Team Building Exercise
The Effect Team Building Exercises 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.
Chaper THREE - Methodology
The aim of this study is to identify the relationships between the management's expectations of team building and the actual effect of the team building exercise.
The study was conducted within the corporate environment where senior managers were interviewed.
The study is designed to prove or disprove the earlier statement from Ward (1986, cited Adair, 1986; p98) who believes that there is no saving to be made from team building exercises.
The study explores how strong the relationship between team building exercises and increases in performance actually is.
Comparisons on contrasting views between authors such as Wolfe et al (1989) and Twomey and Kleiner (1996) will be depicted to identify major corporations experiences of these exercises; to determine the benefits of team building; and to identify whether a team building exersise would live up to managers' expectations.
The objectives of the research study outline how these aims will be adhered to:
- To collect nationwide data allowing in-depth analysis and evaluation.
- Using qualitative methods, in-depth and intricate research can be collected which according to Creswell (1998) enables a complex, holistic picture to be analysed.
- Interviewing top managers of major blue-chip companies, including A major automobile company and A LEADING OIL COMPANY.
- To ask comprehensive and revealing questions to discover why the experience did or did not live up to expectations.