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Team Effectiveness in an Organization

Abhinav Gupta (Roll No. 5)


Company: ICICI

Staple the Business Card of the Corporate Executive whom u meet


SACHIN NALGIRKAR Assistant Manager ICICI Bank Ltd. Sagar Avenue, Opp. Shopper s Stop, Andheri (W), Mumbai-400058 Mob: 9930064255

INTRODUCTION
ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion (US$ 77 billion) at December 31, 2009 and profit after tax Rs. 30.19 billion (US$ 648.8 million) for the nine months ended December 31, 2009. The Bank has a network of 1,694 branches and about 4,883 ATMs in India and presence in 18 countries. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture capital and asset management. The Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary has established branches in Belgium and Germany. ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange (NYSE)

INCEPTION AND MILESTONES




1955: The Industrial Credit and Investment Corporation of India Limited (ICICI) was incorporated at the initiative of World Bank, the Government of India and representatives of Indian industry, with the objective of creating a development financial institution for providing medium-term and long-term project financing to Indian businesses.

1994: ICICI established Banking Corporation as a banking subsidiary formerly Industrial Credit and Investment Corporation of India. Later, ICICI Banking Corporation was renamed as 'ICICI Bank Limited'. ICICI founded a separate legal entity, ICICI Bank, to undertake normal banking operations - taking deposits, credit cards, car loans etc. 2001: ICICI acquired Bank of Madura (est. 1943). Bank of Madura was a Chettiar bank, and had acquired Chettinad Mercantile Bank (est. 1933) and Illanji Bank (established 1904) in the 1960s. 2002: The Boards of Directors of ICICI and ICICI Bank approved the reverse merger of ICICI, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, into ICICI Bank. After receiving all necessary regulatory approvals, ICICI integrated the group's financing and banking operations, both wholesale and retail, into a single entity. At the same time, ICICI started its international expansion by opening representative offices in New York and London. In India, ICICI Bank bought the Shimla and Darjeeling branches that Standard Chartered Bank had inherited when it acquired Grindlays Bank. 2003: ICICI opened subsidiaries in Canada and the United Kingdom (UK), and in the UK it established an alliance with Lloyds TSB. It also opened an Offshore Banking Unit (OBU) in Singapore and representative offices in Dubai and Shanghai. 2004: ICICI opened a representative office in Bangladesh to tap the extensive trade between that country, India and South Africa. 2005: ICICI acquired Investitsionno-Kreditny Bank (IKB), a Russia bank with about US$4mn in assets, head office in Balabanovo in the Kaluga region, and with a branch in Moscow. ICICI renamed the bank ICICI Bank Eurasia. Also, ICICI established a branch in Dubai International Financial Centre and in Hong Kong. 2006: ICICI Bank UK opened a branch in Antwerp, in Belgium. ICICI opened representative offices in Bangkok, Jakarta, and Kuala Lumpur. 2007: ICICI amalgamated Sangli Bank, which was headquartered in Sangli, in Maharashtra State, and which had 158 branches in Maharashtra and another 31 in Karnataka State. Sangli Bank had been founded in 1916 and was particularly strong in rural areas. With respect

to the international sphere, ICICI also received permission from the government of Qatar to open a branch in Doha. Also, ICICI Bank Eurasia opened a second branch, this time in St. Petersburg. 2008: The US Federal Reserve permitted ICICI to convert its representative office in New York into a branch. ICICI also established a branch in Frankfurt.

TOP MANAGEMENT

Chanda Kochhar Managing Director and Chief Executive Officer

Sandeep Bakhshi Deputy Managing Director

Sonjoy Chatterjee Executive Director

N.S. Kannan Executive Director & CFO

K. Ramkumar Executive Director

ORGANIZATION STRUCTURE

OBJECTIVES OF THE TOPIC


1. Identify what team leaders need to know create high performing, effective teams. 2. Discuss stages of team development. 3. Identify key team leadership skills. 4. Discuss common team problems and how to deal with them. 5. Think about ways your team presently operates and look for ways to improve its effectiveness.

IMPORTANCE
The pressures of todays marketplace require that organizations perform at their best. This means full participation of all members, to the best of their ability. All organizations require their people, at times, to work in groups. The most successful organizations find ways to realize the full potential and capability of groups. They: y understand the important contribution that groups can make; effective groups usually outperform individuals y are comfortable establishing, empowering and promoting the participation of people in groups; y value change and adaptation as key to improving productivity, quality and customer service; and y are constantly looking for creative ways to use groups to drive performance improvements.

Simply put, effective organizations cannot function without groups. In highperforming organizations, the most successful groups function as teams. Teams flourish in organizations which create a climate where people want to work together giving their best efforts.

QUESTIONNAIRE & INTERVIEW


Q1. What is your purpose as a team? A: OK We ensure that whatever we do, it has a proper strategy, plan and objective that will help us in giving fruitful results within a given set of time. Q2. How can you accomplish your team goals? A: Yaa We design systematic process with the help of top consultants and tactfully strategise the operations that gonna happen within a few months of time. Q3. What are your roles and responsibilities? A: Well, as a responsible person Im not having the rights to disclose my job roles but what can I tell you, is that its a very challenging task to acquire and retain customers and makes the database of each and every activity. Q4. How do you prioritize your work? A: It is as per the batch schedule, our on-field and off-field assignments and work projects. So, not a fix one because every day has a new beginning and we have to distinguish and identify that according to our comfortability and work flexibility. Q5. How do you make decisions? Is this ideal, or do you want to change/improve your decision making process? A: Look, as far as I am concerned, we have to comply with our senior and more experienced team members, but for a small process and activity we have the rights to take decision like how to give customer other benefits and so but it should be according to bank policies, thats all. And about the change in decision making, yes we do but only after statistically analyze all the possibilities and dimensions and then follow the structure.

Q6. How do you measure and recognize your performance, as a team? As individuals? A: Yaa we have an organizational chart on which some GPS has been defined according to our performance, sales, network and all. Then company rewards employee of the month, year and many other individual and team rewards, support and incentives. So, thats a good platform to build upon based on our contribution. *GPS Grading Point System Q7. What are your expectations of each other? A: Everybody do well and make the best effort of him, support to all and maximum coordination thats our expectations to each other. Q8. How should you give and receive performance feedback? A: There is a feedback forum on our intranet, so if there is any, it is directed to the required person. It is a well defined process combining all the people but listen, it must be constructive, rewarding and must be genuine. Q9. How do you handle conflicts? How should you handle conflict? How can you improve? A: Till now, its a very rare case but we manage ourselves by mediating our chief consultants and thats it. It has never been a big problem for us till yet. Q10. What kind of climate do you want in your group? A: Good question we need guiding principles, sound protocols and reverberating information that must flow vertically and horizontally, so later there is no dispute or miscommunication, you know. Q11. How can you improve your current climate? A: Constantly in touch with our seniors, our mentors and always in touch with our customer requirements, thats what we can do to improve climate by regularly learning and adapting to the market conditions. Superb, Mr. Sachin thanks for your cooperation. Im very humble to meet you and hope you do well in your company. Thanks Good Luck.

Conclusion
So, by analyzing the above face to face discussion, as per my learning, suggestions and findings I can conclude the following things: By informing the team about perceptions of Team Performance and focusing attention on specific areas that are recognized as important to high performing Teams, it can highlight areas that need improvement. This allows the team to concentrate on how to change rather than on what to change, which means that the Team needs to meet and discuss their profile. Discussion of the profile is a starting point, but is not enough. To achieve the maximum improvement from the exercise the team needs to: y Agree on what change is required y Agree on specific actions to achieve these changes y Assign specific actions to team members y Meet again to review the plan, decide on further actions to take y Take part in a re-evaluation at a later date (e.g. 6 months/ 1 year ahead) Equally, each Team Member (including the Team Leader) needs to: y Understand that Team Performance can only be optimized through the work of each Team Member y Be willing to change the way they work to improve the Team Performance y Participate frankly in the discussion of team issues y Make the changes that they have agreed to make and maintain them.