Teams:

• Team work rather than group work• Enchases productivity & efficiency• The most common; Cross Functional Teams• Teleco.’s have competitive market• Needs to be very Flexible to adopt change• Multiple reporting channels• Performance evaluated by multiple bosses (Team

leader has limited authority of evaluation)

Cont…• Departments are not highly linked together • But Linkage is a very vital part of Cross Functional

Teams• Example Quoted by Mr. Mirza Sohail Asghar

(Funds required by Stategic department)• Mobilink had to pay Penalties

Mobilink A Hybrid Orgaization:

Mobilink Telenor

Flexible Timings Flexible Timing

People oriented Process oriented

Tall hierarchy More of grid hierarchy

Bossy culture Friendly culture

Horizontal & Vertical flow of information Horizontal & Vertical flow of information

Departments work almost in isolation Departments are highly coordinated

Work in Teams Work in Teams

Departments are liked by integrator Departments are linked by Liaison

Densely networked with enironment Densely networked with enironment

Flexible Timings:

• Offer Flexible Hours in a Limit• But it depends department to department• introduced a sign in and sign out software • Evaluated after every month• 20 leaves are officially allowed but if having good

relations with the manager employee can exploit the software

• This never practiced in telenor

People Oriented:

• Mr. Mirza Sohail Asghar said Mobilink is a people oriented organization

• Work remains pending if respective person is not available

• Work & performance are affected• Telenor is based on Process• Alternate people are available to perform a task

Tall Hierarchy:

• Information flows vertical and horizontal • Decision resides upwards with the top

management • Decisions flow downwards• cubical and telephone extensions still exist • Telenor has a Grid/Matrix structure• In Telenor there were Big Halls

Bossy Culture:

• Bossy Culture in Mobilink • Quotation “Boss is always Right”• Things are good if good relationship with the Boss• InTelenor Boss & junior employees sit side by side;

more of friendly culture (call each other by names)

Work inTeams:

• cross functional teams • Leader or top management select team members• Objective setting Activity O.S.A• Split into small tasks• Key performance indicators K.PI’s• After 6 months they are reviewed• Year end they are evaluated

Linking of Departments:

• NOT highly linked but they are still Linked• Bossy Culture; therefore follow Integrator for

Linking• Using power makes work easier as people are

busy in their own work• Telenor Follows LIAISON• It depends upon Campatibility

Exposure to Environment:

• Mobilink is densely networked to environment

• As Teleco.’s have competitive market

• It has to be densely networked with the environment so that they are always aware of the customer needs and expectations

TEAM PROCESSES

Team membership:

• Comfortable working in a team• Though Transactive memory system exist but to a

certain extent• Some Information is shared- avoid awkward

moment• Expertise are always available- teams are

designed in that way• Team member are highly diverse

Mobilink context of a Team:

• KPI’s are formed

• But the team does not have sufficient autonomy

• Performance evaluation by ultimate bosses

• Performance is affected in a team

Task and maintenance functions:

• Satisfactory performance in a team

• Team Leader behaves like a BOSS – as there is bossy culture in the org.

• decision making authority resides with the team leader

• extrinsic reward – in term of lunch, or bonus

Team Decision Making:

• Decision making in teams are done by the Leader • the participation of all the team members

excluding exceptions

• Decision making often vary from situation to situation

Team Communication:

• Team communication varies individual to individual and position to position

• Extrovert & Introvert

• Position of the individual also matters

• Boundary Management; communicate Frequently

Team Influence:

• Team influence depend upon the team members their :– personal characteristics– experience – Expertise– Position

• Team influence strongly exists• very Efficient in using/exercising their powers• most influencing personal in the team dominate

the whole team even by passing the team leader.

Team Conflicts:

• Both substantive conflicts and affective conflicts occur

• conflicts vary from individual to individual- depending upon the influencing power

Team Atmosphere:

• Team atmosphere has a high impact on the task completion.

• Every team tries to have a good, health and friendly atmosphere.

• when teams are formed the people are friendly as freeze on hiring NEW employees

• avoid taking risk as non of the team member wants to take responsibility

Emotional Issues:

• clear roles and responsibilities so they have their identity while being in a team.

• Every team members know their KPI’s according to those KPI’s every team member decide their needs and wants

• Control resides with the team leader as team leader will be held accountable in particular if the task is not completed on time

TEAMS AT MOBILINK

Boundary Management:

• BIGGEST PROBLEM:– Departments work in isolations and one department does

not see other department as the stake holder.

• Every department has their own (SLA’s) Service Level Agreements

• Example of a cheque Quoted by Mr. Mirza Sohail

• Boundary Management does exist in Mobilink to interconnect with different departments

1. Influence dimension is vertical:

• “Vimpel Com” sets objectives at the start of the year

• objectives are then further communicated with the President

• further discussed with the Vice Presidents

• they are divided into different small tasks and goals

Cont…

• These goals/tasks are communicated with the employees

• employee has different KPI’s which help them to achieve the goal/task.

• Mid year review- Rectification if required

• At the End complete picture is visible

Task Coordination:

• there are cross functional teams at Mobilink so it is easier to communicate horizontally

• team members cannot force the other teams or departments to carry out work faster as each department has their own (SLA’s)

• which result in slow down of team performance and team effectiveness

Information Flow:

• Information does flow vertically and horizontally but in a certain manner

• Only Marketing Department knew that Mobilink is changing their LOGO, rest did not Know

• Changing logo reduced their sales

• sales department were not able to meet their targets

• it was necessary to communicate with the Sales department

X-Teams:

• X-Teams do not exists at Mobilink

• when teams are formed they are Cross Functional Teams

• Cross Functional Teams are effective, efficient as there are team members from different departments having different:– Skills– Expertise– Experience

Recommendations:

• Team membership exists at Mobilink but lacking organizational citizenship behavior (OCB).

• Complete information should be shared with the team members regardless of the individual position in front of the ultimate boss.

• In order to increase team effectiveness and efficiency more autonomy should be given to the team members.

• Affective conflicts should be resolved as soon as possible, sooner the better.

Cont…

• Influential team members should use their influencing power in a positive way.

• Mobilink’s need to strengthen its boundary management; departments should be highly interdependent.

• Focus on results and outcomes rather than SLA’s • Performance should also be evaluated by team Leader

rather than ultimate bosses

Cont…

• Should also work on creating X-Teams to have rapid response and quick task completion

• Mobilink should focus on process rather than people

• Mobilink should introduce friendly culture, it would help employees to be more creative and will develop OCB