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THE TEAM-BUILDING IMPACT ON THE ROMANIAN ORGANIZATIONS DYNAMICS

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This paper is not a research paper, but a presentation of work experience of a company* that operate on Romanian labour market.
Over the time Romanian managers understood and consider the fact that the team building is not a panacea to obtain the success but is one of the key elements in the way construction towards EXCELLENCY!

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THE TEAM-BUILDING IMPACT ON THE ROMANIAN ORGANIZATIONS DYNAMICS

  1. 1. THE TEAM-BUILDING IMPACT ON THE ROMANIAN ORGANIZATIONS DYNAMICS Ada Mirela Tomescu University of Oradea, Faculty of Economics, Oradea, Romania 1 21st Biennial International Congress Tourism and Hospitality Industry Trends in Tourism and Hospitality Management 4th of May 2012 Opatija, Croatia
  2. 2. INTRODUCTION  This paper is not a research paper, but a presentation of work experience of a company* that operate on Romanian labour market.  *RoMarketing 2  Human Resources Development, Training, HR assessment, Coaching, Team Building, Consultancy .
  3. 3. INTRODUCTION  Human capital constitutes nowadays the competitive advantage of many companies.  Human Resources development has become a priority in the economical climate permanently changing, 3
  4. 4. INTRODUCTION  The success of a company depends directly on the expertise and knowledge of each own employee.  The adaptation implies change, therefore analyzing the successful organizations is a must. 4
  5. 5. THE IMPORTANCE IF THE HUMAN CAPITAL IN THE ORGANIZATION DYNAMICS  On the basis of the theoretical studies and of our experience we wish to draw attention to managers concerning key elements on the organization dynamics such as: 5
  6. 6. THE IMPORTANCE IF THE HUMAN CAPITAL IN THE ORGANIZATION DYNAMICS  stimulating of the synergy,  team consolidation on the positive trend through the team members strengths that can be reached by training programs like team building. 6
  7. 7. THE DYNAMICS OF THE ORGANIZATION & ORGANISATIONAL DEVELOPMENT (OD) The organizational development is:  related to the human resources performance, development and effectiveness.  a dynamic change process used as a planned mean of organization effectiveness improvement for the solving of the problems and accomplishing the strategic objectives. 7
  8. 8. THE DYNAMICS OF THE ORGANIZATION & ORGANISATIONAL DEVELOPMENT (OD)  One of the OD most used techniques is team- building;  TB is a technique designed to help the members of a group to work more effective. 8
  9. 9. WHY A TEAM?  People /emploee are the core element of organizational dynamic.  The multinational companies practice indicates the fact that the team must be considered as being the nucleus of a successful company.  Success organizations anticipate the need of change and answer to this by a adapted dynamics to the environment. 9 WHY A TEAM?
  10. 10. TEAM VS. GROUP  Elements that determine the transformation of a group into a team are:  Acknowledging the common purpose;  Assuming the roles within a planned activity;  The trust and the openness between the team members;  The desire of taking the risk within the team, not only as individual;  The loyalty towards the leader and towards the team etc. 10
  11. 11. THE EFFECTIVENESS OF THE TEAM & ‘THE 7 Cs’  Our work is based on effectiveness of the team that depends on the existence and development of so called ‘the 7 Cs’ 11
  12. 12. THE ‘7 Cs’- THE THING THAT DISTINGUISHES  Clarity of the objective;  Capacity of the team members to accomplish the objective;  Cooperation between the members of the team;  Co-participation ( meaning - dedication);  Communication;  Continuous improvement;  Creativity. 12
  13. 13. EXPERIENTIAL LEARNING BASED ON KOLB CYCLE 13 Concrete experimentation TO TEST Active experimentation TO IMPROUVE Abstract conceptualization TO CONCLUDE Reflexive observation TO ANALYSE [adapted after Mullins L.J.
  14. 14. TEAM BUILDING  Kolb cycle - work method, applied during the eight stages that actually form the whole program of team building.  It is interesting to analyze how that kind of a program identifies into the Romanian organizations, and especially, which are the short-term and medium term results. 14
  15. 15. SUCCESFUL PRACTICE INTO ROMANIAN ORGANIZATIONS  The first meeting with this company occurred in 1997. A group of 12 managers participated to a team building program; the training program had been designed by the consultants.  At the beginning of the program we could described participants’ attitude using the following words: distrustful, rigid and suspicious. 15
  16. 16. SUCCESFUL PRACTICE INTO ROMANIAN ORGANIZATIONS  At the end of the ‘game’ the comments were: ‘we are exhausted’, ‘we are not used to outdoor exercise that much’, ‘we had such a good time’.  There also have been voices that positively appreciated the defusing of certain conflicts, or the identification of certain communication obstacles -and that is pretty much about it. 16
  17. 17. SUCCESFUL PRACTICE INTO ROMANIAN ORGANIZATIONS  If fiveteen years ago the requests for team building programs were relatively rare.  only 2 companies/year were asking for it, at the present moment we have increase the requests 15 times (over 30 firms/year), in spite that the training and consultancy companies number in the human resources field has increased considerably. 17
  18. 18. CONCLUSIONS -1  The team forming program is seen:  as a nucleus of a successful company;  link to team activity -benefits, improvement and their consolidation;  Above elements are reflected in the organizational dynamics. 18
  19. 19. CONCLUSIONS -2  Each teambuilding program is unique(!) just like the organizations are unique in their own way.  The positive trend team consolidation must be realized according to the team members’ strengths. 19
  20. 20. CONCLUSIONS - 3  Over the time Romanian managers understood and consider the fact that the team building is not a panacea to obtain the success but is one of the key elements in the way construction towards EXCELLENCY. 20
  21. 21. FINAL CONCLUSION  Team excellency 21 Changes if necessary Commitment Team dynamics Trust
  22. 22. THE TEAM-BUILDING IMPACT ON THE ROMANIAN ORGANIZATIONS DYNAMICS Thank you for your attention! 22 The 21st Biennial International Congress Tourism and Hospitality Industry Trends in Tourism and Hospitality Management 4th of May 2012 Opatija, Croatia Ada Mirela Tomescu University of Oradea, Romania

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