CHAPTER 1 1.

INTRODUCTION
Teamwork is work performed by a team 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
The process of working collaboratively with a group of people in order to achieve a goal. Teamwork is often a crucial part of a business, as it is often necessary for colleagues to work well together, trying their best in any circumstance. Teamwork means 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.

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 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.

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

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 them feel 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.

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

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 Benchmark divide 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.

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, including physicians, nurses, and other allied health professionals, as well as communitybased 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 or volunteers, 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

technology, in absentia health care is becoming more common. This could be when practitioner and patient communicate over the phone, 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 of gross 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

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 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.
with

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

Transformation
China has implemented a long-term transformation of its health care industry, beginning in the 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

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 Address Managing Director Contact person Phone Vcare Trichology health clinic Pvt Ltd. Globus building, 3th floor, Pondy bazaar, T.Nagar, Chennai. Mrs. Praba reddy Mrs. Origandi 9566002041

Fax E-mail Web Site Year of Establishment Product(s) Manufactured Tie - Ups Sisters concerns Conformity to Standards Compliance to ISO Foreign Collaboration Manpower Total (Nos.) Effluent Generated

+91-44-240229 admin@vcaretrichology.com www.vcaretrichology.com 1991 Hair and skin oils & gels, shampoos Oriyanna health network private limited. Vcare pharcos Vcare institute Indian Standards ISO 9001, ISO 14001 Oriyanna cosmetic products 181 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

1.2.2 PROCESS

MANAGEMENT

Call Conversion Service Customer Identification Advertising Marketing Media

Customer Interaction Call Centre

Consulting Appointment Analyzing Customer Problems Consultant

Selecting the Branch

Treatment HR Print --

Testing Methodology

Systems

Word of Mouth

Networ k Admin

ORGANIZATION CHART

2. DESIGNING OF STUDY

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. 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 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.

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 oriented vs 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.

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 to emergencies 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

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 employeerelated 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 postfacto 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

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

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.

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

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

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 = Total no. of Respondents From the above formula, we can get percentages of the data given by the respondents. X100 (2.1)

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. Chisquare, 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 = O E = = Observed frequency Expected frequency (2.2) E

CHAPTER - 3 3. ANALYSIS AND INTREPRETATION TABLE 3.1 Location:

S. No 1 2 3 Location Rural Semi urban Urban Total No. of Respondents 10 10 80 100 Percentage 10 10 80 100

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:

S. No 1 2

Marital Status Single Married Total

No. of Respondents 54 46 100

Percentage 54 46 100

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:

S. No 1 2 3 4

Annual Income Below 5000 5001-8000 8001-10000 Above 10000 Total

No. of Respondents 2 15 15 68 100

Percentage 2 15 15 68 100

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

S. No

Age 18-25 26-35 36-45 Above 45 Total

No. of Respondents 27 32 26 15 100

Percentage 27 32 26 15 100

Age:

1 2 3 4

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

View based on their Age Level

Education:

S. No 1 2 3 4

Education SSLC HSC Degree Others Total

No. of Respondents 9 20 38 33 100

Percentage 9 20 38 33 100

Chart Opinion based on their Education Level

TABLE 3.6

RESPONDENTS BASED ON COMMON AND AGREED VISION OF FUTURE SUCCESS

Particulars Strongly disagree Disagree No of respondent 8 10 50 20 Percentage 8 10 50 20

Agree
Strongly agree

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

TABLE 3.7 RESPONDENTS BASED ON COMMON GOALS WHICH MOTIVATES THEM TO ACHIEVE
Particulars Strongly disagree Disagree No of respondent 12 23 28 37 Percentage 12 23 28 37

Agree
Strongly agree

Source: primary data 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, and 37% of the respondents belonging to strongly agree.

CHART - 3.7 RESPONDENTS BASED ON COMMON GOALS WHICH MOTIVATES THEM TO ACHIEVE

TABLE 3.8 RESPONDENTS BASED ON SHARED VALUES AND BELIEFS WHICH BIND THEM TOGETHER
Particulars Strongly disagree Disagree No of respondent 32 23 33 12 Percentage

32
23 33 12

Agree
Strongly agree

Source: primary data Inference In this study it inferred that, 32 % of the respondents belonging to strongly disagree, the respondents belongs to strongly agree. 23

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

CHART - 3.8 RESPONDENTS BASED ON SHARED VALUES AND BELIEFS WHICH BIND THEM TOGETHER

TABLE 3.9 RESPONDENTS BASED MUTUAL SUPPORTIVE AND HELPING TO OVERCOME PROBLEMS
.
Particulars Strongly disagree Disagree No of respondent 0 15 49 36 Percentage

0
15 49 36

Agree
Strongly agree

Source: primary data 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 says Strongly disagree.

CHART - 3.9 RESPONDENTS BASED MUTUAL SUPPORTIVE AND HELPING TO OVERCOME PROBLEMS

TABLE 3.10 RESPONDENTS BASED ON WILLINGNESS TO BE LED A BATTLE FOR LEADERSHIP

Particulars Strongly disagree Disagree No of respondent 45 15 24 16 Percentage

45
15 24 16

Agree
Strongly agree

Source: primary data 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 belonging to strongly agree.

CHART - 3.10 RESPONDENTS BASED ON WILLINGNESS TO BE LED A BATTLE FOR LEADERSHIP

TABLE 3.11 RESPONDENTS BASED ON INNOVATIVE AND CREATIVE THINKING TECHNIQUES TO GET BREAK THROUGH PROBLEMS
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 08 16 26 50 100 Percentage 08 16 26 50 100

CHART -3.11 RESPONDENTS BASED ON INNOVATIVE AND CREATIVE THINKING TECHNIQUES TO GET BREAK THROUGH PROBLEMS

TABLE 3.12 RESPONDENTS BASED ON CONSULT OPENLY WITH ONE ANOTHER

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data Inference: In this study it refers that, 24 % belongs to strongly disagree, 16 % belongs to disagree, % belongs to agree, 9 % belongs to strongly agree. 51 No. of Respondents 24 16 51 9 100 Percentage 24 16 51 9 100

CHART - 3.12 RESPONDENTS BASED ON CONSULT OPENLY WITH ONE ANOTHER

TABLE 3.13 RESPONDENTS BASED ON USING VARIETY OF PROBLEM SOLVING TECHNIQUES

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 4 21 52 23 100 Percentage 4 21 52 23 100

CHART - 3.13 RESPONDENTS BASED ON USING VARIETY OF PROBLEM SOLVING TECHNIQUES

TABLE 3.14 RESPONDENTS BASED ON TOWARDS ACTIVE LISTENING TO EACH OTHER

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 29 36 12 23 100 Percentage 29 36 12 23 100

CHART - 3.14 RESPONDENTS BASED ON TOWARDS ACTIVE LISTENING TO EACH OTHER

TABLE 3.15 RESPONDENTS BASED ON WHOLE IS SOLUTION ORIENTED VERSUS PROBLEM ORIENTED
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data Inference: In this study it refers that, 62 % belongs to strongly, 28 % belongs to disagree, 8 % belongs to agree, 2 % belongs to strongly agree. No. of Respondents 62 28 8 2 100 Percentage 62 28 8 2 100

CHART - 3.15 RESPONDENTS BASED ON WHOLE IS SOLUTION ORIENTED VERSUS PROBLEM ORIENTED

TABLE 3.16 RESPONDENTS BASED ON ACCEPTANCE AND USE OF INDIVIDUAL STRENGTH

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 45 45 4 1 100 Percentage 45 45 4 1 100

CHART - 3.16 RESPONDENTS BASED ON ACCEPTANCE AND USE OF INDIVIDUAL STRENGTH

TABLE 3.17 RESPONDENTS BASED ON ACTIVELY ENCOURAGED TO USE THEIR NATURAL GIFTS AND TALENTS
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 12 21 54 13 100 Percentage 12 21 54 13 100

CHART - 3.17 RESPONDENTS BASED ON ACTIVELY ENCOURAGED TO USE THEIR NATURAL GIFTS AND TALENTS

TABLE 3.18 RESPONDENTS BASED ON WORK WITH FLEXIBILITY

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 24 14 28 13 100 Percentage 24 14 28 13 100

CHART - 3.18 RESPONDENTS BASED ON WORK WITH FLEXIBILITY

TABLE 3.19 RESPONDENTS BASED ON HAPPY TO SUPPORT TEAM MEMBERS WEAKNESS

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 28 32 24 16 100 Percentage 28 32 24 16 100

CHART - 3.19 RESPONDENTS BASED ON HAPPY TO SUPPORT TEAM MEMBERS WEAKNESS

TABLE 3.20 RESPONDENTS BASED ON EVERYONE ACTIVELY INVOLVED FOR A COMBINED EFFORT
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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 % of the respondents belonging to strongly agree. No. of Respondents 52 32 14 2 100 Percentage 52 32 14 2 100

CHART - 3.20 RESPONDENTS BASED ON EVERYONE ACTIVELY INVOLVED FOR A COMBINED EFFORT

Finance Problem

TABLE 3.21 RESPONDENTS BASED ON OPENLY SHARE INFORMATION FOR THE GOOD OF THE TEAM
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 18 42 28 12 100 Percentage 18 42 28 12 100

CHART - 3.21 RESPONDENTS BASED ON OPENLY SHARE INFORMATION FOR THE GOOD OF THE TEAM

TABLE 3.22 RESPONDENTS BASED ON TO SHARE THEIR INDIVIDUAL RESOURCE FOR HELP
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data Inference: 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. No. of Respondents 32 42 14 12 100 Percentage 32 42 14 12 100

CHART - 3.22 RESPONDENTS BASED ON TO SHARE THEIR INDIVIDUAL RESOURCE FOR HELP

TABLE 3.23 RESPONDENTS BASED ON SPOT AND RESPOND TO THE NEEDS OF OTHER TEAM MEMBERS
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 12 11 36 41 100 Percentage 12 11 36 41 100

CHART - 3.23 RESPONDENTS BASED ON SPOT AND RESPOND TO THE NEEDS OF OTHER TEAM MEMBERS

TABLE 3.24

RESPONDENTS BASED ON OFFERING HELP WHILE OTHER TEAM MEMBERS IS IN STRUGGLE

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data Inference: 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. No. of Respondents 6 15 36 43 100 Percentage 6 15 36 43 100

CHART - 3.24 RESPONDENTS BASED ON OFFERING HELP WHILE OTHER TEAM MEMBERS IS IN STRUGGLE

TABLE 3.25 RESPONDENTS BASED ON WHOLE COMPLIES WITH THE VALUES AND BEHAVIOURAL STANDARD
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 18 21 28 33 100 Percentage 18 21 28 33 100

CHART - 3.25

RESPONDENTS BASED ON WHOLE COMPLIES WITH THE VALUES AND BEHAVIOURAL STANDARD

TABLE 3.26 RESPONDENTS BASED ON WHOLE JOINTLY DEFINES ITS SUCCESS CRITERIA
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data Inference: In this study it inferred that, 28 % of the respondents belonging to strongly disagree, belongs to strongly agree. 41 No. of Respondents 28 41 26 15 100 Percentage 28 31 26 15 100

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

CHART - 3.26

RESPONDENTS BASED ON WHOLE JOINTLY DEFINES ITS SUCCESS CRITERIA

TABLE 3.27 RESPONDENTS BASED ON WHOLE IS KEEN TO MEASURE ITS SUCCESS

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data Inference: In this study it refers that, 60 % of the respondents belonging to strongly disagree, belongs to strongly agree. 29 % of the respondents belonging to disagree, 11 % of the respondents belonging to agree and 0% No. of Respondents 60 29 11 0 100 Percentage 60 29 11 0 100

CHART - 3.27

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
S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 28 29 21 22 100 Percentage 28 29 21 22 100

CHART - 3.28

RESPONDENTS BASED ON COACH AND TRAIN ONE ANOTHER TO RAISE THE LEVEL OF EXPERTISE

TABLE 3.29 RESPONDENTS BASED ON WHOLE IS EXTERNALLY ORIENTED

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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 % of the respondents belonging to strongly agree. No. of Respondents 32 29 21 18 100 Percentage 32 29 21 18 100

CHART - 3.29

RESPONDENTS BASED ON WHOLE IS EXTERNALLY ORIENTED

TABLE 3.30 RESPONDENTS BASED ON WHOLE IS COMMITTED TO CONTINUOUS IMPROVEMENT

S. No 1 2 3 4 Work load Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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. No. of Respondents 18 42 28 12 100 Percentage 18 42 28 12 100

CHART - 3.30 RESPONDENTS BASED ON WHOLE IS COMMITTED TO CONTINUOUS IMPROVEMENT

TABLE.3.34 ANALYSIS USING CHISQUARE RELATIONSHIP BETWEEN TABLE.3.34 ANALYSIS USING CHISQUARE

RELATIONSHIP BETWEEN MARITAL STATUS AND SHARING INFORMATION.

Income Strongly Disagree Disagree Agree Strongly Agree Total Source: primary data 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 / E Calculated value = 5.34 Degrees 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. Marital Status Single 4 (.15) 12 (.45) 19 (.11) 19 (1.75) 54 Married 5 (.17) 15 (.53) 19 (.13) 7 (2.05) 46 Percentage 9 27 38 26 100

TABLE 3.35 ANALYSIS USING CHISQUARE

RELATIONSHIP BETWEEN INCOME AND PROBLEM SOLVING SKILL Problem Solving S.D 1 (8.72) 2 (.28) 2 (.28) 4 (.73) 9 D 1 (8.72) 2 (.28) 2 (.28) 4 (.73) 9 A 0 (1.12) 3 (3.47) 4 (2.3) 49 (.63) 56 S.A 0 (.4) 8 (8.3) 7 (5.33) 11 (.5) 26 2 15 15 68 100 Percentage

Location Below 5000 5001-8000 800110000 Above 10000 Total Source: primary data Null hypothesis

There is no close relationship between income and the team as a whole is solution oriented vs problem oriented . Alternative hypothesis There is close relationship between income and the team as a whole is solution oriented vs problem oriented . Chi square (2)= (O E)2 / E Calculated value = 42.07 Degrees of freedom = (R - 1) (C - 1) = 9 Tabulated value for 3 degrees of freedom at 5% level of significance is 16.9 Inference The calculated value is higher than the tabulated value .Ho is rejected. Therefore there is a close relationship between the income and the team as a whole is solution oriented vs problem oriented .

RELATIONSHIP BETWEEN AGE FACTOR AND SUCCESSFUL TEAM Successful Team S.D 2 (0.075) 2 (.075) 2 (.09) 3 (2.4) 9 D 2 (0.27) 3 (.27) 2 (.23) 2 (.31) 9 A S.A 27 32 26 15 100 Percentage

AGE 18-25 26-35 36-45 Above 45 Total Source: primary data

15 8 (0.05) (1.47) 22 5 (0.05) (1.47) 16 6 (.0009) (.10) 9 1 (.12) (.03) 62 20

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. Alternative hypothesis Chi square (2) = (O E)2 / E Calculated value = 7.466 Degrees of freedom = (R - 1) (C - 1) = 9 Tabulated value for 3 degrees of freedom at 5% level of significance is 16.9 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.

 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 inferred that, 54% of the respondents belonging to the single group and 46% of the respondents belonging to the married group. 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. 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. 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, and 37% of the respondents belonging to strongly agree.

 In this study it inferred that, 32 % of the respondents belonging to strongly disagree, 12% of the respondents belongs to strongly agree.

23

% of the respondents belonging to disagree, 33 % of the respondents belonging Agree and 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. In this study it inferred that, 08 % belongs to strongly disagree, 16 % belongs to disagree, 26% belongs to agree, 50 % belongs to strongly agree. In this study it refers that, 24 % belongs to strongly disagree, 16 % belongs to disagree, 51 % belongs to agree, 9 % belongs to strongly agree. In this study we identify that, 4% belongs to strongly disagree, 21 % belongs to disagree, 52 % belongs to agree, 23 % belongs to strongly agree. In this study it inferred that, 29 % belongs to strongly disagree, 36 % belongs to disagree, 12 % belongs to agree, 23 % belongs to strongly agree. 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. 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. 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.

 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 % of the respondents belonging to strongly agree. 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 % of the respondents belonging to disagree, 28 % of the respondents belonging to agree and 33% belongs to strongly agree. In this study it inferred that, 28 % of the respondents belonging to strongly disagree, and 15% belongs to strongly agree. In this study it refers that, 60 % of the respondents belonging to strongly disagree, 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 18 % of the respondents belonging to strongly agree. 29 % of the respondents belonging to disagree, 11 % of the respondents belonging to agree and 41 % of the respondents belonging to disagree, 26 % of the respondents belonging to agree

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.

 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.

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.

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 [ ] 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______ b) Semi urban [ ] c) Urban [ ] :

II. Instructions:

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..

S.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

STATENENT There is a common and agreed vision of future success for the team. Team members have a common goal which motivates them to achieve a desired result. Team members have shared values and beliefs which bind the team together. Team members are mutually supportive, willingly helping each other to overcome problems to achieve success. There is a willingness to be led versus a battle for leadership. Team members use innovative and creative thinking techniques to get break through to problems. Team members consult openly with one another to identify the teams objectives and key issues which need to be addressed. Team members use a variety of problem solving techniques to remove obstacles to their success. Team members actively listen to each other striving for understanding in order to work better together. The team as a whole is solution oriented versus problem oriented. There is an acceptance and use of individual strengths within the team. Team members are actively encouraged to use their natural gifts and talents. Team members work with flexibility and adaptability versus getting stuck in a rut. Team members are happy to support peoples weaknesses to ensure the best result is achieved. Everyone is actively involved in a combined effort focused on achievement of results. Team members openly share information for the good of the team. Team members share their individual resources to help the overall team effort. Team members spot and respond to the needs of other team members. Team members offer their help to other team members when they are struggling. The team as a whole complies with the values and behavioral standard laid down by the organization. The team as a whole jointly defines its success criteria. The team as a whole is keen to measure its success. Team members coach and train one another

STRONGL Y DISAGREE

DISA AGREE GREE

NEUTR AL

STRON GLY AGREE

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

WEB SITES www.vcaretrichology.com www.questiopro.com www.bing.com www.mbaguys.com www.google.co.in