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Journal of Indian Institute of Management Bangalore

IIM Bangalore offers Degree-Granting Programmes, a Diploma Programme, Certificate Programmes and Executive Education Programmes and specialised courses in areas such as entrepreneurship and public policy.

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The Indian Institute of Management Bangalore (IIMB) believes in building leaders through holistic, transformative and innovative education

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Team Work Training for Improving Performance Management

Volume 19, Number 4 Article by V N Srivastava and A S Bhattacharya December, 2007

Team Work Training for Improving Performance Management: A Case of Indian Nuclear Power Plants :

The need for safety in production and work procedures makes tasks and task conditions highly demanding. While construction, operations and maintenance are extremely critical functions for the high performance of nuclear power plants, performance is also a key issue in the nuclear industry. The performance of any plant depends on how its people direct their competence and exploit the technology and other resources. The goal of the Nuclear Power Corporation of India Ltd (NPCIL) – zero-defect performance – demanded changes in behaviour, attitudes, skills and learning and problem solving systems. At the instance of NPCIL’s top management, a teamwork training intervention was undertaken between 1994 and 1998. A customised programme, developed in consultation with the National Productivity Council and the Kabil Development Foundation, was conducted in the construction power projects and operating power stations, covering a total of about 1300 first line supervisors in 37 customised programmes of five days each. This paper describes the experience of the authors, who were associated with the design, development and organisation of these programmes.I.

Based on the Tuckman and Jenson conceptual model of team building, the programme was organised in six modules: teambuilding and development, individual assessment, leadership development, communication, problem solving, and conflict management and assertiveness development. Each session had its own specific instruments and exercises, adapted from the literature to suit the requirements of the organisation. Evaluation of the course involved monitoring of indicators and analysing information, followed by initiating corrective action. The programme had a significant impact in terms of improvements in the shop-floor interactions of the plants, the overall functioning and the team working of the operations and maintenance departments; and could be adapted to suit the needs of other public sector organisations.

Reprint No 07408