ORPIC Strategic Management

Introduction

Strategies of the business organization are very important in its development as the business strategy can change the company's current and future positions and it can help it reach and better competitive advantage in future. This makes the company in need for wise management and effective strategic management that can run the business based on a supportive change and a new strategy. (Babatunde and Adebisi, 2012) This report is discussing how strategies of the business organization should be changed for purposes of development and improvement using the theoretical views and ideas and implementing them by experts in the work environment. Orpic is used an example that can follow the differentiation strategy of Porter in order to present its services and products to the market in a new way. The research is based on views of authors in the literature and presents different relevant analysis that targets the Omani market and life. The research is considered an attempt to guide a company towards achieving higher levels of success in its filed and industry which is the oil refineries and petroleum industry as the company is one of the greatest oil companies in the Gulf and the Middle East and changing its strategy can develop and upgrade its competitiveness to beat international companies in the same industry.

 Analysis of the industry and the firm

Orpic is a large oil company in Oman and it is one of the fast growing oil company in the Arab Gulf area. The company has many refineries for oil in Muscat and in Sohar. It also has plants for producing aromatics and polypropylene in Sohar for presenting products made of plastic, fuel, aromatic products, chemicals and other petroleum products to the Omani market and to other different areas in the world. The company is characterized with having a strong management and a strong strategy but the current strategy is in need to be changed in order to develop the company's business and competitiveness. The company is owned by the Omani government and with shares of Oman Oil Company SAOG. It has different growth plans that made it bear an ambition of being more prevailing as a local and an international oil company. This makes the company has forward thinking techniques to build up its future based on research, theories and real practice. In the oil industry, the company is considered one of the most important companies that recruits more than 2000 employees and that has a good human resource management. it has a shared common goal with its employees which is building a strong integrated Omani refinery and petrochemical business that can easily be internationalized. Orpic is a company that depends on safe operations and reliable management as it gives high care for the environment and the society as it has different corporate social responsibility activities in Oman aiming at developing and improving it. Orpic has a number of plants in Oman such as the Mina Al Fahal Refinery in Muscat and in Sohar it has Sohar refinery, polypropylene plant and the Aromatics plant. It also has an integrated complex that includes four main industrial plants working in Muscat and in Sohar and they are joined by a 266 KM pipeline delivering feedstock from Mina Al Fahal Refinery to the Sohar plants which shows how far the company has strong infrastructure and is able to develop its abilities to improve its processes. The company's business depends on taking the raw materials including mainly the crude oil from Oman in order to process them for creating a number of important high quality fuels and other petrochemical products. The company also uses its other plants such as that in Minal Al Fahl for processing its crude oil into fuel products that are marketed in Oman and in the Arab Gulf and in other different international markets. The company's products also include plastic products, Benzene, industrial chemicals, paraxylene and thermoplastic polymer that is sued in many products such as carpets and banknotes. The company's two refineries have a high production capacity estimated with 222.000 crude oil barrels that is turned to naphtha, gas oil, gasoline, fuel oil, jet fuel and liquid petroleum gas which confirms that the company needs a new strategy in order to innovate in its products and in marketing them well in Oman and in the world. The company depends on a growth strategy and it has different projects based on this strategy and aiming at improving its environmental performance and extracting greater business value such as Sohar refinery improvement project, Muscat-Sohar product pipeline and the Liwa plastic industries complex. (Orpic, 2016)

The petroleum and oil refinery industry is very important today on Oman and in the whole world as there are different developments in the industry daily locally and internationally which raises competiveness and makes Orpic work hard to develop and improve its production. This makes it seeks a new strategy to apply and new techniques for improvement. This industry includes different processes such as exploration of oil, refinery, transportation and marketing the different products which includes plastics, petroleum and other products. In Oman, this industry is very strong and has different fields. The biggest and most important field is fuel industry as it has the largest volume among oil industries in Oman. Fuel oil and petrol are the two main important products found there. Yet there are also other chemical products that can be gained through this industry such as using the raw petroleum materials for making fertilizers, solvents, pharmaceuticals, pesticides and plastic products. Petroleum products means that they are relevant to a big number of other industries such as agriculture, furniture, plastic, kitchen tools and others which makes it a vital main tool for different businesses and industries. It is also important in the industrial civilization such as in making roads, building and maintenance operations. Oil is very important in energy consumption in the world ad it accounts for a big part of it internationally especially in the Middle East as it accounts for 53% of all energy consumption. Oman oil industry plays a very important role in the country's economy as this sector is considered the most important industry in Oman and it is still growing to compete different countries in the Gulf area and in the world. There is a great focus from the ministry of oil and gas in Enhanced Oil Recovery techniques and raises the products used in Oman's gas and oil consumption and in improving the applications used in the industry. The ministry of oil and gas in Oman gives high interest in improving the production of oil and gas and in developing plans and policies used to maintain optimum oil and gas exploitation. The government also tries to develop its laws and legislations and make them suitable to the developments occurring in transportation and dealings of oil and oil prices locally and internationally and to cope with changes occurring in the different needs of energy worldwide. The government is also keen to establish petroleum agreements with international companies working in oil and gas to agree and recognize the different laws and legislations related to oil production and consumption internationally. The industry in Oman is developing with a high need for change and applying new strategies that can cope with the great changes occurring worldwide in promotion techniques, marketing techniques, development and production. (Jccp, 2016)

Loss angles abrasion and aggregate impact value.

1. TITLE: Loss angles abrasion and aggregate impact value.
2. AIM OF THE EXPERIMENTS: To knowledge the difficulties course of Aggregate that through Angles abrasion loss test.

In experiment 7, The test is to determine the total impact value of coarse aggregates as IS: 2386

( Part IV ) – 1963

3. THEORY: In experiment 6, The Testing for Loss Angles Abrasion in Machine composes a hollow through steel cylinder and closed in both ends, an inside  having diameter of 28" and an inside length 20". Cylinder is placed in the shafts stub  that will be attached to both ends of the steel cylinder, which do not enter and mounted in such a way that it can be rotated around its center in a horizontal position. Slot is provided in the cylinder for the introduction of the test sample and that it can be closed dust-tight with the removable cover closed in place. The cover is designed to preserve the Contour of the cylindrical inner surface. They are placed on the shelf so the charges do not fall into the cover or come in contact with them during the probationary period. Steel rack removable radial projection 3- ½" into the cylinder and extending its full length is mounted along one thing of the interior surface of the cylinder. Also, The shelf is such thickness and so mounted by bolts or other approved means to be strong & firm. The position of the shelf, which is like the distance from the shelf to the opening of the measure along the perimeter of the cylinder, which should be in the direction of rotation of at least 50 ".If It stops the lid on the bottom, so it can be difficult to access the site, and move the barrel through the panel and then the weight of the external push forward and then reverse with the withdrawal of move the barrel to the wanted position.

In experiment 7, the road aggregate it was  has been manufactured to a specified grading stockpiled,  transported, spread loaded into trucks, tipped, and set up when was manufactured. Some degradation may take place and result in a change in grading and the production of excessive and undesirable fines if the aggregate is weak. However, when an aggregate complying with a specification at the quarry in the pavement, it may fail to do so. It can be quite high for  the Granular base layers and surfacing to be prone to repeated loadings from big truck tyres and stress at the contact points of aggregate particles. These crushing tests can manifest aggregate properties vulnerable to mechanical degradation of this form. The table below shows requirements. A . KAIKADE, J . (2005).

4. APPARATUS: 

Experiment 6:

Standard Sieves , Los Angeles Machine ,  Drying Oven , Steel balls Charge , Scales and 1.70 mm(No.12) sieve.

Figure 6.1: Equipment’s of experiment

Experiment 7:

• Weighing Tools: Impact testing machine conforming to IS: 2386 Sieves and sizes  10 mm 2.36 mm and 12.5 mm).
• A cylindrical metal measure of ( 75 mm dia.)+( 50 mm depth ).

Figure 7.1 : Equipment’s of experiment

5. MATERIALS:

Experiment 6

Aggregate Coarse

6. EXPERIMENT METHOD:

Experiment 6:

1.Wash and so oven‐dry 5000 grams  sample  of the aggregate - dry to a constant mass at 230 ºF ( + / - 9)( 110  ° C  ( + / -  5 )) nest sieves in order of decreasing size of the opening, and place sample  of aggregate on the top sieve.

2. sample of separate  to the individual size fractions with sieving material retained weight in each sieve.

3. Reassemble material  sieved to the required grades - the total mass of the nearest record 1 gram.

4. Rotate the drum for five-hundred revolutions at a constant speed of 30 to thirty -three rpm - approximately a quarter-hour - shelf recommendations up charge + sample at bottom of drum  -  charge  +  sample dropped as drum goes around  crushing - charge  & sample roll at lower side grinding.

5. It should remove sample from machine.

6. Dry Sieve over a No. 12 sieve

7. Passing Material=degraded

8. Retained Material=intact

9. Wash and oven retained dry material ( if required  )

10. Near of weigh 1 gram

11. Calculate percent loss because abrasion with calculating the difference between the original sample of weight and larger particles  for retained material. The difference  weight is reported as a percent from the original weight and called " loss  of percent  ".

figure 6.2: weight of aggregate

Experiment 7

1) The sample test should adjust to following grading:

Passing on IS : (12.5 mm )Sieve 100 %

Retention through IS: ( 10 mm ) Sieve 100 %

2) The sample which will be oven-dried for four hours from 100 to 110 oC temperature and cooled.

3) The measure is about one - third full prepared aggregates and compacted with (25 ) strokes of the compacting rod.

A more similar quantity of aggregates will be added and a further tamping of ( 25 ) given strokes. The measure will finally be filled to surplus, tamped (25)times and the overflow aggregates struck off, using a tamping rod for straight edge. The net weight aggregates in the measure will be determined to the nearest g ( Weight A ).

A) The effect testing machine cup will be fixed securely properly on the foundation of the machine. The total of the sample test  placed in it and tamped by(25) strokes for tamping rod.

B) The hammer will be elevated to ( 380 mm ) over an upper surface of the aggregates in the cup and allowed to fall freely onto the aggregates. sample test will be prone to an overall total of ( 15 )such blows, and each one will be delivered at an interval which not less than one second.

figure 7.2: weight the fine aggregate

7. DATA AND RESULTS OF THE EXPERIMENTS:

Loss angles abrasion

2500 grams of 9.5 mm

2500 grams of 12.5 mm

Retained from 1.7mm =    4285 grams

LAN= ( 5000    -   4285  / 5000   ) *   100% = 14.3%

Aggregate impact value

1- The sample will removed by IS sieve (2. 36mm). The fraction moving will be through ( Weight B ) and the fraction salvaged on the sieve will be ( Weight C). So, if the overall weight B+C is less than first ( weight A ) by more the 1 gram, the end result will be rejected and a new test will be achieve.

2- The weight of rate fines formed to the overall sample weight should be as a percentage.

Weight 1=   38.2 grams

Weight 2=   33.6 grams

W.  of  Coarse Aggregate =Weight 2 – Weight 1 =38.2-33.6= 4.6grams

  passing A = 33.6 + 4.6 = 38.2grams

  retuning B  = 33.6grams

Aggregate impact value= (   B  /  A  ) x 100  %

Aggregate impact value= ( 33.6   /    38.2) x 100% =    87.95 %

8. Discussion

Experiment 6:

The Loss angles test to scrape test pilot. Therefore it is not directly linked to the performance in the field of aggregates. Observations generally do not reveal A good relationship between the values of Loss angles abrasion  and field performance. Loss Angles friction loss is able to field performance expected. Specially, the test may not be satisfying for some types of aggregates. Some aggregates, such as some limestone and slag, tend to perform adequately in the field but have high Loss angles abrasion. Loss angles abrasion loss seems to be well related with dust be during handling and production of HMA in those aggregates with higher Loss Angles. values of abrasion loss  and usually generate more of dust. Through the result gained in the experiment, it is clear that rubble fit in the use of construction such as the foundation because it was given less than 17% and this resists external affecting factors. We all used, 11 balls for 500 cycles and which gave required  result of specifications

Experiment 7:

This experiment discussed the geological description of the aggregate, particle size and the source quarry. Also, it showed  the applied force,  dry is different in the weight and the masses of material after sieving  while calculations for result  was 5.3% . Moreover, it will discussed the results using in the range and collect results using from other group, then compare the  obtained values. Millard, R.S. (1993).

9. Conclusion

The experiment investigated  the possibility of assuming the loss angles abrasion from the crushability index and the results of  loss angles abrasion, density, crushability and porosity tests . These tests were analyzed using multiple regression analyses and simple. Important relations  were generally gained from both multiple regression analyses and simple. The Simple equation is practical and reliable enough for the estimation of the loss angles abrasion from crushability index. However, who wants to make more precise assumption which can alternatively using two multiple regression equations.

Recommend how to improve performance against given objectives

Performance against given objectives can be improved through many different ways; in OAB, loans department I use and recommend using different ways such as the following ones:

Setting goals effectively

Goals are very important for ensuring and improving the good performance of the team as they have to be SMART, clear and objective. Goals of the team in OAB, loans department are set carefully as the business objectives are the base for them as they are aligning with the bank's objectives. They are deeply discussed with all members of the team, negotiated and any vague thing about them is discussed and realized. Goals are understandable and there are agreed methods and techniques for reaching them. Goals of the team represent each individual in the team, the leader and the whole organization.  

Performance planning

Goals of the team are agreed on and then they are used as a base for planning for the team's performance as an action plan is set and discussed with the team members in order to be followed for achieving the goals. Jobs and tasks are well described and explained through deep discussions and communications. Expectations don't go so far away from reality and are clarified for all employees. A performance planning document is used for ensuring a time plan and a schedule to be followed. Critical conversations are held within the team members and any suggestions are taken into consideration.

Using performance reviews

Performance appraisal and performance reviews are very important parts of the performance management process so I'm very keen on using them so as to motivate employees and encourage them improve their performance. These reviews can support employees and inform them regularly about methods for compensation and training programs they can complete to improve performance. They also can guide employees towards the weaknesses and strengths they have in order to strengthen the weaknesses and making full use of the strengths. They can help the employees find ways to add skills and develop their abilities and have better career opportunities. They are very important to be use legally and support decisions. 

Having varied sources for gathering information

I don't build my evaluation for my team members' performance on limited sources but I tend to have diversity of sources in order to have accurate evaluation that helps me in improving the performance of employees within my team. Such sources can include the employees themselves, clients of the bank. My observation reports, other department opinions and suppliers' reports. This is aligning with the objectives set at first and goals of the team.

Stressing on documentation

Documentation is very important in improving performance of the team because when all actions are documented; this leads to having enough and accurate records where everything about each member in the team is recorded and dated. This can help in the evaluation process for performance of the employee and can be a good feedback that is documented legally which helps in writing performance reviews and making relevant decisions. Documentation in the bank is done regularly for all activities such as meetings, discussions and others using different methods. (Francis and Woodcock, 2008)

Evaluate ways of resolving conflict between team members

In the loans department in OAB, many conflicts occur. An example for a conflict is a stressful discussion due to opposing opinions between two of the team members about the validity of giving a loan to a client as the task was given to both of them but one of the two members refused and expressed his opinion in severe comments and passive criticism for the other employee who became angry and insisted on his opinions that the client receives the loan.

Conflicts are naturally occurring in the work environment and they need to be resolved by understanding the reasons for them and facing the challenges they cause. Regarding this situation in the bank; I decided to follow a number of steps that I usually prefer to follow in resolving conflicts; the steps are as follows:

1. Recognizing the type of conflict

I usually try to recognize the type of conflict and in this situation it is a conflict based on opposed technical opinions and this made me realize the main problem which is not technical but ethical as the two employees used sever words during expressing their opinions and this lead to making each of them insist on his opinion without regard to the bank's benefit.

2. Communicate reasons for the conflict

I tried to discuss the reasons of the conflict quietly with the two employees and explaining to them that the way they used in expressing opinions is completely wrong. Reasons were expressed by each of them technically and they expressed that the bad words of each of them made them forget the main problem of the loan.

3. Clarifying positions

I prefer to clarify each employee's position and if each of them has to be responsible on giving the loan. I explained that they have each to write a report explaining reasons for opposed ideas and deliver it to me. They agreed.

4. Analyzing the conflict with the whole team members

After agreement of the two employees; I decided to analyze the conflict with other members of the team who witnessed the situation and were upset as a result of it. I tried to explain that each member has a specific role and that there are procedures to be followed when opinions of the members oppose each other and I was keen to speak in a steady low voice.

5. Reaching agreements

I prefer to reach agreements at last that the conflict is resolved and that each employee is satisfied of the results of resolving the conflict.(Kinnander, 2011) 

AC 3.1 Monitor the performance of a team against given objectives

In OAB, loans department; I prefer to monitor the team's performance against two types of objectives which are the quantifiable and behavioral objectives as follows:

Monitoring the team performance against quantifiable objectives

I use methods such as sales reports, deadline schedules, error reports, accuracy reports, documents of clients, plans, budget forecast, benefits interests, workflows, profits and cost analysis, budget forecasts and questionnaires of clients about the service of the bank. These monitoring methods are effective and comfortable as they present clear image of the work and performance of the team. A target is set and then results measured and compared to objectives such as raising the benefits of the bank's shareholders and making good profit levels. Quality can be measures and monitored through the reports related to errors and the clients' reports. Sometimes there are difficulties when I use these methods only so I try to use other methods that are related to the way the work is done such as investigating the level of working as a team member or as an individual for each employee in my team, the way work is delivered such as if employees do the work immediately before its deadlines or they schedule the work and mange time effectively as results may not reflect the real quality of done work and so on. 

Monitoring the team performance against behavioral objectives

Behavioral objectives are those objectives related to the team members' behaviors and these behaviors are regarded through the team's performance as using specific methods such as the following:

1. Visual monitoring

This is done by eye monitoring and observation of the team members while they are in action as their behaviors are clear and natural and should reflect the behavioral objectives such as ensuring high quality and ensuring the staff satisfaction as this can be clearly regarded through employees' reactions and communications with each other during achieving their tasks.

2. Report back

This refers to the reports the team members deliver to me as in the bank; the staff members of the loan department usually present their own reports about work flow and show high responsibility of their jobs and tasks that are delivered aligning with the set objectives. An example is the timed tasks I ask the team to do and the different actions they take to manage time and deliver work on time. Comparing the reports can show how far each member is honest in writing his report about his own performance.

3. Feedback

Feedback comes from different team members opinions and complaints, clients' opinions or other departments opinions. (bestpractice, 2006)

Encourage open communication between team members to support team development

In Oman Arab Bank, the loan department; the team members have different opinions and this leads to stress, conflicts and time waste which makes it very important to manage communication between team members in order to ensure team development. I usually encourage open communication between them by assigning specific roles for each member in the team and make meetings for discussing each member's role in front of other members in order to make it clear to all members. This helps in specifying tasks for each member and declaring responsibilities. I prefer to standardize communication procedure as random communication lead to failure; this is done through setting times for meetings, giving speaking opportunities fairly and timely and set a schedule for communications and discussions. I usually encourage the team members to neglect cultural gaps during our communications as the used language is English and roles are fairly divided on male and female members. I encourage informal meetings where the team members can be able to play games, suggest creative ideas and discuss them freely. Trust is a main element of encouraging open communication among the team members as I am keen on encouraging the team members to work in a safe environment where they can safely express their opinions and present their criticism freely which raises trust. All members are equally treated and engaged within open communications. Trust encourages positive relationships among the team members which enhance performance and helps develop the team effectively. A common goal is communicated which makes all the team members encouraged to achieve this common goal and communicating such goal occurs by asserting a shared vision among all the team members that bears the bank's vision. I'm keen on keeping a spirit of empathy among the members of the team in order to reduce conflicts, stress and passive feelings during communications as I choose words carefully and support and encourage all members to speak up and express their own opinions. (Vertino,201)

Assess the importance of team roles in successful business teams

Teams that have balanced roles are usually successful teams as each individual is well aware of his role within the team which raises the effectiveness of work and make the team able to reach the high working performance required for success.

Team role definition

It is important to define roles within a team as each individual has to know specifically the needed tasks and missions involved within his role and not to be asked to do others' jobs. Defining the team roles is realizing the responsibilities of each role and agreeing on the persons who can handle such responsibilities and this is the most important step in any team work as it has to be made at first before beginning any project in order to raise efficiency and ensure success.

Belbin's team roles

Roles have to be identified and known by all members of the team as the team composition is very important for its success and this can be well regarded in the team roles of Bellbin as follows:

Belbin’s Role Characteristics

Plant (PL)	Creative, imaginative, unorthodox. Solves difficult problems
Resource Investigator (RI)	Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts.
Co-ordinator (CO)	Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.
Shaper (SH)	Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles.
Monitor Evaluator (ME)	Sober, strategic and discerning. Sees all options. Judges accurately.
Team Worker (TW)	Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction.
Implementer (IMP)	Disciplined, reliable, conservative and efficient. Turns ideas into practical actions.
Completer-Finisher (CF)	Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time.
Specialist (SP)	Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply

Belbin's role theory depends on presenting a model for the strong example of roles within the team which makes it clear to recognize the needs of each role within a team and perform the jobs effectively.  This tells many things about the team leader and his responsibility in explaining roles to the members such as:

-the leader is the inspirer of the team members and he inspires others to achieve specific goals.

-the leader has to encourage the team members to discuss their roles in meetings.

-the team morale has to be raised by the leader.

-clear explanations about the different roles have to be delivered to the members by their leader.

-there should be a natural leader to replace the position of the assigned leader when he is absent.

-the team members need to receive training and support by their leader based on each role.

-if the leader needs to change roles of some members, there should be discussions about this. (Chong, 2005)

AC1.3 Analyse the value of using theoretical models when building successful business teams

Theoretical models are important for building a successful business team as they are important to set a base for the work of the team. The theoretical model refers to theories prepared for explaining certain behaviors or situations and provides a future prediction for this behavior. Theoretical models' value is in its start with realizing the goals of the team and how to achieve them as when the team has a theoretical model developed for it; this can help the team define the needed skills to be mastered by members of the team and by their leader. The model can also help the team set a measure for ensuring the jobs of the team members and that they are done properly according to the members' skills and abilities.

Popular theoretical models

• Belbin

Belbin depends on considering the team as a congregation of individuals and not only some peoples working together under specific job titles as roles are realized and understood by each member and others. 

• Abraham Maslow

Maslow gave much interest to needs of the team members such as their need to be listened to, having the freedom to express their problems and be well motivated as his theory depends on motivation. Needs of the team include their need for a good leader, having interesting work, be listened to and be respected.

• John Adair

His theory depends on following three circles that each of them represents a mission involved within the team work and these three circles are: achieving the task, building the team and maintaining it and developing the individuals who are supposed to be the members of the team and their leader.

• Myers Briggs – MBTI

This model was set by Isabel Briggs-Myers and Katherine Cook-Briggs who is her mother. The model objective is to make each member in the team full aware and understanding of himself and others within the team. The team development depends on making an action plan at the end of the project. The model has four main elements describing each end which are: Extrovert to Introvert, Sensation to Intuition, Thinking to Feeling and Judging to Perceiving.

• Strength Deployment Inventory

This model depends on a workshop for two days for participants to make them able to build a link between success in business and relationship skills, have workplace diversified styles, have effective communication and reduce stress and conflicts in the workplace. This can be applied on the team in order to build good teamwork relationships. 

• Theory X and Y

This model was prepared by Douglas McGregor who was a lecturer at Harvard University .The model focuses on the enterprise Human Side as it explains two different views of people at work. It suggests that managers can be able to follow either view of their workforce. Theory X is supposed to describe a traditional control view. Theory Y supports the self directed workforce that works according to the goals of the organization and at the same time integrates some of their own goals into the organization's goals.  

• The Social Identity Theory

The Social identity model is in contrast to other individualistic theories such as that of Belbin. It refers to how far individuals define themselves as being individuals or as being members related to a group or a team and this depends greatly on the organizational culture and policy. 
It also suggests that the behavior of both the teamwork and the individual cannot be solely predicted away from the idiosyncratic characteristics but it is also depending on the social context that defines the belief structures they follow.

• Tuckman, Forming - Storming - Norming – Performing

This model of Tuckman 1960 refers to completed tasks a team does and the stages required for developing teams and how to face the challenges teams face and the four stages refer to teams development.

• The Colour Works

The Color Works model is following a behavior psychological model that makes teams able to realize similarities and differences within the team for reaching more effectiveness at work. The Color Works model is set to measure the individual's personal levels of development, through a unique personal color profile. (teamworkdefinition, 2014)

AC 2.1 Explain the stages of team development

Many authors have suggested different stages for team development in the literature but Tuckman's model for team development stages got much popularity as he suggested a model for the stages of team development that can be used by many different groups and teams at all times; first he suggested his stages which are called: 1. Testing and dependence, 2. Conflict of the intragroup, 3. Group cohesion development, and 4. Functional role relatedness. Then he suggested task activity stages which were: 1. Orientation to task, 2. Emotional response for the task demands, 3. Relevant interpretations open exchange and 4. solutions emergence. Then Tuckman summarized all stages to four main stages which are forming, storming, norming and performing and the last stage is transforming. This can be explained as follows: 

• Forming:

A shared purpose is to be done and accomplished by the integrated work of a group of people who depend on being familiar to each other in order to succeed and this is in the work style, experience, clarity in missions, roles division and tasks achievement.

 Storming:

This is the second stage of development that may bear disagreement regarding visions, missions and the methods followed for dealing with problems or different missions as the views of the members may be contrast to each other which leads to a struggle during the process of recognizing different individuals in the team. Communication and interaction among the group members occur in this stage of development. Conflict and strained relationships within members can occur in this stage as the new relationships can be the main reasons for such conflicts.

• Norming:

Relationships have been formed in this stage either consciously or unconsciously and these relationships can make the team progress in achieving its objectives as members abide the group norms and tend to work more functionally in order to achieve the goals assigned to the team effectively.

• Performing: 

This stage contains the team processes, effective relationships, effectiveness of achieving the work according to the objectives and real work is produced by the team through functioning of all team members.

• Transforming: 

This is the last stage of the team development and it comes when the team members reach success in achieving the tasks assigned to them for achieving the objectives of the work and when they have enough experiences gained from their teamwork and it contains finished missions, done tasks and completed jobs.

Not all included activities within the team work must pass all the previously mentioned stages as there could be some simple activities such as adding a new member to the team as this can make the team start from the first stage and incorporate the new member into the team. There should be a time frame for each stage and time has to be scheduled according to the needs of each team and the time scheme they work according to. (Tuckman and Jensen, 2010)

AC 2.2 Plan how to motivate team members to achieve given objectives

In Oman Arab Bank; the loan department; there are a number of basic objectives for the team working in that department and these objectives are SMART objectives as they are specific, measurable, achievable, realistic and timed which are:

1. To grant loans to clients requiring them on a collectible and sound basis.
2. To invest the funds of the bank profitably for raising the benefit of the bank's shareholders and protecting deposits of the bank. 
3. To provide a high quality service for the legitimate credit needs of the bank's communities.
4. To ensure the staff satisfaction within the loan department. (OAB, 2016)

Motivating the team members to achieve such objectives should be based upon a motivation theory such as that of Maslow as it categorizes needs as follows:

Self-actualization

esteem

Belongingness

Safety

Psychological

Self actualization

The team members have to be well aware of the objectives as I have to communicate the objectives with them, explaining how to achieve them by different methods and techniques. The team members have to be trained in order to be able to achieve such objectives. They need to be encouraged for presenting creative ideas that can achieve the objectives fast and efficiently. Open discussions should be made about how to achieve the objectives. I should develop plans to meet the loan department objectives. 

Esteem

The team members' responsibilities have to be clear and each individual has to know his role exactly. Team members should be respected and supported when needed. I should recognize efficient team members, appraise their work, guide them and provide advice when needed.

Belongingness

The team members have to be well aware about the clients' needs and how to satisfy them. The team members need to be managed and informed by all they require to know about business operations as this helps them feel more belonging to the bank. Opportunities and difficulties have to be well identified and informed to the team members, they have to be discussed and solutions should be discussed too. I have to advise the team members about certain problems and difficulties.

Safety

The team members have to feel safe in the work environment, all their rights have to be ensured, security and safety measurements need to be met and the team have to be monitored and supervised in order to ensure support in its time. I have to evaluate the work done by the team members in order to ensure the success of the work done and give further advice. Good reward systems and salary systems need to be studied as the members monetary needs should be met. Insurance systems also need to be regarded.

Psychological

For motivating the team members; their psychological needs have to be regarded as they need to work in a work environment that is free from stressors, they have to be listened to and their sufferings and problems need to be regarded. I should discuss their problems and find solutions for them. I should praise and correct the members in simple clear words and I have to project a positive attitude towards success. (Kaur, 2013)

Describe the characteristics of successful business teams

There are some main characteristics for successful business teams and among them are the following:

1. Effective leadership

Leadership of the team needs to be strong, controlling, communicative, able to solve conflicts and problems, flexible, have a shared vision, motivate the team members and able to be fair enough in distributing different jobs on the team members. A leader who is well aware of methods for helping the team members achieve their tasks effectively can make the business team successful.

2. Common goals

There should be common goals all the team members have and work according to. Goals have to be SMART in order to be effective which means to be specific, measurable, attainable, relevant and time-bound.  

3. Diversity

Diversity refers to different opinions and discussions that make the team able to be creative and innovate new ideas. Diversity can also refer to different interest, demographic areas and personal experiences.  

4. Trust

Trust can enhance relationships within the team members and raise effectiveness of work outcomes; trust can also enhance communication within the team and it can lead to effective discussions and suggestions.

5. Commitment to success of the team

All members of the team have to be keen on success of the whole team and not to focus on individual success and each member has to work as part of the team and do his best for make the team successful. This should be based on mutual understanding and communication within the team members. 

6. Interdependence

There should be a suitable work environment for the team members to work in so as to provide the work with much more effort than they do. The positive interdependent team work environment can make each individual provide his best for achieving the goals of the team and learn more which benefits the team. 

7. Interpersonal skills

This refers to the team's ability to have interpersonal skills such as being trustworthy, honest, supportive and cooperative. These skills can make the team more able to discuss his problems and challenges and find creative solutions for them which raise the success levels of the team.

8. Positive feedback and open communications

When the team members have positive feedback from their leader; they can work better and their performance become better. Feedback should be clear, supportive and care for the needs of the members as they have to be informed with all information about their performance and the work requirements and this can be achieved via effective and open communication with the leader through open discussions and conversations.

9. Suitable team composition

This refers to the proper composition of the team and proper role distribution as each member in the team as to work according to specific roles and jobs that suit his own skills and experiences as random role distribution may lead to failure and weak performance of the team. 

10. Accountability and responsibility

The team members have to be responsible for what they do and be accountable for all the tasks assigned to them individually and as a one team unit. (Tarricone and Luca, 2002)