Team Building Exercise

The Effect Team Building Interventions
Have on the Corporate Sector

A dissertation submitted by Ian Harnett in partial completion of the award for BSC (HONS) Sport Development and Coaching Sciences.

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Chaper SIX - Conclusion

Conclusion

The initial aim of this study was to investigate the effect team building exercises have on performance.

The research hypothesis is as follows;

Team building exercises (independent variable) will have a significant positive implication on the effectiveness, efficiency, morale or productivity within major blue-chip companies (dependent variable) .

Qualitative primary research was used to assess the experiences of five major blue-chip companies.

Interviews were used to collect qualified, meaningful evidence.

The research hypothesis has been proven correct, recognising the relationship between team building and performance changes.

This study supports views from Carron and Hausenblas (1998 ) and Tjosvold et al. (2005) who argue that a team building excersise is necessary for a successful team.

This study has proved conclusive and does support literature within the unexplored field, however there are limitations to the study.

Limitations

Only five companies interviewed, this could have been broader to collaborate more significant results and trends.
One team building provider, more providers with ranging styles of events would portray more reliable findings.
Time restraints, if all of the events took place at the same time and interviews were completed at monthly intervals following the event, the results would have greater implications.
Some of the managers participated in the events while others observed. this may have affected the results. In future studies this should be controlled, either all of the managers observe or all of them participate.

Strengths

Top end managers were interviewed.
Qualitative research was gained providing in-depth useful information.
A range of events were experienced displaying the broad effect of several team building exercises.
The research was backed up by secondary sources.

This qualitative research showed that in the well planned events, the team building exercise had a significant positive effect on performance, while events with less planning and consideration had a satisfactory or negative effect on performance.

Despite these limitations, the main qualitative findings were valid.

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