The Effect of Team Building and Organisational Perormance of Standard Chatered Bank

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CENTRAL UNIVERSITY COLLEGE

THE EFFECT OF TEAM BUILDING AND ORGANISATIONAL PERORMANCE

OF

STANDARD CHATERED BANK

DATE………

Declaration

We declare that this long essay is a result of our own research carried out from the department of management studies of the central university college. All references cited in this research have been duly acknowledged.

We are solely responsible for any error found in this research.

Mrs Clara Amo-Mensah

…………………………..

Supervisor

Elsie Agyekum Dogbo

…………………………

Student

Gladys Otae Addo Osei

……………………….

Student

Dedication

Acknowledgement

TABLE OF CONTENT

Abstract

A Team is formed when two or more people come together for a purpose. Armstrong et al, (1996) defined teamwork as when two or more individuals work responsibly together or in isolation to achieve a goal or an objective. These people work with either complimentary or diverse skills and their performance and approach for which they hold themselves mutually accountable. The size of most teams ranges from Six (6) to Eighteen (18) (Wharton 2006). Unlike work group, which depends on a supervisor for direction, a team depends on its own members to provide leadership and direction. It can also be organized as department.

A number of factors are contributing to an increasing emphasis on teams, including the increasing availability and affordability of information and communication technology and demands for making work more flexible by reducing its dependence on location (Williams and Curtis, 2007).Many organization have flattened their structure and delegated responsibility in order to cut cost and utilize the skills of the workforce more effectively. Shifting authority and responsibility down the organization allows teams to take over roles and functions previously performed by management.

According to Williams (2006), most teams are created to increase productivity, maximize co-operation and communication and to minimize conflict.

The purpose of the research is to provide a better understanding on the effect of team building and on organisational performance. In order to reach this purpose, research questions focusing on the objectives of team building as well as its effects of organisational performance were stated. Based on the research question review of relevant literature was conducted, resulting in a conceptual framework which was used to guide this study’s data collection.

Questionnaires were used as a means to collect data. The findings indicate that team building affect organisation’s performance positively through efficient and effective task accomplishment. It was also found that, effective team building process underpin by team building policy promote enhanced organisational performance.

CHAPTER ONE

1. INTRODUCTION
A Team is formed when two or more people come together for a purpose. Armstrong et al, (1996) defined teamwork as when two or more individuals work responsibly together or in isolation to achieve a goal or an objective. These people work with either complimentary or diverse skills and their performance and approach for which they hold themselves mutually accountable. The size of most teams ranges from Six (6) to Eighteen (18) (Wharton 2006). Unlike work group, which depends on a supervisor for direction, a team depends on its own members to provide leadership and direction. It can also be organized as department.

A number of factors are contributing to an increasing emphasis on teams, including the increasing availability and affordability of information and communication technology and demands for making work more flexible by...
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