The document describes a corporate training system that offers various workshops, seminars, and certification programs to help with skills like communication, leadership, presentation skills, stress management, and more. Specific program topics include effective communication, conflict resolution, creative leadership, customer service, and team building. The training is offered to help improve employee performance, productivity, and satisfaction.

1. THE CORPORATE INTEGRATION TRAINING SYSTEM WORK SHOPS SEMINARS CERTIFICATION PROGRAMS

14. TEAM BUILDING Including Workplace Conflict Resolution and Communication A reduction or disturbance in Workplace “Harmony” and resolution of conflict resulting from 1) multiple cultural backgrounds, 2) unclear office hierarchy, 3) employee-management understanding, and 4) interpersonal communication skills, 5) opposing goals and disorganized team cohesiveness all lead to a reduction in enjoyment of the individual employee’s job involvement and job satisfaction , company productivity and an increase in sick leave and turnover. “ Workplace Harmony” is achieved through team building exercises which stress the following: Clarifying the team goals Building ownership and commitment to those goals across the team Identifying any issues which inhibit the team from reaching their goals Addressing those issues, removing the inhibitors and thereby enabling the goals to be achieved NEXT

16. TEAM BUILDING FOUR TYPES OF TEAM BUILDING Individuals In a project environment, where team composition is continually changing, the emphasis must be on selecting people who are self-starters and developing the skills in individuals to become effective team members very quickly. The 'scale' involved is 1 person, and the team building consultant or trainer is endeavoring to change the skills and abilities of the individual at operating within a team (or within multiple teams). Small Teams In teams where membership is static - typically in management teams - the motivational challenge is to align the drive of the disparate individuals around the same goals. There can be many inhibitors to performance - eg: personality, dynamics, processes etc., and how the individuals within the team relate to each other can have a big bearing on team performance. So, if a member leaves, or another joins, the dynamics of the team can be changed greatly and the task of team building has to start again. Here, the scale is small - say, 2 to about 12 - and the main priorities are to build the foundation of collective ownership of team objectives, and then overcome inhibitors through team bonding, facilitation, processes, etc.. Team Islands A larger scale operates between teams. Where the teams do not relate well, they are called 'team islands'. The motivational challenge is to overcome the problem of "in/out groups" so that people have positive attitudes towards those in other teams. There are often many barriers between teams that inhibit team performance, but not all of them can be removed. The main task, therefore, is the bridging, or relationship, between the teams. Large Teams The largest scale is organizational culture change. With the exception of the senior management team, any changes to personnel have limited impact on the corporate culture. The key aim of company-wide team building is to change the behaviours and attitudes prevalent in the organization, which are almost independent of who actually works there - new recruits who are 'different' often start behaving in accord with the existing culture. NEXT

17. TEAM BUILDING WHAT IS CHANGED HOME Type of team building Scale What is changed Individual 1 person Who is involved in the project, and their individual skills/perceptions Small Team 2-12 people Orientation around the team goal, and bonding (relationships between people) Team Islands 2 or more teams Orientation towards higher goals, and bridging (relationships between teams) Organization 15+ people Commitment to the corporate mission, and the culture of the organization