLE IS KEEN TO MEASURE ITS

SUCCESS



2 Disagree 29 29

3 Agree 11 11


Total 100100


Inference:

In this study it refers that, 60 % of the respondents belonging to strongly disagree, 29

% of the respondents belonging to disagree, 11 % of the respondents belonging to agree and 0%


CHART - 3.27

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RESPONDENTS BASED ON WHOLE IS KEEN TO MEASURE ITS

SUCCESS

TABLE 3.28

RESPONDENTS BASED ON COACH AND TRAIN ONE ANOTHER TO

RAISE THE LEVEL OF EXPERTISE



2 Disagree 29 29

3 Agree 21 21


Total 100100


Inference:

In this study we identify that, 28 % of the respondents says strongly disagree, 29 % of the

respondents says disagree, 21% belongs to agree and 22% belongs strongly agree.

CHART - 3.28

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RESPONDENTS BASED ON COACH AND TRAIN ONE ANOTHER TO

RAISE THE LEVEL OF EXPERTISE

TABLE 3.29

RESPONDENTS BASED ON WHOLE IS EXTERNALLY ORIENTED



2 Disagree 29 29

3 Agree 21 21


Total 100100


Inference:

In this study it inferred that, 32 % of the respondents belonging to strongly disagree, 29% of the respondents belonging to disagree, 21 % of the respondents belonging to agree and 18 %


CHART - 3.29

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RESPONDENTS BASED ON WHOLE IS EXTERNALLY ORIENTED

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TABLE 3.30

RESPONDENTS BASED ON WHOLE IS COMMITTED TO

CONTINUOUS IMPROVEMENT



2 Disagree 42 42

3 Agree 28 28


Total 100100


Inference:

In this study it refers that, 18 % of the respondents belonging to strongly disagree, 42 % of

the respondents belonging to disagree, 28 % of the respondents belonging to agree and 12 % of the

respondents belonging to strongly agree.

CHART - 3.30

RESPONDENTS BASED ON WHOLE IS COMMITTED TO

CONTINUOUS IMPROVEMENT

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TABLE.3.34

ANALYSIS USING CHISQUARE

RELATIONSHIP BETWEEN TABLE.3.34


RELATIONSHIP BETWEEN MARITAL STATUS AND SHARING

INFORMATION.

IncomeMarital Status

PercentageSingle Married

StronglyDisagree

4(.15)

5(.17)

9

Disagree 12(.45)

15(.53)

27

Agree19

(.11)19

(.13)38

StronglyAgree

19(1.75)

7(2.05)

26

Total 54 46 100


Null hypothesis: There is no close relationship between marital status and sharing information.

Alternative hypothesis: There is close relationship between marital status and sharing

information.

Alternative hypothesis

Chi square (2) = (O E)2 / ECalculated value = 5.34Degrees of freedom = (R - 1) (C - 1) = 3

Tabulated value for 3 degrees of freedom at 5% level of significance is 7.81473

Inference

The calculated value is lesser than the tabulated value .Ho is Accepted. Therefore there is

no close relationship between marital status and sharing information.

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TABLE 3.35


RELATIONSHIP BETWEEN INCOME AND PROBLEM SOLVING SKILL

LocationProblem Solving Percentage

S.D D A S.A

Below5000

1(8.72)

1(8.72)

0(1.12)

0(.4)

2

5001-80002

(.28)2

(.28)3

(3.47)8

(8.3)15

8001-10000

2(.28)

2(.28)

4(2.3)

7(5.33)

15

Above10000

4(.73)

4(.73)

49(.63)

11(.5) 68

Total 9 9 56 26 100


Null hypothesis

There is no close relationship between income and the team as a whole is solution orientedvs problem oriented.


There is close relationship between income and the team as a whole is solution oriented vsproblem oriented.

Chi square (2)= (O E)2 / E

Calculated value = 42.07

Degrees of freedom = (R - 1) (C - 1) = 9


Inference

The calculated value is higher than the tabulated value .Ho is rejected. Therefore there is aclose relationship between the income and the team as a whole is solution oriented vs problemoriented.

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RELATIONSHIP BETWEEN AGE FACTOR AND SUCCESSFUL TEAM

AGESuccessful Team Percentage

S.D D A S.A

18-252

(0.075)2

(0.27)15

(0.05)8

(1.47)27

26-352

(.075)3

(.27)22

(0.05)5

(1.47)32

36-452

(.09)2

(.23)16

(.0009)6

(.10)26

Above 453

(2.4)2

(.31)9

(.12)1

(.03)15

Total 9 9 62 20 100


Null hypothesis: There is no close relationship between age factor and successful team.

Alternative hypothesis: There is close relationship between age factor and successful team.


Chi square (2) = (O E)2 / ECalculated value = 7.466Degrees of freedom = (R - 1) (C - 1) = 9


Inference

The calculated value is lesser than the tabulated value .Ho is accepted. Therefore there is no

close relationship between age factor and successful team.

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CHAPTER - 4

4. FINDINGS, SUGGESTIONS AND CONCLUSIONS

4.1 FINDINGS OF THE STUDY

In this study we identify that, 10% of the respondents belonging to the rural area, 10% of

the respondents belonging to the semi urban area and 80 % of the respondents belonging to

the urban area.





In this study it refers that, 2% of the respondents belonging to the Monthly income of

below 5000, 15 % of the respondents belonging to the annual income of 5001-8000, 15 %

of the respondents belonging to the annual income of 8001-10000 and 68 % of the

respondents belonging to the annual income of above 10000.

In this study we identify that, 27 % of the respondents belonging to the age group of 18-25

years, 32 % of the respondents belonging to the age group of 26-35 years, 26 % of the

respondents belonging to the age group of 36-45 years and 15 % of the respondents

belonging to the age group of above 45 years.

In this study it refers that, 8 % of the respondents belonging to Strongly disagree, 10 % of

the respondents belonging to Disagree, 50 % of the respondents belonging to Agree, and 20

% of the respondents belonging to strongly agree.


23 % of the respondents belonging to disagree, 28 % of the respondents belonging to

Agree, and 37% of the respondents belonging to strongly agree.

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% of the respondents belonging to disagree, 33 % of the respondents belonging Agree and

12% of the respondents belongs to strongly agree.

In this study it refers that, 0% of the respondents says strongly disagree, 15% of the

respondents says disagree, 49% of the respondents says agree and 36% of the respondents

says Strongly disagree.

In this study we identify that, 45% of the respondents belonging to strongly agree, 15 % of

the respondents belonging to disagree, 24% belongs agree and 16 % of the respondents

belonging to strongly agree.


26% belongs to agree, 50 % belongs to strongly agree.

In this study it refers that, 24 % belongs to strongly disagree, 16 % belongs to disagree,


In this study we identify that, 4% belongs to strongly disagree, 21 % belongs to disagree,




In this study it refers that, 62 % belongs to strongly, 28 % belongs to disagree, 8 % belongs

to agree, 2 % belongs to strongly agree.

In this study we identify that, 45 % of the respondents says strongly disagree, 45% of the

respondents says disagree, 4% belongs to agree and 1% belongs to strongly agree.


54 % belongs to agree and 13 % belongs to strongly agree.

In this study it refers that, 24 % of the respondents belonging to strongly disagree,

14 % of the respondents belonging to disagree, 28% of the respondents belonging to agree

and 13% of the respondents belonging to strongly agree.

In this study we identify that, 28% of the respondents belonging to strongly disagree, 40 %

of the respondents belonging to disagree, 24% of the respondents belonging to agree and

16 % of the respondents belonging to strongly agree.

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In this study it inferred that, 52% of the respondents belonging to strongly disagree, 32 %

of the respondents belonging to disagree, 14 % of the respondents belonging to agree and


In this study it refers that, 18% of the respondents belonging to strongly disagree, 42 % of

the respondents belonging to disagree, 28 % of the respondents belonging to agree and 12

% of the respondents belonging to strongly agree.

In this study we identify that, 32 % of the respondents belonging to strongly disagree, 42 %

of the respondents belonging to agree and 12 % of the respondents belonging to strongly

agree.

In this study it inferred that, 12 % of the respondents belonging to strongly disagree,

11 % of the respondents belonging to disagree, 36 % of the respondents belonging to agree,

41 % of the respondents belongs to strongly agree.

In this study it refers that, 6% of the respondents says strongly disagree, 15 % of the

respondents says disagree, 36% belongs to agree, and 43% belongs to strongly agree.

In this study we identify that, 18% of the respondents belonging to strongly disagree, 21 %


33% belongs to strongly agree.


% of the respondents belonging to disagree, 26 % of the respondents belonging to agree

and 15% belongs to strongly agree.

In this study it refers that, 60 % of the respondents belonging to strongly disagree, 29 %


0% belongs to strongly agree.

In this study we identify that, 28 % of the respondents says strongly disagree, 29 % of the

respondents says disagree, 21% belongs to agree and 22% belongs strongly agree.

In this study it inferred that, 32 % of the respondents belonging to strongly disagree, 29 %of the respondents belonging to disagree, 21 % of the respondents belonging to agree and


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4.2. SUGGESTIONS:

At present the company is growing in a best level. So, they can also open their new

branches in north india also for getting more improvement in the business.

The companys techniques of promoting their sales through mass Medias by giving

advertisement and live programs but the expenses for these activities are high so they have

to reduce their expenses for unnecessary issues.

The training giving for new joiners are appreciatable but they should analyze how far they

utilized and implementing systematically in their job after taken up responsibility.

Generally we found that lack of co ordination between the employees, so they want to

arrange the some training programs, tours, business games like some activities. They can

interact one to another for make a relationship as good.

As I found here that, company not providing enough leave to the employees because of this

their stress leave getting increase. So the company has to concentrate towards this problem.

There are no incentives for doing overtime in office. Its sometime might be compulsion of

work.

They are maintaining the manual systems so have to change that to systemize.

Appraisal system is taking only for once in a year because of that the employees may not

get proper benefits so they have to appraisal atleast twice in a year.

Pay structure format is not in an appropriate manner they need to concentrate for make

alternations.

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The workload is high because of fewer employees in the particular department. So, they

need to appoint the person for relevant job.

They need concentrate in the welfare benefits to maintain the employees in the good

satisfactory level.

Team work is not taking more importance if they concentrate in this activity means their

sustaining level of employees will be increase.

As for my results, the income level of employees and their compensating work are lacking

so if there is having more workload for the employee means they should compensate

properly.

Then, most of the employees are accepting for the flexibility of work arrangements but the

concentration towards this issue are very low so should implement this for employee

welfare.

The company should implement democratic style of management.

Most of the employees were accepted for interdepartmental sharing so if there is any

lackage in manpower means they can utilize the employees for the suitable position.

The employees expectations are to reward and recognize them for their success so as they

should carry over that during the meetings.

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4.3. CONCLUSION:

The study is carried out to determine the level of Team work in Vcare trichology health

clinic private limited. Past two months we done a project in this concern it was very helpful

for me to build my successful carrier. This project thought me awareness about my topic as

well as about field.

The company running successfully but they are facing some failures so they can

concentrate in the above for avoiding those failures.

The management can take steps to reduce attrition by implementing the suggestions and

can take some more measures by considering the causes.

The study give a clear intention that the key factors like Age, Gender, Department,

Relationship with superiors and colleagues, salary welfare facilities, job security,

grievances handling the effective team work. From the opinion of the majority of the

respondents Employee retention in the unity needs improvement.

I want to thank to those who are cooperate me to done my project in this company.

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STUDY ON TEAMWORK EFFECTIVENESS

QUESTIONNAIRE

Personal Details:

I. Instruction: Please Put Cross(X) which option will suit for you.

i) Name (Optional) :

ii). Location:

a) Rural [ ] b) Semi urban [ ] c) Urban [ ]

iii). Martial status:

a) Single [ ] b) Married [ ]

iv). Monthly Income:

a) below 5000 [ ] b) 5001-8000 [ ] c) 8001-10,000 [ ] d) above 10,000 [ ]

v) Age:

a) 18-25 [ ] b) 26-35 [ ] c) 36-45 [ ] d) above 45 [ ]

vi) Education:

a) SSLC [ ] b) HSC [ ] c) Degree [ ] d) Others, please specify______

II. Instructions:

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Consider each statement and put a cross(x) in the box alongside the statement which best

describes how you see you fellow team members working together. Assume that each statement

starts with words When working together as a team Make sure that you respond to every

statement..

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S.NO STATENENT STRONGL

Y

DISAGREE

DISA

GREE

AGREE NEUTR

AL

STRO

GLY

AGRE

1 There is a common and agreed vision of future success for the team.

2 Team members have a common goal whichmotivates them to achieve a desired result.

3 Team members have shared values andbeliefs which bind the team together.

4 Team members are mutually supportive,willingly helping each other to overcomeproblems to achieve success.

5 There is a willingness to be led versus abattle for leadership.

6 Team members use innovative and creativethinking techniques to get break through toproblems.

7 Team members consult openly with oneanother to identify the teams objectives andkey issues which need to be addressed.

8 Team members use a variety of problemsolving techniques to remove obstacles totheir success.

9 Team members actively listen to each other striving for understanding in order to workbetter together.

10 The team as a whole is solution orientedversus problem oriented.

11 There is an acceptance and use of individualstrengths within the team.

12 Team members are actively encouraged to

use their natural gifts and talents.13 Team members work with flexibility and

adaptability versus getting stuck in a rut.

14 Team members are happy to supportpeoples weaknesses to ensure the best resultis achieved.

15 Everyone is actively involved in a combinedeffort focused on achievement of results.

16 Team members openly share information for the good of the team.

17 Team members share their individual

resources to help the overall team effort.18 Team members spot and respond to the

needs of other team members.

19 Team members offer their help to other teammembers when they are struggling.

20 The team as a whole complies with thevalues and behavioral standard laid down bythe organization.

21 The team as a whole jointly defines itssuccess criteria.

22 The team as a whole is keen to measure its

success.23 Team members coach and train one another

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7. REFERENCE

BIBILIOGRAPHY

SOURCES:

C.R Kothari , research methodology

Aswathappa k n, human resource management and personal managements

Memoria C B Gankar S V personal management, Himalaya Publishing House 2007

Bernard in H john, Human Resource management, M C graw- Hill companies.

EDWIN B Flippo, personal management, Hill book company

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WEB SITES

www.vcaretrichology.com

www.questiopro.com

www.bing.com

www.mbaguys.com

www.google.co.in
http://www.questiopro.com/http://www.mbaguys.com/http://www.questiopro.com/http://www.mbaguys.com/

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