Objectives

Introduction of Pakistan Tobacco company Group (Formal versus Informal groups) Stages of group development Group performance & structure Group task Team & its types Effective teams Issues in managing teams Conclusion

Pakistan Tobacco Company Limited was incorporated in 1947 immediately after partition, when it took over the business of the Imperial Tobacco Company of India which had been operational in the subcontinent since 1905.

The first multi-national company to begin its operations in Pakistan. British American Tobacco (parent company) has been in business for over 100 years now. Marketing high quality brands for the millions of informed adults who choose to consume tobacco.

History of PTC:
Founded in 1947. First multinational company of Pakistan. Started from a single factory operations. Now it is involved in every aspect of cigarette production, from crop to consumer they have evolved and grown with Pakistan.

BRANDS

Groups & group development

Before we can understand teams, however, we first need to know some basics about group and group behavior. The first step is understanding what a group is and how groups develop

What is Group?
A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.

Formal versus Informal Groups

Formal groups are work groups established by the company. They include committees, group meetings, work teams and task forces. Informal groups are more social and form naturally in the workplace.

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Stages in group Building

Forming
Storming Norming

Performing

Stage One: Forming

Definition: Stage 1 teams are generally new teams that are learning how to work together Characteristics of stage 1 teams: Members tend to be tentative and polite and to have little conflict

Stage One: Forming

Critical skills and activities: Stage 1 teams need to identify their purpose, develop group norms, identify group processes, define roles, build relationships and trust Role of facilitator/leader: Stage 1 teams usually need a strong leader who can help the team go through its forming activities

Storming
Definition: Stage 2 teams have moved past the early forming stages and are now encountering some disagreements and/or conflict. This is natural, but teams need to find effective ways to handle conflict before they can move on to stage 3. Group characteristics: Members of stage 2 teams tend to exhibit increased conflict, less conformity and jockeying for power.

Storming
Critical skills and activities: Stage 2 teams need to learn how to resolve conflict; clarify their roles, power, and structure; and build consensus through re-visiting purpose. Role of leader(s): Stage 2 teams need leaders and other team members who are willing to identify issues and resolve conflict.

Norming
Definition: Stage 3 teams have successfully moved out of the storming stage and are ready to move to a higher level of communication and problem-solving. Group characteristics: Members of stage 3 teams demonstrate an improved ability to complete tasks, solve problems, resolve conflict.

Norming
Critical skills and activities: Stage 3 teams need to learn to engage in more sophisticated problem-solving and decision-making, continue the use of effective strategies for conflict resolution and take greater levels of responsibility for their roles Role of leader(s): In stage 3, leaders become less directive, team members feel empowered, and multiple leaders emerge

Performing
Definition: Stage 4 teams are at the highest level of performance and can process their strengths and weaknesses while accomplishing their goals. Group characteristics: In stage 4, the team takes a flexible approach to roles and structures depending on the task at hand. The team is able to evaluate its effectiveness and views conflict is viewed as an opportunity. Stage 4 teams tend to be energetic, creative, and fun!

Adjourning:
The final stage of group development for temporary groups, during which group members are concerned with wrapping up activities rather than task performance.

Discussion Question?
What stage of group development is most important? A. Forming B. Storming C. Norming D. Performing

Work group performamnce&satisfaction

Group member
resources

Group Tasks

External condition Imposed on the group

Group structure

Group Process

Performance & satisfaction

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Group Structure
ROLE A role refer to the behavior patterns expected of someone occupying a given position in a social unit. Role are generally oriented towards either getting work done or keeping group members happy

Group Structure
Norms All groups have normsstandards or expectations that are accepted and shared by a group s members

Group Structure
Conformity

The individuals want to be accepted by the group to which they belong ,they are susceptible to pressures to conform .

Group Structure
Status Systems Status systems are an important factor in understanding group. Status in a prestige grading , position, or rank within a group

Group Structure
Group size What s an appropriate size for a group?? Group size effects performance and satisfaction .. But the effect depend on what the group is supposed to accomplish. Research indicates that small groups are faster at completing tasks than are larger ones.

Group task
The impact of group processes on the performance & member satisfaction is moderated by task requirement The complexity & interdependence of tasks more information-process capacity---group process A group characterized by poor communication, weak leadership, high level of conflict,& the like, doesn't mean it will be low performing (when task is simple)

A Cohesive group
Communicates well with each other and has well defined norms, unity, respect, and trust among its members. Strengths and weaknesses; hopefully what one member lacks another will make up for.

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Teamwork
By Tayyaba Ishtiaq Mba-11-15

A team
Is a group of individuals who cooperate and work together to achieve a given set of objectives or goals.

Teamwork
Is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization.

TYPES OF TEAMS..

A team from the same departments involved in efforts to improve work activities or to solve specific problems.

A team That works without a manager & responsible for a complete work process or segments.

A team composed of individuals from various specialties.

A team that uses technology to link physically dispersed members in order to achieve a common goal

Why teams:
1. Achieve more with less. 2. Meet Cross Functional Challenges 3. Deal with Rapid Change 4. Engaging and Retaining the Best People 5. Build Mission Focused Team 6. Maximize Lessons Learned

Groups
Individual accountability Purpose and goals are shaped by manager Focus on individual goals

Teams
Individual and mutual accountability Purpose and goals are shaped by team leader with team members Focus on team goals

TEAMS IN PTC
Marketing The marketing arena within Pakistan Tobacco Company includes: Consumer Insights

TEAMS IN PTC
Finance Finance within Pakistan Tobacco Company includes: Setting and delivering against financial objectives

TEAMS IN PTC
Human Resources The HR arena within Pakistan Tobacco Company includes: Managing performance

TEAMS IN PTC
Corporate & Regulatory Affairs Media Relations Strategy & Planning Political Affairs

CHARACTERISTICS FOUND IN THEIR TEAMS:

There is a clear communication amongst team members. They have a clear-cut vision about their tasks. They have the skills that compliment each other.

ZAHRA NAEEM MBA-11-05

CREATING EFFECTIVE TEAMS

WHAT IS AN EFFECTIVE TEAM?

Team is effective when it meets and exceeds the needs for which it was established.i-e to achieve the relevant goals.

An effective team develops ways to share leadership roles and ways to share accountability for their work products, shifting the emphasis from the individual to several individuals within the team

Why exactly an effective team?

An effective team has certain characteristics that allows the team members to function more efficiently and productively. Team members who participate in effective teams, more done in less time, make more profits, and gets more satisfaction.

Characteristics of Effective Teams

Clear goals
High-performance

teams have goals to be achieved &members must set the goals the team wishes to accomplish!

'Pakistan Tobacco Company is committed to providing consumers with excellent products and to demonstrating that they are meeting their commercial goals in the manner expected of a responsible tobacco group in the 21st century.

RELEVANT SKILLS
Technical expertise Problem-solving and decision-making skills Interpersonal skills.
MUTUAL TRUST

Effective teams are characterized by high mutual trust among members. Means, members believe in the ability, character, and integrity of each other.

Internal and External Support

The team should have a sound infrastructure. This includes proper training, a clear and reasonable measurement system that team members can use to evaluate their overall performance, and a supportive human resource system. The right infrastructure should support members and reinforce behaviors that lead to high levels of performance. Externally, team managers should provide the team with the resources needed to get the job done.

To service this exceptional growth in volume, our Teams played a significant role , coming out with flying colors, in not only meeting consumer demands but achieving new heights in productivity and cost savings through the process of high efficiency initiatives.

Factors involved in Team Effectiveness:

Performance, outputs ( assessed by quantity & quality outputs) Behavioral Outcomes (external rating of satifaction with teams work judged by customers) Member Attitudes(team member 'sense that team works well)

TEAM EFFECTIVENESS
Performance Behavioral Member Attitudes

,outputs

Outcomes

More volume (more output)

higher customer satisfaction(met client expectations) Better communication( information sharing beneficial)

sense of togetherness

High effeciency (more done in less time)

sense of involvement

Higher More creativity & Sense of pride(feeling produtivity(more innovation(new ideas of effective teams) done with least generated) amount of resources)

Natasha Shafique MBA-11-17

Issues in Managing Teams:

Managing global Teams Understanding social networks

Managing Global Teams:

Pakistan Tobacco Company is an associate of one of the world's leading tobacco groups, "British American Tobacco Company" (BATC). It follows polycentric attitude.

The Company started its operations in Pakistan in 1947 and is the first multinational to lay feet in Pakistan. In 62 years it has grown from a company operating from a warehouse near Karachi port, employing more than 1,700 people.

Understanding social Networks:

Social network is the informal connections among individuals within a team

Understanding social Networks

Teams informal social relationship can help or hinder its effectiveness. Can formulate an implicit code of ethics Can establishing unacceptable behavior that is against the organizations standards and can even subvert its formal goals at times.

Understanding social Networks

Another recent views shows that interpersonal interconnectedness actually attained their goals better and were more committed to stay together. organizations are recognizing the practical benefits of knowing the social networks within the team

3 Things need to know for social networking strategy:

Everyone must work together Top management must be on board Dont except overnight success

Saira Iqbal Roll No# 34

Drawbacks Benefits conclusion

Benefits

Communication and information exchange may be facilitated and increased New ideas and perspectives can be shared performance and attendance may be stimulated among workers Greater autonomy, variety, identity, significance and feedback for workers can occur

Benefits

Illusion of in vulnerability-creates excessive optimism and encourages extreme risk taking Stereotyped view-characterizes the opposition as too evil for genuine negotiation or too weak and stupid to effectively oppose to the groups purposes

Drawbacks
Disliking team members Mistrusting team members Communication problems Stress and tension

Conclusion

The key to PTC success is the quality of their people working in teams.