Canadian Organizational Behavior
Canadian Organizational Behavior
The team building described in this case study is volunteerism, and it can be categorized into four types
1). Problem solving and decision-making exercise – It enables the team to improve on their skills in problem solving. This is illustrated in the offloading of the tiles and the cement where they decide to solve the problem of transporting the tiles by constructing a bucket line. The act of volunteering as described exceeds the workers expectation resulting into a greater improvement in their problem solving skills. The task in the case study allows for the development of creativity within the team members, where they are tasked with coming up with effective solutions on how to move the heavy materials. Creativity is strengthened also as the activities in volunteering create a learning environment (Dyer, Dyer, & Dyer, 2007).
2). Role Perception
The team members develop a sense of role perception as they work on the construction. This means that every member identifies the role he/she has to play in the construction and work towards its completion. This creates a sense of accomplishment and fulfillment and enables the team members to feel that they are part of a workforce full of people working towards the same goal. This can be linked to employee engagement, as the employee is required to illustrate self-efficacy and high level of absorption in the work.
3). Task Focused
A clear goal is outlined for the team, and their primary goal is its accomplishment that will result to the improvement of the societal conditions. This allows for complete focus on attaining the goals set, as the direction has been outlined by the task appointed.
4). Team Relationship and Trust Exercise
In the case study, the aim of team building activities is to create trust between the team members and assisting the members on learning how to cope and solve conflicts between one another. Volunteering activities described such as refurbishing children homes creates an environment where employees join as an informal group, interact and influence each other. They are also tasked with the responsibility of accomplishing the same goal together. This setting allows them to bond (Dyer, Dyer, & Dyer, 2007). The effects of having this informal group are positive. They enable the employee to accomplish personal goals, release the anxiety when the goal is too strenuous, and better decisions are made when it a combined effort.
5). Corporate Social Responsibility
The organized activities seen in the case study were aimed by the company to be beneficial to the community and the surrounding. The logic behind these activities is that the society forms the market for the company. The three aspects adopted in these activities are economical, environmental and social. The economic aspect is the company aims to continue surviving and making profits. The social role played by the company was to improve the society’s conditions by creating programs that develop the leadership skill in the boys, creating awareness on health and lifestyle and dedicating resources to the overall health and wellness of the society members. Activities were also organized with the aim of improving the environment (Goncalves, 2006). These activities included cleaning up the riverbanks and beaches and refurbishing buildings.
The corporate social responsibility contributes to team building by promoting team cohesion. It plays a vital role in the progression and functionality of a team. The emotional bond that is created through the team building exercise increases the sense of motivation and dedication from the employees towards the team’s responsibilities. It also builds up the morale, as they feel proud of partaking in the team building processes and being associated to a reputable organization. The overall results are a highly motivated workforce, work satisfaction and organizational citizenship. Quoted in the case study, the author argues that not only does team volunteerism contribute to the formation of functional teams but has also boosted the morale of the employees.
It has also contributed to the overall employee satisfaction, which according to the author, has increased from 62% to 78% in a year after the introduction of the voluntary team building exercise. This increase can be explained by use of the expectancy theory model that argues for the determination of work effort by the perception that it will result in a level of performance that depends on a person’s feelings for those outcomes. In this case study, there are no financial rewards to the employees in order to attain maximum performance, the satisfaction of giving back to the community acts as a sufficient motivator.
activities improve the organization because it provides a means through which
the organization can build teams and contribute to the well being of the
community. The Molson organization in the case study prefers the employees
meeting in team building exercises such as painting youth hostels and
refurbishing cabins at Children’s cancer camps in Quebec
rather than gathering in golf courses. It has also helped the organization to
form functional high morale employees who are extremely satisfied with their
responsibilities. After incorporating the three fundamental components of
corporate social responsibility, volunteering activities create an excellent
repute for the company that is illustrated by the positive response from the
community. It is also aimed at improving the commitment and dedication of the
community towards the community thus gaining its trust and loyalty (Goncalves,
Dyer, W. G., Dyer, W. G., & Dyer, J. H. (2007). Team building: Proven strategies for improving team performance. San Francisco: Jossey-Bass.
Goncalves, M. (2006). Team building. New York: ASME Press.
Topchik, G. S. (2007). The first-time manager’s guide to team building. New York: AMACOM.