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Training on Motivation
Functional area-Middle Management
Topic-Communication and Team Building
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Communication and Team Building
Narinder SinghJTO,RTTC, Rajpura
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What is Communication?
Communication is the method by which
people share their ideas, information, opinionsand feelings. People sharing ideas,
information, opinions and feelings may
contribute to the operations of teams and the
work of individuals.
Communication is a two-way activity
between two or more people. There arevarious modes of communication, some of
which are used more commonly in some
workplaces than others.
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Communication can be used for any one ormore of the following objectives:
InformationAdvice
Order
Suggestion
Persuasion
Objectives of Communication
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Objectives of communication
Education
Warning
Raising moraleMotivation
The main goals of communication are tobuild interpersonal relationship and toinfluence others.
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Communication is the most
important skill in life
We spend most of our working
hours in communicating. But
consider this: Youve spent yearslearning how to read and write,
years learning how to speak. But
what about listening ?
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What training or education
have you had that enables you
to listen so that you really,deeply understand another
human being from that
individuals own frame ofreference.
Communication is the most
important skill in life
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Empathic Listening
The essence of empathic
listening is not that you agree
with someone;its
that youfully, deeply, understand that
person, emotionally as well as
intellectually.
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Empathic listening involves much morethan registering, reflecting, or even
understanding the words that are said.
Communications experts estimate, infact, that only 10 percent of our
communication is represented by the
words we say. Another 30 percent isrepresented by our sounds, and 60
percent by our body language.
Empathic Listening
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In empathic listening, you listen with
your ears, but you also, and more
importantly, listen with your eyes andwith your heart. You listen for feeling,
for meaning. You listen for behaviour.
You use your right brain as well asyour left.
Empathic Listening
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Good Communication
The purpose of communication is to getyour message across to others clearly and
unambiguously.
Doing this involves effort from both the
sender of the message and the receiver.
And it's a process that can be fraught with
error, with messages often misinterpreted
by the recipient. When this isn't detected, itcan cause tremendous confusion, wasted
effort and missed opportunity.
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Good Communication
In fact, communication is only successful
when both the sender and the receiverunderstand the same information as a result
of the communication. By successfully getting
your message across, you convey your
thoughts and ideas effectively. When not
successful, the thoughts and ideas that you
convey do not necessarily reflect your own,
causing a communications breakdown andcreating roadblocks that stand in the way of
your goals both personally and
professionally
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Non-Verbal Communication
There are sometimes subtle and sometimes
not so subtle movements, gestures, facial
expressions and even shifts in our whole
bodies that indicate something is going on.The way we talk, walk, sit and stand all say
something about us, and whatever is
happening on the inside can be reflected on
the outside
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Non-Verbal Communication
By becoming more aware of this body
language and understanding what it might
mean, you can learn to read people moreeasily. This puts you in a better position to
communicate effectively with them.
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Non-Verbal Communication
Typical things to look for in confident peopleinclude:
Posturestanding tall with shoulders back.
Eye contactsolid with a 'smiling' face.
Gestures with hands and arms purposeful anddeliberate.
Speechslow and clear.
Tone of voicemoderate to low.
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common signs th t the person you re spe kingwith m y be feeling defensive include
Hand/arm gestures are small and close to his or
her body.
Facial expressions are minimal.
Body is physically turned away from you.
Arms are crossed in front of body.
Eyes maintain little contact, or are downcast.
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Disengagement
Have you ever delivered a presentation,
and had a sense that people weren't really
buying into what you had to say? What about
working with a group to facilitate a
consensus on responsibilities and
deadlines? Was everyone on board with the
ideas, or did some appear detached?
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Disengagement
Some of these signs and signals include:
Heads are down.
Eyes are glazed, or gazing at something else.
Hands may be picking at cloths, or fiddling with
pens.
People may be writing or doodling.
They may be sitting slumped in their chairs.
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Paris in the springQuickly, what do the words in the triangle say?
T i l i d i l th t i
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Typical signs and signals that a person is
lying
Eyes maintain little or no eye contact, or there may
be rapid eye movements, with pupils constricted.
Hand or fingers are in front of his or her mouthwhen speaking.
His or her body is physically turned away from you,
or there are unusual/un-natural body gestures.
T i l i d i l th t i
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Typical signs and signals that a person is
lying
His or her breathing rate increases.Complexion changes such as in color; red in face or
neck area.
Perspiration increases.
Voice changes such as change in pitch,
stammering, throat clearing.
T pical signs and signals that a person is
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Typical signs and signals that a person is
reflecting on their answer
Eyes look away and return to engage
contact only when answering.
Finger stroking on chin.
Hand to cheek.
Head tilted with eyes looking up.
T f i ti
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Types of communication
Visual communication
Audio Visual Communication
Silence
P i i l f i ti (6 C )
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Principles of communication: (6 Cs)
Clarity: -
Completeness:-
Conciseness:-
Consideration: -
Courtesy:-
Correctness:-
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Types of communication
Downward Communication,
Upward Communication,
Horizontal/Lateral Communication,
Grapevine Communication and Consensus.
B i t ff ti i ti
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Barriers to effective communication
Physical barriers - Noise, time
and distance.Semantic - Interpretation ofwords, by-passed instructions,Denotations and connotations.
Different comprehension ofreality- Abstracting, slanting,Socio-psychological barriers -
Attitudes and opinions.
Filtering - Sender manipulatinginformation so that the receiverwill see it more favourably.Selective perception.
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Emotions - How the receiver feels at the time ofreceipt of a communication influence how heinterprets. In an emotional state of worry,
excitement, fear etc., we will not be able to conveyor accept messages in their real sense.Language - Words mean different things todifferent people depending on age, education and
culture. Source of communication - biased notion.Inattentiveness, Faulty transmissionPoor retention
C i ti Skill
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Communication Skills
Active Listening Skills
Feed Back Skills.
Following
Reflecting
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Active listening requirements
Listen with intensity, acceptance,
empathy and willingness to takeresponsibility.
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Ways to develop active listening
Make eye contact.Exhibit affirmative head nods and appropriate
facial expressions.
Avoid distracting action or gestures - look into
the watch, play with pencil, shuffle the papers
etc.
Ask questions - ensures understanding
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Ways to develop active listening
Paraphrase - Paraphrasing means repeatingthe matters told by the other person in our
words. Eg. Do you mean? You cannot
paraphrase if your mind is wandering.
Avoid interrupting the speaker. Do not over talk.
Make smooth transitions between the roles of
speaker and listen.
Ways to develop effective Feed Back Skills
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Ways to develop effective Feed Back Skills
Focus on specific behaviors
Keep feed back impersonal
Keep feed back goal oriented
Make feed back well timed
Ensure understanding
Conclusion
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Conclusion
In this age of information
explosion, knowledge is
power and communication
is the tool/instrument for
transferring knowledge and
wielding power.
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Team B ilding
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Team Building
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TEAM Building
A team is capable of accomplishing much
more than the sum total of individuals
together to produce results.
Teamwork is stimulating; it encouragesmembers to put in greater efforts and helps
them to give their best.
Qualities of a successful Team Leader
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Qualities of a successful Team Leader
Know your subordinates and treat them as human
Make no favors, dontbear grudges
Be approachable, you listen and when you tell they
listen
You keep your words and you are honest
Be fair to your subordinates and organization
Qualities of a successful Team Leader
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Qualities of a successful Team Leader
You work hard so your subordinates do not mind
you expecting the best from them
One has to improvise his style to suit his work and
the type of team he has to work withDo I make a positive impression on my team
members with my style of functioning to get positive
comments from them?
Characteristics Of a Good Team
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Characteristics Of a Good Team
Clear objectives Roles for all members
clearly understood
Appreciation of each
others qualities
Openness of thoughts ,
beliefs and actions
Trust among members Co-operation in team
members
Effective leadership Ability to deal with conflict
Good communication Purpose of unity
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Fundamental features of a team:
Strong and effective leadership,
The establishment of precise objectives,
Taking informed decisions,
The ability to act quickly so as to carry forwardthis decision communicating freely, developing the
necessary skills and
Techniques to fulfill the assigned tasks.
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What is a TEAM?
A team is a small group of people withcomplementary skills, who are committed to a
common purpose, performance goals and
approach for which they hold themselves
mutually accountable.
Repetitive tasks which require the members to
assume a different fixed roles. These tasks are
usually familiar work performance and can befulfilled independently.
Th T f T k
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Three Types of Tasks
1. Projects: which require creative input from
members, though working in different roles. Themajor attribute is to work in unison and generate
new products.
2. Partners: that demands constant and creativeinput and establishment of new work
milestones. This style of working is more
popular with senior levels of management.
3. The performance of a team depends upon thetype of binding that exists between the group
members.
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Team types
Potential teams
Real teams
Pseudo-teams
P d t
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Pseudo-teams
Pseudo-teams are the weakest of all groups in terms of
performance impact. Their contribution towards thecompany performance is less.
There is a considerable incremental performance need
and the members really try to improve their performance
impact. However, there is more need of clarity ofpurpose, goals and working approach. It has not yet
established collective accountability.
The most worthwhile performance gain comes in
between the potential teams and real teams
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These are the teams with small number of
people having complementary skills that are
equally committed to a common purpose, goals
and work approach for which they holdthemselves mutually accountable
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Real teams
Are basic unit of performance.
This group meets all the conditions of real
teams and also has members deeplycommitted to one anothers personal growth
and success
Guidelines To build up high performance
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Guidelines To build up high performance
Establishing urgency and a sense of directionThe selection of members should be on the
basis of skills and not personality.
Teams need complementary skills to perform
the job. For effective performance, a mix of
three different categories is helpful.
Technical and functional skills
Problem solving skillsInterpersonal skills
Spending time together:
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Team must spend a lot of time together,
especially at the beginning. This time spend
together can be scheduled and unscheduled
creative insights develop when personal
bonding takes place.
Spending time together:
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Principles
In order to strengthen an organization it might
be necessary to weaken a part of it.Assign tasks that will allow the subordinates
to grow and take on additional
responsibilities.
Let your team know you appreciate them
Each member has something to add to the
team
P i i l
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Principles
Fix measurable goals to keep the teamfocused
Everyone in a team thinks in a different way
Have an open door policy if you want to beaccessible
Do not bring problems, bring solutions
Be tough on problems not people.
Internal Conflicts
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Internal Conflicts
Internal conflicts are likely to happen because
of different individual temperaments, mental
setups, attitudes and behaviors. The internalconflicts lead to problems of internal co-
ordination.
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The causes of internal conflicts
Communication gap
Group & individual rivalry
Lack of communication skillsViolation of communication channels
Vested interests of few people controlling the
masses, such as union leaders
Aggressive nature of some of the individual
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Aggressive nature of some of the individual
Organizational climate Unfair system of
reward and punishment may be responsible
for internal conflicts.
Role based conflict Depending on the
importance of the role in the organization,one may have more important position
among his colleagues.
Favoritism shown by the superiors & leaders
of team, etc.
Effects Of Internal Conflicts
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Effects Of Internal Conflicts
Reduction in the efficiency
Affecting the work progress
Affecting the revenue earned by the
organization
Mars the image of the departmentCustomer feels less confidence and realistic
towards the organization and as such loses
faith in organizations reliabilities, credibility
and goodwill.
Wh i T W k R i d ?
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Why is Team Work Required ?
A team is developed wherever people have to work
together to produce results.
A team is capable of accomplishing much more
than the sum total of what the members are
capable of accomplishing individually.Teamwork is stimulating; it encourages members to
put in greater effort and helps them to give their
best.
Pieces fit together without distortion and togetherproduce some overall pattern.
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In other words, manage your processes so
outputs always meet or exceed specifications
with little waste from making mistakes. For this
we need to develop team spirit and team valuesin every employee.
T S i i V l
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Team Spirit Values
Values are beliefs people hold about what is
right, moral, just, and so on. They serve as
guideposts for how to behave in different
situations.In an organization where teamwork is not
practiced well, you might find managers and
workers blaming individuals when outputs
dontmeet specifications
V l S h A
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Values Such As
If I do a good job thats all I have to worry
about.
Problems are the result of somebody elsescreation
Individuals who make mistakes will only have
to suffer the consequences
Were All In This Boat Together Organization,
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Employees and Customers
If you really believe the value were all in this
together, when something goes wrong, your
first inclination wont be to find the culprit. And
when the organization is successful, you willtake actions to share the rewards of that
success and to recognize that everyone played
a part.
T W k V l 2
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Team Work Value 2 :
Equal importance for all members, no
subordinates or superiors distinction in work.
Remember we are talking about the teamwork
attitude here, so this value has to do with how
people view and interact with one another.This value suggests to everyone weare going
to focus on the reason we are all here: To
better serve our customers and generate the
profit we need to stay in business and grow.
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When a companys managers eliminate the
superior- subordinate attitude and replace it withthe idea that we are all teammates, everyone
feels more open to express whats on their
minds. Everyone will come to appreciate that all
employees have something to contribute. Theywill come to see that it makes sense to create
an environment that :
Maximizes rather than restricts an employeescontribution
Facilitates cooperation in executing processes
Team Work Value 3:
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Open, honest communication is vital
Teammates need to be able to speak candidly,
honestly with one another. For this they need
following characteristics.Listening: Along with empathy comes listening.
Listening requires patience and concern to
hear the other party without any prejudice or
presumptions.
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The next picture shows the qualities which a leadershould have in order to successfully lead a team.
Five of them are:-
Inner strengths namely:-
1. Vision.
2. Self-belief.
3. Result-focused.
4. Courage.
5. Integrity
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Five outer signs of great team-leadership are -1. Communication
2. Commitment
3. Teamwork
4. Visibility
5. Attentiveness
Communication
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Vision
Result-focused
Commitment
Attentive
CourageTeamwork
Self-belief
Integrity
Visibility
Innerstrengths
Case Study -1L d hi d T b ildi Skill
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Leadership and Team building Skills
Scenario 1
Mr. Goni is a JTO supervising an RSU connecting two SEZsin Noida, UP. Recently, the RSU had a prolonged outage of 5
hours. The expected MTTR(Mean time to repair) is
approximately 20 minutes. One of the IT consulting
companies in the SEZ (who lost a big contract due to thiscommunication blackout) asked a few questions from the
BSNL staff and sent the analysis below to the GMTD,
NOIDA. One JTO (Mr Goni), one TTA (Mahesh) and 2 TMs
(Mahto and Jaswant) are permanently posted in the RSU.
There was as short circuit in the float rectifier at 0900 hrs.
The JTO was not present on site. The TTA logged the fault
but did not inform the JTO.
Case Study -1L d hi d T b ildi Skill
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Leadership and Team building Skills
There was as short circuit in the float rectifier at 0900 hrs.
The JTO was not present on site. The TTA logged the faultbut did not inform the JTO.
The TTA tried to rectify the fault. The spares were locked in
a store. One of the TMs had the key to the store. But the TM
would not release the spares without authorization by the
JTO.The exchange ran on battery power for nearly one hour
before shutting down.
The MSU staff noted that the RSU was down and contacted
the JTO. The JTO rushed to the site, opened the store,
replaced the faulty rectifier cards and got the power running.But the RSU did not restore. Other services such as mobile
and WLL also did not restore as the STM-1 equipment was
down.
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One of the TMs (Mahto) had an Airtel connection and with
that the staff contacted SDE (Transmission). He was asked tosend staff to restore the SDH equipment immediately but he
refused saying that no one was available.
Meanwhile two hours passed and irate customers started
crowding the RSU. Someone called the GMTD.
GMTD called the DGM. DGM rushed to the site and orderedSDE (Transmission) to send someone immediately. SDE
(transmission) revealed that the TTA posted in the RSU was
trained in SDH and should be able to restore services.
Under pressure from the DGM and irate customers, the TTAreset the STM-1 configuration and restored the SDH links.Mobile and WLL restored immediately and the exchangerestored after download from the MSU.
Answer the following
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Answer the following
Question 1: Who should be blamed for the outage
time lasting 5 hours, the JTO, the TTA, the TMs, theDGM or perhaps the GMTD?
Question 2: Why do you think the TTA did not
inform the JTO? Was it right?
Question 3: Why do you think the JTO did notallow stores to be issued without his permission?
Was it right?
Question 4: Why didnt the TTA volunteer to
restore the STM-1 when the power came back?
Was it right?
Scenario 2
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There is a TTA posted in a remote village in Manipur
maintaining and AN-RAX exchange and one mobile BTS.The working connections are 100 landline and 150 mobile
connections. There is a waiting list of 100 but these
people live behind a hillock where there is no mobile
coverage. And there is no distribution cable laid out in that
area.
Thero is a devout Christian. Unfortunately his church is
behind the hillock. His pastor regularly reminds him that
they are waiting for a BSNL connection. That worries Theroa lot. He is widely respected in the village as the one who
connects the remote village to the rest of the world.
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Many times, Thero put up the case of laying distribution
cable to his seniors in Imphal. The case was rejected ascurrently there was a ban in SSA on laying out new
distribution cable. Thero also does not have much support
from lower staff. He has two TMs who are irregular in
attendance and one RM, who is sincere but not skilled.
Then Thero made a plan. In the next meeting he attended
in Imphal he promised that he would single-handed clear
the entire waiting list in his village provided he is issued
some distribution cable from the maintenance reserve. HisDE who belonged to the same village, agreed.
Thero got the cable. The next challenge was to lay out the
cable.
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First, he called his staff, the two TMs and RM. He began
quietly, Thisproject of giving connections to our church andvillagers is bigger than any of us. We have to overcome all
our failings and for once put in our best. Not because we will
get paid for itwe will get paid anyway.but because the
seniors and the entire village are looking up to usand we
have to deliver. Inspired, his staff came out with their
problems. The TMs said that they were sorry that theycould
not attend regularly due to household problems. Thero
promised to speak to the village headman to resolve the
issues. The RM was not skilled in jointing. Thero promised toget him trained immediately.
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Next, he met the village council and the pastor. He arranged for
two teams of volunteers to do the digging. A month later Therowas ready with his men and material. Four months and a lot of
hard work later, the distribution cable reached the last person in
the waiting list. That Sunday there was a special prayer service in
the church for all the people who contributed. A special invitee to
the ceremony was GMTD Manipur who was asked to cut a cakecelebrating the second monthly anniversary of the churchsbrand
new (and fault-free up to now!) BSNL connection!
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Question 1: Was Thero right in doing what he did?
Question2:Compare Thero and Mr Goni (from previous
example) as leaders
Question 3: Compare their staff
Question 4: What was the role of the top management here?
Question 5: What should Thero plan for the village now?
Question 6: How do you think his staff should support him?Question 7: How should the senior management support him?
Question 8:Theros case. Is it one isolated incident or many
such things can happen all over BSNL?
Question 9: What corrective action should the supervisor theJTO- take to prevent the reoccurrence of the incident?
Question 10: What should be the role of the senior
management- the DGM and GM- in future?
5/27/2018 2 Communication and Team Building for Middle Management-HSP
75/75
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