Team Building

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Teambuilding is a collective noun that refers to several activitiesemployed to improve the social relationships and outline roles andallianceswithin a group. In most cases, it involves shared tasks (Fox, 2016).It is different from team training, which is structured to enhancethe effectiveness of the crew instead of the interpersonalassociations. Over an extended period of time, these practices havebeen designed to increase productivity in the group-based atmosphere.It is one of the bases of the organizational progress that can bepractical to groups like sports, institution classes, army units, andeven offices. The recognized description of the term encompassesemphasizing around the objectives, creating effective correlations atthe workplace, definition of employees` roles, and looking forresolutions to the group`s challenges (Fox, 2016). It is the commonactivity employed by organizations. It is, therefore, essential tocritically look at the practice and how it impacts on the attitude ofindividuals.

ApproachesEmployed in Team-building

Thereare four processes involved in the course of team-buildingactivities. The first move is to set goals the objectives involvedare both individual and collective. An office should stress on thesignificance of having explicit purposes. Members, in this case,participate directly in the planning so as to come up with ways thatwill lead to the realization of the set aims. The reason behind thistarget is to strengthen and nurture the feeling of ownership.

Clarificationof the roles and responsibilities is also necessary (Purohit, 2015)it stresses on the need of each individual to understand theirpersonal roles and those of others. It aims at reducing uncertaintyand conflict. Additionally, it makes the employees understand thesignificance of structure through various practices that define andalter roles. It gives emphasis to employees’ interdependence andthe value of focusing on the personal duties. Other facets includethe problem-solving skills and interpersonal associations. TheProblem-solving technique, within a group, intends to reflect onmajor challenges within the entity and jointly find viable answers.On the other hand, the interactive-relationships approach focuses onenhancing the group skills, like rendering and getting assistance,sharing information, and generosity (Purohit, 2015). Low cases ofconflicts in this area promote the efficient operation of the firm.Facilitators are tasked to ensure that conversations within themembers lead to mutual trust.

Effectson Employees’ Attitude

Ageneral view of the concept allows us to hypothesize its effect onindividuals` attitude, especially towards work.The way the team isstructured, treated, and the practices play a central in determininghow they perceive their positions. Workers are likely to attachrewards like promotion, being leadership roles, and remuneration toattitude (Riener, 2016). When the group is remunerated well, theprogressive outlook towards the office is developed the oppositeleads to pitiable approach in the line of work.

Thesize of the team also impacts on the attitude of the workers. Studies have attributed negative outlook to large teams (Riener,2016). When the workload of the crew is heightened, the positiveattitude is affected in a poor way. The cooperation concept that isemphasized in a group brings down the levels of competition andindividuality that diminish people`s morale at the workplace.Interdependence motivates them to surge forward collectively. Whenoffice members are involved in the decision-making practice, planningand coming up with organizational objectives, they own everyinitiative and at the end of the day they are motivated.


Fox,R. (2016). Build Your Program by Building Your Team: InclusivelyTransforming Services, Staffing and Spaces. Journalof Library Administration,56(5),526-539.

Purohit,B. (2015). A case study on processes in team building and performanceimprovement at Government Health Centers in Rajasthan,India.InternationalJournal of Medicine &amp Public Health,5(4),372-377.

Riener,G. (2016). Team building and hidden costs of control.JournalOf Economic Behavior &amp Organization,1231-18.

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