This ppt is about the team building intervention and a case about Samsung is discussed

2. WHAT IS TEAM BUILDING?
It is to increase the teams understanding of
team dynamics and improve how the team
works together. Unlike working as a group,
working as a team incorporates group
accountability rather than individual
accountability and results in a collective work
product.

3. Advantages of this approach
include: Increased flexibility in skills and abilities
 More productive than work groups with
individual mindset
 More beneficial in times of organizational
change
 Encourage both individual and team
development and improvement
 Focuses on group goals to accomplish more
beneficial tasks
 Improved range of team building objectives
such as collaboration, communication and
increased creative or flexible thinking

4. when team building is a
necessary
 Decreased productivity
 Conflicts and hostility
 Confusion about assignments and unclear
relationships
 Decisions are misunderstood or nor carried
out completely
 Lack of involvement
 Lack of initiation, imagination and innovation
 Complaints of discrimination and favoritism
 Ineffective staff meetings
 Negative reactions to the manager
 Complaints about quality of services

6. CASE STUDY
In 1997,Samsung $60 million products division of
a global leader in flat-screen TV and wireless
equipment was failing to get new products to its
market on time. Consequently, it was losing $13
million a year in revenue.
Challenge:
 Identify ineffective management and leadership
practices
 replace them with new ones that bring the vision,
direction, team dynamics
 discipline needed to get projects completed on
time.

7. Plan of Engagement:
Samsung begin by building a team that agrees
to work toward the following objectives:
• More effective
communication
• Accountability
• Trust
• Conflict resolution
• Accomplishments measured
by results, not activities

8. What Samsung consider in
designing team building?
Background
• History, norms, culture
• Context of current request
• Why now (not 6 months earlier/later?)
• What happens if TB is not done?
• What do you want to be different?
• What’s prevented this from happening until now?
Evaluation
• What are the immediate, short and long term indications that TB was
successful? (e.g., Kirkpatrick Model)
Design
• Sufficient time (2-3 hours); protected time (retreat)
• Homework, preparation
• Legitimacy, authorization, support
• Materials (handouts, surveys, facilities, A-V, etc.)
• Structured exercises & processing

9. Kirkpatrick Evaluation Model
Participants immediate
reaction: Did you enjoy it?
Learning outcomes: did
you get what you
expected? Meet
objectives?
Transfer to work: Did
you take the new
learning to work &
apply it?
Outcomes: Did it contribute
to an observable & material
difference?
What outcome measures might be considered regarding outcomes?

10. Activities:-
 Building Better Teams -
This activity gave participants
the opportunity to explore the
elements of a successful team,
as well as examine their
interactions and how to improve
them. Each member on the
team is empowered to
contribute from their special
perspective, so the chemistry of
the team interaction creates
magnified results.
 Long-Distance Teams-
Long distance work
arrangements, even within the
same building, have inherent
obstacles. This course offers
practical solutions to better
communications within and

11.  Team Efficiency in Action -
The Efficiency in Action program is wholly
dedicated to the quality approach as it
concerns continuous improvement.
Explore the interaction of quality,
productivity and efficiency in the team-
driven environment.
 Responsibility in Team Leadership -
Responsibility can seem a blessing or a
burden. Discover the distinctions that
make the difference, exploring the lines
between responsibility and obligation,
responsibility and authority, and how to
juggle multiple responsibilities effectively.

12.  Through a series of these activities , they
were able to guide and direct the
management in transforming the team in
new ways to do business to achieve
dramatically better results.
 The transformation occurs when the team
realizes that saying “yes” to everything is a
destructive practice. By limiting their
commitments to what is actually do
able, they are now able to get products
developed and out the door, with
increased customer satisfaction and
profitability

13. They were successful in meeting all of the
objectives included in the Plan of Engagement,
resulting in better communication and workability
among the team, a more efficient process that saves
both time and costs, increased client satisfaction and
a products division that is again profitable, realized in
little more than two years after facing $13 million
annual losses.