Team Building Events Research Articles

ШЛЯХИ МОТИВАЦІЇ ПРАЦІ СПІВРОБІТНИКІВ В ОРГАНІЗАЦІЇ

The article is dedicated to the analysis of the main approaches to employee motivation in organizations. The theoretical foundations of motivation, as well as practical methods for its overall enhancement, are examined. Factors influencing employee motivation are identified, along with the role of leadership, corporate culture, and incentives in achieving high work performance. Motivational models used in modern organizations are also explored, alongside practical examples of successful motivational strategies in a barbershop following research aimed at determining employee satisfaction with various aspects of their work, such as financial motivation, working conditions, and corporate culture. This article examines motivation as a multi-dimensional process that significantly impacts organizational performance. The study analyzes motivational factors in the “SHERIFF” barbershop and evaluates the effectiveness of various strategies aimed at improving employee engagement and productivity. Key issues identified included low satisfaction with financial incentives, lack of training opportunities, and a weak corporate culture. Key Initiatives and Outcomes. To address these issues, several measures were introduced: 1. Financial Incentives: Employees exceeding 280 monthly services were awarded a 7% bonus, and those receiving positive customer feedback were provided with free taxi rides home. 2. Professional Development: Training sessions were conducted by top barbers to teach modern techniques such as beard modeling and complex hairstyles. 3. Team Communication: Webinars on time management and stress reduction were held, along with team-building events and corporate gatherings. 4. Flexible Work Schedule: A new, adaptable scheduling system was implemented to meet individual employee needs. A follow-up survey conducted one month after the implementation revealed significant improvements: • Satisfaction with financial motivation increased to 80%. • 70% of employees reported better working conditions due to the flexible schedule. • Corporate culture satisfaction rose to 60%, highlighting the success of team-building efforts. Conclusion. The results demonstrate that motivation-driven strategies tailored to individual employee needs can significantly enhance satisfaction, engagement, and productivity. These efforts not only improved employee performance but also elevated customer service quality, contributing to the business’s competitiveness. This case study emphasizes the importance of an individualized approach to employee motivation, particularly in small businesses. The proposed strategies can be effectively adopted by other organizations in the service sector to optimize workforce management and achieve organizational goals.

Perception and Interpretation of Team Development Phases and Their Changes: Factors Influencing Team Development

The purpose of this research is to evaluate team development and effectiveness in light of the fundamental phases of team dynamics (forming, storming, norming, performing) and the impact of various intra-team issues. The literature review presents these phases, which help in understanding the developmental journey and challenges of teams, as well as factors that can potentially influence teamwork. The quantitative research included 948 respondents, who were asked to assess the extent to which their team had succeeded in developing through collaborative work. The results indicate that the majority of team members positively evaluated their team's progress, especially when they perceived the different phases of team development. A significant correlation was found between the impact of various internal team issues and team development. The findings confirm that recognizing and consciously managing the phases of team dynamics, along with implementing appropriate training, communication, and feedback practices, substantially contribute to team development and effectiveness. Based on the results, recommended actions include raising awareness of the various team phases among members and introducing development programs that promote effective communication and regular feedback, especially during team-building events, to foster trust and enhance internal team understanding.

Can Occupational Safety and Health Preventive Measures Taken by the Employer Influence Sleep Disturbances in Teleworkers? Results from the Quantitative Study on Working Life with COVID-19 in Latvia.

This research on sleep disturbances emerged during the COVID-19 pandemic. Our study investigated the association between self-reported sleep disturbances among teleworkers and the preventive measures employers took to improve their working environment. Answers obtained via a web survey gathered from 1086 teleworkers (517 in the spring of 2021 and 569 in the spring of 2022) were analysed. The odds of self-reported sleep disturbances were significantly higher for all preventive measures in the group of respondents reporting a lack of a particular measure. The highest odds ratios were observed for the statement "My employer identified conditions where I am teleworking" (adjusted OR = 2.98, 95% CI 2.10-4.23) and "Online team-building events were organised" (adjusted OR = 2.85, 95% CI 1.88-4.35). The results of our study have revealed that workplace interventions that serve as a mediator for sleep disorders, even if they are not directly targeted at managing sleep disturbances or stress, can reduce the number of teleworkers reporting sleep disturbances. According to our knowledge, this is the first study reporting the effectiveness of employer interventions that help teleworkers manage their sleep disturbances.

The role of technology in transforming leadership management practices

Technology is transforming today's rapidly changing corporate environment. This examination highlights how technology has changed leadership management across industries. The study investigates how technology has changed leadership, decision-making, communication, and organizational effectiveness in the digital age. Our analysis of current trends and real-world case studies shows how technology has impacted leadership practices, helping leaders navigate the modern workplace. The rise of corporate technology has touched all levels of leadership. CEOs and frontline supervisors use technology to improve decision-making and leadership. Technology enhances traditional leadership techniques. Data analytics and AI have changed decision-making. Leaders who want to make informed decisions utilize AI to uncover patterns in big data. Real-time insights and predictive analytics help leaders identify issues and grasp opportunities. This supports agile decision-making and company competitiveness. Technology also changed corporate communication. Virtual communication, collaboration, and project management tools unify global teams. Leadership can now chat with remote workers in real time, fostering knowledgesharing and collaboration. Technology-driven communication platforms enable transparent and accessible leadership, motivating and engaging staff. Technology has accelerated remote work, causing senior management concerns. Virtual teams require different leadership techniques. This approach includes emotional intelligence, teamwork, and the Stock market and securities index prediction using artificialability to include remote workers. Virtual meeting platforms, online team-building events, and remote performance management help executives bridge physical distance and ensure teamwork. Technology has altered leadership training. Virtual training and e-learning platforms have changed leadership training. Flexible, customized, and cost-effective digital leadership development solutions make this process easier. Executives can now be trained to innovate and adapt to changing company conditions. Technology provides tremendous benefits but also creates ethical concerns. Leaders must address cybersecurity and data privacy issues to maintain stakeholder trust. Leaders must blend technology and humanity. Technology should enhance leadership and decision-making.

Effect of Team Building on Employee Productivity; A Case Study of Eastpharma Company in Turkey

Team building is crucial in the current business environment as companies seek team-based frameworks to improve their productivity. Team building is the process of forming teamwork in a firm. Team building events allow for interactions and encourage workers to work as a team and know each other well. Thus, the study sought to examine the effect of team building on employee productivity at Eastpharma Company. The study adopted the descriptive research design. The target population was 289 employees from EastPharma Company. The collection of the data was done using questionnaires. It was discovered that team building is positively and significantly related to employee productivity (β=0.357, p=0.014). The study concluded that when the efficiency in team building improves by one unit, the employees' productivity in firms in Turkey will increase by 0.357 units while other factors that influence the employees' productivity are held unchanged. Employees who work as teams have more productivity than those who work individually. Team building improves compatibility between team members and creates harmony that increases the productivity and success of the firm. Team building is often considered an ideal approach for developing high-performing teams with preferable interpersonal skills, team resilience and a better understanding of firms' goals. It enables employees to relieve stress from ongoing work and refresh their minds. The study recommended more emphasis should be on promoting the employees' team building to increase their production. The goals of an organization cannot be achieved by not working in unity. Team building is often considered an ideal approach for developing high-performing teams. Keywords: Team building, employees’ productivity, Eastpharma Company, Turkey

Fighting Terror after Napoleon: How Europe Became Secure after 1815 by Beatrice de Graaf

De Graaf’s Fighting Terror After Napoleon joins several recent scholarly studies that collectively transform our understanding of the new international order forged after Napoleon’s overthrow. Unlike most of the others, this one is written much from the perspective of current debates about matters relating to international co-operation and security. Such an approach is both a strength and a weakness. On the downside, it underplays the extent to which the main decision makers in this period—Robert Stewart (Lord Castlereagh), Klemens von Metternich, Charles-Maurice de Talleyrand-Périgord, and Arthur Wellesley (Duke of Wellington)—were products of the Old Regime, shaped by traditions and values that were pre-Revolutionary. More positively, de Graaf makes a strong case for re-habilitating a period not generally associated with innovation.This book makes a compelling case that Napoleon did Europe a great service by escaping from Elba in 1815. Through this act, he ensured himself a second even more resounding defeat, followed by an international military occupation of France that lasted three years. The management of this occupation, by a joint Allied Council under the direction of Wellington, created structures and a culture that contributed to the more peaceful management of European affairs over the longer term. This argument, underpinned by material from archives across the continent, matches common sense: Relationships are best forged through regular and frequent cooperation regarding practical day-to-day management issues in which everyone has a stake.Especially informative is the chapter dealing with French reparation payments to the Allies, which unlike the German case after 1919, encouraged good credit ratings and cooperation. Similarly original is another chapter concerned with international fortress construction. The idea is that the fortresses themselves proved rather pointless, but the international cooperation required in their production served the same purpose as a corporate team-building event. These practical activities reinforced the culture of moderation and restraint that this period admired, as revealed in works by writers like Jane Austen.Aside from the vengeful Prussians, with their craving to blow up Parisian bridges, the victors of 1815 emerge largely unscathed from de Graaf’s study. She dismisses the image of Restoration politics deranged by paranoid securocrats, proposed by some historians.1 Instead, de Graaf highlights the achievement of Wellington in striking a balance between, on the one hand, the need for international policing and, on the other, some tolerance of domestic political pressures that varied from state to state.Napoleon infamously dismissed Wellington as a “Sepoy General,” but de Graaf highlights the British commander’s Indian experience, which combined political and security considerations, as essential to his later success in Europe. This point about Wellington and India is one of several in the book that seek to give what is essentially a European study global significance. British wealth, accrued by its banking sector, was channeled into Europe where it proved instrumental in stabilizing the situation, and much of it derived from global commerce. However, comparing the policies of 1815 with later imperialism overseas stretches credibility, and the labeling of the European concert’s actions in places like the Rhineland as “colonial” ultimately stretches definitions of that word, robbing it of any explanatory potential. What is interesting, however, is the observation that Europeans came to see the culture of moderation and restraint, referenced above, as appropriate more to their own continent than beyond.This well-written, engaging book combines an international-relations and systems perspective with historical methods and approaches. Historians might quibble about what the inclusion of international-relations theory, and terminology familiar more to political scientists, adds to the argument. But to be fair, historians in the past, products of the nation-states in which they grew up, have often given rather short shrift to an innovative era of international cooperation that attempted to strangle those very same nation states at birth.

How do employees really feel about team building? An exploratory netnographic investigation

ABSTRACT This study explored employees’ attitudes towards team-building events. Anonymous qualitative data were obtained using netnography and analysed through an interpretive content analysis approach. The data analysis yielded sixteen codes and five main themes, on the basis of which employees’ attitudes were modelled into eight categories, represented on a two-dimensional coordinate system along two axes (attitudinal and behavioural): true believers, go with the flow, rational thinkers, pragmatists, saboteurs, political dropouts, honest opt-outs, and absentees with genuine reasons. Theoretical and practical implications of the findings are discussed both in general terms and for hospitality enterprises.

The impact of a first-year orientation team building exercise

Experience and anecdotal evidence indicate that first-year students experience challenges in terms of adapting to our university construction management course environment. The purpose of the study is to determine the impact of a team building event on first-year students’ skills, core competencies, ability to manage themselves, work as a team, interface with each other, strategize, plan, evolve tactics, and take action.. A quantitative approach using a questionnaire survey in a South African university post completion of the event determined the perceptions of the students. Findings include that the team building activities contributed to enhancing participants’ skills, their understanding and appreciation of core competencies and the development thereof, and their ability to communicate with first-year colleagues; built confidence in their abilities including that of completing a task, and enhanced participants’ alternative thought processes, ability to be creative, strategize, evolve tactics, take action, and plan. The students benefited from, enjoyed the team building activities and believed that it contributed to improving their time management skills. Based upon the findings, conclusions are that the one-day first-year orientation team-building event had the desired impact in terms of the development of the first-year students’ abilities. Recommendations are that the one-day first-year orientation team-building event is staged annually, and a study pertaining to the impact of the intervention on student performance be determined following the completion of a full academic year and again post-graduation.

Сетевые инструменты в организации тимбилдинга для обучающихся

The article provides practical recommendations for organizing team building in remote mode for students. As tools for its implementation, network tools are shown, which include accessible Internet applications, in particular, Google services that allow users to work together, which is an integral component of teamwork. The forms of organizing team building for students in the Network are described, options for using specific services depending on their functions are described, and examples of tasks based on them are given. Attention is paid to the role of an interactive itinerary, network presentation material, as well as mind maps in the implementation of team building events.

A pilot study exploring interventions for physician distress in pediatric subspecialists.

BackgroundWhile institution-sponsored wellness programs may be effective, little is known about their availability and utilization in pediatric subspecialists, and about programs physicians wish were available.MethodsA survey of perceptions about, and availability and utilization of institutional wellness activities, was distributed electronically to pediatric subspecialists nationally. Bivariate analyses were performed using χ2 tests or independent t tests. Multivariable logistic regression models for categories of institution-sponsored programming as a function of potential predictors of program utilization were performed. Qualitative content analysis was performed for free-text survey answers.ResultsApproximately 60% of respondents participated in institution-sponsored wellness opportunities. Debriefs, Schwartz Center Rounds, mental health services, and team building events were the most available institution-sponsored wellness activities, whereas debriefs, team building, Schwartz Center Rounds, and pet therapy were most frequently utilized. Respondents desired greater social/emotional support, improved leadership, enhanced organizational support, and modifications to the physical work environment, with no significant differences across subspecialties for “wish list” items.ConclusionsPhysician wellness requires more than a “one-size-fits-all” initiative. Our data highlight the importance of encouraging and normalizing self-care practices, and of listening to what physicians articulate about their needs. Pre-implementation needs assessment allows a “bottom-up” approach where physician voices can be heard.

Breaking the health-care workplace conflict perpetuation cycle

PurposeThe purpose of this study is to describe and interpret the interpersonal and intragroup conflict experiences of staff-level employees and leaders in the medical imaging technology field, working in US tertiary care centers to extract mitigation and management strategies.Design/methodology/approachA total of 13 medical imaging technologists, who were employed in leadership and staff positions throughout the USA, offered their in-depth accounts of workplace conflict in this interpretive phenomenological investigation.FindingsConflict avoidance was a predominant conflict management style. This style did little to effectively manage workplace conflict. In some cases, it led to deleterious effects on individuals and organizations and created conflict perpetuation. With proper conflict mitigation and management, the conflict perpetuation cycle can be broken.Research limitations/implicationsGeneralization beyond the group being studied is not applicable, as it is not the intent of phenomenological research. Four leaders participated in the research study. To examine this population more completely, a greater sample size is required. This recommendation also applies to the staff technologist roles. Another limitation involved the leader/staff-level representation inequality, as well as the male–female representation. These imbalances made it difficult to effectively make comparisons of the experiences of leaders with staff-level technologists, and males with females.Practical implicationsOffering the medical imaging workforce emotional intelligence training, health-care administrators can invest in their leaders and staff technologists. Medical imaging schools can incorporate emotional intelligence training into their curricula. Clear policies may decrease the ill effects of change when unforeseeable occurrences result in schedule modifications. Making technologists fully aware of who is responsible for shift coverage when these events occur may reduce negative impact. Trainings in organizational change, collaboration or positivity may be warranted, depending on findings of cultural assessments. Team-building events and opportunities for employees to intermingle may also be used to improve a departmental or organizational culture.Social implicationsMitigating and managing health-care workplace conflict more effectively may prevent patient harm, thus improving the health of members of society.Originality/valueAccording to recent studies, conflict, and the incivility that often accompanies it, has been on the increase in US organizations overall, and in health care specifically. Conflict that perpetuates can adversely affect health-care organizations and its employees. This paper offers mitigation and management strategies to prevent such consequences.

A Cross-sectional Analysis of Compassion Fatigue, Burnout, and Compassion Satisfaction in Pediatric Hematology-Oncology Physicians in the United States.

Compassion fatigue (CF), burnout (BO), and compassion satisfaction (CS) are interrelated phenomena that impact personal and professional performance. The CF and Satisfaction Self-Test and a demographic questionnaire were distributed electronically to pediatric hematology-oncology physicians nationally. Linear regression models for CF, BO, and CS as a function of potential predictors were constructed. Survey response rate was 28%. Female sex, BO score, distress about a "clinical situation," and "teaching" were associated with higher CF scores. "Administrative activities" were associated with lower CF scores. CF score, and distress about "administrative burden/academic stress" and "coworkers" were associated with higher BO scores. CS score and "socializing" were associated with lower BO scores. "Exercise," "socializing," and "talking with partner" were associated with higher CS scores. CF and BO scores, emotional depletion, and distress about the "work environment" and "administrative/academic burden" were associated with lower CS scores. Our data highlights the importance of strong social connections at work and at home to decrease BO and enhance CS. Professional development in leadership, communication, and conflict resolution, as well as "team building" events may perpetuate coworker relationships. Education about the importance of connectedness and self-care should begin early in medical education to cultivate robust coping mechanisms in trainees.

39. REACHING 100%: STRATEGIES FOR IMPROVED ACADEMIC PERFORMANCE IN GENERAL PEDIATRICS BOARD EXAMINATIONS

39. REACHING 100%: STRATEGIES FOR IMPROVED ACADEMIC PERFORMANCE IN GENERAL PEDIATRICS BOARD EXAMINATIONS

EMOTIONAL CHALLENGES FACED BY NURSES WHEN TAKING CARE OF CHILDREN IN A PRIVATE HOSPITAL IN SOUTH AFRICA

Various studies have been conducted on children's experiences of hospitalisation. The experiences of nurses, however, have been neglected. Burn-out syndromeis common among nursing staff working with very sick children. The parents', children's and physicians' demands increase the nurses' workload and contribute to nurses experiencing intense emotions that may contribute to stress. This study explored the nurses' emotional challenges in order to improve quality care of children and working conditions of the nursing staff. An explorative descriptive and contextual research design, qualitative in nature, was used. Data were gathered by means of the nominal group technique. The sample comprised five nurses working in a paediatric ward in a private hospital. The main emotional challenge faced by nurses in the children's ward is to have job satisfaction despite stress, which may be overcome when committed nurses build a relationship of trust with the children they nurse. A further challenge is managing the diverse emotions they experience when taking care of the children. The participants explored solutions for the various emotional challenges they experienced. The findings suggest that the important solutions to the various challenges lie in child-centred nurses being passionate about caring for children, and unconditional commitment. Communication problems should be addressed during team-building events. In-service training will keep the nurses updated and enhance their clinical judgment, making them experts in their field.

Mapping Professional Development Activities Involving Clinical Preventive Care for Adolescents by Oral Health Therapists Working in Public Oral Health Services NSW, Australia

Background: Continuing professional development (CPD) is an essential component for dental Therapists and oral health Therapists to uphold registration with the Australian Dental Board. Evidence of CPD is considered an assurance of Therapists scientific clinical knowledge and competence to provide quality care to patients. Many vulnerable adolescents are at risk of dental caries and periodontal disease due to poor oral hygiene self-care practices and dietary behaviours. Therapists have a pivotal role to play in the provision of scientific-based clinical preventive care and advice to encourage adolescents towards oral health self-efficacy for lifelong benefits. The aim of this study was to record CPD clinical preventive care activities focused on adolescents undertaken by Therapists working in NSW Public Oral Health Services. Methods: A cross-sectional self-administered survey using a postal questionnaire was used to record the continuing professional development activities of Therapists working in all NSW Local Health Districts (LHDs) in relation to clinical preventive care offered to adolescents. Results: One hundred and seventeen Therapists (64.6%) responded to the survey. Approximately 20% of respondents had not undertaken CPD on preventive care for adolescents in the last two years, 33.3% documented less than 5 hours, and 35.1% more than 10 hours. Almost 88 percent of respondents received their CPD from within their LHDs, and ranked peer reviews and team building events for sharing information as key strategies to enhance their ability to offer clinical preventive care to adolescents. Conclusion: This study has shown that one third of all Therapists had received less than 5 hours CPD focussing on helping adolescents maintain their oral health in the last 2 years. In order to support Therapists continuing professional education, inter-professional peer reviews in partnership with dentists, visiting dental specialists, and whole team approaches should be regularly undertaken. In addition scoping of other modes of education such as the Information Communication Technology for broader reach are worthy of further investigation.

Make It Work: How to Sustain a Part-Time Practice

Make It Work: How to Sustain a Part-Time Practice

Smart or super smart?

Projects often have multiple drivers, but any good manager should have an eye toward at least three imperatives: Complete the task; Build the individual; Build the team. COMPLETE THE TASK: This is at the centre of our SMART task definition. Many words have been expended on how to create a product breakdown structure that completes the task and I do not intend to add any more here. BUILD THE INDIVIDUAL: This necessary aspect of people management can often mean that we may ‘over task’ an individual, giving them work beyond their current skill set and outside of their comfort zone. We may accept sub-optimal performance in the ‘complete the task zone’ so that next time around we will have workers who are more highly skilled. BUILD THE TEAM: We have all been to team building events – some are great successes, some feel like an unwarranted distraction from the project life cycle. But the skilled manager will also be conscious of the smaller activities that can be built into the every day life of a project that go to build the team. This is expressed in the diagram on the page opposite. There are some tasks that sit solely in one circle but fewer than you might think. Building the team is one way of ensuring that we complete the task. Building the individual is one way we have of motivating that individual to help us complete the task. But I bet we have all worked for managers who focus so much on ‘complete the task’ that this obsession actually gets in the way of its own success.

Organising a team away day

Teambuilding events should not be seen as days off work but used productively.

HMV’s finance team has to Face the Music

How do you combine an annual teambuilding event with a dynamic way of learning how to develop relationships in a non‐training‐room environment? How do you ensure that people are operating out of their comfort zone so they experience real pressure but are not exposed to unmanageable risk? And how can you be certain that participants have a memorable, tangible item to take away with them? This was the challenge which music‐retailer HMV gave to training provider John Matchett Limited. Its response was a training event aptly named Face the Music.

What happens to the team during teambuilding? Examining the change process that helps to build a team

For many years there has been a preoccupation with the need to evaluate the effectiveness of team building interventions (TBIs) in organizational development projects. Often these evaluations attempt some kind of measurement of the team before and after the team‐building event in order to measure any change in skills or attitudes. Such work has several potentially valuable outcomes. However, such research often has had mixed success in gathering or assessing data that would serve as conclusive (“bottom line”) proof in these cases. Much of the research does not even attempt an evaluation. It may be that the nature of the phenomena under investigation itself, or the circumstances under which data are collected, is not amenable to that kind of analysis. The starting point for this paper then, is twofold: (1) if it has proved elusive and largely fruitless to try to evaluate team building in these ways; maybe there is a better and more useful way to examine the action that takes place on TBIs?; and; (2) if it is the case that team building is often an intervention that in practice turns out to be less than permanent (and perhaps even damaging), what can be done to help overcome this problem? Takes the view that to try and assess the effectiveness of the team building event per se is to treat the team after the team‐building event as a finished product. Instead, the team‐building intervention is seen as a start, with the team in the process of becoming. Sees the team as a dynamic entity, always under flux and adapting to its circumstances. Postulates that if we can identify what is happening both within the team and to the individuals involved during a team‐building event that sparks off this process of becoming an effective team, then this might gives assistance to the organization as to what kinds of support, practices and resources they might be able to offer the team on its return to ensure the becoming continues. Data were collected from 22 full‐time MBA students on a three‐day outward bound residential course via an open‐ended questionnaire. Each student was asked to recount, in their own words, positive and negative events on a daily basis and consider whether anything had changed regarding themselves or the team. Examines emergent themes in a discursive way and proposes tentative recommendations in what is a preliminary study in an ongoing piece of work.