Team Building Adventure
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Professional Learning Team Facilitator ..
   Home      Corporate Teambuilding Specialist

Corporate Teambuilding Specialist
meeting for proposal teambuilding with
Tun Tan Sri Dato' Seri Dr Ahmad Sarji Bin Abdul Hamid
Corporate Teambuilding Specialist In Action
We undertake any type of team building programs and like
treasure hunt we can conduct in any hotels / resorts in Malaysia.
The range of team building programs is from indoor corporate
team building games, outdoor adventures eg raft building,
high and low obstacles course, compass orienteering, white water rafting,
white water tubing, paintball wargames, creative problem solving,
conflict management and many more
Team building is an approach towards enhancing organizational effectiveness
and proficiency. A team is 'a collection of people who interact with each other
regularly and are dependent on each other for the attainment of common goals.
The objective of team development is the removal of impediments to improving
group effectiveness. The key elements of a team are goal sharing, interdependence,
commitment and accountability
What Is Teambuilding by Corporate Teambuilding Specialist
Initiate discussion by asking participants "What is a team?" Why should
a team be formed, particularly in a research institution? Show EXHIBIT 1 and
discuss the concept of team building. A team is collection of people who interact
with each other regularly and are dependent on each other for attainment of
common goals. A team brings together people with different expertise and
thus enables application of specialized knowledge in solving problems. Team
building helps in improving organizational effectiveness and efficiency. Elicit
examples of various teams in the organizations to which the participants belong
and enquire what functions the teams perform. Ask "Are they effective?"
If so, in what way?
EXHIBIT 1 TEAM BUILDING (Source: Shaw, 1981)
A team is a collection of people who interact with each other regularly are dependent on each other for the attainment of common goals
· Team building removes hindrances and enhances organizational
  effectiveness and efficiency.
· The key elements of a team are goal sharing, interdependence,
  commitment and accountability
Groups and group dynamics underlie the concept of team building
and management. Show EXHIBIT 2 and discuss important considerations
which influence group formation. These are: 
·  personal characteristics,
· interest and goals,
· influence,
· opportunity for interaction, and
· other related factors.
Continue referring to EXHIBIT 2 and discuss the concept of group dynamics
and group influence.
Definition : Two or more people who interact and influence one another
formation : Personal characteristics
· Interests and goals· Influence
· Opportunity for interaction
· Other factors

A clear understanding of groups and their formation and dynamics is
essential before discussing team building and management. 'Group' is
defined as consisting of two or more people who interact and influence
one another (Shaw, 1981). According to their numerical size, groups can
be dyads (group of two members), triads (group of three), small
(four to nine members) or large (ten or more).
Group formation
Important variables (Tosi, Rizzo and Carroll, 1986) which influence group
formation include:
· Personal characteristics, which include shared beliefs, values, attitudes,
security needs and affiliation needs.
· Interests and goals in common.
· Influence, since a group can exert more power and influence to get
proper attention and action.
· Opportunity for interaction, which helps in developing affinities and
· Other factors are similar functional departments, cooperative physical
activities, intellectual pursuits, emotional needs or protection, and attention
and friendship.
Group dynamics
Understanding group dynamics is essential for a manager in order to
encourage effective team-work. Group dynamics can be understood
by exploring (Tosi, Rizzo and Carroll, 1986):
· how group members are influenced,
· factors in helping, cooperating and competing,
· the way group cohesion relates to satisfaction and productivity of
group members,
· maintaining external linkages, and
· how to make task groups more effective.
Group influence (Source: Tosi, Rizzo and Carroll, 1986)
The process of influence and obedience in groups is important for
group dynamics. How people influence each other in a group is the
process of group influence. This process prevails in all types of human
interaction and interdependence. Obedience or conformity involves direct
influence of the group on the behaviour of individuals such that their
behaviour outside the group will be different.
5-day 4-night | 4-day 3-night | 3-day 2-night | 2-day 1-night | 
Full-day | Hall-day | Hours |
Team Building Program
Stages in Team Building Program
(sources: Adair, 1987; Kormanski and Mozenter, 1987)
To make teams efficient and effective, a research manager should use :
·  managing talents to successfully guide teams through various stages
of development, and
· leading skills, which would kindle team members to achieve their full
potential at every stage of team development.
There are five sequential steps involved in the team building process
(Kormanski and Mozenter, 1987; Adair, 1987):
(i) Forming refers to awareness. During this stage, team members are oriented,
become committed, and then accept the goals and programmes.
(ii) Storming refers to resolution and development of a feeling of belonging.
(iii) Norming refers to cooperation and collaboration in which communication is
promoted. This results in a feeling of enticement and support.
(iv) Performing refers to productivity. During this stage problems are solved
and interdependence fostered, which results in achievements.
(v) Adjourning refers to separation. This does not occur if the previous
four stages have been successful, with no problems encountered.
DAY 1 
12.30pm - 13.30pm : Registration | Check In
13.30pm - 14.30pm : Self Management | Preparation
14.30pm - 14.45pm : Ice Breaking 
(Youtube Channel : Energizer Chickan Dance by Micost)
14.45pm - 15.00pm : TEAM FORMING STAGE
15.00pm - 19.00pm : PLEASE CHOOSE kind of approach
BETWEEN (a) | (b) | (c)
(Sources: Beer, 1976; Argyris, 1966; Blake and Mouton, 1969)
· Goal-setting approach
· Inter-Personal Approach
· Managerial grid model
- Self-evaluation
- Perceptions about mode of functioning
- New behaviour and performance goals
- New styles of team-work
- Individual behaviour
· Role model
Approaches to team building
There are several approaches to team building, with differing degrees
of group participation, self-examination, problem confrontation and
goal setting. Any of these approaches can be used for team development.
A manager can also blend and integrate different approaches, depending
upon situational requirements.
Goal-setting approach
The goal-setting approach (Beer, 1976) is based on the assumption that
a goal influences not only individual and group behaviour but also direction,
coordination and extent of group efforts. If problems of the group are
identified through interviews with group members, they can be handled by
group solutions. Based on these solutions, the group could set goals. Goal
setting creates commitment and a feeling of involvement.
The inter-personal approach
Based on the assumption that an inter-personally congenial team functions
more effectively, the inter-personal approach encourages 'sharing of feelings,
psychological support for one another, and non-evaluative communication
among team members (Argyris, 1966). Cooperation and better understanding
is obtained by developing mutual trust and confidence among group members.
It helps in creating an environment where conflicts are effectively settled,
problems solved efficiently, and decision making is based on group concordance.
This increases the effectiveness and productivity of the team. 
The managerial grid model
The managerial grid approach (Blake and Mouton, 1969) aims at productive
and cohesive team-work. It involves four steps. The first step is evaluation.
Every team member evaluates their personal contribution and performance
as well as that of others in the group. This process helps each member to identify
what they are doing or not doing to make the team effective. In the second step,
the understanding of group members concerning the team's functioning is
deliberated and examined so as to identify the problems faced by the team.
The third step is to eliminate unacceptable individual and team practices and to
replace them with new behaviour and performance goals. The fourth step involves
trying out new styles of team-work and individual behaviour to overcome problems
being faced at that time. If these steps are successful, the usefulness of the new
approaches is proven and will provide the group members with a model of how
they can work together.

(Youtube Channel : Team Building Best USP Behaviour)
EXHIBIT 3 (Source: Tosi, Rizzo and Carroll, 1986)
· Compliance
· Identification
· Internalization
· Social facilitation
Now discuss behaviour (EXHIBIT 3). The important factors which lead
to variations in behaviour are compliance, identification, internalization
and social facilitation. Ask participants why people differ in their natural
tendency to help others. Discuss and distinguish between cooperation
and competition. Group cohesion is important in bringing members
together towards a common goal and generating team spirit. Show
EXHIBIT 4 and 5, and discuss factors which could enhance group
cohesion, and ways and means of improving it. Show EXHIBIT 6 and
discuss steps in fostering group productivity, satisfaction, cohesion
and learning, which together encourage work groups. 
(Source: Tosi, Rizzo and Carroll, 1986)
· group formation factors
· group development factors
 · difficulty of entry
· status congruence
· reward allocation
· success
· stability of membership
·  external threat
· group size 
(Source: Tosi, Rizzo and Carroll, 1986)
· communicating with the subordinates as a group
· emphasizing and promoting competition with other groups
· rewarding cooperation
· managing conflicting within the group
· setting achievement goals for the group rather than for individuals
· treating everyone equitably and not playing favourites
·  encouraging social interaction among group members
(Source: Tosi, Rizzo and Carroll, 1986)
· treat employees as social beings and not as mere numbers
· establish a manageable group size
· encourage group members to select the other members whenever possible
· assist groups to develop and mature
· encourage group productivity norms
· deal with group situations where cohesion is based on norms harmful to
  the organization
· support groups to develop good productivity goals, encouraging
  participation of individual members
·  cautious use of competition to encourage group productivity
·  provide opportunities for success
(Source: Woodcock, 1986)
 clear objectives and agreed goals
·  openness and confrontation
· support and trust
· cooperation and conflict  
· sound procedures
 appropriate leadership
· regular review
· individual development
· sound intergroup relations
  (source: Adair, 1987)
· Developing the individual
· Achievement of the task
· Building and maintaining the team
Components of team building
There are three interlocking components in team building
(Adair, 1987). They are:
1) Developing the individual Individuals come to groups with their
own needs. They work in groups to accomplish group tasks while
simultaneously expecting that group membership will fulfil some of
their individual needs.
2) Task achievement This is the need to achieve something. It is the
task on which the group is working.
3) Building and maintaining the team The need to develop and sustain
working relationships among members is necessary for the accomplishing
of group tasks. This is the maintenance need of the group.
4) Improving team efficiency
Some useful ways to improve team efficiency are considered below
(Beer, 1976; Tosi, Rizzo and Carroll, 1986; Adair, 1987):
(i) Influence the evolution of effective norms which a team adopts, and
depending on managerial style, a manager can achieve this by defining
standards, focusing on setting goals with the group, reinforcing goals
when they are met, and recognizing good performance. Some important
considerations (McGregor, 1960) in setting norms are noted below.
· The atmosphere in the group should be informal and relaxed.
· There should be provision for ample discussion regarding tasks
with each member participating in the discussion and expressing their views.
· Objectives should be clearly formulated and understood, and accepted
by group members
· Members should listen to each other. They should be able to freely
express their ideas and opinions, including those relating to group performance.
· Disagreements should be acknowledged and settled, rather than subdued.
· Most decisions should be arrived at through some form of concordance.
· Criticism should be frequent, but seldom personal.
· Responsibilities should be assigned clearly and without ambivalence.
· The team leader should not overshadow the team, and there should
be no power struggle within the group.
· The group should be aware of its operation.
(ii) Improve the efficiency of the team, and a manager can do this by
efficiently organizing the work and securing the means necessary
including appropriate technology, resources, and supporting facilities.
(iii) Ensure high skill levels.
(iv) Ensure that pay, promotions and recognitions are related to team
performance. The manager thus demonstrates to subordinates the
value of team-work and the value attached to the contribution
of individuals in team-work.
(v) Provide intrinsic rewards, such as challenging work, clear
responsibilities and autonomy in influencing work methods.
The manager should ensure not only that jobs synchronize with
the interests of individual members, but also that they find the
job easier in a team setting. For effective intrinsic group rewards,
managers should define tasks completely, purposely and explicitly.
A task should have an identifiable end point. Each group member
should have skills required to complete these tasks. The team
should have freedom in deciding on its working methods, planning
and allocation of responsibilities to individual members.
5) Role model
The role model concept is based on the assumption that
role is a set of behaviour which an individual in a particular
organizational position feels obliged to perform and which
individuals in other organizational positions expect that person
to perform' (Beer, 1976). Thus, a team is a chain of overlapping
roles. Behaviour in a group can be understood in the context of
how individuals understand their roles. If group members correctly
perceive their role and the roles of other members, conflict and
vagueness can be eliminated and efficiency increased. Many types
of role and clarification meetings are used for developing effective teams.
(Youtube Channel : Team Building Problem Solving)
Now start discussing team building and management issues.
To begin with, ask participants how teams are useful in achieving
organizational goals. What are the conditions necessary when
building a team? Show EXHIBIT 7 and discuss these conditions.
Encourage participants to share their experience with respect
to each of these conditions. Various stages in the team-building
process are forming, storming, norming, performing and adjourning.
Show EXHIBIT 8 and briefly discuss each of these stages.
There are many approaches to team building. Some time could be
devoted to a discussion of each of these approaches, as illustrated
in EXHIBIT 9. Observe that goal setting creates commitment and a
feeling of involvement. The inter-personal approach develops mutual
trust and confidence among group members, and creates an environment
where decision making involves group consensus, problems being solved
efficiently, and conflicts resolved easily. The managerial grid approach
aims at productive and cohesive team-work and involves four steps.
The role model considers 'team' as a series of overlapping roles.
The components of team building are: developing the individual,
achievement of the task, and building and maintaining the team.
Show EXHIBIT 10 and discuss each of these components and
how they interlock with each other.
Authoritarian style          versus           Democratic or participative style
(Source: Tarkenton and Tuleja, 1986)
Team management
There are two approaches to managing a team effectively
(Tarkenton and Tuleja, 1986). One is the traditional approach,
based on an authoritarian style. The other is a democratic or
participative approach.
The authoritarian style of team management relies on the
manager being in full command. Involvement of group members
in decision making is discouraged. The democratic or participative
style of team management encourages group members to talk,
express their opinions, and involves them in the decision making
process and in problem solving. Through this process, group
results are optimized.
By relying more on task and achievement-orientation,
an authoritarian-style manager can perhaps ensure obedience
without motivation and involvement, but that would not generate
the best performance in the long term, whereas a participative
style usually promotes that. To promote team-work, a manager
should act as an educator or a facilitator rather than
as a dictator or autocratic boss.
(Youtube Channel : Motivation Staff Session)
Now initiate discussion on team management. Team management
could be either authoritarian or democratic. Authoritarian styles
are task and achievement oriented, while democratic styles use a
participative approach. Show EXHIBIT 11 and discuss the two styles briefly.
Discuss the six sequential team meeting steps (EXHIBIT 12).
Participants could be asked whether, in their experience,
team meetings are along those lines, or otherwise.
There are methods available for managing teams efficiently and
effectively. Show EXHIBIT 13 and discuss these methods. They
include setting effective norms, providing the necessary technology,
ensuring high skill levels, and providing effective extrinsic and intrinsic rewards.
The session could be concluded by a brief discussion of team building
and management in research organizations, and increasing trends in
this direction. Team building is essential for multidisciplinary research
(source: Tarkenton and Tuleja, 1986)
· Follow up
· Review performance data
· Reinforce
· Solve problems
· Plan action
· Communicate 
Team meetings
Tarkenton and Tuleja (1986) have developed a
'team meeting' structure, consisting of six sequential steps:
(i) Follow-up Every team meeting should conclude with some
plan of action to implement the decisions made. Similarly,
every team meeting should start by objectively reviewing
progress in implementing the decisions approved in previous
meetings. Follow-up action is necessary when planning and reviewing.
(ii) Review of performance data The next step is to
evaluate progress in team performance since the last meeting.
This is done to ensure that the team is moving in the right direction.
(iii) Reinforcement After reviewing the implementation or performance,
a manager has to provide reinforcement. Obviously, positive reinforcements
are given to those who have contributed to progress and performed well.
Negative reinforcement is for those who fell short in their performance.
In the team setting, positive reinforcement is effective in encouraging
the good performer to continued with good, or even improved, performance.
Simultaneously, it also motivates slow performers towards better efforts
in the hope of receiving positive reinforcement later on, when they have
improved their performance. A manager should use negative reinforcement
only after exhausting other means. Initially, negative reinforcement
should be mild so as not to demotivate poor performers.
The aim should be to motivate towards better performance.
Tarkenton and Tuleja (1986) observed that:
· behaviour resulting from positive reinforcement tends
to continue, persist or even increase,
· behaviour that is re-motivated by negative consequences
tends to deplete, and
· good behaviour which is not reinforced in any manner tends to
decline over time.
(iv) Problem solving During team meetings, appropriate
reinforcement aims at solving problems so as to make group
members more productive. An imaginative and creative
problem-solving approach is crucial to good team performance.
It provides an opportunity for positive interactions between team
members and is helpful in increasing team productivity.
(v) Planning action The next step in the team meeting process
is to formulate an action plan and assign specific responsibilities
to individual members of the group.
(vi) Communicating The last step of a team meeting is a brief
discussion about the group's current and future concerns and
progress. It strengthens team spirit. It simultaneously reassures
team members that they are working jointly to achieve common goals.
Picture 1) meeting discussion with Klia Management Team
Picture 2) with En Nazlee and En Sabree, Head Of Human
Resource Department PUNB
Picture 3) Pn Azniyati Binti Mansor, Human Resource Manager NIOSH
Picture 4) after meeting with Tenaga Nasional Berhad Management Team
Picture 5) meeting done with Pengarah DBKL Pengurusan Sumber Manusia,
En Mustafa Bin Mohd Nor
Picture 6) Teambuilding Done with Dr Norliza Mohamad, Timbalan Pengarah
Kesihatan Negeri PERGIGIAN Melaka, Ketua Penolong
Pengarah Kanan PERGIGIAN Melaka,
Dr Khalida Binti Khalid and Head Of Nursing, Pn Jamariah Binti Shaari and
the rest of Jabatan Kesihatan PERGIGIAN Negeri Melaka
06.30am - 07.30am : Basic Dance Energizer
(Youtube Channel : Energizer Chickan Dance by Micost) 
07.30am - 08.30am : Breakfast 
09.00am - 12.30pm : Team Building Module And Activites
12.30pm - 13.30pm : Lunch | Self Management
TO BE CONTINUE............
Set effective norms
· Informal and relaxed atmosphere
· Participative discussion regarding tasks
· Clear understanding and acceptance of objectives
· Free expression and tolerance of other's views
· Recognition and resolution of disagreements
· Decision making by consensus
· Criticism frequent but not personal
· Clear responsibilities
· No dominance of team leader and no power struggle
· Self-awareness of group about its operations
· Provide the necessary technology 
· Ensure high skill levels
· Provide effective extrinsic rewards
· Meaningful, clearly defined tasks with identifiable ends
· Each member skilled in completing the job
· Autonomy in working methods, planning and assignment of
responsibilities in the group
PICTURE 1) with 2nd batch Penang Segi College Staff
PICTURE 2) with a NIOSH team
(more photos on : TeambuildingMalaysiaAdventure)
PICTURE 3) with a Top Management And Agency Leader PruBSN
(more photos on : TeambuildingMalaysiaAdventure
PICTURE 4) with a Bank Rakyat Team
(more photos on : TeambuildingMalaysiaAdventure)
PICTURE 5) with Ikbal Salam & Associates SDN BHD
(more photos on : TeambuildingMalaysiaAdventure)
PICTURE 6) with 1st Batch Penang Segi College Staff
(more photos on : TeambuildingMalaysiaAdventure)
PICTURE 7) with Malacca Securities SDN BHD
(a participating organization of Bursa Malaysia
Securities Berhad)
(more photos on : TeambuildingMalaysiaAdventure)
PICTURE 8) with Plaza Lowyat Kuala Lumpur Team
(more photos on : TeambuildingMalaysiaAdventure)
PICTURE 9) with Sherry Chang Church Singapore Team
(more action and photos : TeambuildingMalaysiaAdventure)
PICTURE 10) with Jabatan Kesihatan Negeri PERGIGIAN Melaka
PICTURE 11) with Nehemiah Soil SDN BHD
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